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Smarter…Quicker…Better Using  Xerox Lean Six Sigma     to create  real value  for customers Donna Dunlap Vice President No...
Discussion topics <ul><ul><li>Today’s business challenges </li></ul></ul><ul><ul><li>Xerox’s experience with  Lean Six Sig...
Business challenges we all share <ul><ul><li>Retain and gain customers to grow revenue  </li></ul></ul><ul><ul><li>Manage ...
Xerox’s Profile Today <ul><ul><li>$15.7B (US) in Revenue </li></ul></ul><ul><ul><li>58,000 employees worldwide </li></ul><...
Xerox’s challenges <ul><ul><li>Maximize customer value  </li></ul></ul><ul><ul><li>Create growth opportunities </li></ul><...
Transforming Our Company 1949-1960  1960- 1990 1990-2000   2002 and beyond Birth Birth Growth Maturity Birth Growth Maturi...
Xerox Organization Structure Production Systems Group Xerox Office Group Paper, Supplies & Supply Chain Operations Xerox E...
Xerox’s quality leadership journey 1994 The Xerox  Management Model The Xerox  Mgmt. Model is introduced as part of Leader...
Meeting our challenges through  Xerox Lean Six Sigma <ul><ul><li>Understanding what customers truly value and need </li></...
<ul><ul><li>Goal – Reduce waste and increase process speed </li></ul></ul><ul><ul><li>Focus – Identify non-value add steps...
Our commitment starts at the top. <ul><li>“ I’m convinced that Xerox Lean Six Sigma is a way to rebuild  value  in our com...
Enterprise-wide deployment Our view: Not just a tool for operational efficiency, but an enterprise-wide business strategy ...
Majority of Xerox Lean Six Sigma Resources Integrated Into the Business Operations   Anne Mulcahy Chairman / CEO Business ...
Worldwide Deployment Status <ul><ul><li>32 full-time deployment managers  </li></ul></ul><ul><ul><li>1500 projects underwa...
Successful Lean Six Sigma Deployment Requires Company-Wide Involvement All Employees <ul><ul><li>Basic understanding </li>...
Phased Xerox Deployment Plan Nov02 Seeding Xerox Lean Six Sigma <ul><li>Articulate Burning Platform </li></ul><ul><li>Crea...
Lean Six Sigma: The next phase in our journey Internal Operations Methodology & Tools Internal Manufacturing  Quality Meth...
Top Line Growth requires developing Lean Six Sigma competency and culture before starting… Capable, Disciplined Processes ...
Top Line Growth:  Customer Centric use of Lean Six Sigma-based Processes Define  the  Problem Characterize Requirements   ...
Types of Growth-enabling Projects <ul><ul><li>Sales and Marketing  </li></ul></ul><ul><ul><ul><li>Customer Experience </li...
Sales and Marketing Deployment  - the Infrastructure
Donna Dunlap, VP LSS NASG Sales & Marketing 585-423-5572 / 8*223-5572, XRX2-029 Linda Hatch, Administrative Assistant 585-...
PEP Expectations: Individual Objectives Measures Good Better  Best Improve Customer Experience Support customers through p...
A Focused Industry Approach <ul><li>Requirements for Success: </li></ul><ul><li>Industry   experience </li></ul><ul><li>Bu...
Substitute Other Technology FSMA Losses Customers Not satisfied Customer Equipment Trades / Upgrades New Customers Process...
Match the tools & methodology to the problem Low Sigma 1 - 2 Sigma 3 - 4 Sigma 5 - 6 Sigma Climbing the Benefit Tree Desig...
<ul><li>“ Hard Metrics” </li></ul><ul><ul><li>Increased growth </li></ul></ul><ul><ul><li>Reduction in cost </li></ul></ul...
Translating our experience into real  value for customers <ul><ul><li>InterContinental Hotel Group </li></ul></ul><ul><ul>...
<ul><ul><li>Lean Six Sigma consulting engagement </li></ul></ul><ul><ul><li>Implemented remote control  </li></ul></ul><ul...
<ul><ul><li>Lean Six Sigma consulting engagement focused on front of process to achieve quick results </li></ul></ul><ul><...
<ul><ul><li>Lean Six Sigma consulting engagement </li></ul></ul><ul><ul><li>Digitized and streamlined accident report proc...
