This document discusses challenges in business analysis and delivering value for organizations. It notes that business analysts have influence over 80% of factors affecting project success, including requirements, scope, business case, engagement with end-users, and engaging with senior stakeholders. In New Zealand, 54% of business analysis practices are at a basic maturity level. The document advocates for establishing centers of excellence and communities of practice to help business analysts improve skills and drive organizations toward being more adaptive and gaining rapid business value. It encourages assessing current maturity and getting buy-in from the business to start the journey toward excellence in business analysis.
Journey to Change Excellence.
Change excellence is concerned with both “management of change” and “change management”, which are two sides of the same coin.
The former focuses on running the necessary change operations infrastructure to direct, manage and deliver all aspects of change.
The latter focuses on changing the current state (how things are done today) to the desired future state (new processes, systems, transformations, organisation structures, job roles, etc).
Both topics are complex in their own right and are intertwined to make a cohesive whole. Operational excellence has to be concerned with both if effective excellence is to be achieved.
Both together create a cohesive whole to allow the business the best chance to implement change.
Change Excellence is said to be a philosophy of:
“doing things right, in the right way, in the right order, at the right time, consistently”
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Journey to Change Excellence.
Change excellence is concerned with both “management of change” and “change management”, which are two sides of the same coin.
The former focuses on running the necessary change operations infrastructure to direct, manage and deliver all aspects of change.
The latter focuses on changing the current state (how things are done today) to the desired future state (new processes, systems, transformations, organisation structures, job roles, etc).
Both topics are complex in their own right and are intertwined to make a cohesive whole. Operational excellence has to be concerned with both if effective excellence is to be achieved.
Both together create a cohesive whole to allow the business the best chance to implement change.
Change Excellence is said to be a philosophy of:
“doing things right, in the right way, in the right order, at the right time, consistently”
Introduction To Continuous Improvement Process PowerPoint Presentation SlidesSlideTeam
This deck consists of total of twenty four slides. It has PPT slides highlighting important topics of Introduction To Continuous Improvement Process PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation. http://bit.ly/2UEJbyM
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Governance Model Powerpoint Presentation SlidesSlideTeam
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HR Strategy Organization Product Human Resource Process Individua Business GoalsSlideTeam
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Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
Center of excellence and business process improvement explained by Capco, a f...Anaplan
Anaplan became the “one stop shop” for FP&A at Capco after they successfully deployed their forecasting model in 2014. Since then, Capco has been utilizing Anaplan for budgeting, sales pipeline tracking, project performance tracking, and a host of other financial reports. Chanjala Shangari of Capco will explain how Anaplan helped transform reporting and analytics at Capco, eliminated Excel spreadsheets, and improved field engagement and cycle times.
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Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
Center of excellence and business process improvement explained by Capco, a f...Anaplan
Anaplan became the “one stop shop” for FP&A at Capco after they successfully deployed their forecasting model in 2014. Since then, Capco has been utilizing Anaplan for budgeting, sales pipeline tracking, project performance tracking, and a host of other financial reports. Chanjala Shangari of Capco will explain how Anaplan helped transform reporting and analytics at Capco, eliminated Excel spreadsheets, and improved field engagement and cycle times.
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
Best Practices in Implementing and Delivering Value from Your CPM SolutionsProformative, Inc.
View on Proformative: http://www.proformative.com/resources/presentation-best-practices-implementing-delivering-value-your-cpm-solutions
The CFO’s role has evolved from traditional reporting and controlling, to decision support and strategic execution. There is a growing expectation that the CFO will be a trusted adviser to the executive team, and will lead the Finance organization to embrace the role of business partner. This demanding transition has been driven by the desire to raise the bar and deliver value for investors and other key stakeholders.
In this best practice workshop, learn from seasoned Finance experts how best in class finance functions have used corporate performance management (CPM) as a foundation for driving these necessary changes, and for leading the finance organization into a new, value-added role.
In summary, in attending this workshop you will find:
* A roadmap for integrating strategic planning, operational planning, budgeting, and reporting into a complete CPM solution
* Operational readiness: How to tell if your Finance organization is up to the challenge
* How to leverage your existing CPM solution to enhance and improve finance operations processes
* Tips and traps for selecting the right CPM solution for your organization
* Bonus Material: Results of recent survey of 150+ companies experience with Rolling Forecast
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Workshop
Building an Analytics CoE (Center of Excellence)Rahul Saxena
This deck is from a workshop I conducted at the Indian Institute of Management, Bangalore (IIMB) on 20th July, 2013.
