Gainsight on Gainsight: Managing Code RedGainsight
Most Customer Success teams have some concept of “Code Red” accounts – the at-risk accounts that need focused, concerted attention to get back on track. At Gainsight, we’ve spent the last three months actively refining our Code Red process, and are excited to share how we’ve developed a more consistent, efficient, and effective program.
In this 45-minute webinar, we’ll review the key elements of our Code Red program and how we use Gainsight to manage it. We’ll cover:
-Our overall program structure
-How we use Gainsight to manage Code Red work plans
-How we run our Code Red Meeting
-How we report on Code Red so we can keep improving
Project 2010 PPT explains the following
1. Why an organization needs Project 2010
2. How can you help build Organization growth using Project 2010
3. Significant features
4. Benefits of Project 2010
Gainsight on Gainsight: Managing Code RedGainsight
Most Customer Success teams have some concept of “Code Red” accounts – the at-risk accounts that need focused, concerted attention to get back on track. At Gainsight, we’ve spent the last three months actively refining our Code Red process, and are excited to share how we’ve developed a more consistent, efficient, and effective program.
In this 45-minute webinar, we’ll review the key elements of our Code Red program and how we use Gainsight to manage it. We’ll cover:
-Our overall program structure
-How we use Gainsight to manage Code Red work plans
-How we run our Code Red Meeting
-How we report on Code Red so we can keep improving
Project 2010 PPT explains the following
1. Why an organization needs Project 2010
2. How can you help build Organization growth using Project 2010
3. Significant features
4. Benefits of Project 2010
Lean Startup Challenge Fall 2012 program overview of launch weekend, feedback events, and awards ceremony. See more program details at www.leanstartupchallenge.com/contest.
Learn why social media content planning is an important part of lead generation and how Kontentino streamlines the process of social media content creation. Plan, assign, comment and approve social media content easier than ever.
Oil and Gas Software - GDS Ware Production SuiteJacob Corley
The GDS Ware Production Suite helps companies decrease OPEX by providing decision makers with the insight on how to boost production and prevent downtime.
To learn more go to www.gdsware.com
Lean Startup Challenge Fall 2012 program overview of launch weekend, feedback events, and awards ceremony. See more program details at www.leanstartupchallenge.com/contest.
Learn why social media content planning is an important part of lead generation and how Kontentino streamlines the process of social media content creation. Plan, assign, comment and approve social media content easier than ever.
Oil and Gas Software - GDS Ware Production SuiteJacob Corley
The GDS Ware Production Suite helps companies decrease OPEX by providing decision makers with the insight on how to boost production and prevent downtime.
To learn more go to www.gdsware.com
Tweeting is easy. So is setting up a LinkedIn group, Facebook page, Pinterest account, and a blog. It's easy to get caught up in social media platforms and other technologies but lose sight of the big picture. Explore how to break down silos and align social media and blogging tactics to a larger strategy designed to meet organizational goals. Walk away with an understanding of how strategic social media can help you enhance member value and prove ROI.
AIESEC Malaysia 1415
Incoming Global Community Development Programme
- Project Management (PBoX)
- Non Corporate Relations (NGO)
Proposed Departmental Structure
Proposed Job Description
Empower your employees with modern learning communication and performance too...Human Capital Media
Join this informative session to hear how Debra Kellogg, manager of education, performance, and communications at Toshiba, built a next-generation employee portal for a global audience. Combining their LMS with modern e-learning courses, Kellogg developed the Toshiba Academy, the Toshiba Connect Communication Portal, and the company’s conversation-driven performance program, IGNITE!. You’ll learn how a very lean L&D team deployed these in the United States and Latin America in less than a year, along with tips on providing your learners with tools for success.
Learning Objectives/Session Takeaways:
Empower your employees with tools for success in today’s busy world.
Understand when and how to leverage partners' expertise to work more efficiently.
Gain ideas on how to deploy a coaching, learning, and goal-oriented culture!
Learn how to leverage today’s technology to meet tight budget and ROI training requirements.
Succeeding with Customer Advisory Boards - Jim Berets (ProductCamp Boston 2015)ProductCamp Boston
A well-run Customer Advisory Board (CAB) generates information that helps run the business as well as building good will for a company, but CABs can be intimidating. They enable dialog between a company and its customers, and product managers frequently take on the role of organizers, participants, and beneficiaries. CABs provide a forum for input on strategy and roadmaps, encourage customers to air their feedback and experiences, facilitate information-sharing amongst customers, and can lead to new business. CABs differ from user groups in that they are smaller, typically by-invitation-only, and usually engage customers at a strategic rather than tactical level.
In this session we will have a facilitated discussion on the planning and execution of a successful, substantive CAB, as well as some of the issues that can arise and how to address them.
About Jim Berets
At Black Duck Software, where he was VP of Product Management, Jim Berets planned and ran more than a dozen sessions of the company’s North American and European Customer Advisory Boards, engaging more than 40 of the company’s clients at a senior-level. Jim has advised a number of companies on developing or improving their Customer Advisory Boards, and co-led a discussion on the topic at the Boston Product Management Association’s Product Executives Forum.