Lessons Learned Right Tools Rigorously applied Right People  Dedicated 100% Right Business Opportunities Right Results Hol...
Key factors differentiating  “A” curve from “F” curve <ul><ul><li>Ability to change Culture & Leadership Behavior  </li></...
Lean Six Sigma… our next steps <ul><ul><li>Collaborate with companies  that embrace this methodology  </li></ul></ul><ul><...
Thank You!
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Using Xerox Lean Six Sigma to Create Real Value for Customers

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Using Xerox Lean Six Sigma to Create Real Value for Customers

  1. 1. Smarter…Quicker…Better Using Xerox Lean Six Sigma to create real value for customers Donna Dunlap Vice President North American Solutions Group Sales & Marketing Lean Six Sigma Deployment
  2. 2. Discussion topics <ul><ul><li>Today’s business challenges </li></ul></ul><ul><ul><li>Xerox’s experience with Lean Six Sigma </li></ul></ul><ul><ul><li>Translating the Xerox experience into real value for customers </li></ul></ul>
  3. 3. Business challenges we all share <ul><ul><li>Retain and gain customers to grow revenue </li></ul></ul><ul><ul><li>Manage costs by reducing waste </li></ul></ul><ul><ul><li>Increase overall business productivity </li></ul></ul><ul><ul><li>Improve employee development, motivation and engagement </li></ul></ul>
  4. 4. Xerox’s Profile Today <ul><ul><li>$15.7B (US) in Revenue </li></ul></ul><ul><ul><li>58,000 employees worldwide </li></ul></ul><ul><ul><li>Broadest portfolio of technology and services in document management and production </li></ul></ul>Our Mission : Help organizations achieve their business goals through Smarter Document Management SM
  5. 5. Xerox’s challenges <ul><ul><li>Maximize customer value </li></ul></ul><ul><ul><li>Create growth opportunities </li></ul></ul><ul><ul><li>Reduce costs </li></ul></ul><ul><ul><li>Increase productivity </li></ul></ul>The critical challenge: How to accomplish all four in a sustainable way
  6. 6. Transforming Our Company 1949-1960 1960- 1990 1990-2000 2002 and beyond Birth Birth Growth Maturity Birth Growth Maturity LTQ Lean New Quality Lean Six Sigma Birth Growth Xerography Knowledge- intensive Solutions & Services Laser Printing, Faxing,Ethernet Color Copying/ Printing, Production Publishing, Digital technologies
  7. 7. Xerox Organization Structure Production Systems Group Xerox Office Group Paper, Supplies & Supply Chain Operations Xerox Europe Xerox Lean Six Sigma Fuji Xerox Global Accounts and Marketing Ops. Corporate Strategy & Alliances Business Operations Research & Technology Customer Operations Operations Support Fuji Xerox Xerox Global Services Xerox Innovations Group Business Group Operations Xerox North America Developing Markets Operations Chief Financial Officer Chief Staff & Ethics Officer External & Legal Affairs, Gen. Counsel Chairman and CEO
  8. 8. Xerox’s quality leadership journey 1994 The Xerox Management Model The Xerox Mgmt. Model is introduced as part of Leadership Through Quality. 1996 The Xerox Management Model The “evergreen” model is continuously assessed & improved. 1997 Xerox 2005 Senior Mgmt documents the Xerox 2005 Leadership Through Quality strategy. All major Xerox manufacturing sites worldwide receive ISO 14001 certification 1997 Xerox ISO 1998 Xerox Six Sigma Six Sigma deployed in mfg. ops. New quality policy, and procedures refreshed to be focused/faster 2002 Xerox Lean Six Sigma 2000 Xerox new quality Lean Six Sigma concepts & principles become corporate standard 2004 Xerox Lean Six Sigma Launch of design for Lean Six Sigma
  9. 9. Meeting our challenges through Xerox Lean Six Sigma <ul><ul><li>Understanding what customers truly value and need </li></ul></ul><ul><ul><li>Transforming our culture </li></ul></ul><ul><ul><li>Positioning us for growth </li></ul></ul><ul><ul><li>Improving processes through fact-based, disciplined decision-making and measurable outcomes </li></ul></ul>It’s becoming “the way we work”.
