Srinivasa R Badrinarayanan

Project and Program Management has evolved significantly in recent years. Pragmatic leaders and forward-thinking organizations have shifted their perspectives on this discipline. As someone passionate about program delivery and experienced in building and scaling program management practices, I am also changing my perspective. The gauge to assess a strong Project Manager should include: - The ability to lead under pressure - The capacity to foster collaboration among diverse teams - The skill to earn trust, solve real problems, and deliver results This distinction separates merely checking boxes from creating impact. Project management is not about striving for perfection; it’s about adaptability and the leadership necessary to guide a team toward success. When the stakes are high, credentials, certifications, or flawless documentation take a backseat. What truly matters is having someone on our teams who can GET IT DONE!!

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The automotive industry is undergoing significant disruption and change. As one CEO pointed out “the industry is going to change more in the next 5 years than the past 100 years”. Part of this transformation is a shift in the long-held industry orthodoxy that automobile companies build cars and update features and functions. Today, and into the future, automobile companies are now in the mobility arena. Mobility services include the products, technologies, services, and experiences that enable people and goods to move more freely. This disruptive change is not going to follow a smooth curve from the past to the future. Google and others are hard at work on driverless vehicles. Tesla is changing what’s possible in electrification. The big telecoms are working to connect cars to the internet of things and make automobiles an integral part of smart cities. In the meantime, Uber, Lyft, and Didi have upset the longstanding orthodoxy of car ownership. In addition, ‘mini-mobility’ players like Bird are offering rentable scooters and bikes are becoming a popular part of our urban landscape for short trips and in densely populated areas where automobiles and parking are too cumbersome. Industry incumbents aren’t going to win by holding onto old mental and business models from a bygone industrial age, where innovation was confined to new features and functions on the car. Together, these new players are changing the scope, scale, and speed of change at an exponential rate. The chart below shows the digital giants, incumbents, and technology entrepreneurs for the mobility arena.

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ChatGPT, Gemini, etc, can provide you with facilitation tips (information). It can't compensate for a lack of facilitation proficiency. We're entering an era where superficial learning is exploding. Remember, the ability to quickly generate information does not equate to competence.

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🚨 The Agile ASPICE Trap Day 3 of the assessment. The team was confident — they worked agile, delivered value every sprint, customers were happy. And yet… the ASPICE assessor frowned. The backlog? Not traceable enough. The sprint reviews? No formal verification evidence. The retrospectives? Great for learning — but not for maturity levels. It wasn’t that the team was bad. They were too modern for the model. Every artifact, every ceremony, every principle was agile — but none of it fit neatly into ASPICE’s boxes. The result? A great agile project. A bad ASPICE rating. That’s when the realization hit: 👉 You can’t force-fit agility into ASPICE. But you can translate it. Agile SPICE does exactly that. It speaks the language of agile teams — and still produces results your ASPICE customers understand. Two days of training. Real cases. Real mappings. Real understanding. So next time, your sprint demo won’t be a liability — it’ll be evidence. 📅 18–19 November 2025 🎓 intacs™-certified Process Extension – Agile SPICE 🔗 https://lnkd.in/dYN-nkYb #AutomotiveSPICE #AgileSPICE #ProcessImprovement #AgileDevelopment #Leadership #Efficiency

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I ask at conferences: "Are you satisfied with your PM program?" In a room of 200 maintenance professionals, maybe ONE hand goes up. Why? Most organizations: - Apply the same PM template without considering the operating context - Add new PMs or tasks after every failure without RCA or even the Five Whys - Focus on compliance instead of effectiveness At one plant, I removed over 1,100 PM tasks on three cartoners that added NO value using FMEA. That's 1,100 PMs that technicians would have been issued over the course of one year. Let that sink in ... Your technicians say they need more help, but how many of your current PMs are just "feel-good" activities? Start by asking: "What are the likely failure modes that the PM tasks address?" #maintenance #Reliability #PMO

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I used Gemini to provide a list of systems to RFP and it omitted a key player. I asked it why. It prioritized the largest, most broadly recognized enterprise platforms as the primary driver (Vs what could solve my needs). It then gave a confident response to why I should reconsider the very system it omitted. Ask why to your AI, you will be surprised what you get back.

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