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Symptom: Clients complain that the organization is unresponsive, or that its products are not delivered in a timely fashion.

When a client wishes to purchase something, particularly when a high-payoff application is identified and funded (or given a high priority), nothing should get in the way of the organization getting it out the door right away.
To be responsive to the clients' needs, the organization must be prepared to implement small-scale solutions that are tailored to people with unique business problems. These are the most likely to be mission-critical and high-payoff. In addition, large, organizationwide solutions may be necessary for continued operations, or may provide infrastructure that others can apply to business problems. In either case, the organization must be prepared to respond very quickly to inquiries, and then to deliver results within agreed upon time frames.


Symptom: The organization has technical experts who design products, but not enough people whose primary job is to represent the needs of the clients.

Symptom: It is difficult to get the priority-setting process to approve small, urgent projects.

Symptom: The original estimates are inaccurate and optimistic.

Symptom: The organization is slow and unresponsive.


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