Agenda:
* What does the organization want to do with analytics? What is the role of the CoE that they envision?
* What is the organizational context? Current providers of analytics? Leadership support?
* What will the Analytics CoE need to be like (now and in the future, up to the planning horizon)?
* Where do we stand with analytics capabilities now, compared to what we need?
* How will we evolve the CoE? Set expectations, drive the evolution, establish the value.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
Webinar: Revolutionize your Business with an Insights Center of ExcellenceBrandwatch
Business success is fueled by smart, data-driven decisions. It’s not just about having the right data, it’s what you do with it that makes all the difference. Bridging the chasm between data and people in a secure, visually engaging way ensures your team is prepared to avert potential crises, better understand your customers, and engage everyone across the business with your data. Join Michael Brackpool, Brandwatch VP of Product for Vizia, and featured speaker from Forrester as they explain the best approach for disseminating real-time insights throughout the enterprise so your team can take immediate action.
Business Process Excellence: Building Out Business Process CapabilitiesCentric Consulting
In this presentation, we explore whether the business process improvement capability is best built from the bottom up (a “grassroots” effort) or built via a separate, dedicated function that is governed and managed centrally.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
Having trouble with your enterprise risk management strategy? Map it.Andrew Smart
In 2016, it was estimated that 67% of well-formulated strategies failed due to poor execution and 1 in 3 business leaders rate their firm as poor or very poor at the implementation of strategy.
Like business strategy, the risk management strategy presents execution challenges for the CRO and Risk Management teams.
Paraphrasing the original article that introduced the Strategy Map, in the presentation, Ascendore CEO outlines how the Strategy Map can be used as part of an overall strategy management system to improve the execution of the risk management strategy. This presentation is based on an Ascendore customers use of the Strategy Map for Operational Risk Management.
Strategic Management Accounting for Business and Career SuccessKen Witt
Identifies the skills and competencies that accountants need in order to contribute to the strategic success of their employer in a complex, global business environment.
I have created several gap analysis templates that you can use to perform your gap analysis in different situations. Use this info graphic presentation to represent gap analysis in a very impressive way.
A gap analysis is an examination of your current performance for the purpose of identifying the differences between your current state of business and where you’d like to be. It can be boiled down into a few questions:
Where are we now?
Where do we wish we were?
How are we going to close the gap?
Conducting a gap analysis can help you improve your business efficiency, your product, and your profitability by allowing you to pinpoint “gaps” present in your company. Once it’s complete, you’ll be able to better focus your resources and energy on those identified areas in order to improve them.
Beyond Spreadsheets: How to Take Your Budgeting and Planning to the Next LevelProformative, Inc.
Video & Slides: http://www.proformative.com/events/beyond-spreadsheets-how-take-your-budgeting-planning-next-level
Technology is the key to unlocking the strategic value of budgeting and planning for your company. Join us as Adaptive Planning shares 6 proven best practices for best in class budgeting and planning and benchmarking data while delivering actionable advice on how to improve your company's budgeting and planning process. In addition, you will hear from Rick Smith, Manager FP&A at Engine Yard - a high growth technology company, who'll share how he's performing headcount planning, CapEx planning and more. Finally, you'll see an Adaptive Planning product demo of what strategic planning looks like when a company moves beyond spreadsheets.
progrow Strategy Implementation Services for SMEsProServ
progrow is a strategy implementation service for SME’s specifically designed to guide and facilitate the strategy development process.
More details visit https://www.i-proserv.com/strategy-implementation/
Chaos report 2012: here you´ll find the full version of the worldwide report ellaborated by The Standish Group about success and failure of IT projects.
Tendencias y mejores prácticas del Financial Performance ManagementNexolution
En el área de Finanzas existen dos roles fundamentales que son más necesarios equilibrar. En el primero debe de enfocarse en realizar una serie de controles y verificaciones. En el segundo aprovechar su amplia experiencia sobre el conocimiento de los recursos necesarios que generan un determinado nivel de ingresos.
La forma en que Finanzas encuentra este equilibrio (y muchos otros) determina en gran parte el éxito o el fracaso de la empresa.
Lo invitamos a ver nuestra presentación: “Mejores prácticas del Financial Performance Management”, donde le mostraremos de que manera encontrar el equilibrio para el éxito de la corporación alineando procesos y controles, y al mismo tiempo asesorando al negocio sobre direcciones futuras.
Increasing the Growth & Scale of Your BusinessJC Duarte
A Strategic Execution Framework to grow & scale your business
✓ Are you looking to improve your revenue growth by 3x within the next 12 months?
