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6 items found

Keep It Simple, Stupid!

by Brad Egeland

Everything that we encounter on a project doesn't need to be complex. So how do we move from complexity to simplicity on the project? What steps can we take to get there? Here's a look at four ways to keep it simple.

Keeping Clients Happy

by Mike Donoghue

In reading articles about the worst companies to work for (and their practices), there are many common elements that helped them qualify for such a distinction. Several of them focus on a symbiosis of employee and customer satisfaction.

Keeping Score

by David Giannetto

Is your organization using the Balanced Scorecard to measure the success of strategic initiatives and processes? A 2007 book takes on the popular management-by-metrics methodology, deeming it antiquated and insufficient. Here, one of the book's authors puts forward six reasons to consider using a real-time approach, the Performance Power Grid.

Keeping the Faith: Deming's Point No. 4

by Tom Keenze

Days of fickle consumers, high employee turnover and fleeting investors have put the whole idea of loyalty into question. But there's really no question about it--loyalty makes all the difference to your CRM effort.

Know the Influencers

by Samuel B. Bacharach

All organizations have key "influencers" who can help bring a project to life — or stop it dead in its tracks. Here's some advice on how to identify and persuade four types of influencers — Top Dogs, Gatekeepers, Gurus and Players — to move your initiatives and ideas forward.

Know Thy Organization

by Amy Schwab

A situational assessment of your project’s surrounding environment — not just the project itself — is a critical step in deciding the best way to proceed. You need to understand the true nature of the organization in which your project will live — not a textbook ideal — in order for it to thrive. Here are three key elements of such an assessment.

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