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Let’s talk about something that’s probably keeping you up at night – those projects that won’t budge. You know the ones I’m talking about. They’re sitting there, mocking you from your to-do list, gathering dust while you and your team dance around them like they’re radioactive. Sound familiar? Well, grab a coffee and settle in because we’re about to dive into how to get those stubborn projects moving again.

The Elephant in the Room: Risk Aversion

Before we roll up our sleeves and get into the nitty-gritty, let’s address the elephant in the room – risk aversion. It’s that nagging backseat driver that constantly tells you to slow down, even when the road ahead is clear and straight. In our quest to make perfect decisions and avoid mistakes, we sometimes forget that standing still in business is like trying to stay stationary on a moving walkway – you’re actually going backwards.

Risk aversion isn’t just about being cautious; it’s about being paralysed by the fear of what might go wrong. But here’s the kicker – in today’s fast-paced business world, the biggest risk is often not taking any risk. Your competitors aren’t standing still, and neither are your customers’ expectations. So, let’s talk about how to break free from this paralysis and get your projects moving again.

A 10-Step Framework for Unsticking Your Projects

Let’s dig into a framework combining decisive action with intelligent risk management. Think of this as your project unsticking toolkit. We’ll identify what’s blocking your projects and provide practical strategies to overcome these obstacles.

1. Clarify What Isn’t Getting Done

First things first – identify the culprits. What exactly is stuck? Is it that new product launch that’s been “almost ready” for six months? The digital transformation initiative that’s more “digital” than “transformation”? Or maybe the office redesign is still just a bunch of Pinterest boards and good intentions.

Be specific. Write it down. Put it on a whiteboard. Make it real. Once you name the beast, you can start to tame it.

But here’s the crucial part – don’t forget to consider the opportunity costs of inaction. Every day that your project sits idle, your competitors might be moving forward, or your customers might be looking elsewhere. Sometimes, doing nothing is the riskiest move of all.

Ask yourself: What isn’t getting done in your organisation, and what’s it costing you to leave it undone?

2. Understand Why It’s Important

Now that we’ve identified the things blocking the progress of our project, let’s discuss why they matter. How does this stalled project tie into your broader business goals? Will it increase revenue, improve customer satisfaction, give you a competitive edge, or reduce costs?

This step is crucial for two reasons. First, it helps you prioritise which projects to push through the inevitable obstacles. Second, it gives you ammunition. You need to articulate why the project matters when rallying support and resources.

Ask yourself: If this project succeeds, what does it mean for our business? And if it fails to launch, what opportunities are we missing?

3. Identify the Stakeholders

Let’s talk about people. Who has skin in the game when it comes to these projects? Is it the sales team who’s been promising new features to clients? The CFO who’s banking on cost savings? The board, who’s expecting a big move into a new market?

Understanding your key stakeholders helps align priorities and motivations. It’s also crucial when you start trying to build momentum. You need to know who your allies are, who might resist, and whose support is essential to success.

Make a list: Who stands to gain if this project succeeds? Who might lose? Who has the power to help push it forward, and who might pump the brakes?

4. Evaluate the Consequences of Inaction

Time for some tough love. What happens if these projects remain stalled? Be brutally honest and quantify the potential losses. What’s the cost in market share, revenue, or employee morale? Are you risking falling behind competitors?

Often, we’re so focused on the risks of moving forward that we completely overlook the risks of standing still. But in many cases, doing nothing is actually the most dangerous choice.

Paint a picture: If this project stays stuck for another six months, what’s the damage? What about a year? Five years?

5. Assign the Right People

Sometimes, projects stall because they’re in the wrong hands. Take a hard look at who’s responsible for each stalled initiative. Do they have the right skills, experience, and influence to drive it forward?

This might mean reshuffling responsibilities or even bringing in new talent. Having the wrong person or team on a task is a risk in itself. Match talent to task, and you’ve already increased your chances of success.

