The document provides guidance on how to clarify and connect one's own story by first creating a detailed experience record, then developing a list of key skills, values, and attributes in order to reflect on and refine how they shape one's personal story and brand, with the goal of sharing that story in a way that creates community, support and opportunity.
DD Consulting is a niche consultancy that specializes in M&A advisory services such as integration and separation programs. They help clients prepare for and manage change programs associated with mergers, acquisitions, and divestitures. Their team of consultants bring experience from top consulting firms and focus on transferring their skills and experiences to clients. They work with businesses across industries to deliver services centered around extensive experience managing M&A programs.
Daugherty is a management and IT consulting firm that provides full-lifecycle consulting services including strategy, development, and outsourcing of technology solutions. They have over 25 years of experience working with Fortune 500 companies. Daugherty has 5 regional offices across the US and over 700 long-term employees. They specialize in custom solutions, business intelligence, mobile computing, and general management consulting. Daugherty provides a local alternative to large national consulting firms with more cost-efficient and pragmatic results.
G2 IT Services solves challenging business problems for customers with personalized services driving increased leadership, cost reduction, value realization and increased innovation.
Pp Cmp Global Services Governance Session 0206chasmullins
The document discusses the need for proper governance when outsourcing services to third-party suppliers. It provides an overview of Procter & Gamble's outsourcing partnerships and experiences that demonstrate why governance is important. The key points covered include defining a governance model across the organization, critical processes like performance management, and factors for success like accountability, commitment over the long term, and clearly defined roles.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
- Insight is a global technology services provider with over 5,300 employees worldwide serving 80% of the Fortune 500 in 22 countries and 170 countries.
- Insight helps clients enhance business performance through innovative technology solutions by consolidating resources, reducing costs, and simplifying complexity.
- The maturity model outlines 6 levels of maturity for managed services ranging from reactive with no processes to value-driven with strong business and IT linkages.
This document discusses IT governance and how it can be implemented consistently with ITIL best practices. It provides the following key points:
1) IT governance aims to align IT investments with business objectives, ensure the right groups make decisions, standardize solutions, efficiently execute processes, and minimize risk while maintaining quality.
2) Effective IT governance involves input from all stakeholders, balances organizational and technical requirements, and supports core ITIL processes like project management and business analysis.
3) IT governance operates at both high and low levels, with the business providing needs/requirements and IT providing execution, standards, and customer focus. Regional dialogue is important.
4) Examples are provided for how IT governance can be implemented at
The document discusses establishing an Enterprise Performance Management (EPM) competency center. It outlines that such a center is needed to continuously improve business processes, drive fact-based decisions, and align execution to strategy after ERP/EPM projects. The competency center would oversee areas like business process optimization, data maintenance, management reporting, and continuous user training. It proposes that the center have roles across enabling people, managing processes, and supporting technology to fulfill its goals.
DD Consulting is a niche consultancy that specializes in M&A advisory services such as integration and separation programs. They help clients prepare for and manage change programs associated with mergers, acquisitions, and divestitures. Their team of consultants bring experience from top consulting firms and focus on transferring their skills and experiences to clients. They work with businesses across industries to deliver services centered around extensive experience managing M&A programs.
Daugherty is a management and IT consulting firm that provides full-lifecycle consulting services including strategy, development, and outsourcing of technology solutions. They have over 25 years of experience working with Fortune 500 companies. Daugherty has 5 regional offices across the US and over 700 long-term employees. They specialize in custom solutions, business intelligence, mobile computing, and general management consulting. Daugherty provides a local alternative to large national consulting firms with more cost-efficient and pragmatic results.
G2 IT Services solves challenging business problems for customers with personalized services driving increased leadership, cost reduction, value realization and increased innovation.
Pp Cmp Global Services Governance Session 0206chasmullins
The document discusses the need for proper governance when outsourcing services to third-party suppliers. It provides an overview of Procter & Gamble's outsourcing partnerships and experiences that demonstrate why governance is important. The key points covered include defining a governance model across the organization, critical processes like performance management, and factors for success like accountability, commitment over the long term, and clearly defined roles.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
- Insight is a global technology services provider with over 5,300 employees worldwide serving 80% of the Fortune 500 in 22 countries and 170 countries.
- Insight helps clients enhance business performance through innovative technology solutions by consolidating resources, reducing costs, and simplifying complexity.
- The maturity model outlines 6 levels of maturity for managed services ranging from reactive with no processes to value-driven with strong business and IT linkages.
This document discusses IT governance and how it can be implemented consistently with ITIL best practices. It provides the following key points:
1) IT governance aims to align IT investments with business objectives, ensure the right groups make decisions, standardize solutions, efficiently execute processes, and minimize risk while maintaining quality.
