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	<title>Management Excellence &#187; management</title>
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	<description>Ideas and approaches in business performance excellence.  </description>
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		<itunes:summary>Ideas and approaches in business performance excellence.  </itunes:summary>
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		<itunes:category text="Business"/>
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			<title>Management Excellence</title>
			<link>http://artpetty.com</link>
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		<item>
		<title>Avoiding Another Dumb Management Mania-The Disposable Worker</title>
		<link>http://artpetty.com/2010/01/20/avoiding-another-dumb-management-mania-the-disposable-worker/</link>
		<comments>http://artpetty.com/2010/01/20/avoiding-another-dumb-management-mania-the-disposable-worker/#comments</comments>
		<pubDate>Wed, 20 Jan 2010 17:07:51 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Crisis Leadership]]></category>
		<category><![CDATA[Current Affairs]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Social Commentary]]></category>
		<category><![CDATA[Bad Management Practices]]></category>
		<category><![CDATA[Competing]]></category>
		<category><![CDATA[Competition]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[Management Mania]]></category>
		<category><![CDATA[Short Term Orientation]]></category>
		<category><![CDATA[value creation]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=3215</guid>
		<description><![CDATA[I wrote last week on “Thoughts on Leading and Managing in the Era of the Disposable Worker.” The post was prompted by an article in BusinessWeek, outlining this latest gem of management wisdom that has organizations of all types rethinking the need for employees and shifting to contract workers.   Positions from the CEO suite to those types of roles that we’ve become accustomed to outsourcing, and everything in-between, are fair game.  I’m traditionally leery of fads of all sorts, as they tend to be driven by hysteria, causing normally sane and rational people to act in a manner that defies explanation. I'm fearful that we are on the brink of another horrendous, value-destroying mania as we embrace the short-term cost convenient fad of creating disposable workers.]]></description>
		<wfw:commentRss>http://artpetty.com/2010/01/20/avoiding-another-dumb-management-mania-the-disposable-worker/feed/</wfw:commentRss>
		<slash:comments>9</slash:comments>
		</item>
		<item>
		<title>A Fresh Voice and Leadership and the Art of Apology</title>
		<link>http://artpetty.com/2009/06/11/a-fresh-voice-and-leadership-and-the-art-of-apology/</link>
		<comments>http://artpetty.com/2009/06/11/a-fresh-voice-and-leadership-and-the-art-of-apology/#comments</comments>
		<pubDate>Thu, 11 Jun 2009 14:25:20 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Fresh Voices]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[Values]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[Building Credibility as a Leader]]></category>
		<category><![CDATA[credibility]]></category>
		<category><![CDATA[Fresh Voices in Management Excellence]]></category>
		<category><![CDATA[Is Apologizing Appropriate for a Leader?]]></category>
		<category><![CDATA[Leadership and the Art of the Apology]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[The Apology as a Leadership Tool]]></category>
		<category><![CDATA[The Art of Project Management]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1944</guid>
		<description><![CDATA[There’s an excellent post entitled, “Sorry is not the final word, just the beginning,” by guest author and Product/Project Management Consultant, Lisa Winter at one of my favorite blogs: The Art of Project Management. hosted by the UCSC-Extension in Silicon Valley.

Ms. Winter describes a situation where she inadvertently upset a valuable but delicate team member on a conference call, and then went to significant lengths to apologize and regain his support. In addition to the happy ending, this fine post prompted some thoughts on a topic that I confess I’ve not spent a lot of time thinking about: the role of the apology as a leadership tool.