For presentation design on powerpoint kindly visit links below and message for more details:
http://pph.me/masroorkhan
https://www.fiverr.com/masroorahmedkha
https://www.guru.com/freelancers/masroor-ahmed-khan
CSCMP 2014: Kimberly-Clark: What's in a Name S&OP or IBPAlyssaVallie
Most companies have implemented some form of S&OP but few have really integrated the S&OP process into the business planning/financial process. This session will discuss S&OP as we know it today, the benefits and shortcomings of the traditional supply/demand review and how Integrated Business Planning will help your company gain cross functional alignment to move your business to the next level.
From dysfunction to cross function in 8,593 easy steps- team building at the cbcJade Stephen, PSM II
When it comes to scaling Agile, there is no one size fits all solution. Frameworks like Scrum and XP prescribe roles, events, artifacts, and rules that make it very clear how interaction should take place within a team. When we begin to add more teams to the mix, communication between teams becomes more complex. This complexity threatens to reduce our transparency and damage our culture. How can we share information, build our culture and work together, all while keeping with Agile values?
During this session Sam Lightowler and Jade Stephen will take an in depth look at the successes and failures of CBC Digital Operations when it comes to cross-team collaboration and information sharing. We will discuss what meetings and techniques have helped us build a one-team-one-product mindset, a sense of community, and a culture of Collaboration, Learning and Improvement. We will also discuss what we have tried in the past and how learning from those experiments helped us evolve into the agile-friendly and unified team that we are today.
The Agile PMP: What PMPs need to know to compete in today's marketProjectCon
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
Presenter: DJ McCord
The Agile PMP: What PMPs need to know to compete in today's market
Agile is not a buzz word. Agile is here to stay. If you organization has not yet adopted Agile in some way, shape, or form, it will soon. In 2018, PMI added Agile to the PMBOK and the PMP exam. This session will discuss why it is critical that PMPs understand what Agile is, how a PMP can improve their marketability, the new Agile content added to the PMBOK, how a PMP can learn the new Agile content included in the PMBOK, and what certifications a PMP can obtain to make them a triple threat in the industry.
Attendees will learn:
An overview of Agile
Why PMPs need to know Agile
Agile additions to the PMBOK 6th Edition
How a PMP can re-up their certification to include Agile
What combination of certifications a PMP should hold to gain a competitive advantage
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
ProjectCon AgileCon Project Management
Business Analysis has been said to be part art, part science. Is the Business Analyst better served to have the hard skills or the soft skills? Must the Business Analyst have industry knowledge? Should the Business Analyst be a Subject Matter Expert? Do the skills needed change for an Agile project vs. Waterfall project? These are some of the questions we will investigate and answer. This audience participation, open discussion presentation will dive into these issues and look at which soft skills the Business Analyst should have to be effective. We will see which soft skills can help the Business Analyst compensate for lack of industrial knowledge as they grow in that knowledge area.
Learning points:
* Which key soft skills are truly important for the Business Analyst.
* How to effectively measure a Business Analyst in several key areas.
* How to quickly gain needed knowledge in several areas.
* How to win over an uncooperative Business Stakeholder.
* What skills are necessary for Agile practitioners.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. BD (ALL LCs)
Departmental Structure
VP
Director (/OCP)
OC
OC
OC
Team Members
(Long Term) only
applicable for
Senior Members.
Event based
3. BD
Job Description for LCVP
Role overall
•Plan and manage LC sales activities
according to program needs.
•Manage product delivery from national
level.
Activities
•Manage
networking
opportunities
•Attend sales
meeting
•Oversee progress
and delivery of
products
•Communicate and
identify the needs
of
product developm
ent with other
functions (synergy
management)
•Manage members’
performance and
development
Measure of Success
•#warm contacts
generated
•#meeting attended
•Partners’
satisfaction
•Delegates’
satisfaction
•%team mimimums
fulfilledCompetencies
developed
•Emotional Intelligence
•Social Responsibilities
Weekly Working Hours
•20-25 Hours
4. BD
Job Description for Director/OCP
Role overall
•Coordinate sales activities and product
delivery.
•Handle the role as OCP for events organized
by BD.
Activities
•Assist in sales
activities together
with VPs
•Conduct market
analysis
•Conduct cold
callings/emails
•Develop proposal
•Attend meetings
•Ensure Event
management &
delivery
•Manage members’
performance and
development
Measure of Success
•#prospect
companies
•#cold calls/emails
•#proposals
generated
•#meetings
attended
•# delegates
#companies
•Satisfaction rate
(delegates &
companies)
•%team mimimums
fulfilled
Competencies
developed
•Emotional Intelligence
•Social Responsibilities
Weekly Working Hours
•10-15 Hours
This person needs to manage
short/long term OC BD event teams.