Consider: Do you have the right people to move this project forward, or do you need to reassign it to someone better suited?

6. Uncover the Real Barriers

Why aren’t these projects moving forward? And I mean the real reasons, not just surface-level excuses. Is it fear of failure, lack of resources, political manoeuvring, or analysis paralysis?

Talk to people at different levels of the organisation. Look for patterns in the excuses you’re hearing. Sometimes, what seems like a resource issue is actually a symptom of deeper problems like misaligned incentives or a culture that punishes risk-taking.

One tactic is to implement time-boxed risk assessments. Set a limit on how long teams can evaluate risks. This prevents endless cycles of analysis and forces action.

Ask: What’s the real reason this project is stuck? Dig deep to find the truth.

7. Address Misaligned Incentives

Projects often stall because people are incentivised – intentionally or unintentionally – to maintain the status quo. Is anyone’s job made easier by keeping things as they are? Are performance metrics discouraging risk-taking or innovation?

Take a close look at how people are rewarded and recognised. Are you inadvertently creating barriers to progress? If so, realign incentives to match your strategic goals.

Consider: Are misaligned incentives keeping this project stuck? If so, how can you realign them?

8. Differentiate Internal vs. External Blockages

Not all obstacles are created equal. Some are internal, like interdepartmental conflicts or resource constraints. Others are external, such as regulatory hurdles or supplier issues.

Your approach to each will differ. For internal blockages, you have direct control, but addressing them might require difficult conversations or political manoeuvring. For external blockages, you might need to influence or adapt to forces outside your control.

Consider running “Risk-Lite” pilot projects. These small-scale tests allow you to gather real-world data without committing to a full rollout. They build confidence, identify potential issues early, and get buy-in from stakeholders.

Determine: Is the blockage internal or external? Tailor your approach accordingly.

9. Engage Leadership Effectively

As a senior leader, your involvement can be the catalyst that gets things moving. But it’s not just about being aware – you need to be actively engaged in solving the problem. That might mean reallocating resources, removing political roadblocks, or simply championing the project.

At the same time, effective leadership engagement isn’t about micromanagement. It’s about creating an environment where calculated risks are encouraged and where people feel supported in pushing projects forward.

Introduce real-time feedback loops that make risk discussions data-driven. Use real-time data to show the dynamic nature of risks as projects evolve. This moves the conversation away from static, complex risk reports that lead to paralysis.

Ask yourself: Are you fully engaged in unblocking this project? If not, how can you lead more effectively?

10. Take Creative Action

If conventional approaches aren’t working, it’s time to get creative. This might mean changing the scope of the project, partnering with someone new, or even creating an artificial crisis to force action (use this one sparingly).

This is also the time to shift your culture. Normalise the idea of “fast failure”. When people know it’s okay to experiment and fail quickly, they’re much more likely to take action.

Encourage wild ideas. Create safe spaces for brainstorming where no idea is too outlandish. Sometimes, the seed of a breakthrough is hidden in what initially sounds like a crazy suggestion.

Ask: What creative solutions can you apply to get this project unstuck?

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The Path Forward

Alright, let’s bring it all together. The goal isn’t to eliminate risk – it’s to manage it effectively so that progress isn’t stifled. By following this framework, you can break the cycle of stalled projects and create a culture of action and smart risk-taking.

Remember, in today’s fast-paced business environment, the biggest risk is often not taking any risk at all. Start implementing these steps, and you’ll find that many of your “stuck” projects begin to gain momentum. It won’t happen overnight, but with persistent effort and a willingness to adapt, you can lead your organisation from paralysis to progress.

So, what’s your next move? Which project are you going to unstick first? Now is the time for action

If you’re looking for additional support in getting your projects out of the mud and moving again, why not book a call with me to discuss how SER Team can help?

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The post The Best 10-Point Plan To Get Your Projects Unstuck Now first appeared on SER Team.

