Why Project Management Is Changing—And What Businesses Actually Need Now
- Gerber Business Solutions
- 6 days ago
- 3 min read
Project management is evolving quickly—but many organizations are still trying to figure out what that actually means in practice. In a recent GerberBusiness RoundTable, I sat down with Garrett Lommatsch—former cPMO leader at Instructure (the company behind Canvas), where he led large-scale M&A integrations, and now a Fractional Chief of Staff supporting growing companies through operational transformation—to explore how execution is really changing inside today’s businesses. What emerged wasn’t a debate about whether PMOs or technology matter more, but a clearer perspective: as companies move faster and adopt new tools, the real differentiator is still structure, alignment, and the ability to translate strategy into meaningful progress.
What's Really Going On Under the Surface?
Project management isn’t disappearing—but it is changing in ways many businesses don’t fully understand yet. Garrett and I unpacked what we’re both seeing across organizations: companies moving faster, adopting new technologies, and at the same time… struggling more than ever with execution.
That tension isn’t accidental. It’s the result of a deeper shift happening beneath the surface.
The Disappearing PMO Problem
Many organizations are reducing or eliminating formal PMOs in an effort to streamline operations.
But here’s the reality: when the PMO goes away, the work doesn’t.
What disappears instead is visibility, coordination, and follow-through.
And that’s when leaders start to feel like everything is harder—but can’t quite explain why. Projects stall. Priorities compete. Teams lose alignment. Not because people aren’t capable, but because no one is clearly connecting the dots.
Technology Is Accelerating—But Clarity Isn’t
At the same time, businesses are rapidly adopting AI, automation, and new tools.
These technologies absolutely have value—but only when they’re implemented with intention.
One of the biggest challenges we discussed is that many companies are trying to optimize for efficiency before they’ve established clarity. They introduce tools without defining ownership. They automate processes that aren’t fully structured. They expect technology to solve problems that are fundamentally human.
The result? More activity—but not better outcomes.
The Shift to Human-Led Strategy
One of the most important shifts happening right now is moving from “human in the loop” to human in the lead.
Technology should support people—not replace the relationships, communication, and judgment that drive successful execution.
Because at the end of the day, businesses don’t operate on tools—they operate on trust, alignment, and shared understanding.
If your systems aren’t strengthening those things, they’re likely creating friction instead.
Where Things Actually Break Down
When organizations feel chaotic or stuck, the instinct is often to hire more people.
But in most cases, that’s not the real issue.
What we consistently see is:
Unclear ownership
Too many competing priorities
Lack of structure and alignment
Adding more people into that environment doesn’t solve the problem—it amplifies it.
What’s needed first is clarity. A clear “north star.” Defined roles. Aligned priorities. And someone ensuring execution stays on track.
Why Fractional Support Is Gaining Traction
This is where a new model is emerging. Many small to mid-sized businesses don’t need a full PMO—but they do need someone owning coordination, communication, and execution. Fractional or embedded support fills that gap.
It brings structure without unnecessary overhead. It allows companies to move forward without committing to full-time roles before they’re ready. And it introduces a consulting mindset—one that focuses on outcomes, not just activity.
In many ways, it’s the bridge between where a business is and where it’s trying to go.
What Businesses Actually Need Now
If there’s one theme that stood out in our conversation, it’s this:
Most businesses don’t struggle because they lack ideas. They struggle because they lack the structure and alignment to execute them.
What’s needed now isn’t just project management in the traditional sense—it’s:
Clear prioritization
Strong cross-functional communication
Defined ownership
Intentional adoption of technology
A consistent focus on the bigger picture
Because no matter how much tools evolve, execution will always come down to how well people, processes, and priorities are aligned.
Let’s Keep the Conversation Going
If your organization is navigating growth, change, or operational complexity, this is exactly the kind of work we support every day.
At Gerber Business Solutions, we help businesses bring clarity, structure, and alignment to their operations—so projects don’t just start, they move forward.
And if you’re looking for deeper expertise in M&A integration, operational transformation, or fractional Chief of Staff support, Garrett is an incredible resource—connect with him on LinkedIn to start the conversation.
Because at the end of the day, better execution isn’t about doing more—it’s about doing the right things, with the right structure behind them.
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