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Viable Vision
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Table of Contents

ForewordAcknowledgementsPART I - THE PREMISE FOR A VIABLE VISIONChapter 1 - IMPROVE!Chapter 2 - Viable VisionPART II - THE NEW FRAME OF REFERENCEChapter 3 - Moving from Complexity to SimplicityChapter 4 - A Simpler Frame of Reference for Decision MakingPART III - MAKING IT HAPPENChapter 5 - MarketingChapter 6 - OperationsChapter 7 - Distribution - From Push to PullChapter 8 - Project ManagementChapter 9 - The Supply ChainChapter 10 - Information Technology - Necessary But Not SufficientChapter 11 - Buy-in - Overcoming the Layers of ResistanceChapter 12 - StrategyChapter 13 - Executing the Paradigm ShiftBibliographyAppendix A - Viable Vision Financial ExamplesAppendix B - More Viable Vision ExamplesDistribution CompanyDrip Irrigation CompanyHospitalAppendix C - Other ExamplesMarketingOperationsDistributionProject ManagementAppendix D - 200 Companies Applying Goldratt's Theory of Constraints

About the Author

Gerald I. Kendall, Principal of TOC International, is a leading expert in the fields of strategic planning, operations management, marketing, project management and constraints management (TOC). He has over 30 years of related experience as a practitioner, consultant, public speaker and trainer. Gerry is an active member of PMI and an accomplished author and co-author of many praised works including the best-selling book Advanced Project Portfolio Management and the PMO.

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