{"id":1142,"date":"2008-07-25T06:07:16","date_gmt":"2008-07-25T06:07:16","guid":{"rendered":"https:\/\/svapm.org\/2008\/07\/25\/courageous-management-of-priorities-projects-and-people\/"},"modified":"2019-08-07T14:34:34","modified_gmt":"2019-08-07T21:34:34","slug":"courageous-management-of-priorities-projects-and-people","status":"publish","type":"post","link":"https:\/\/svapm.org\/?p=1142","title":{"rendered":"Courageous management of priorities, projects, and people"},"content":{"rendered":"

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\"ProjectConnections\"How do you keep an organization innovative, fast-moving, and productive when facing the relentless parallel needs of ongoing operations, servicing customers, sound project decision-making among opportunities, developing incremental product enhancements, and creating major new offerings – all in the face of inevitable resource constraints?<\/p>\n

In a time when so many dot-coms went dot-bust, Cinda Voegtli, CEO of ProjectConnections.com, \"Cindanot only survived but\u00a0 prospered.\u00a0 Her company faced many challenges as the company grew its customer base, products, and revenue.\u00a0 After launching in the dicey times of 2000 and surviving the dot-com bust, the company has grown a global member base of over 250,000 worldwide, achieved 1200% subscription revenue growth across the 7 years since, reached profitability, and maintained 37% average subscription revenue growth over the last few years.<\/p>\n

How did she do that?\u00a0 The simple answer is probably that she offered value needed by many and developed relationships with key people who could support her efforts.\u00a0 The real answer is much more.<\/p>\n

Some clues involve key leverage points from experimenting with management approaches on the fly, and\u00a0 evolving how she handled organizational priorities, processes, and people. \u00a0 Her message includes:<\/p>\n