IV. Live With 'Em!

24. Make Clients an integral part of every project team.

24A. Cohabit with the Client!

24B. Turn the Client into an expert! Openly, purposefully share your knowledge and wisdom.

24C. Engage Clients in a measured "risk progression" process.

25. Insist ... that Clients submit a formal evaluation of "your people" (and "their people") at the end of each project.

25A. Think external. Think independent.

26. Client-centric = PSF Imperative. Period. But don’t lose your independent voice. Think Client. AND: Stay autonomous.

27. Bring in wild and wooly outsiders. E-x-p-a-n-d the box.

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Detail Overview

Provide details of the concept; what does it mean to you?

Issues/Concerns/Risks

What are some of the issues, concerns, or risks associated with this concept in your organization?

Stories of Implementation

Tell us about your success or failure in adopting these concepts.

RK: The propensity for working across functional and business boundaries in pursuit of delivering something great for a customer is a key feature of PSF style success. All too often, the way jobs are structured, departments are organised, or work outputs are measured and rewarded acts in complete opposition to people's natural preference for being productive and giving their customers good service. One way I have seen middle managers counter the tyranny of the organisation structure is to physically locate people together who serve the same customers. I can cite examples from local authority public service providers to aerospace supply chains. I have seen such "geographical" reorganisations implemented, by maverick senior managers, or by skunky groups of like minded middle managers, in situations where a formal reorganisation proposal would take ages to get written up, let alone approved!

Lessons Learned

What did you learn from the exercise? How would you advise others attempting to follow your path?

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