✓ Would you like to improve profitability by +10 - 30%?
✓ What could you accomplish with an increase of productivity by +30 - 50%?
✓ What would an increase in employee engagement by +40 - 70% look like?
✓ How about Net Promoter Score based Customer Success by +30 - 50%?
The results of our fourth SME survey are in!
Bentleys commissioned The Voice in 2014, a long-term research project to follow and explore the mindset, needs, expectations, and concerns of our clients.
We have now completed our 4th survey where we asked micro, small and medium business across Australia, about the challenges they face in regards to business confidence, risk management and international trade.
The survey has identified several challenges that face SMEs. Bentleys is here to help navigate the complex landscape and specific barriers that SME owners struggle with every day.
Program Management Outsourcing Capability Chain (PMOC2) - Why Program Managem...Moataz Y. Hussein
Over the last few years, outsourcing the program management function on large-scale programs has been popular amongst public and private sector organizations. It has been implemented in countries with ambitious national development plans in the sectors of Construction, Oil & Gas, Public Health and Education. The clients tend to go for well-known program management consultants (PMC’s) to transfer the risk resulting from the technical complexity of the program and the lack of resources.
However, a closer look at the outsourced programs in the region and the review of the literature regarding program management outsourcing clearly show that these programs are challenged with meeting budget and schedule objectives.
This presentation provides an overview to research results conducted at George Washington University in USA. The research proposes a Program Management Outsourcing Capability Chain (PMOC2) model that includes the key factors that play significant role in the Client-PMC engagements. It also discusses the problems that arise from the absence of these capability factors and, finally, proposes recommendations to increase the odds for a successful Program Management outsourcing strategy.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
31. . . . e v i Drive t p Agile toward more a d structure A ↘ Iterative Project culture ↘ d e r Drive u t c Waterfall toward more u r adaptive t S Conformance to the plan Rapid business value ... Organisation culture
Ready to start:[click] for black screen to start talking[photo: istockphoto]
Today we’re going to explore what we mean by excellence in business analysis, and particularly what we mean by centres of excellence. I’d like to paint a scene for you:[click] for the global economic concerns
Today more than ever, our organisations need to achieve more with less. The global recession is causing businesses and government to save money by reducing IT spending where possible [click] to reveal “30% less funding for ICT projects is expected” (IDC NZ Ecosystem Study 2009) [click] for BA’s in a key position to help[photo: tba]
As business analysts, we are in a key position to assist our organisations achieving more with lessBut do we? Can we? In reality, we are an evolving community of practice for business analysis, struggling to meet those expectationsWe want to become highly effective and motivated business analysts, exceeding business expectations[photo: ]
The key message to take away from this is that:to meet our organisation’s expectations, we need to up our game and get better at delivering – and as we’ll see through this session – centres of excellence provides a way of justifying the effort in improvement[photo: metrobabel.wordpress.com]
Today, we’ll review :[click] the challenges (hurdles)[click] how centres of excellence (target) address them, and [click] how we can start our journey to excellence (road)[click] for challenges[photos: kendalldavis, matt_gibson, pewu]
In considering the challenges, we’re going to look at: > the state of play in project delivery, > some of the factors behind that, and > how that affects us in New Zealand[click] for CHAOS[photo: kendalldavis]
Since 1994, the Standish Group has published a report every two years on success with project delivery, and the factors involved – they called this the CHAOS reportWe’ve now had 7 reports showing that we’ve made *some progress* – as we’ll see[click] for outright failures
Over 14 years, cancelled projects down by just under 25%Cancelled projects are those that for whatever reason, never saw the light of day – ran out of budget, law changes, change of management/ownership, reprioritisation of projects, company went bust, etc. etc. etc[click] for challenged projects
Challenged projects down by just under 20%Challenged projects are those that did get implemented, but with not with all features, on budget, on schedule – or typically a combination of all three[click] for projects that delivered all features, on time, and on budget
And here’s the really good news – project success has doubled[click] for overlay of all three together
So although it has been a bit of a rollercoaster ride – things are definitely looking better than they did back in 1994 but we have a long way to go still - as we’re about to see[click] for summary of stats today
While we are now delivering twice as many successful projects as 14 years ago – that’s still less than one third So we’re still not delivering all features, on time, on budget for over two-thirds of projects[click] for the main factors
Let’s look at the factors that contribute to these failures, from the perspective of business analysts[click] for top reason – requirements, scope, case