I can’t help but feel a little guilty that I’ve not raised this topic in the past, and for that, I apologize...(OK, I had to work it in somewhere!).  ]]></description>
		<wfw:commentRss>http://artpetty.com/2009/06/11/a-fresh-voice-and-leadership-and-the-art-of-apology/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
		</item>
		<item>
		<title>Management Lessons From the Memphis Belle-Rule #1</title>
		<link>http://artpetty.com/2009/03/26/management-lessons-from-the-memphis-belle-rule-1/</link>
		<comments>http://artpetty.com/2009/03/26/management-lessons-from-the-memphis-belle-rule-1/#comments</comments>
		<pubDate>Thu, 26 Mar 2009 17:58:32 +0000</pubDate>
		<dc:creator>Eric Lieberman</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Crisis Leadership]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Management Innovation]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[Eric Lieberman]]></category>
		<category><![CDATA[Leadership and Movies]]></category>
		<category><![CDATA[Leadership Lessons]]></category>
		<category><![CDATA[Leadership Lessons Learned the Hard Way]]></category>
		<category><![CDATA[leading a software turn-around]]></category>
		<category><![CDATA[Leading a Turn-Around]]></category>
		<category><![CDATA[Leading with Your Gut]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[management at the movies]]></category>
		<category><![CDATA[Management Lessons]]></category>
		<category><![CDATA[Management Lessons from the Memphis Belle]]></category>
		<category><![CDATA[The Memphis Belle]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1367</guid>
		<description><![CDATA[We were in the early days of our trench warfare trying to save the company, so it was natural that we felt a kinship with the pilot and crew of the Belle. As we drank and watched, we began to discover business rules and management lessons within the war-movie plot. By the time we were done, we had Ten Rules of Management From The Memphis Belle. Then, Paul came up with an 11th. I cussed and said “you can’t just have an odd number like 11” - so we replayed the movie in our heads and thought of 9 more.

And thus we discovered the 20 Lessons From The Memphis Belle. We had them printed up on little cards and handed them out to employees. We gifted them to strategic partners and customers. We printed them on posters and hung them in our offices. When we ran into a hard issue in the business we would refer to the Rules: more often than not there was a rule that was right on point. Each time we’d be amazed, but then we’d say: “Ah! The Rules know all!”]]></description>
		<wfw:commentRss>http://artpetty.com/2009/03/26/management-lessons-from-the-memphis-belle-rule-1/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Too Many Projects Chasing Too Few People-It’s Time to Learn to Say No!</title>
		<link>http://artpetty.com/2009/03/03/too-many-projects-chasing-too-few-people-it%e2%80%99s-time-to-learn-to-say-no/</link>
		<comments>http://artpetty.com/2009/03/03/too-many-projects-chasing-too-few-people-it%e2%80%99s-time-to-learn-to-say-no/#comments</comments>
		<pubDate>Tue, 03 Mar 2009 15:18:40 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Management Excellence Tips for Tough Times]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Quality Systems Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[best practices in project management]]></category>
		<category><![CDATA[best practices in strategy]]></category>
		<category><![CDATA[employee morale]]></category>
		<category><![CDATA[execution]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[project portfolio management]]></category>
		<category><![CDATA[project selection]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1241</guid>
		<description><![CDATA[One of the themes that I hear consistently in workshops and in discussions with the professionals in my MBA classes is frustration over the propensity of a firm’s leaders to never say “No” to a project. Lacking a viable mechanism to compare, evaluate and select and reject projects, decisions are made based on politics, gut feel and the squeaky customer wheel. 

The net result of this lack of discipline is that the people doing the work end up overloaded and overwhelmed.  They operate in compliance mode, focusing on surviving until the next deadline and adding little creative value or innovation to their activities.  

You can end this chaos and rebuild your team's morale and effectiveness by building in new systems and proper rigor to project evaluation and selection.  ]]></description>
		<wfw:commentRss>http://artpetty.com/2009/03/03/too-many-projects-chasing-too-few-people-it%e2%80%99s-time-to-learn-to-say-no/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>The Right Stuff: Sprinting Towards the Future</title>
		<link>http://artpetty.com/2009/02/20/the-right-stuff-sprinting-towards-the-future/</link>
		<comments>http://artpetty.com/2009/02/20/the-right-stuff-sprinting-towards-the-future/#comments</comments>
		<pubDate>Fri, 20 Feb 2009 14:23:10 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Crisis Leadership]]></category>
		<category><![CDATA[Current Affairs]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Management Excellence Tips for Tough Times]]></category>
		<category><![CDATA[Surviving Lousy Leaders]]></category>
		<category><![CDATA[best practices in leading]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[build to sustain]]></category>
		<category><![CDATA[Construx]]></category>
		<category><![CDATA[creating an execution focused culture]]></category>
		<category><![CDATA[creating value through operational excellence]]></category>
		<category><![CDATA[execution]]></category>
		<category><![CDATA[leading during tough times]]></category>
		<category><![CDATA[lousy leadership practices]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Product Development]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[prospering during tough times]]></category>
		<category><![CDATA[software development]]></category>
		<category><![CDATA[The Data Warehouse Institute]]></category>
		<category><![CDATA[Trunk Club for Men]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1199</guid>
		<description><![CDATA[It’s easy to focus on the bad news.  Everyone’s talking about it.  We’re bombarded with news flashes and human disaster stories as the layoffs mount and the foreclosures climb.  And make no doubt about it, these are tough times, but let’s start giving some coverage to the firms, leaders and entrepreneurs that have turned off the news channels and are too busy building or rebuilding to worry about the dire forecasts.

