-- It's time for a fundamental shift.
The most successful project managers today are not just executors; they are business architects. They don't just manage tasks; they influence strategy, optimize processes, and drive innovation. This isn't just about a career change—it's about a mindset change.
Leading with Influence, Not Authority
In today's complex, cross-functional teams, direct authority is a rare luxury. As a project manager, you're often leading people who don't report to you, which means your most powerful tools are emotional intelligence (EQ) and data.
Joseph Roszhart, a seasoned Project Management Leader, shares a real-world example from his experience at a medical technology company. A project coordinator on his team had a brilliant idea for a new product but couldn’t get buy-in from senior leadership. Instead of just presenting the concept, they worked together to build a compelling business case. Using solid market data, they showed how the product would fill a critical market gap. The result? The presentation not only secured key resources but also contributed to a 10% market share increase. This success wasn’t about a title; it was about the PM’s ability to influence key decision-makers by leading with data and vision.
The Power of Becoming a Business Architect
A strategic PM doesn’t just ask, “Is the project on track?” They ask, “Is this project solving the right business problem?”
Roszhart illustrates this approach with a case from a global healthcare company. The team was tasked with standardizing documentation for a key product launch—a project typically viewed as a technical exercise. They saw it as an opportunity to reshape how the business operated. By taking a “business architect” approach, they transformed production from 25+ country-specific versions to 5 core templates. The result? The project was completed two weeks ahead of schedule and 20% under budget, ultimately saving $250K. This project proved that success isn’t just about meeting deadlines—it’s about creating lasting business value.
Overcoming Barriers and Driving Change
Large organizations are often slowed down by bureaucracy and siloed departments. As a PM, you can be the catalyst for breaking down these barriers and simplifying processes.
At a major utility company, Roszhart led a large-scale enterprise resource planning (ERP) migration and asset management project for over 10,000 critical assets. Despite the logistical challenges, the team focused on simplifying processes and encouraging cross-departmental collaboration. This approach led to a 25% improvement in operational accuracy and a 20% reduction in equipment downtime, improving the company’s overall sales effectiveness.
Driving change often requires managing resistance, especially when introducing new tools. Roszhart's experience includes coaching teams on how to turn reluctant participants into high-performing units. By aligning people with new initiatives and empowering them to be part of the solution, PMs become more than just process managers—they become change agents who drive true organizational transformation.
Your Next Step: Stop Managing, Start Leading
The future of project management is not about better tools or more efficient tracking software. It’s about a new kind of leader—one who can see the big picture, influence without authority, and architect solutions that create real business value.
If you're a project manager, it’s time to expand your role. Ask strategic questions, use data to tell a story, and actively look for opportunities to improve business processes beyond your project’s scope. Companies that recognize and invest in the strategic potential of their PMs will find that these professionals are not just executing plans but also shaping the future direction of the business.
About Joseph Roszhart
Joseph Roszhart is a seasoned Project Management Leader with over 12 years of experience in digital transformation and operational excellence for Fortune 500 and high-growth organizations. Holding certifications as a Project Management Professional (PMP), a Certified Scrum Master (PSM II), and a Performance Coach, he is recognized for his expertise in orchestrating complex projects and empowering PMs to become strategic leaders. He was recently featured in national media for his innovative leadership development and career coaching programs. Through his consultancy, Roszhart Coaching, he mentors and trains professionals and corporate teams on Agile, Lean, and PM best practices.
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Joseph Roszhart
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