Picture this: a freight train engine barreling down the tracks, unstoppable and fast approaching. For many CIOs, this is exactly what AI adoption feels like across their organizations today. The pace is accelerating, and AI is cropping up everywhere—from marketing and HR to finance and supply chain. Yet, amidst this rapid uptake, there’s a growing concern about readiness. Are we really prepared for this AI-driven future? Or are we just passengers on this train, hoping for the best?

For those at the helm of enterprise IT, the challenge is clear: get ahead of AI adoption or risk being sidelined. The reality is, if CIOs don’t proactively manage how AI is integrated into their organizations, employees will start adopting AI on their own terms. This creates #AISprawl and #ShadowAI—uncoordinated, unsanctioned, and often insecure uses of AI tools that can expose the enterprise to significant risks.

So, how do you ensure your organization is AI-ready? Here are three critical steps to consider:

1. Develop a Comprehensive AI Strategy

The first step is to develop a well-defined AI strategy. This isn’t about just approving or rejecting AI initiatives. It’s about crafting a strategic vision for how AI can support your organization’s broader goals. Identify key areas where AI can deliver the most value—whether it’s through improved customer experiences, enhanced operational efficiencies, or data-driven decision-making. Once you have a vision, align your AI projects with this strategy to ensure cohesive and impactful adoption.

2. Strengthen Data Governance and Security

AI is only as good as the data it uses. A robust data governance framework is non-negotiable. This means ensuring your data is clean, structured, and easily accessible for AI applications. Beyond data quality, security is paramount. As AI tools are integrated, they often require access to sensitive data. Establish strict controls and policies to prevent unauthorized access and ensure compliance with regulations. This not only mitigates risk but also builds trust across the organization, encouraging more thoughtful AI adoption.

3. Foster a Culture of Responsible AI Use

AI is more than just a technology—it’s a transformative force that can reshape how teams work and make decisions. To harness its full potential, create a culture that embraces AI responsibly. This involves educating employees about the benefits and risks of AI, promoting ethical considerations, and establishing guidelines for responsible use. Encourage cross-functional collaboration, where IT teams work alongside business units to ensure AI projects are aligned with organizational needs and priorities. This collaborative approach prevents shadow AI deployments and ensures that AI is used in a way that is beneficial for the entire organization.

4. Invest in AI Talent and Skills Development

AI technology evolves rapidly, and staying ahead requires the right talent. Invest in building an AI-capable workforce by upskilling current employees and attracting new talent with specialized skills. Consider establishing an internal AI Center of Excellence—a dedicated team that drives AI initiatives, shares best practices, and provides governance oversight. This centralized approach helps standardize AI adoption across the enterprise, ensuring alignment and reducing risks associated with uncoordinated efforts.

5. Leverage Analytical AI to Prepare Your Data for Generative AI

Before diving into generative AI capabilities, it’s essential to get your data in order. Use Analytical AI tools to clean, structure, and optimize your data for AI applications. This preparation phase is crucial—think of it as setting the foundation for more advanced AI tools. A solid data infrastructure not only ensures better performance from generative AI models but also minimizes risks and maximizes return on investment.

AI adoption is indeed a powerful freight train, but you can get ready for an on-time arrival with the right approach. By developing a strategic plan, strengthening data governance, fostering a culture of responsible AI use, investing in skills, and leveraging AI tools to prepare your data, you can ensure your organization isn’t just on board but is leading the charge.

Are you ready to drive your AI strategy forward? Get in touch!

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Business transformation can be small or it can be significant in impact. Transformation can touch any area of business from how to get customers, to which products to build, or how to improve efficiency across the business. The things that are consistent across all of these is that “change is required”.

The idea of implementing changes to your structured business could be rather daunting, because as the saying goes: “Nobody likes change.”  As humans, we are creatures of habit, finding comfort in the familiar, i.e.; our choice of coffee, or the route we take to work. It should come as no surprise, then, that a high percentage of wrongly-implemented change initiatives fail.

