For instance, Ms. Vikstrom pushed for environmental projects at a company
she previously worked at, because its strategy emphasized environmental issues.
;at’s why the company chose to pursue an environmental management system
certi;cation and create habitats for wildlife on company property.
“Since we were able to tie it back to what the company wanted to do—this is
who we are, this is what our brand is—that helps us convince the company that
this is a good idea,” Ms. Vikstrom says.
Sahar Kanani, PMP, manager of information services at Telus, a telecommunications company in Vancouver, British Columbia, Canada, is paying close
attention to the Internet of ;ings (Io T). Io T refers to the increasing number of
consumer and industrial devices embedded with sensors and software that provide feedback to users. Telus is heavily invested in electronic health solutions,
including health analytics services, so Ms. Kanani believes the Io T trend presents a strategic opportunity for the company. For instance, the company could
create a product that helps people monitor medical conditions via sensors.
“Imagine an elderly person who needs constant supervision,” she says. “If
you have a device that can measure their blood pressure and oxygen level, you
can send that information to a medical professional, and they can stay at home
instead of in the hospital. When you put technology and health together, the
possibilities are endless.”
Supporting the strategy also means knowing when a trend won’t work for the
organization. Ms. Kanani recently passed on an idea to gamify task management
tools in order to motivate millennial team members. ;e tool would assign team
members points for completing tasks, much like a video game. Ms. Kanani felt
the system didn’t match the company’s culture in many of the business units.
don’t do something
because they want
to be trendy or
because some trend
is in right now.
Ultimately, it’s about
the business case.”
—Meri Vikstrom, PMP, Sequel Business
Ltd., London, England