For a good dose of “can do” spirit, get out of your office and go talk with some smart people working to strengthen, build or start businesses.  I’m doing just that, and here's why I continue to be optimistic:]]></description>
		<wfw:commentRss>http://artpetty.com/2009/02/20/the-right-stuff-sprinting-towards-the-future/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Effective Leaders Recognize The Power of Collaboration</title>
		<link>http://artpetty.com/2008/12/23/effective-leaders-recognize-the-power-of-collaboration/</link>
		<comments>http://artpetty.com/2008/12/23/effective-leaders-recognize-the-power-of-collaboration/#comments</comments>
		<pubDate>Tue, 23 Dec 2008 21:09:57 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[brainstorming]]></category>
		<category><![CDATA[collaboration]]></category>
		<category><![CDATA[ineffective leaders]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[the power of collaboration]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=748</guid>
		<description><![CDATA[The best leaders understand their role in creating the effective working environment, and they understand that part of this is creating the conditions for collaboration to take root and grow.   On the other hand, ineffective leaders find ways to stifle collaboration, often through managing by fear and intimidation.  Negative tactics might drive momentary compliance, but you cannot mandate creativity at the end of a gun barrel.]]></description>
		<wfw:commentRss>http://artpetty.com/2008/12/23/effective-leaders-recognize-the-power-of-collaboration/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leader, What&#8217;s Your Questions to Comments Ratio?</title>
		<link>http://artpetty.com/2008/12/10/leader-whats-your-questions-to-comments-ratio/</link>
		<comments>http://artpetty.com/2008/12/10/leader-whats-your-questions-to-comments-ratio/#comments</comments>
		<pubDate>Wed, 10 Dec 2008 21:05:38 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[creating high performance teams]]></category>
		<category><![CDATA[great questions]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[performance improvement]]></category>
		<category><![CDATA[questions to comments]]></category>
		<category><![CDATA[socrates]]></category>
		<category><![CDATA[socratic method]]></category>
		<category><![CDATA[the art of asking questions]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=565</guid>
		<description><![CDATA[Effective leaders understand that the respectful use of questioning is a powerful performance enhancement tool in the workplace.  A leader’s questions challenge individuals and teams to look at issues from all angles and they help uncover ideas or suggestions that require a bit more baking.]]></description>
		<wfw:commentRss>http://artpetty.com/2008/12/10/leader-whats-your-questions-to-comments-ratio/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>The Pain and Promise of Collaborative Management on Display at Cisco</title>
		<link>http://artpetty.com/2008/12/09/the-pain-and-promise-of-collaborative-management-on-display-at-cisco/</link>
		<comments>http://artpetty.com/2008/12/09/the-pain-and-promise-of-collaborative-management-on-display-at-cisco/#comments</comments>
		<pubDate>Tue, 09 Dec 2008 21:18:02 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Management Innovation]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Best Practices in Change Management]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[Gary Hamel]]></category>
		<category><![CDATA[harvard business review]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[the future of management]]></category>
		<category><![CDATA[transforming the organization]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=556</guid>
		<description><![CDATA[It’s an exciting time to be leading as the pendulum seems to be swinging away from a style of leading and working that minimized the value of the individual to one that emphasizes empowerment, creativity and the freedom for groups and individuals to think and act.   It’s hard to imagine a future where this formula does not produce winners.]]></description>
		<wfw:commentRss>http://artpetty.com/2008/12/09/the-pain-and-promise-of-collaborative-management-on-display-at-cisco/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Planning Ahead for the Week: Three Items for Your Management Excellence “To Do” List</title>
		<link>http://artpetty.com/2008/12/07/planning-ahead-for-the-week-three-items-for-your-management-excellence-%e2%80%9cto-do%e2%80%9d-list/</link>
		<comments>http://artpetty.com/2008/12/07/planning-ahead-for-the-week-three-items-for-your-management-excellence-%e2%80%9cto-do%e2%80%9d-list/#comments</comments>
		<pubDate>Sun, 07 Dec 2008 23:41:56 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Customer Service]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management Excellence Tips for Tough Times]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[blogs on leadership]]></category>
