The accountability trap Who should be accountable for delivering an initiative? It’s a simple question, but one that many organizations struggle to answer. A common assumption is that Transformation should own delivery—after all, they define the strategy, align resources, and troubleshoot execution. But this is a critical mistake. Transformation is essential, but it should never […]

Introduction Excessive approval workflows are a quiet but persistent drag on delivery at large organizations. Each additional checkpoint delays progress, disrupts workflows, and frustrates teams – yet these layers of control often fail to deliver the oversight they’re intended to provide. In many enterprise organizations, traditional approval-heavy processes are more liability than solution. The way

Download the pre-built template To streamline the process, our downloadable template offers a starting framework, helping you cover essential elements while tailoring specifics to your unique requirements. The definitive guide to crafting an RFP for enterprise PPM tooling Introduction   This year, Kiplot has been chosen in every RFP we’ve participated in – a clear

Introduction Resistance to change in enterprise organizations is rarely about the complexity of the transformation itself. More often, it stems from deeper organizational dynamics – legacy systems, entrenched processes, and cultural norms that resist disruption. Left unaddressed, resistance slows progress and jeopardizes strategic outcomes. However, when managed effectively, it reveals critical vulnerabilities and highlights opportunities

Introduction In a previous article called ‘How to write effective OKRs’ we explored how OKRs are crucial for driving continuous improvement and innovation. In this article, we’ll explore the difference between OKRs (Objectives and Key Results) and higher-level strategic goals and the importance of aligning them. Whilst Strategic goals and OKRs are both designed to

Agile has reshaped the way organizations deliver value, offering flexibility and faster response times in an ever-changing market. Yet as Agile scales across teams and business units, many enterprises are encountering a significant challenge—Agile burnout. The demands of continuous delivery, high-velocity cycles, and constant adaptation can take a toll on teams, creating a risk that

Introduction As organizations grow and scale, so does the complexity of managing their portfolios. For CIOs, PMO leaders, and transformation managers, the challenge is no longer about overseeing isolated projects but orchestrating a diverse array of initiatives that span departments, geographies, and delivery methods. This is where enterprise project portfolio management (EPPM) becomes a key

Transforming portfolio management into a strategic engine for growth In today’s enterprise environment, portfolio management has evolved from a tactical function into a critical enabler of strategic outcomes. No longer can initiatives succeed in isolation—they must drive measurable impact, aligning closely with overarching business objectives. For transformation leaders, the complexity lies in maintaining this alignment

Why Agile maturity matters for transformation leaders Agile, once confined to isolated teams, has gradually transformed into a cornerstone of strategic success at the enterprise level. For transformation leaders – CIOs, COOs, and PMO heads – the real challenge lies in scaling Agile across the organization in a way that integrates with overarching strategic objectives.

Introduction So, you're ready to adopt agile but unsure where to begin? For enterprise organizations undertaking an agile transformation, achieving true business agility involves much more than simply implementing agile at the team level. The real challenge lies in embedding agility throughout the organization—aligning it with strategic goals and scaling it across every department. This