  10. 10. <ul><ul><li>Goal – Reduce waste and increase process speed </li></ul></ul><ul><ul><li>Focus – Identify non-value add steps and causes of delay </li></ul></ul><ul><ul><li>Method – Value Stream Tools, Kaizen events </li></ul></ul>Lean Speed + Low Cost <ul><ul><li>Goal – Improve performance on customer CTQs (Critical To Quality) </li></ul></ul><ul><ul><li>Focus – Use DMAIC process with various tools to eliminate variation </li></ul></ul><ul><ul><li>Method – Management engagement, 1% - 3% dedicated as Deployment Champions and Black Belts </li></ul></ul>Six Sigma Culture + Quality Six Sigma QUALITY Enables Lean Speed (fewer defects means less time spent on rework) Lean SPEED Enables Six Sigma Quality (faster cycles of experimentation/learning) Combining two powerful approaches
  11. 11. Our commitment starts at the top. <ul><li>“ I’m convinced that Xerox Lean Six Sigma is a way to rebuild value in our company because it is about substance , not form; it’s about discipline and infrastructure so projects can produce business results .” </li></ul><ul><li>— Anne Mulcahy Chairman & CEO </li></ul>
  12. 12. Enterprise-wide deployment Our view: Not just a tool for operational efficiency, but an enterprise-wide business strategy for creating real value Sales and Marketing Xerox Administration Information Technologies Facilities Customer Communications Operations Finance Manufacturing Engineering Human Resources
  13. 13. Majority of Xerox Lean Six Sigma Resources Integrated Into the Business Operations Anne Mulcahy Chairman / CEO Business Leader Business Leader Business Leader Deployment Manager Deployment Manager Deployment Manager Deployment Managers Business Leader Business Leader Business Leader Deployment Managers VP, Corporate Lean Six Sigma Deployment BBs BBs Deployment Team Sponsors Sponsors Chief Financial Officer Note: VP, Corporate Lean Six Sigma Deployment reported to CEO at initial launch of Lean Six Sigma BBs BBs BBs MBB / BBs BBs BBs BBs MBB / BBs BBs BBs BBs BBs BBs BBs BBs BBs BBs BBs BBs Master BBs
  14. 14. Worldwide Deployment Status <ul><ul><li>32 full-time deployment managers </li></ul></ul><ul><ul><li>1500 projects underway or completed worldwide contributing to Xerox profitability </li></ul></ul><ul><ul><li>Over 600 Master Black Belts and Black Belts have achieved certification, completed, or started training. </li></ul></ul><ul><ul><li>2,000 executives and managers have completed leadership workshops </li></ul></ul><ul><ul><li>2,500 Green Belts trained/500 certified </li></ul></ul><ul><ul><li>22,000 Yellow Belts trained and many other on-line courses </li></ul></ul>
  15. 15. Successful Lean Six Sigma Deployment Requires Company-Wide Involvement All Employees <ul><ul><li>Basic understanding </li></ul></ul><ul><ul><li>Minimum Yellow Belt </li></ul></ul><ul><ul><li>Apply concepts to their job and work area </li></ul></ul><ul><li>Owns vision, direction, integration, business results </li></ul><ul><li>Leads change </li></ul><ul><li>Project owner </li></ul><ul><li>Implements solutions </li></ul><ul><li>Owns financial results </li></ul><ul><li>Part time as part of job </li></ul><ul><li>Leads Lean Six Sigma projects </li></ul><ul><li>Trains and coaches Project Teams </li></ul><ul><li>Full-time position </li></ul><ul><li>Participate on Black Belt teams and/or lead projects </li></ul><ul><li>Part time on projects </li></ul><ul><li>Provide project-specific support </li></ul><ul><li>Can be yellow or green belt </li></ul><ul><li>Part time on projects </li></ul><ul><li>Leads business unit performance improvement </li></ul><ul><li>Prioritizes projects </li></ul><ul><li>Full time position </li></ul>Deployment Managers Project Sponsors Project Team Members Operations Leadership Green Belts Black Belts Centralized Coordination & Training <ul><li>Trains Black Belts / Green Belts </li></ul><ul><li>Coaches Black Belts / Green Belts </li></ul><ul><li>Leads Lean Six Sigma projects </li></ul><ul><li>Full-time position </li></ul>Master Black Belts
