PRONTO North America ERP FaxMail Provides Professional Documents

Written by Thomas Cutler


Continued from page 1

PRONTO North America, based in Eden Prairie, Minnesota, isrepparttar North American Master Distributor of PRONTO-Xi, a comprehensive software system allowing manufacturers, distributors, and retailers to effectively manage all phases ofrepparttar 142449 supply chain. Far beyond just another Enterprise Resource Planning (ERP) System, PRONTO-Xi’s financial and distribution applications are unique and have provided maximum return on investment for a wide variety of organizations since 1976.

From PRONTO Planning to PRONTO Production; from PRONTO Forecasting Management to PRONTO Distribution Requirements Planning (DRP); from PRONTO Advanced Warehousing to PRONTO Quality Management System (QMS),repparttar 142450 cross-section and breadth of integrated elements addressed by PRONTO-Xi is unmatched inrepparttar 142451 marketplace and justifiesrepparttar 142452 company’s natural leadership role asrepparttar 142453 best fully integrated business software solution for more than a quarter century. PRONTO North America is quickly emerging asrepparttar 142454 combined manufacturing, service, and distribution ERP leader.

Pronto North America www.prontoerp.com Tom Verzi 952-942-5858

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18 Caveats on How Not to Change

Written by David Krueger MD


Continued from page 1
9. Do not seek your own information or develop your own solutions when you have experts to listen to. Rather, find someone to provide a map for you and avoid anyone who wants to help you develop your own guidance system to navigate. 10. Always find some cause and effect relationship to explain things otherwise not understandable. Maintain a consistent external focus to blame someone, or find some tangible explanation that offers a specific, concrete focus on what is wrong. Warning: much work is required to maintain this caveat, as you must be certain thatrepparttar obstacle can never be totally removed, or its causal effect would have to be confronted as inaccurate. The perceived cause must always be just beyond reach and remedy in order to remain as blame. 11. Keep doingrepparttar 142448 same thing and expect a different outcome. Ifrepparttar 142449 outcome doesn’t change forrepparttar 142450 better, dorepparttar 142451 same thing harder. 12. Be suspicious of new ideas. 13. New ideas, being perturbators ofrepparttar 142452 existing system, must be curbed if not silenced. 14. Meticulously guard against mistakes;repparttar 142453 best way to be sure to avoid mistakes is to keep doingrepparttar 142454 same thing again and again with perfection asrepparttar 142455 goal. 15. Maintain a focus on failure, giving itrepparttar 142456 proper respect of fear so that it remains ever in focus with its guiding principle of avoidance. 16. Be extremely wary of new strategies and solutions, and invest instead in enforcement ofrepparttar 142457 existing approach. 17. When you make mistakes, focus onrepparttar 142458 mistakes and attempt to get them right. 18. Continue to hold prejudices because they are markers of emotional landmines. ________________________________________



David Krueger, M.D. is an Executive Strategist/ Professional Coach (www.executivestrategist.biz) Email execstrategist@aol.com. He is author of 11 books. This article is excerpted from Dr. Krueger’s 12th book, soon to be published, LIVE A NEW LIFE STORY: The Essentials of Change, Reinvention, and Personal Success.


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