If your organization is merely focused on doing routine work, such as using traditional media advertising, taking orders over the telephone, and managing customer service issues when they arise, your days as a profitable entity are numbered. The fact is that the competition is too fierce today, regardless of the industry. If there is even a small margin to be made, someone is going to automate as much of the process as possible to earn that 1% net profit. Of course, some smart entrepreneurs are making 1% in many different business ventures, making them extremely wealthy.
Use Projects to Maximize Your Core Competencies
What is the mission of your organization? In other words, you want to know exactly why you exist. What do you provide the customer? Why does your customer want to do business with you? What do you deliver that makes you different in the marketplace? What is your unique selling proposition?
Do you have the answers to these questions? You should be able to communicate these responses to your employees, meaning that you are sharing the vision of the organization. When your employees understand where you are, what you are good at doing, and where you plan to go, they are more likely to commit to the mission.
Tying Projects to Customer Value
Projects are designed to improve organizational efficiencies and generate revenue. For example, one project is designed to improve the first call resolution rate from your service desk. You want your staff to make the customer happy when they call regarding an incident, such as the inability to place an online order.
Many organizations use projects to generate more money. For example, you launch a project to expand sales globally. Your market research indicates that other countries are interested in the boots that you make, and you want to increase sales by targeting these regions. The key here is to be specific. You want to know the market size, cultural issues of the selected region, and other political and economic conditions that affect the sale and distribution of your product.
Making Projects Work
The leadership team must consult with employees before starting any project. You must seek feedback before determining what is important, and what can be done immediately. Avoid thinking of projects that can be launched a year or more later. There are too many factors that will change during the interim. You are looking for action now.
Projects are successful to the extent that you follow a process. For some, this means the Project Management Body of Knowledge (PMBOK). Regardless, projects only succeed when leadership support exists and when the projects are aligned the organization’s core competencies.