Serious cost-cutters only, please. That’s the sentiment behind a new column from William Eggers and John O’Leary. They write, “To be successful, leaders must build achievable, robust programs that contain a portfolio of initiatives to reduce costs. The biggest traps include taking on too many initiatives at once, or constructing a cost reduction portfolio that lacks balance and coherence. This can lead to one initiative diluting the benefits of another, and possibly a wider failure of confidence in the whole program.”

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