Change has to be implemented in a way that brings the team along rather than “dragging” the team along.

As a leader or business owner, you know managing change is essential to stay competitive. To achieve changes successfully, you need the appropriate executive capability at each stage of your business transformation project.

It’s not only about having ‘the right people, in the right roles, at the right time.’  Successful change is about “communicating” the change. Why are we changing? What change are we making? Who is going to be affected? How are they going to be affected? If you build a solid comms strategy then you can avoid a lot of resistance and reluctance to change.

Whilst getting the backing of senior managers and board members is essential for the business transformation to be accepted, it’s actually the employees that you should involve in the process! Your employees are the heart of your business, and the change should start in the core. The middle managers are the people who have a vast amount of information about any potential glitches, areas of improvements as well as technical or logistical issues that need to be addressed. Without them, the change will never get off the ground and this is why their involvement is crucial.

What are your employees’ most common concerns or uncertainties? They could be anxious that their jobs may be at stake, or they may be concerned they won’t have the time or resources to accomplish the change objectives. You can overcome your employees’ uncertainties by answering these critical questions:

• Why is this change necessary?
• What will be expected of each person?
• How will we manage the transition?

Getting your team on board with business transformation requires clear communication and changing the mindset from something that is feared into a goal that can be achieved. Foster the environment of openness and create a culture that allows ideas to flourish.

There is yet one more consideration. As a business owner, running a business on a day-to-day basis is what you are good at, so it should come as no surprise that designing transformation is not your top skill. Really understanding how things could be done differently usually requires an external fresh pair of eyes. Only when you really understand the ‘from’, the ‘to’ and the ‘how’ can you begin to have honest conversations internally.

SER Team Would your business benefit from a strategy refresh? What do you find challenging about implementing strategic change? SER Team work alongside you to help your business identify the value proposition that is driving the change and the value proposition to the team. Contact us to find out more.

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In some cases, business will face a limited lifespan unless they accept change to maintain pace with ever-evolving markets. Though it may be necessary, change can be difficult to execute!

So, how can you successfully execute change?

Be clear on the outcome you want
A firm goal will allow you to remain focussed throughout the implementation of your strategy. Your goal should align with the needs of your market. Changes to the way we work may be frustrating, so clearly communicating what you hope to achieve, and how, with your team will reiterate why the changes are necessary. A clear objective also gives you a way to measure whether the project has been successful.

Execute your plans with confidence
Providing clear direction will allow the move to be as seamless as possible. The prospect of disruption can be daunting, but thorough planning for any changes will help you and your colleagues to implement them successfully.

Embrace the potential that your new strategy will provide! Don’t be scared of change.

Embrace change
An Oracle/Forbes Insights survey revealed that 51% of executives saw support from leadership as key to the success of a transformation project. First and foremost, all executives need to understand why and how the process will happen, then filter their understanding to their teams. If everybody is on board, with the same end goal in mind, then they can work concurrently and productively.

How SER Team can assist
SER Team work alongside you to develop an overarching value proposition, ‘go to market’ strategy and business strategy. Find out more here.

Would your business benefit from a strategy refresh? What do you find challenging about implementing strategic change?

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In a typical company/customer transaction, the business will receive a financial payment while the customer receives the value that your product or service provides. While the monetary value is easily quantified, the intangible value is more complex, and therefore difficult to apply figures to.

Some exchanges don’t, in the first instance, involve cash at all. A website might ask users to volunteer some personal information (often an email address, mobile number or home address) so that they can contact them in the future with information on offers. The exchange of information could be for potential discounts. For the business, the eventual value is to profit from the additional sales this technique could generate, and the customer can achieve value by saving money through a discount. The ‘fairness’ of this exchange is decided by the judgement of each party. It cannot be definitively measured, however, because the value of data or the value of an additional address on a mailing list cannot be clearly quantified.

