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240503 ||| eng |
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|a HD53
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| 100 |
1 |
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|a Legg, Jeremy
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| 245 |
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|a How AT&T employees turned process gripes into $230 million saved
|c Jeremy Legg
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| 250 |
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|a [First edition]
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| 260 |
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|a [Cambridge, Massachusetts]
|b MIT Sloan Management Review
|c 2024
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| 300 |
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|a 5 pages
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| 653 |
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|a Personnel / Direction
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| 653 |
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|a Personnel management / http://id.loc.gov/authorities/subjects/sh85100143
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| 653 |
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|a Créativité dans les affaires
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| 653 |
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|a Creative ability in business / http://id.loc.gov/authorities/subjects/sh85033838
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| 041 |
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 500 |
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|a Reprint #65404
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|u https://learning.oreilly.com/library/view/~/53863MIT65404/?ar
|x Verlag
|3 Volltext
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|a 658.3
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|a 153.3
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|a 658.3/14
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|a 330
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|a At AT&T, a “raindrop” is an annoying policy, outdated process, or unhelpful tool. When enough of them pool up, people feel like they’re drowning in bureaucracy. AT&T’s Project Raindrops, which evolved from a grassroots effort to an office with six full-time employees, uses a streamlined process to vet and implement employee ideas on how to fix these annoyances. The company says the project has saved it $230 million so far. AT&T’s CTO shares lessons for leaders on how to make such a program work
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