Bay Area Digital Executive Dinner Series 

Register for the event by completing the form below.

Farallon | 450 Post Street | San Francisco, CA 94102
Wednesday, May 1 at 6pm PT

ISG Partner, Prashant Kelker will present
Implementing & Tracking a Digital Operating Model

TOPIC:  Implementing & Managing New Digital Operating Models

WHY ATTEND:  This session will focus on understanding what others are doing to establish and govern digital operating models in the new world.  We will be speaking to the challenges they face, and how some companies have overcome these challenges – the key topics we will address are:

• How should the organization structure adapt/change to address new digital models, and how have the leading companies executed change management?

• How will the design and execution of technology transformation programs inform and build its required target business capabilities iteratively using an evolving provider ecosystem?

• How do you ensure a solid digital backbone and operating model is established and maintained to scale and ensure quality in your transformation programs?

• How do you harness emerging technologies and bring them to mass scale usage within your enterprise (automation, analytics, ML, cloud, blockchain, etc.)


  • 6pm PT Networking/Happy Hour:  45 minutes
  • 7pm PT Dinner:
  • Appetizer:  Implementing & Tracking a Digital Operating Mode
    Presented by Prashant Kelker, ISG Partner - Digital Strategy & Solutions
  • Dinner:  Open Q&A
  • Dessert:  Future Topics & Networking

This is a great opportunity to network and learn from peers. Feel free to bring a colleague!

Upcoming dinners:

Date TBD - Palo Alto: Blockchain Reality & Impact

Date TBD - San Francisco: The Automation Journey Conundrum

Project Management

Project Management Theory and Practice

Today’s complex multi-source operating models are characterized by numerous suppliers that provide infrastructure, applications and business services. At any given time, multiple concurrent projects are in flight and in the pipeline. Such environments create a potential nightmare for project management – specifically, with myriad providers involved in delivering individual projects, how do you apply consistent standards for tracking, reporting, training and measurement? How do you maintain a level of granular discipline on managing individual projects, and at the same time ensure that multiple inter-related projects support a broader operational strategy?

Enforcing even the most basic standards can present a challenge. I’ve observed a client environment where two key suppliers on a project couldn’t agree on a common standard for reporting milestones and deliverables. With both parties adhering to the, “We’ve always done it this way” party line, and with neither side willing to budge, the client had to add resources solely for the purpose of consolidating reports into a common format.  So, rather than adding value and streamlining operations, the service delivery arrangement was creating more work.

Moreover, attempts to implement project management discipline are often ineffective – they’re either too heavy-handed and bureaucratic or too vague and casual.  That means stakeholders are doubly likely to be dubious and resistant the second time around. Indeed, when rolling out a new project management program, it is a good idea to acknowledge past mistakes and emphasize that things will be different this time.

In other words, while project management is all about rules and processes and standards, it’s also about people. An effective project management initiative therefore has to balance technical rigor with a management approach that considers the dynamics and challenges of an operational environment subject to the day-to-day realities of the people who run it.

This ISG white paper by my colleague Michelle Mack examines common issues around project management, and discusses steps that organizations can take to design and implement an effective Program/Project Management Office (PMO) to address these issues and ensure consistent oversight of critical operational projects.