The same can be said for researching. The physical act of information gathering is carried out in exchange for knowledge gain. Both are intangible; however, the value is much further down the line when decisions, plans, proposals and indeed sales campaigns can be crafted around the knowledge gained.

Simply identifying your value offering is inadequate as a basis for pricing. The product may save customers time – but how much time? How long will the product last? Are there any maintenance costs? Each of these questions impact their worth.

If the customer feels they’re not getting value worthy of the cost, they’re unlikely to buy at all. Considering pricing from a customer’s perspective and undertaking some research will allow you some idea of what a customer is generally willing to pay to obtain the value you’re offering.

Although value is extremely difficult to quantify, if you can explain its value relative to your price point, you are able to defend your pricing strategy.

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To identify who your product brings real value to, you must first identify the pain-point that it solves. Dissected to its most basic elements, your product’s value comes from its ability to save a customer time, save or make them money, bring them joy or remove a pain. If they won’t experience the value of your offering, they aren’t your customer. If, for example, you have a time saving solution for small businesses, then you may be addressing the pain-point of inefficiency. Businesses who’re already operating at maximum efficiency aren’t your customers, therefore, as they don’t have the relevant pain-point.

How to identify

Identifying your target market is the process of finding the people who will see the value in your product. Competitor research can be a useful tool to find your custom base. A business with a similar offering is likely to attract similar customers, though you will need to consider how your product differs and how this may impact your audience.

Examining industry-specific publications or associations can give an idea of what the trending topics are, and who your product will provide value to. For example, if your product is highly technical and requires a good understanding of IT systems, the readers of computer magazines are likely to be of interest. Take into account audience demographics and consider how their pain-points may differ. If your product can help resolve these, then they are potential customers. Becoming familiar with the publications, events and online spaces that your customers are interested in also provides useful marketing vehicles later in the process.

Communication with your target customers is invaluable. It is the most effective way to gather whether you’re targeting the right customers and if you’re sufficiently communicating the value in your offering.

A more niche market can be easier to target, particularly for start-up businesses. Industry specialist publications, websites, forums and events can connect you to your target audience, whereas a broader target can be more scattered and difficult to reach.

Marketing strategy

Identifying your customers allows you to better utilise marketing tactics. Without certainty of who your audience is, your marketing techniques can’t be targeted. The most effective campaigns are highly researched, reaching likely customers in the places they’re most likely to spend their time. Identifying the people who experience the pain-point that you improve helps to create valuable messaging.

For assistance with your marketing strategy, contact us here.

How do you identify your customers? How did you find out where your prospects spend their time?
Comments below!

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Opt-Out vs. Opt-In: How Blockchain will Change the Data Collection Culture

Most of what is wrong with this article happens in these 3 sentences:

… the blockchain offers a different solution, a way to create a culture of “opting in.” One where consumers choose what to share and when to share it, rather than handing everything over to corporations and hoping it isn’t misused or lost.

Here’s how this shift from opt-out to opt-in will happen:

Here’s a pragmatic perspective:

1. Blockchain does not offer anything. Blockchain as a tech stack can enable an environment where Opt-In is the focus. The change in business models and culture requires a lot more.
2. Consumers a) Don’t have the time or the inclination to manage what they share and with which companies. They just want stuff to work. b) There are 3 types of data: Provided, Observed and Derived. Consumers are already careful about handing over things like name, address and birth date – the rest of the data is observed or derived, and companies and consumers have joint ownership of that data.
3. The shift from opt-out to opt-in “might” happen. And so far as I can see the chance is tiny < 1% – not “will”.

And the collection and sale of users’ data … Another issue that desperately needs fixing is the actual business model of consumer data. Right now, consumers are the product. Their data is collected and sold, for the most part without their knowledge or explicit consent… Concepts such as the Brave Browser are already working on ways to keep advertisers in tune with consumers, while also creating an “opt-in” culture for users. 

