One of the primary goals of the AMO Method is to harmonise the worlds of delivery and governance; unlocking the potential gains which are dissipating into the ether through unnecessary friction. Over the past five years, it’s been impossible to miss the seismic transition which has swept through organisations, leading to significant repositioning of the delivery functions. As the value of speed to market, and responsiveness to customer demands have risen to the fore; Agile, has rapidly crept out from the world of software development into almost all product and service industries. However, while the focus of transition has zeroed in on the teams which are perceived to be the gatekeepers of reaching the customer; the framework which supports these units to deliver effectively, efficiently and at maximum utilisation has been persistently overlooked.
A quick Google of the noun ‘friction’, defines it as ‘The resistance that one surface or object encounters when moving over another.’ This describes exactly what many organisations are experiencing when delivering projects, whether it’s recognised or not. This friction, between the governance structures and the delivery arms, is diminishing the intended benefit that governance is indented to provide; while weakening the effectiveness of delivery functions to execute their objectives. And the outcome? Waste to the organisation through rework; resulting in wasted talent through frustration and eventually demotivation. And at the very end, a culmination of poor quality of outcomes, retention challenges and ultimately increased costs.
A key piece in the puzzle of this modernising approach to delivery, is to modernise the framework in which the delivery occurs. Through years providing structure for multinational projects to achieve their goals, Fatimah Abbouchi recognised the shifting sands, and the lack of value attributed to the PMO in the end-to-end process; leading to the creation of the AMO Method. Tested in numerous organisations, spanning several countries, the AMO Method successfully minimises the friction between governance and delivery by aligning governance structures to the modern approach of delivery functions. By doing so, the AMO Method does what a robust governance model has always intended to do – provide a scalable framework for multi-faceted delivery teams to leverage, while presenting a single perspective of the landscape to Leadership. Achieving this synergy realises compounding benefits, similar to that of a well-oiled machine; as all work in progress can be managed with less effort and to a higher degree of quality. But it doesn’t end there. By crafting an environment where the outputs are meaningful, and objectives are ultimately achieved; individual contributors experience a sense of fulfilment through accomplishment, growth and development; juxtaposed to the all too common sense of frustration and anxiety caused by structural failings inhibiting delivery.
Discontent and disengagement can be toxic, its foothold can simply start with one. An environment where friction creates an atmosphere of negativity can foster issues which reach far deeper than just an individual, team or organisation’s ability to achieve great success. The value of creating a place where work is meaningful, and the benefits of doing so have long been recognised. It is also well understood that taking a customer centric view of positioning an organisation is critical to sustainable success. A missing piece of the puzzle rests within the fabric of an organisation. The AMO Method works within this fabric, to stitch an organisation together, so that it can run at the same speed – in harmony. Achieving this balance develops an environment where outcomes can be achieved, work becomes meaningful, and those within the organisation re-engage through opportunity to grow and develop.
It may appear to be a minimal change, but the potential to be unlocked within your organisation, is waiting for this critical shift.