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Page 16 including surveying old customers who had switched to buying other brands Through intensive interviews, focus groups, and a willingness to listen to what people were telling them, Ford created the Taurus, a radical departure in design from previous models The Taurus has been a wildly popular car for Ford, spearheading their move in overtaking General Motors as the most profitable auto company in the world during the 1980s and 1990s What was the key to this success Clearly, a willingness to reorient their focus toward the customer In the same way, other project management organizations have begun viewing client acceptance as more than just an addition to the triple constraint, but as ultimately the necessary condition for project success Another model of project success traces its roots back to earlier work from the 1970s in the field of management The proponents, Randy Schultz and Dennis Slevin, argued that successful implementation of a new system, project, or method within a firm required passing three equally important hurdles: technical validity, organizational validity, and organizational effectiveness7 Technical validity asked a simple question: Does the system or project work Is it a good technical solution to the problem the company faces If the answer was yes, the project was said to be technically valid The second measure, organizational validity, is concerned with ensuring a fit between the needs of the client and the project: Is the project appropriate for the client A project may be an excellent technical solution to a perceived problem and still is not used because it is not right for the client For example, proposing a highly technical solution to a communications problem where the client base has no technical training or aptitude may make technical sense, but simply not fly in the face of workforce limitations Finally, organization effectiveness asks the bottom-line question: What positive impact has the project had, either on the organization s profitability (in the case of a new product) or the improvement of their operations Organizational effectiveness is predicated on the.

(476) (477)

w,Mb (a)

,Mb (a)

.

Imposing additional assumptions on the distributions of the multipliers we may n also control wk ( b ) themselves and not only their moments To this end, we should be able to guarantee that the wavelet coef cients do not decay too fast (compare (410)), ie the random factor (462) which appears in (461) does not become too small Indeed, it is suf cient to assume that there is some > 0 such that |C0,0 ( b )| (n,k ) almost surely Then for all t, (1/n) log( (t) b n (dt)) 0, and with (461) 1 w b (t) = lim inf log2 2n/2 |Cn,kn | = Mb (t) 1, n n (478)

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and similarly w b (t) = Mb (t) 1 Observe that this is precisely the relation we expect between the scaling exponents of a process and its (distributional) derivative at least in nice cases and that it is in agreement with (477) In summary ( rst observed for deterministic binomials in [BAC 93]): COROLLARY 45 Assume that b is a random binomial measure satisfying i)-iii) (n,k) (n,k) Assume, that the random variables | (t) b (dt)| resp | (t)Mb (t)dt| are uniformly bounded away from 0 Then, the multifractal formalism holds for the wavelet based spectra of b , resp Mb , ie

(479)

w,M dim(Ea b ) = f w,Mb (a) = w,Mb (a) = T w,Mb (a) as as as (n,k) (n,k)

Value chain management recognizes the flaws in an efficiency-only mentality When our highest goal is maximizing internal efficiencies, we have a natural temptation to subordinate all of our operations to this single goal As we noted, subordinating operations to efficiency may work in the short run; it will improve margins, reduce costs, and keep discipline among our vendor chain However, it opens a Pandora s box of long-term problems When our chief goal becomes the enhancement of value to our customer, it signals an enormous shift in operational thinking, a move away from efficiency-at-any-cost to a view based on satisfaction at any opportunity

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