Nick Dobson, Managing Consultant

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Nick Dobson

Managing consultant
T:  +441908283613
M: +447766223011
E:  NDobson@citi.co.uk

Biography

A fascination with change has shaped Nick's career over the past thirty years. Arriving in project management, like so many people, by mistake, Nick soon realised that the only 'game in town' was achieving lasting change.

Strengths

The logical step, for him, was to focus on the 'engine of change' - individuals and their belief systems. Working in a wide variety of change projects and programmes, in both public and private sectors.

Responsibilities

Nick has been particularly successful in helping individuals at all organisational levels to review and, where appropriate, positively modify beliefs and behaviours.

Core skills

Business transformation
Benefits management
Sponsor development
Programme management
Project management
Programme structuring

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Five rules to reduce scope creep in your projects

Five rules to reduce scope creep in your projects

Scope creep remains the biggest cause of projects failing to deliver within their baseline constraints. This isn't news, it has been regularly reported since the mid-1970s and probably earlier. But why, if we all know about it, do we keep...
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Capability or capacity which one has your attention

Capability or capacity which one has your attention

Capability without adequate capacity is a recipe for stress and frustrated ambition - senior managers see their strategies fail in the fight for scarce resources as work queues grow and grow. Capacity without appropriate...
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Creating Centres of Excellence a sound philosophy

Creating Centres of Excellence a sound philosophy

Conceptually creating centres of excellence is simple; a focal point for the assessment, capture and sharing of the best of practices available in the discipline area with the intent of driving overall performance up. This is how...
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What do constraints tell us about success

What do constraints tell us about success

Do you still believe that performance within the triple constraints of time, cost and quality are how success should be judged?
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The empty chair part two

The empty chair part two

Following on from the Empty Chair Part One, we thought it might be helpful to formalise the thinking and suggest some of the approaches that might work in addressing the problem of the absent sponsor.
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The empty chair part one

The empty chair part one

A group of us, at the APM Chapter meeting, were talking about the relationship between project managers and sponsors. Of course everyone's experience was different on a sponsor by sponsor basis; some good and some bad.
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2016 September APM Midlands meeting

2016 September APM Midlands meeting

Milton Keynes - During this talk we will examine some real experiences and discuss some tools and techniques that can prove effective in creating what is needed; a productive and successful partnership...
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Why does strategy implementation seem to be such an issue

Why does strategy implementation seem to be such an issue

Even a great vision and strategy can fail to deliver the intended benefits if changes are not implemented well. Assuming that the new strategy is sound, why is that implementation seems to be such an issue...
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White elephant projects

White elephant projects

I recently had an interesting conversation with our IT manager, who wanted to know why many IT projects ended up as expensive 'white elephants', wasting prodigious amounts of money, yet delivering so little...
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Lessons in change saving ships and babies

Lessons in change saving ships and babies

A few days ago I was enjoying a pleasant boat trip with friends when a white line painted on the ship passing us reminded me of a book I had just finished reading and a fundamental principle of managing change...
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"My vision was to create a company that could impart lasting change
on the organisations that it touched,
and leave individuals with the knowledge"

Christopher Worsley, CEO