		<category><![CDATA[blogs on management]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[individual development planning]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[management excellence]]></category>
		<category><![CDATA[networking]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[To Do Lists]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=536</guid>
		<description><![CDATA[Every week represents an opportunity to improve your performance as a manager and leader. In spite of the setbacks of the prior week, the fire drills that caught you by surprise and your own lack of follow-through on your goals, every Monday offers a clean slate for you to fill. My very positive intent here is to offer you a few suggestions each week that will inspire your pursuit of continuous improvement.  Enjoy and Prosper! ]]></description>
		<wfw:commentRss>http://artpetty.com/2008/12/07/planning-ahead-for-the-week-three-items-for-your-management-excellence-%e2%80%9cto-do%e2%80%9d-list/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>The Counterintuitive Nature of Management Excellence</title>
		<link>http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/</link>
		<comments>http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/#comments</comments>
		<pubDate>Tue, 02 Dec 2008 15:35:41 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Crisis Leadership]]></category>
		<category><![CDATA[Current Affairs]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[ayn rand]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[Deming]]></category>
		<category><![CDATA[Drucker]]></category>
		<category><![CDATA[high-performance]]></category>
		<category><![CDATA[leading during tough times]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[management excellence]]></category>
		<category><![CDATA[Performance Excellence]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=469</guid>
		<description><![CDATA[It takes no management skill whatsoever to spend a fortune building up clicks and it definitely takes no skill to slash budgets, cut headcount, freeze programs and hunker down and wait out the storm. 
It does take remarkable management courage and skill to run against the crowd and conventional wisdom by investing in strategic initiatives and talent during tough times and resisting the temptation to chase mythical fortunes during boom times.]]></description>
		<wfw:commentRss>http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
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		<item>
		<title>Are You Making Progress?</title>
		<link>http://artpetty.com/2008/08/27/are-you-making-progress/</link>
		<comments>http://artpetty.com/2008/08/27/are-you-making-progress/#comments</comments>
		<pubDate>Wed, 27 Aug 2008 15:16:33 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Quality Systems Management]]></category>
		<category><![CDATA[executives]]></category>
		<category><![CDATA[malcolm baldridge national quality program]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[management teams]]></category>
		<category><![CDATA[measuring performance]]></category>
		<category><![CDATA[Performance Excellence]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/08/27/are-you-making-progress/</guid>
		<description><![CDATA[Not surprisingly, it’s often difficult for senior executives and management teams to gain objective feedback on their individual and collective performance.   I’ve worked with clients and in organizations where the management team was generally satisfied with their own performance and would give themselves high marks at a time when the employees would give them lower or even failing grades.  In all cases where I’ve observed this perception gap, there was no objective, systematic means of measuring performance and perceptions in place.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/08/27/are-you-making-progress/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
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		<title>Constancy of Purpose In Pursuit of Success</title>
		<link>http://artpetty.com/2008/07/31/constancy-of-purpose-in-pursuit-of-success/</link>
		<comments>http://artpetty.com/2008/07/31/constancy-of-purpose-in-pursuit-of-success/#comments</comments>
		<pubDate>Thu, 31 Jul 2008 15:10:14 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Surviving Lousy Leaders]]></category>
		<category><![CDATA[constancy of purpose]]></category>
		<category><![CDATA[Deming]]></category>
		<category><![CDATA[Deming's 14 Points for Management]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[successful organizations]]></category>
		<category><![CDATA[team]]></category>
		<category><![CDATA[true north]]></category>
		<category><![CDATA[Values]]></category>
		<category><![CDATA[vision]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/07/31/constancy-of-purpose-in-pursuit-of-success/</guid>