There are 15 individual factors that contribute toward project success (if done right) or failure (if not). The CHAOS reports show us how much each factor affects the success or otherwise. I’ve combined their figures for cancelled and challenged projects to come up with this split. It’s amazing to realise that business analysts have influence [click] for first category – requirements, scope, business caseNote: slide hidden during presentation
Three aspects to this > Poor elicitation and management of requirements, > Poor control of solutionscope, and > Unclear or nonexistent business case, or not checking it as we go[click] for user involvement
Lack of appropriate two-way engagement with the business stakeholders> Not involving them enough at the start (hearts and minds),> Neglecting them through the project, or > Just delivering something unexpected to an unprepared audience (hopefully not like this talk)[click] for senior stakeholders
We’re also not engaging fully with our senior business stakeholders> Lack of vision for project> Lack of senior management support[click] for competencies
We could have better leadership, and improve our competenciesPaying attention – this only comes to 80%[click] for last one: project management
Project management is also a factor, but usually outside our influence> Allocating resources,> Adequate planning,> Timescales and milestones[click] for New Zealand
As business analysts in NZ, we’re struggling just as much as our colleagues overseas[click] for maturity
Initial: business analysis performed inconsistentlyRepeatable: some standardisation on practices and templatesDefined: process is formalised and predictableManaged: quality of artefacts is assured through reviewsOptimising: continuous process improvement[click] to reveal how NZ is doing[click] to highlight how many below level 3Majority of BA practices in NZ are below level 3 maturity[click] for qualifications
Majority of BA practices in NZ have none or very few professionally qualified in business analysis
Majority of NZ business analysts working at the tactical level
And like our colleagues everywhere, we’re also facing the challenge of agile approaches to project delivery
Before we continue, I’d just like to pose a challenge to us all. In 2009, let’s get the figure of successful projects higher, by focusing on what we can do. Let’s start
How centres of excellence can help business analysis practices overcome these challenges[photo: themarque]
What do we mean by ‘centres of excellence’One thing to sort out first, it does not mean everyone working together in one location[click] reveal community of practice[click] reveal community of competence[click] reveal centre of excellence[click] for developing BA’s[source: Glenn Brulee]
Centres of excellence enable us to to develop and support our staff and skills to become highly effective business analysts[click]knowledge, [click] skills, and [click] aptitude> Assess K, S, and A> Provide training and mentoring> Follow a path toward certification[click] for systems and structures
We need to establish, monitor, and continuously improve our systems and structures[click] for selecting appropriate methodologies[photo: istockphoto]
Selecting an appropriate methodology for the business and technical teams[click] organisation culture[click] project culture[click] waterfall – drive to adaptive – drive to structured[click] iterative[click] agile[click] continuum > Defining processes and standards> Developing templates> Maintain a knowledgebase[click] service
We need to work on our level of service to be recognised as delivering value to our organisationsImprove the way we elicit, document, check, and communicate requirementsAgree with the business how we manage scope, and then make sure we do itEnsure that we have a business case for our projects, and check at key milestones that it’s still valid[photo: istockphoto]
We need to get involved working at strategic enterprise analysis to deliver optimum valueEngage with our senior stakeholders, helping them select initiatives that realise most value soonestMonitor solutions after projects have been implemented, to ensure that benefits really are deliveredDoctors – sun shines on successes – earth covers up mistakes
How we can start our journey towards excellence[photo: pewu]
Create a vision that articulates how developing your practice improves your organisation’s effectiveness Find a senior business stakeholder who can act as sponsor and champion the changesConsult with all stakeholders and get them on side[photo: istockphoto]
> Consider what measures (KPI, SLA) you will need in place> Assess the maturity of your practice> Assess individual competencies[click] for organisation readiness
Check your organisation’s readiness to engage with in a new way
Know where you’re headed, and take the first stepsOnce you’ve agreed a new landscape, get going with new working practicesEstablish a regular training program
Gear up to providing the strategic enterprise analysis consultancy
Constantly monitor how you’re going and adjust if necessary> Collect the metrics agreed beforehand> Hold regular 360° reviews with key stakeholders> Be ready to change direction if things don’t work out
We’ve reviewed the challenges, how centres of excellence can help address them, and how we can prepare for taking this journey toward excellenceSo to recap, the key message to take away from this is that:to meet our organisation’s expectations, we need to up our game and get better at delivering – centres of excellence provides a way of justifying the effort in improvement[photo: metrobabel.wordpress.com]
I would be very happy to come talk to you about any of this. Please feel free to contact me via any of these accounts, and I’m happy to take any questions now. [back] to recap main point