  16. 16. Phased Xerox Deployment Plan Nov02 Seeding Xerox Lean Six Sigma <ul><li>Articulate Burning Platform </li></ul><ul><li>Create Deployment Team </li></ul><ul><li>Establish Goals/Success Metrics </li></ul><ul><li>Process Management Approach </li></ul><ul><li>Define “Recipe” based on Lean Six Sigma Deployment Principles </li></ul><ul><li>Develop Deployment Plan using Lean Six Sigma Planner </li></ul>Executive Launch Leadership Training Deployment Design & Launch <ul><li>Select Deployment Leaders, Black Belts and/or Green Belts </li></ul><ul><li>Define Project Selection/Prioritization Process based on ROIC and Benefit/Effort Matrix </li></ul><ul><li>Establish Project Tracking Process </li></ul><ul><li>Identify/Select Initial Projects and Project Champions/Sponsors </li></ul>Deployment Execution & Sustainability <ul><li>Deploy Resources on Highest Priority Projects </li></ul><ul><li>Conduct Training </li></ul><ul><ul><li>Kaizen </li></ul></ul><ul><ul><li>Lean Six Sigma </li></ul></ul>Manage the Effort <ul><li>Risk Management </li></ul><ul><li>Build Self Perpetuating Capability </li></ul><ul><li>Benchmark </li></ul><ul><li>Leverage Best Practices </li></ul><ul><li>Integrate with Suppliers/Customers </li></ul><ul><li>Communicate to Stakeholders </li></ul>Sponsor Training Jan03 Feb03 BB Training Jun03 Nov03 GB Training MBB Training DFLSS May04 Aug05
  17. 17. Lean Six Sigma: The next phase in our journey Internal Operations Methodology & Tools Internal Manufacturing Quality Methodology & Tools External and Internal Methodology and Tools: Creating real value for our customers Xerox customer
  18. 18. Top Line Growth requires developing Lean Six Sigma competency and culture before starting… Capable, Disciplined Processes Accountability Bottom Line Results Focus on inputs Sense of Urgency Commitment to Training & Development for all employees Fact-based, Data- driven decisions Management Passion Values CUSTOMERS Communications Leadership Industry Competencies
  19. 19. Top Line Growth: Customer Centric use of Lean Six Sigma-based Processes Define the Problem Characterize Requirements & Performance Identify & Characterize Key Elements in the Solution Determine the Best Solution Validate & Implement the Solution Design New Develop Implement Define Measure Explore Define Measure Analyze Improve Control Improve Existing Customer Engagement Define Measure Analyze ‘ Recommend’ ‘ Close’ DFLSS Validate Identify Develop Optimize
  20. 20. Types of Growth-enabling Projects <ul><ul><li>Sales and Marketing </li></ul></ul><ul><ul><ul><li>Customer Experience </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Quote to Cash (umbrella project) </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Sales Productivity </li></ul></ul></ul><ul><ul><ul><li>Retention/Same Account Growth </li></ul></ul></ul><ul><ul><ul><li>New Business </li></ul></ul></ul><ul><ul><ul><li>Technology and Services upgrades </li></ul></ul></ul>
  21. 21. Sales and Marketing Deployment - the Infrastructure