		<description><![CDATA[Organizations and individuals march forward when they have a clear goal and sight and are driven by some deep collective conviction that when successful, the world will be a better place, that they will be better professionals and that their positions and as a result, their families will be secure.  The earlier that a leader understands that creating “constancy of purpose” is a core task, the faster they are on their way to truly fulfilling their obligation and responsibility as a leader.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/07/31/constancy-of-purpose-in-pursuit-of-success/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
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		<item>
		<title>Don&#8217;t Miss the 39th HR Carnival at HR Capitalist!</title>
		<link>http://artpetty.com/2008/07/24/dont-miss-the-39th-hr-carnival-at-hr-capitalist/</link>
		<comments>http://artpetty.com/2008/07/24/dont-miss-the-39th-hr-carnival-at-hr-capitalist/#comments</comments>
		<pubDate>Thu, 24 Jul 2008 16:34:17 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[carnival]]></category>
		<category><![CDATA[HR]]></category>
		<category><![CDATA[hr capitalist]]></category>
		<category><![CDATA[management]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/07/24/dont-miss-the-39th-hr-carnival-at-hr-capitalist/</guid>
		<description><![CDATA[If you are after thought-provoking, practical content from scores of leading authorities in HR, Leadership  and Management, then click-thru to the great Carnival being hosted by Kris Dunn at HR Capitalist.  You won't be disappointed.  Thanks to Kris for an awesome job.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/07/24/dont-miss-the-39th-hr-carnival-at-hr-capitalist/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Inspirational Leadership:  The Victim of the Balanced Scorecard?</title>
		<link>http://artpetty.com/2008/07/22/inspirational-leadership-the-victim-of-the-balanced-scorecard/</link>
		<comments>http://artpetty.com/2008/07/22/inspirational-leadership-the-victim-of-the-balanced-scorecard/#comments</comments>
		<pubDate>Tue, 22 Jul 2008 13:46:06 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Balanced Scorecard]]></category>
		<category><![CDATA[inspirational]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[measurements]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/07/22/inspirational-leadership-the-victim-of-the-balanced-scorecard/</guid>
		<description><![CDATA[Today I’d like to cover what I believe to be a disturbing management trend.  In today’s world of the Balanced Scorecard, companies have never focused so much energy on alignment of results with strategy.  I applaud the approach.  In fact I recommend it.  But sadly it seems that for some organizations, results have become the sole focal point—the only thing that matters.  What they are losing touch with is the fact that results are driven, at least in most companies, but living, breathing human beings.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/07/22/inspirational-leadership-the-victim-of-the-balanced-scorecard/feed/</wfw:commentRss>
		<slash:comments>5</slash:comments>
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		<item>
		<title>Can You Create A Mission-Driven Focus in a For-Profit Business?</title>
		<link>http://artpetty.com/2008/07/01/can-you-create-a-mission-driven-focus-in-a-for-profit-business/</link>
		<comments>http://artpetty.com/2008/07/01/can-you-create-a-mission-driven-focus-in-a-for-profit-business/#comments</comments>
		<pubDate>Tue, 01 Jul 2008 14:52:23 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Not-For-Profit Leadership]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[best practices]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[leading.]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[managing]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[mission driven]]></category>
		<category><![CDATA[not for profit]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/07/01/can-you-create-a-mission-driven-focus-in-a-for-profit-business/</guid>
		<description><![CDATA[Leaders from the top on down in Not-For-Profits hold an unfair advantage over their erstwhile counterparts in the For-Profit world.  Managers in Not-for-Profit are driven by a powerful sense of purpose that delivers meaning and context for even the most mundane of activities.  As one young Not-For-Profit manager in my recent Leadership Mastery workshop indicated, "I can't imagine not having the mission to inspire and energize me everyday."

My question: Can For-Profit organizations replicate the motivational and contextual power of "The Mission" through other proxies like goals, strategies, bonuses and targets all focused around competitors, financials and metrics like market-share and compound annual growth rate?

