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It was midway through an ambitious, bet-the-company initiative - the kind that keeps executives tip at night. The CEO listened to yet another project update with a vague sense of unease, knowing in his gut that the project would come in behind schedule and over budget, and that it would deliver far less than originally promised. He also knew that much finger-pointing would ensue. But that's how major change initiatives are, he told himself. It's impossible to control everything, so you do what you can. You communicate the vision, align the management team, involve the best people, use the right tools, and then you take a leap of faith. Some degree of uncertainty comes with the territory. It's just the nature of the beast. Or is it?
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