July 2007
Intermediate to advanced
384 pages
9h 56m
English
Downing knew that to be sustainable, the changes she made in her unit's networks to improve collaboration had to produce measurable business value in the form of revenue as well as billable hours and client satisfaction and retention. She made several further adjustments to the networks to drive value growth.
Downing identified situations in which executives throughout the company were aware of the expertise housed in her unit but didn't see opportunities to collaborate on sales efforts. She asked consultants and executives how they could work together across more parts of the company.
For example, an expert in her unit's Joint Ventures ...
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