What of the current projects generate which percentage of revenue now, and in the future? This question helps cut down on too many extraneous activities, to which I am prone. It all comes back to Drucker and knowing what should be done (and then getting that done). Like any healthy organization, my various projects are in states of transition. How to determine which projects gets what time? What skill set will be more valuable and make current and future projects more viable? Invest in these projects and skills development, dear reader. I say this to you, but am really saying this to myself. Hopefully one of us will listen.
Zimmerman’s Law: Regardless of whether a project expands or contracts, administrative overhead continues to grow.
— Charles J. Zimmerman
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