  22. 22. Donna Dunlap, VP LSS NASG Sales & Marketing 585-423-5572 / 8*223-5572, XRX2-029 Linda Hatch, Administrative Assistant 585-423-1237 / 8*223-1237, XRX2-028 2005 Xerox Lean Six Sigma Sue Coia-Ahlman MBB - 14 8*223-2475 585-423-2475 XRX2-019 Al Ryan MBB - 15 8*221-2431 585-231-2431 XRX2-008 Bob Labanowski MBB - 13 8*223-6932 585-423-6932 XRX2-011 Marty Duffy MBB - 12 8*223-3204 585-423-3204 XRX2-009 Ragni Mehta MBB - 8 8*223-2087 585-423-2087 XRX2-028 Robert C. Brasser – IP Clare Browning-Tuch – IP William M. Flom – IP Katrina Lamphier – IP Karen Loughlin - IP Shari Mann – IP Fernando Martinez – IP Nancy Nam – IP Jason Rider - IP Larry Scheerschmidt – IP James Wagner – IP Michael P. Wiseman – IP Sue Comer – FT Kelly Lindenmayer – IP Jon D. Allen – IP Mark Burris – IP Kay Carroll – IP Bruce Collier – IP Sara DeMuzio – IP Kristen Eisenman – IP Helen Fong – IP Raj Garg – IP Dan Holahan – IP Kevin Horey – IP Silvia Neves – IP Michele Russell – IP Ilona Smith - IP Barry Barnes – FT Butch Bland – FT Kevin Groff – IP Todd Lester – FT Susan McGlinchey – IP Dierdre Scott – IP Shawn Whipple – IP Jeff Whisler - QTC Tony Hampton – FT Laura Norris – IP Terri Yamauchi – FT Mike Jones - FT Wanda Droz – IP Bernie Durman – IP Anita Fonseca – FT Charles Gallagher – IP Mike Knox - IP Tim Kray – IP Tyrone Scott – IP Kevin Zielinski – IP David Beckerle – FT Diane Burley – FT Linda Fosdick – IP Rebecca Futral-Anderson – IP Terry Garigen – IP Chris G. Graham – FT Deborah Hall – FT John Kenney – FT Anthony Mason – FT Patrick Porter – IP Bonnie Stramer – IP Matt Stusick – FT Eric Whyte – FT Frank Licata – FT Jasper Richardson - IP Certification Required HR Loretha McCullough – RM BGO Anne Thorne – Certified 6/05 MAO Terry Kochanski – Certified 8/10 Chris Tipton – PB PSO Warren Losey – AR East Scarla Gilbert – AR Aaron Monke – AR Jasper Richardon - AR West Bo Beslach – MD Jeannette Monachello – MD Corporate MBBs Cheryl Adas 02/01/12
  23. 23. PEP Expectations: Individual Objectives Measures Good Better Best Improve Customer Experience Support customers through projects, events and presentations 1 2 3 Grow Revenue and Improve Profitability Deliver Economic Profit 610 800 1000 Great Employee Experience Achieve Certification Mentor/Certify Green Belts on your teams 18 3 15 5 <=12 >5 Live our Values Deliver DMAIC Projects-2 nd yr BB FT BB-HQ Project Involvement Deliver DMAIC projects –1 st Yr BB + IP 2 3 4 1 2 3 1 2 3 Targets 2005 PEP Update Analyze Control Improve Measure Define
  24. 24. A Focused Industry Approach <ul><li>Requirements for Success: </li></ul><ul><li>Industry experience </li></ul><ul><li>Business process experience </li></ul><ul><li>Implementation experience </li></ul>Financial Services Healthcare High Tech and Communications Manufacturing and Energy Public Sector Retail and Consumer Goods
  25. 25. Substitute Other Technology FSMA Losses Customers Not satisfied Customer Equipment Trades / Upgrades New Customers Process Changes Economy/ Bankruptcy All Others Moves to Competition Customer FSMA / Services Renewals Added Business With Current Customers Revenue Revenue Growth Most LSS Projects
  26. 26. Match the tools & methodology to the problem Low Sigma 1 - 2 Sigma 3 - 4 Sigma 5 - 6 Sigma Climbing the Benefit Tree Design for Lean Six Sigma (DMEDI & IDOV) DMAIC Kaizen Improvement Projects Workshops Flashes Courtesy Bombardier
  27. 27. <ul><li>“ Hard Metrics” </li></ul><ul><ul><li>Increased growth </li></ul></ul><ul><ul><li>Reduction in cost </li></ul></ul><ul><ul><li>Improvements in quality of your offerings </li></ul></ul><ul><ul><li>Increased productivity </li></ul></ul><ul><ul><li>Gains in process efficiency due to reductions in errors and defects </li></ul></ul><ul><li>“ Soft Metrics” </li></ul><ul><ul><li>Increases in customer satisfaction </li></ul></ul><ul><ul><li>Improved employee development, motivation, and engagement </li></ul></ul>+ What is “real value”?
