Project Management

Windows and Mirrors

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

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Say the word “transparency” in a business setting and you’ll get all sorts of degrees of interpretation. There are those that will shy away from deploying the concept, fearful that they will be giving away too much information to customers (who will then figure out how to perform the tasks they’ve contracted with you to do), and others who will be concerned that your competition will take advantage of the opportunity and mimic your operation to provide similar solutions.
 
What it does at a very high level is give a better view of how those mechanisms operate to people who are outside of the inner workings of an organization. In the information technology arena, it can mean divulging material regarding research and development efforts, how teams design and develop their products and services, practices and procedures, the decision-making process…the list goes on.
 
What you don’t need in your operation though is an elusive or illusion-like quality to your projects, which would make results somewhat ephemeral and hard to quantify. “It’s all done with mirrors” is the common phrase regarding the miracles of magic and how we have had our senses tricked into thinking that an elephant can disappear, a woman can be sawed in half or someone can get pierced by swords without injury. True transparency does not involve …

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