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Refocus and restart a stalled enterprise-wide technology project.
- Integrated struggling $50 million eCRM project with rest of business.
- Aligned project output with CEO and COO goals and objectives.
- Raised tough questions and achieved consensus despite severe economic and social circumstances.
- Achieved leadership buy-in to program and new program direction.
- Translated organizational requirements for
technologists.
- Translated technology implementation into organization impact.
- Linked critical eCRM project to company customer intimacy program and established it as key strategic initiative.
- Raised project ownership from functional VP to CEO level in two months.
- $50 Million project back on track.
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