“By putting the employee first, the customer effectively comes first by default, and in the end, the shareholder comes first by default as well.”
- Richard Branson
Have you ever been part of a project or initiative and after it is over, you feel as though things are not improved or in a better condition? This can happen when a vendor’s focus is solely on the tasks that need to be done and losing site of the bigger picture.
What is that bigger picture? If all of the tasks are done, shouldn’t that mean the bigger picture was taken into account and things should be in a better place? How can you ensure your team keeps their eyes on both the tactical and the strategic?
On this week’s episode of the 33 Tangents podcast, Jim and Jason discuss their experiences with being involved with projects that were deemed a success yet feeling as though no progress was made, including the things they’ve learned to ensure that doesn’t happen.
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#302 - What Is Preventing Digital Analytics From Becoming Indispensable?
#301 - What Does It Mean To Be Boring Yet Profitable?
#300 - Developing A Testing Roadmap
#299 - The Core Analysis Your Analytics Practice Must Be Doing
#298 - Tag Management Methodologies
#297 - The Draw Of Over-Engineering Analytics Data Collection Solutions
#296 - The Architecture Pitfalls of Single Vendor Solutions
#295 - The Risks, Costs, And Potential Benefits Of Vendor Lock-In
#294 - Customer Experience Breakdowns Caused by Siloed Data
#293 - What Can Be Done To Prevent An Analytics Practice From Developing Conflicts Of Interest?
#292 - How Can Conflicts Of Interest Happen With An Analytics Practice?
#291 - Running An Analytics Practice So That It is Viewed as More Than Just A Cost Center
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#289 - From The Archives: What Will Make Someone Successful in Digital Analytics?
#288 - Building An Analytics Practice Like It Is Its Own Business
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#286 - From The Archives: Buying and Selling Services: Do RFPs Actually Provide Value?
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