There is a “quote” frequently and just as falsely attributed to René Descartes that humanity would have solved half of its problems if it could agree on definitions. Whether it really was Descartes or some other brainy bird who said this, I couldn’t agree more with the spirit of the statement. But isn’t all this jazz just semantics, one may ask? No, there is more to it, and here is why. First of all, definitions are part of the chosen code. The more aligned we are, the fewer iterations are needed, the lower the probability of misinterpretation, and the easier it is to transmit the code. Institutional economists among us are already whispering “transactional cost”… Furthermore, by defining (labeling or coding) an action in a particular way, you create certain expectations regarding required resources, support, and general participation from the other party. You don’t want to get a commitment in the short run for it to be revoked promptly, do you? By the virtue of the same logic, you don’t want to commit to something and then have to backpedal on it.

So let us start with the broadest definition out of these three – an initiative. An initiative is an undertaking that often happens without a set end date and is frequently aimed at achieving a strategic goal. In its spirit it is quite often aligned with the company vision and frequently encompasses various departments of an organization. An initiative provides a strategic framework, so to speak, that might harbor various programmes – which, in its turn, will provide home and structure for projects. It is good practice to use an initiative as a bridge that links the vision to concrete projects, and ultimately, to everyday activities. A clear formulated vision serves also as a solid validator for a quick check to what extent a newly initiated project is compatible in its spirit with long term objectives of your organization. A distinguishing feature of an initiative, which appeals to both rebellious and Zen-spirited project managers alike, is that it has no fixed end date; to some extent, the journey is the goal. However, as the emphasis on the “hard” criteria, such as deliverables and time frame, lessens, so the quality of the communication around it and other “soft” criteria become more critical. Like the vision, an initiative should guide and inspire. Thus, within the strategic goal of an organization to become one with a minimal negative impact on the environment, there can be a digitalization initiative that will encompass several departments.

Now, projects on the other hand, are temporary endeavors. Thus, from this perspective they can be viewed as quite the opposite to an initiative. They are undertaken to create or establish some concrete and measurable result in a timely manner: a unique product, a service, an optimized process that saves your organization X euros per year. As something being timely bound, a project should not become an ongoing and an ever-green story – as with all imperatives, including that of Immanuel Kant, this is not always the case and some projects do indeed turn into a never-ending story that accompanies generations of managers. As a side note, such projects often become exactly the reason for a higher than usual turnover within the role. Unfortunately, and ironically, digitalization projects that are supposed to speed up processes, such as introducing a paperless office, often become “evergreens” or, more aptly, “vampires” that seamlessly drain resources slowly but consistently.

Finally, a task is a single action or a series of actions to accomplish a specific part of a project or a simple everyday activity not related to any project at all. Hence, a task is pertinent to both, project, and operations world. Thus, a task can be to dispose of all paper in the office – as the ultimate step in the introduction of paperless office.

All these differences mean that there will be some very different requirement for communication. This topic is of such paramount importance that we shall devote our undivided attention to it next time around.