  28. 28. Translating our experience into real value for customers <ul><ul><li>InterContinental Hotel Group </li></ul></ul><ul><ul><li>Brooklyn Public Library </li></ul></ul><ul><ul><li>Monroe County Sheriff’s Office </li></ul></ul>
  29. 29. <ul><ul><li>Lean Six Sigma consulting engagement </li></ul></ul><ul><ul><li>Implemented remote control </li></ul></ul><ul><ul><li>Created standard operating system and environment </li></ul></ul><ul><ul><li>Moved administration offsite </li></ul></ul><ul><ul><li>Eliminated redundancy among vendors </li></ul></ul>Case Study: InterContinental Hotels Group Client Challenges <ul><ul><li>Needed to cut costs to stay competitive during post-9/11 travel downturn </li></ul></ul><ul><ul><li>Improve customer satisfaction with IT support services </li></ul></ul>Measurable Results Solution Play video <ul><ul><li>Leading hospitality company, managing brands such as Holiday Inn </li></ul></ul>
  30. 30. <ul><ul><li>Lean Six Sigma consulting engagement focused on front of process to achieve quick results </li></ul></ul><ul><ul><li>Designed and implemented a comprehensive Patron Access Management System </li></ul></ul><ul><ul><li>System includes Access Brooklyn Card, innovative kiosks and Web site </li></ul></ul><ul><ul><li>Patrons use card to reserve computer time, pay for print, copies and other services </li></ul></ul>Client Challenges Case Study: Brooklyn Public Library <ul><ul><li>Recover print costs lost due to free print policy </li></ul></ul><ul><ul><li>Make more effective use of librarians’ time </li></ul></ul><ul><ul><li>Provide patrons with better service, more equitable computer access </li></ul></ul>Solution Measurable Results <ul><ul><li>Largest Public Library in the five boroughs of New York </li></ul></ul>
  31. 31. <ul><ul><li>Lean Six Sigma consulting engagement </li></ul></ul><ul><ul><li>Digitized and streamlined accident report process in Records Management Division </li></ul></ul><ul><ul><li>Created Web-based document access system </li></ul></ul><ul><ul><li>Integrated existing customer systems </li></ul></ul>Solution <ul><ul><li>New York State’s largest sheriff’s office </li></ul></ul>Case Study: Monroe County Sheriff’s Office Play video Measurable Results Client Challenges <ul><ul><li>Balance $100M budget </li></ul></ul><ul><ul><li>Improve quality of service to the community </li></ul></ul><ul><ul><li>Free deputies from paperwork, so they can spend more time ensuring public safety </li></ul></ul><ul><ul><li>Eliminate backlog of more than 3,000 records and over four months of data entry </li></ul></ul>
  32. 32. Lessons Learned Right Tools Rigorously applied Right People Dedicated 100% Right Business Opportunities Right Results Hold people accountable for business results validated to the bottom line VOC , marketing, DfLSS, data analysis, process improvement, etc <ul><li>The most strategically important projects (growth, for the customer, retain share, increase price, improve profitability, improve effectiveness, etc) </li></ul><ul><li>Projects with financial impact </li></ul>
  33. 33. Key factors differentiating “A” curve from “F” curve <ul><ul><li>Ability to change Culture & Leadership Behavior </li></ul></ul><ul><ul><li>Project selection link to business strategies </li></ul></ul><ul><ul><li>Project selection link to Customer Value </li></ul></ul>* Chart adapted from Strategic Six Sigma: Best Practices from the Executive Suite by Dick Smith and Jerry Blakeslee Profit ($) 1 2 3 4 Year Initial Leadership Commitment 0 C * Long Term Goal – Sustained Commitment & Results Sustained Commitment A F As many as 50% end up here at “F” Xerox
  34. 34. Lean Six Sigma… our next steps <ul><ul><li>Collaborate with companies that embrace this methodology </li></ul></ul><ul><ul><ul><li>Share best practices </li></ul></ul></ul><ul><ul><ul><li>Benchmark </li></ul></ul></ul><ul><ul><ul><li>Joint projects </li></ul></ul></ul><ul><ul><li>Leverage the potential </li></ul></ul><ul><ul><li>Continue to measure success internally and externally </li></ul></ul>
  35. 35. Thank You!
  36. 36. Videos
  37. 37. Case Study: InterContinental Hotels Group
  38. 38. Case Study: Brooklyn Public Library
  39. 39. Case Study: Monroe County Sheriff’s Office

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