Since 1961, organizations have relied on critical-to-success factors (CSFs) to define the things that must go right whether a system, program, project, process, or job if their organizations are to achieve their purpose, mission, or objective. CSFs can be used at all levels of an organization from management on down to the trenches. They can stem from internal improvement initiatives, such as a need to improve workplace efficiency, or originate from external forces changes in technology, legislation, or a stealth attack from the competition. You can use CSFs for strategic planning, to implement a system or program, or to manage a project, process, job, or even an individual pursuit.CSFs’ potential is virtually limitless, but, as is true of any tool, they’re only as effective as their implementation. [download]
Format : Ebook.Pdf
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