]]></description>
		<wfw:commentRss>http://artpetty.com/2008/07/01/can-you-create-a-mission-driven-focus-in-a-for-profit-business/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
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		<title>Want to Kill a Few Brain Cells, (Try and) Read a Management Textbook</title>
		<link>http://artpetty.com/2008/06/25/want-to-kill-a-few-brain-cells-try-and-read-a-management-textbook/</link>
		<comments>http://artpetty.com/2008/06/25/want-to-kill-a-few-brain-cells-try-and-read-a-management-textbook/#comments</comments>
		<pubDate>Thu, 26 Jun 2008 02:13:59 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Management Education]]></category>
		<category><![CDATA[education]]></category>
		<category><![CDATA[educator]]></category>
		<category><![CDATA[harvard business review]]></category>
		<category><![CDATA[kellogg]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[teaching]]></category>
		<category><![CDATA[textbook]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/25/want-to-kill-a-few-brain-cells-try-and-read-a-management-textbook/</guid>
		<description><![CDATA[And while I'm loving the experience, I can't help but observe that the textbooks are some of the most mind-numbing, coma-inducing products ever to emerge from Gutenberg's great creation.  In particular, the Management text in my Fundamentals of Management course this Spring is almost certain to drive the most interested of business majors to consider something more exciting like accounting or neurophysiology.   What a shame to take a noble and exciting and complicated topic like management and wrap a bunch of dead theories in-between some interesting case studies and let that suffice for something that is supposed to teach the fundamentals of management.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/06/25/want-to-kill-a-few-brain-cells-try-and-read-a-management-textbook/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
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		<title>The Project Management Discipline of Strategy Execution</title>
		<link>http://artpetty.com/2008/06/23/the-project-management-discipline-of-strategy-execution/</link>
		<comments>http://artpetty.com/2008/06/23/the-project-management-discipline-of-strategy-execution/#comments</comments>
		<pubDate>Mon, 23 Jun 2008 15:05:33 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[project failure]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[strategy execution]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/23/the-project-management-discipline-of-strategy-execution/</guid>
		<description><![CDATA[Strategy execution is where value is created.  The best plans are worthless unless they are backed by a group of people that understand their roles and accountabilities and that have the information they need when they need for rapid decision-making.  Execution never takes place in a straight line and without setbacks.  In fact, the setbacks are powerful learning experiences that a good team will leverage as it adapts and responds to internal and external factors.

A large part of the solution in my opinion is treating execution like a high-order program comprised of a series of projects to be managed.  Ask a good Project Manager how to successfully pull of an execution program and I suspect they won't need to interview 1,000 companies.

]]></description>
		<wfw:commentRss>http://artpetty.com/2008/06/23/the-project-management-discipline-of-strategy-execution/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Some Great Insights at the Latest Carnival of Human Resources</title>
		<link>http://artpetty.com/2008/06/12/some-great-insights-at-the-latest-carnival-of-human-resources/</link>
		<comments>http://artpetty.com/2008/06/12/some-great-insights-at-the-latest-carnival-of-human-resources/#comments</comments>
		<pubDate>Thu, 12 Jun 2008 16:10:54 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[carnival]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[leading.]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[managing]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/12/some-great-insights-at-the-latest-carnival-of-human-resources/</guid>
		<description><![CDATA[Check out Jon Ingham's Strategic Human Capital blog for the latest Carnival of Human Resources and some global perspectives on on compelling issues in managing and leading.  Thanks to Jon for featuring one of my recent posts.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/06/12/some-great-insights-at-the-latest-carnival-of-human-resources/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Preventing Product Launch Failure: Watch Out for the Pitfalls!</title>
		<link>http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/</link>
		<comments>http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/#comments</comments>
		<pubDate>Sun, 08 Jun 2008 16:38:44 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[b2b]]></category>
		<category><![CDATA[businessweek]]></category>
		<category><![CDATA[buyer]]></category>
		<category><![CDATA[consensus]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[fail]]></category>
		<category><![CDATA[launch]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[point of sale]]></category>
		<category><![CDATA[problem]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[release]]></category>
