inger Mannheim employed a number of leadership techniques to deliver its innovative in-home blood glucose monitoring system.
Creating and Articulating a Common Vision/Goal. Management knew the company could not sustain deterioration of its market for long. To recoup competitive advantage, the company needed a new, much improved product as soon as possible – in this case, 18 months from project initiation. Employees were informed how vital this project was to the company’s future.
This “need it yesterday” requirement was communicated to all potential project participants, who were identified primarily for their specific skill sets and reputations. Team members were advised that the probable level of personal and professional commitment would be unlike anything they had ever experienced and that they should remove themselves from consideration if they could not immerse themselves. There were no negative consequences if potential team members bowed out.
Good communication of goals resulted in a team of more than 200 informed and committed professionals all focused on introducing a superior medical diagnostics product to the consumer marketplace in record time.
Clarity in Roles and Responsibilities. Using the work breakdown structure (WBS) as the framework, project participants gained a thorough understanding of their assigned work package with the initial responsibility assignment matrix. More importantly, each contributor was ex此文章共有11頁 上一頁 1 2 3 4 5 6 7 8 9 10 11 下一頁
文章來源：中國項目管理資源網
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