David Laughlin Il y a 7 années If you can establish both the resources and the corporate mindset that can execute this, you'll be doing well. I'd be surprised if you find anyone in your organisation that disagrees with them in public; the trick will be getting them to agree with them when it means that they're the ones that have to switch supplier or share their data or change their working practices, etc. It's not so much changing the direction of a tanker as changing the direction of a fleet of quasi-independent tankers. But with strong management support and tight procurement, contract and development management, it should be possible to make better progress against those principles than it may have been in the past. 1 Répondre en tant que ... Annuler
Robb Sands Il y a 6 années Conceptually sound. As David commented, it's hard to argue with the principles behind each of these, particularly for new buy/build scenarios. I'm curious how these fit in with legacy systems. How much of a priority would it be to attempt adapting existing systems to meet these principles? Or would most feel comfortable waiting for end of life (or until critical pain point is reached) and then addressing during the buy/build of something new? 0 Répondre en tant que ... Annuler