By Parviz F Rad

This can be an in-depth consultant describes how one can construct high-performance digital venture groups, indicates the right way to decrease the price of digital groups and comprises instruments and strategies for assessing the adulthood of undertaking groups.

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This NLB attitude of encouraging its employees and partners was also manifested in NLB's willingness to experiment with new initiatives in order to achieve the best in service quality. A project manager at ST Logitrack noted: "They were always willing to try new things. So it helped when we took back suggestions on improving the features of the RFID system". 18 RFID and Organizational Transformation in the NLB of Singapore A manager at NLB concurred with this opinion when explaining the project-centric approach of the organization: "Any one of us could propose a project and were given an opportunity to present our ideas to the committee.

According to the project manager, "ten was really a small number, considering the scale of the ERP project". However, employees from other departments did not think the same way, and considered it as "the biggest lay-off in the company's history". Postimplementation In October 1999,10 months after the project kick-off, the Q A D project was completed on schedule and within budget. LNT started to reap the benefits of the Q A D system — enhanced operational efficiency and substantial cost reduction.

Forming a task force When the ERP initiative started, AMDS still had many legacy systems in use, and they operated in isolation from one another. The ERP project was considered a high priority, and a task force — the SAP project team — was set up oversee the project. A n experienced and reputable regional executive in the Asia Pacific was appointed project leader. Several meetings were held to create awareness about the project and update users on several necessary changes. The project team was fully supported by the users and the top management.

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