Developing project management capabilities is a challenging task. The solutions are often entangled in difficulties that lack a coherent framework of resolution. In the project management world, we experience this issue as a source of endless arguments and debates throughout the industry. There are countless examples of CXOs reduced to tearing their hair out, as their best intentions in developing (or hiring) seemingly professional project managers lie in ruins, in the face of ineffective performance.
This white paper examines the emerging competitive scenario for the Indian Auto Component Industry; and what the industry needs to do to face the global onslaught on their market share. Countries like China, Thailand and Taiwan are ramping up their capabilities to accommodate low pricing mechanisms and economies of scale without compromising on quality.
View the full White paper....A manager generally perceives that risk management is all about financial risk management. Three main reasons for this perspective are:
Success of a business requires two major attributes—how relevant and focused the business strategy is and how effective the business operations are. In an organization, people perceive that strategy is at the highest management level while operation is at the floor level. For implementing it, the strategy has to be converted into operations. There may be a disconnect between the strategy and operations, which will eventually lead to poor implementation.
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