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During FY2011, management recognized that the scope, scale and pace of necessary organizational change required significant improvement in our management of strategic projects. Following a detailed review of industry best practices, and with advice from recognized private-sector experts, we began implementing a rigorous, disciplined process for developing, reviewing and tracking strategic initiatives.
In addition, we began to increase the development of project management skills throughout our organization and began establishing project management offices within functions.
During FY2011, mail volume decline, financial disruptions and significant structural change affected our priority programs. As a result of recently implemented changes in our strategic initiative management, our stakeholders can expect more details on more programs in FY2012.
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