		<category><![CDATA[requirements]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[tech]]></category>
		<category><![CDATA[tuned in]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/</guid>
		<description><![CDATA[G. Michael Maddock and Raphael Viton writing in the Innovation Engine column at  BusinessWeek online, offer a sobering look at the Ten Reasons Your Next Launch Will Fail.   From the propensity of companies to create solutions for unknown problems (Science Run Amok) to the recurring theme of teams convincing themselves that they can't miss (Death by Consensus), this insightful and witty column offers some priceless guidance for marketers, product and project managers and executives everywhere.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<item>
		<title>Sirius and XM: Does Satellite Radio Resonate?</title>
		<link>http://artpetty.com/2008/06/06/sirius-and-xm-does-satellite-radio-resonate/</link>
		<comments>http://artpetty.com/2008/06/06/sirius-and-xm-does-satellite-radio-resonate/#comments</comments>
		<pubDate>Fri, 06 Jun 2008 16:25:30 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Apple]]></category>
		<category><![CDATA[IPOD]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[radio]]></category>
		<category><![CDATA[resonate]]></category>
		<category><![CDATA[resonator]]></category>
		<category><![CDATA[satellite]]></category>
		<category><![CDATA[Sirius]]></category>
		<category><![CDATA[Stiletto]]></category>
		<category><![CDATA[tuned in]]></category>
		<category><![CDATA[Wall Street Journal]]></category>
		<category><![CDATA[XM]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/06/sirius-and-xm-does-satellite-radio-resonate/</guid>
		<description><![CDATA[If I'm XM/Sirius, I would be losing more sleep over why people aren't knocking down the proverbial doors to take advantage of their quality offerings.  I hope they make it, but if my class is representative of a large part of the potential subscriber base, satellite radio either doesn't resonate, or the companies have failed to communicate the value in a way that resonates.  I hope that the management teams are Tuning In.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/06/06/sirius-and-xm-does-satellite-radio-resonate/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>A Blogging Milestone and What I Learned by Writing 100 Blog Posts</title>
		<link>http://artpetty.com/2008/05/31/a-blogging-milestone-and-what-i-learned-by-writing-100-blog-posts/</link>
		<comments>http://artpetty.com/2008/05/31/a-blogging-milestone-and-what-i-learned-by-writing-100-blog-posts/#comments</comments>
		<pubDate>Sat, 31 May 2008 14:53:03 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[blogging]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[practical lessons]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Strategy]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/05/31/a-blogging-milestone-and-what-i-learned-by-writing-100-blog-posts/</guid>
		<description><![CDATA[It was a tough week for blogging.  A perfect storm of business and personal schedule challenges conspired to keep me from spending quality time on the blog.  OK, and the fact that I have been holding steady at 99 posts for a few days, and somehow it seemed like I needed to create something truly remarkable for the milestone, 100th post.  I'm over the "need for remarkable" part, but thought I would take a few minutes this Saturday morning to reflect back on what I've learned in this half year of blogging about all things management, leadership, strategy and project and product management.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/05/31/a-blogging-milestone-and-what-i-learned-by-writing-100-blog-posts/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
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		<item>
		<title>Bad Bosses, A Walk with Dante and Your Leadership Legacy</title>
		<link>http://artpetty.com/2008/05/21/bad-bosses-a-walk-with-dante-and-your-leadership-legacy/</link>
		<comments>http://artpetty.com/2008/05/21/bad-bosses-a-walk-with-dante-and-your-leadership-legacy/#comments</comments>
		<pubDate>Wed, 21 May 2008 15:31:46 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[bad bosses]]></category>
		<category><![CDATA[bosses]]></category>
		<category><![CDATA[Dante]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[legacy]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[managers]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/05/21/bad-bosses-a-walk-with-dante-and-your-leadership-legacy/</guid>
		<description><![CDATA[Ask a room full of mid-level managers to talk about great leaders that have supported them and you get a few nice stories.  Ask them for examples of bad leaders and bad leadership practices and you may have to run for high-ground as the trickle of mildly repressed memories turns into a torrent of frightening anecdotes described by individuals with a far-away look in their eyes and a tone tinged with revenge in their voices.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/05/21/bad-bosses-a-walk-with-dante-and-your-leadership-legacy/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Your Next Boss Might Just Be a 20-something Level 5 Guild Leader</title>
		<link>http://artpetty.com/2008/05/12/your-next-boss-might-just-be-a-20-something-level-5-guild-leader/</link>