Just STOP it! Publishers do not (on the whole) sell users’ data. Data is their biggest asset. They use the data. They don’t sell it. Especially in the days of GDPR! Yes, multiple companies collect and use data for targeting without the users’ express consent, but that’s not selling of the data. As for the Brave browser, they are in effect monetising content that they don’t own by replacing publishers’ ads with their own. It doesn’t work (and it’s likely going to get them sued)! Lastly, we have yet to see any business model succeed where the premise is “We reward consumers for watching ads.” Those business models fall down because the audience willing to make that trade isn’t the one the advertiser wants to reach.

Interestingly, email marketers have been hit hard by the new regulations because marketers are no longer allowed to assume consent from customers. They now have to obtain permission from people on their mailing lists to continue sending emails. In effect, they have to encourage people to opt-in to receiving promotional emails.

Another poorly informed or written statement. Email marketers in the EU already need to collect consent to email on consumer (B2C) marketing. They *now* need to collect permission to “hold and process” data. The new regulation has nothing to do with permission to contact. That is already covered by the ePrivacy Directive and is being updated with the new PECR coming from the EU in 2020-2021. (The big change there is that B2B Emails may require opt-in permission – Game Changer!)

Storing content on a blockchain creates an immutable record of that content’s proof of existence.

Storing content “on” a blockchain is not a good use of Blockchain. What you want to store on the blockchain is the location of the content, the digital fingerprints of the content and keys/payments for content. People who think they should store 9TB of Game of Thrones videos on a blockchain are un/under-informed.

Bottom Line

Blockchain doesn’t make any difference in Opt-In vs. Opt-Out at all. There are some potential regulatory changes coming that may impact email marketers and others and some of them may use Blockchain to implement a compliant strategy.

Take TRAI (Telecom Regulatory Authority India) for example. They are mandating that all mobile operators, device manufacturers and marketers use a single blockchain platform where consumers’ opt-in/opt-out permission is registered in relation to telemarketing and SMS marketing. The users’ data isn’t stored on this blockchain – only their permission. It’s a great first step. Now that is where Blockchain is being used to support a government mandate of opt-in compliance.

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Your case study will be surrounding the project of an individual client and their unique solution – but consider how others might be able to relate to their story. A strong title is key to drawing in a reader, particularly if it addresses an issue that your audience experience themselves. If you managed to increase a customer’s revenue by 10%, that’s a great title subject. Driving measurable results that your audience will want to replicate is a sure-fire way to capture attention. Beware, however, as excessive claims can appear unrealistic and push potential customers away.

An Instagram case study examining their work with clothing giant Levi’s discussed their LiveInLevis campaign. The images showed people in branded clothing against various scenic backdrops, depicting the practical-yet-stylish identity that the brand encompasses. Of course, this wouldn’t have the same impact for businesses in other sectors, but Instagram’s case study proved how useful their platform can be for brand development and increasing reach. Finding leads, reducing costs, improving efficiency and increasing revenue are all common stumbling blocks, so it’s vital that you are able to communicate to your readers how capable you are of solving these issues.

A direct quote acts as a sort of ‘verification’ of your case study, reinforcing the positive story you’re presenting from an unbiased perspective. Ideally, any quotes should come directly from the customer in question, but if you do edit their words, ensure they approve this before publication. Let them check over a final version, too, and be sure they’re happy with it before publication.

Provide an explanation of the challenges your customer faced and the process that led to their solution. This gives your reader an idea of how you work and how you might approach their business issue.

An eye-catching design is a good way to make your case study more user-friendly. You want to attract readers, provoke conversation and raise awareness of your capabilities. Though the copy is important, a lively design is much more engaging than a simple block of text.

Case studies are an effective sales and marketing tool. Sharing the success of a previous project displays the real-life results you can produce, and the backing of a third party establishes credibility.

Are you using case studies as part of your marketing strategy?

Leave your comments below.

For assistance with your business growth strategy, contact us.

Source: https://business.instagram.com/success/levis?locale=en_GB

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