2) Effective IT governance involves input from all stakeholders, balances organizational and technical requirements, and supports core ITIL processes like project management and business analysis.
3) IT governance operates at both high and low levels, with the business providing needs/requirements and IT providing execution, standards, and customer focus. Regional dialogue is important.
4) Examples are provided for how IT governance can be implemented at
The document discusses establishing an Enterprise Performance Management (EPM) competency center. It outlines that such a center is needed to continuously improve business processes, drive fact-based decisions, and align execution to strategy after ERP/EPM projects. The competency center would oversee areas like business process optimization, data maintenance, management reporting, and continuous user training. It proposes that the center have roles across enabling people, managing processes, and supporting technology to fulfill its goals.
Charles Watt - The argument for supporting Open Access to incumbent shareholdersimec.archive
Presentation at the Workshop on Municipal Fiber Networks, October 24th 2011 in Ghent, Belgium. The workshop was organised by Ghent University - IBCN / IBBT. More information about this event can be found at http://http://events.ibbt.be/en/workshop-municipal-fiber-networks.
20100318 conceptual ideas for a war roomroemermichael
The agenda outlines conceptual ideas for a war room, including sections on sketching, process and information, decision enablement, problem solving processes, and communication. The document describes features for an interactive digital cockpit or dashboard to provide program oversight, budgeting, timelines, risk analysis, and communication tools to enable collaborative problem solving.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
1. The document discusses guidelines for establishing business continuity programs called the Good Practice Guidelines (GPG).
2. The GPG covers 6 stages: program management, understanding the organization, determining strategies, developing and implementing response plans, exercising and reviewing plans, and embedding continuity into organizational culture.
3. Within each stage, the GPG provides examples of what organizations should consider and outlines the objectives and importance of that stage for establishing effective continuity.
1. The document discusses guidelines for establishing business continuity programs called the Good Practice Guidelines (GPG).
2. The GPG covers 6 stages: program management, understanding the organization, determining strategies, developing and implementing response plans, exercising and reviewing plans, and embedding continuity into organizational culture.
3. Within each stage, the GPG provides examples of what organizations should consider and outlines the importance or "why" behind each aspect. This helps organizations establish effective continuity programs and response plans.
Create a roadmap for ea using capability maturity modelsLeo de Sousa
The document discusses using capability maturity models (CMM) to create a roadmap for enterprise architecture (EA). It describes the five levels of a CMM from initial to optimized. Benefits of using a CMM include describing EA maturity, creating an EA roadmap, and communicating with EA clients. The document provides an example of how one organization used an EA CMM as a roadmap and measurement tool to mature its EA methodology over time.
Using Six Sigma to Drive Tangible Service Desk Improvement and SavingsITSM Academy, Inc.
Kirk Holmes, itSMF USA National Capital President Emeritus, President of Holmes and Associates, will present his experience with using Sig Sigma to answer the question; How do you reduce Service Desk costs, improve quality, and fulfill the Service Desk mission?
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
How to implement measurements to drive valueOMNINET USA
Slides belonging to a BrighTalk presentation given by David Smith, president of Micromation.
How to Implement Measurements to drive value
Improve the "Business of IT" by using a measurement framework and metrics that matter most.
Metrics are important to management. What's not measured cannot be managed. But what should be measured, why and how?
If you're experiencing any of these symptoms, then this session is for you:
• not sure what to measure
• not sure how to measure
• IT metrics don't seem to support business goals
• too busy fighting fires to become more proactive
• measure too many things already
• business/IT goals not measured
• priorities focus on noise vs. what's important
• customer complaints drive improvements
• efficiency, effectiveness, quality not well understood
• reduced visibility resulting in loss of control
• not sure who needs what level of detail
Learning Objectives:
Metrics validate your IT strategy and vision; provide direction with targets and metrics; justify changes with a means to gauge value-realized; signal when to intervene with corrective actions.
Hear case studies and examples that help you improve alignment, meet compliance and drive service excellence.
Learn the secrets of how measurement frameworks works and take away a roadmap with actionable steps. Let's get IT started.
PPM Challenge #4: Improving PPM Maturity – 2012 PPM Challenge and Opportunity...EPM Live
This document discusses improving project and portfolio management (PPM) maturity. It begins by recapping previous challenges around prioritizing demand, project communication and reporting, and providing value at different levels. It then introduces challenge #4 as improving PPM maturity across the organization. The document discusses establishing a plan to benchmark effectiveness and move up in common PPM maturity models. Finally, it provides an overview of key dimensions to consider at each maturity level, including people, processes, technology, financial management, and relationships.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
The document provides templates for conducting a social business agenda workshop. The workshop is designed to help organizations align their social business strategy with organizational goals and culture. It involves assessing goals, audiences, and cultural fit, as well as developing plans for gaining trust, engaging audiences, networking processes, managing reputation and risk, and analyzing social data. The templates provide guidance on activities for each step of the workshop process.