		<comments>http://artpetty.com/2008/05/12/your-next-boss-might-just-be-a-20-something-level-5-guild-leader/#comments</comments>
		<pubDate>Mon, 12 May 2008 13:52:32 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[40-something]]></category>
		<category><![CDATA[assessing]]></category>
		<category><![CDATA[boss]]></category>
		<category><![CDATA[challenges]]></category>
		<category><![CDATA[decisions]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[diverse]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[games]]></category>
		<category><![CDATA[generations]]></category>
		<category><![CDATA[harvard business review]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[motivating]]></category>
		<category><![CDATA[multiplayer]]></category>
		<category><![CDATA[on-line]]></category>
		<category><![CDATA[recruiting]]></category>
		<category><![CDATA[retaining]]></category>
		<category><![CDATA[rewarding]]></category>
		<category><![CDATA[skills]]></category>
		<category><![CDATA[talented]]></category>
		<category><![CDATA[team]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/05/12/your-next-boss-might-just-be-a-20-something-level-5-guild-leader/</guid>
		<description><![CDATA[While to most it might seem implausible or even laughable that the leaders of tomorrow are applying skills developed from years of what we viewed as "wasting time" by playing on-line games, it merits some consideration.  Certainly most organizations completely drop the ball on effectively identifying and developing leadership talent, and my own experience and research indicates that where most (new) leaders struggle is in the area of soft skills and feedback.  You don't learn how to lead from a book or sitting in a classroom at graduate school, so who's to say that the on-line gaming environment is not an outstanding and risk-free way to develop leadership acumen.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/05/12/your-next-boss-might-just-be-a-20-something-level-5-guild-leader/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Staying Strong in the Middle While Your Company Is Falling Apart</title>
		<link>http://artpetty.com/2008/05/01/staying-strong-in-the-middle-while-your-company-is-falling-apart/</link>
		<comments>http://artpetty.com/2008/05/01/staying-strong-in-the-middle-while-your-company-is-falling-apart/#comments</comments>
		<pubDate>Thu, 01 May 2008 13:40:36 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Career]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[company]]></category>
		<category><![CDATA[downturn]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[middle]]></category>
		<category><![CDATA[organization]]></category>
		<category><![CDATA[turn around]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/05/01/staying-strong-in-the-middle-while-your-company-is-falling-apart/</guid>
		<description><![CDATA[There are no magic answers for taking a horrible company situation and suddenly making it better.  There are also no guarantees that your heroic efforts will save the day.  However, as a professional and an emerging leader, these are the situations that test your skills, that challenge you to mature and that give you the tools to succeed the rests of your career.  If you plan on walking through the door in the morning, show up prepared to fight for your firm.  And when you walk out the door at night, remember the wise words of a good friend: "Family and health count, all the rest of this stuff is just politics and money."  Keep it in context.
]]></description>
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		<title>Too Many Projects Chasing Too Few Resources in the Strategy-Starved Organization</title>
		<link>http://artpetty.com/2008/04/27/too-many-projects-chasing-too-few-resources-in-the-strategy-starved-organization/</link>
		<comments>http://artpetty.com/2008/04/27/too-many-projects-chasing-too-few-resources-in-the-strategy-starved-organization/#comments</comments>
		<pubDate>Sun, 27 Apr 2008 14:07:05 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[cultural]]></category>
		<category><![CDATA[gridlock]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[outsourcing]]></category>
		<category><![CDATA[portfolio]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[project gridlock]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[Resources]]></category>
		<category><![CDATA[selection]]></category>
		<category><![CDATA[strategy-starved]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/27/too-many-projects-chasing-too-few-resources-in-the-strategy-starved-organization/</guid>
		<description><![CDATA[Saying "No" to new projects and "No More" to projects in process are difficult for the best of firms and impossible for organizations without a clear strategy and the supporting processes.  The participants in strategy-starved organizations have no context for decision-making and unless that context is created, are destined to founder and likely sink while the crew focuses on constantly rearranging the deck chairs.

Armed with the context of strategy, project portfolio management is still a difficult task requiring unceasing commitment from the executives and constant vigilance at the project management level.  If you are currently running around with a deckchair in your hands, it's time for you to look at the captain and officers and start asking the strategic questions.
]]></description>
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