Only 40 percent of project leaders in large-scale projects feel confident they will successfully reach their goals. In other words, the majority do not believe in the success of their own initiatives. In stark contrast, cave diving—projects in themselves with clear start and end points and inherent risks—must succeed 100 percent of the time.

This striking discrepancy raises the question of what project management can learn from extreme environments to significantly increase its success rate. That is precisely the focus of the keynote “Leadership in the Dark – Leading Global Transformations to Success” at the 34th IPMA World Congress.

Michael Ryba’s talk draws a surprising parallel between the life-or-death practices of cave diving and the leadership of complex global SAP S/4HANA transformation projects. He sheds light on the immense challenges of hybrid, globally distributed teams: different time zones, cultural differences, high uncertainty, massive change pressure, communication hurdles, lack of trust, and an overreliance on technical tools. Many of the 400 to 600 team members involved in such projects will never meet in person.

From the extreme conditions of cave diving, the keynote distills three critical success factors that determine whether projects succeed or fail: clear communication, trust, and resilience paired with risk management. Communication under water, carried out with precise hand and light signals, teaches remote teams the importance of clear rules and active moderation in global team channels. Trust, strengthened in cave diving by common standards and certifications, can be mirrored in project teams through shared methodology and quality standards to build relationships across distance. Resilience and structured risk management, illustrated by redundancy strategies such as carrying three light sources, translate into the principles of High Reliability Organizations (HROs), designed to operate with near-100 percent reliability.

The keynote also addresses the role of Artificial Intelligence (AI) as a “co-pilot.” While AI can streamline administrative tasks, it cannot replace fundamental leadership qualities such as building trust, motivating teams, and fostering creativity. Overreliance on AI may even amplify anonymity in remote teams and weaken human interaction.

Modern projects increasingly rely on distributed, hybrid teams that must collaborate efficiently and build trust despite physical distance. The talk emphasizes that project management, even with advanced tools, remains a people business. Personal interaction—especially in critical start-up phases or during crises—is essential for building relationships, sparking creativity, and aligning a team around shared goals.

Transferring principles from cave diving—a field where mistakes carry existential consequences—into project management highlights the necessity of risk management as a core element of successful projects. Moreover, effective leadership in hybrid teams contributes directly to the United Nations’ Sustainable Development Goals (SDGs): it promotes decent work (SDG 8) by increasing productivity and job satisfaction, reduces inequalities (SDG 10) by fostering inclusion and equal opportunities in culturally diverse teams, and strengthens partnerships for the goals (SDG 17) through improved international collaboration and knowledge exchange in large-scale projects.

Attendees will walk away with actionable recommendations and practical strategies to lead their teams successfully, even under conditions of uncertainty. They will explore proven methods such as the RACI matrix and asynchronous coordination to boost efficiency and motivation in remote teams. The talk offers insights into handling uncertainty and crises, inspired by the mental strength and structured discipline of cave diving. Beyond technical aspects, the focus remains on the human dimension: how to build trust, align team members toward common goals, set priorities, and foster motivation—essential leadership qualities that AI cannot replace. This unusual perspective, blending extreme sports with project management, provides fresh impulses and helps leaders not just survive digital transformation, but navigate it with confidence.

The 34th IPMA World Congress 2025 in Berlin will bring together project leaders, innovators, and change-makers from all over the world. Be part of the conversations that will shape the future of project management.

Discover more and secure your place: www.worldcongress-ipma.com/en