This report summarizes an IT organizational assessment and improvement project conducted at a company. Key findings include that the IT department is not well integrated with business strategy and priorities finance requests over others. Recommendations are to restructure IT reporting lines, define roles, create an IT strategic plan, improve processes, and potentially outsource some infrastructure. A roadmap is provided to implement changes over three quarters focused on organizational restructuring, governance improvements, and defining technology needs.
This document outlines a communication plan to support the Procurement+ project across multiple sites. It includes the following key elements:
1. A stakeholder map that identifies the various audiences to communicate with, their current attitudes, desired outcomes, key messages, preferred channels, and responsibilities.
2. A communications roadmap showing the planned communications across various audiences from September through February, including employee communications, project status reports, and support for the go-live activities.
3. Objectives for site communications to create understanding of Procurement+, its impact, employee roles and expectations, and support the change management strategy.
"The Missing Piece: Achieving Sustainable Success Through Business ALIGNMENT" is a compelling roadmap to achieving sustainable business success! Whether you are a small business owner, a corporate leader of multiple levels of management or a non-profit leader, understanding the mechanics of business alignment is the secret to achieving desired results over and over again. Based on over 30 years of successful leadership in the Military, Fortune 100, Entrepreneurial and Non-Profit ventures, this is everything the leader needs to know about putting it all together. Are you ready?
1. The document discusses the changing nature of organizations and how their distinct purposes, design structures, and people are dynamically adapting.
2. It defines managers as those who skillfully coordinate and oversee other people's work to achieve organizational goals. Managers coordinate resources and information to accomplish work processes.
3. Management work involves controlling inputs, processes, and outputs to ensure planned versus actual consumption, schedules, and products/services. Ensuring efficiency and effectiveness is important for managers.
John is a bright, engaging professional with significant experience in technical leadership, operations management, customer experience, and strategic planning across various industries. He has a track record of reducing costs, improving processes, and developing innovative training and support solutions. John is skilled at building consensus across stakeholders and smooth collaboration to achieve complex goals.
Your Business and HR Technology: Is There a Connection? - Anna Langford, AAF ...HR Network marcus evans
Anna Langford, AAF International - Speaker at the marcus evans HR Technology Summit 2012, held in Lax Vegas, NV, delivered her presentation entitled Your Business and HR Technology: Is There a Connection?
The document outlines objectives and activities from a workshop on identifying skill gaps and training needs in the telecom and ICT sector. The objectives were to identify skill, technology, and process-related needs; develop plans to address critical skill gaps; and prioritize training. Key activities included building capability maps to identify goals, capabilities, gaps, and action plans. Several groups then presented action plans to improve areas like asset efficiency, operating margins, and address gaps in areas like strategy, individual skills, and processes.
Charles Watt - The argument for supporting Open Access to incumbent shareholdersimec.archive
Presentation at the Workshop on Municipal Fiber Networks, October 24th 2011 in Ghent, Belgium. The workshop was organised by Ghent University - IBCN / IBBT. More information about this event can be found at http://http://events.ibbt.be/en/workshop-municipal-fiber-networks.
20100318 conceptual ideas for a war roomroemermichael
The agenda outlines conceptual ideas for a war room, including sections on sketching, process and information, decision enablement, problem solving processes, and communication. The document describes features for an interactive digital cockpit or dashboard to provide program oversight, budgeting, timelines, risk analysis, and communication tools to enable collaborative problem solving.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
1. The document discusses guidelines for establishing business continuity programs called the Good Practice Guidelines (GPG).
2. The GPG covers 6 stages: program management, understanding the organization, determining strategies, developing and implementing response plans, exercising and reviewing plans, and embedding continuity into organizational culture.
3. Within each stage, the GPG provides examples of what organizations should consider and outlines the objectives and importance of that stage for establishing effective continuity.
1. The document discusses guidelines for establishing business continuity programs called the Good Practice Guidelines (GPG).
2. The GPG covers 6 stages: program management, understanding the organization, determining strategies, developing and implementing response plans, exercising and reviewing plans, and embedding continuity into organizational culture.
3. Within each stage, the GPG provides examples of what organizations should consider and outlines the importance or "why" behind each aspect. This helps organizations establish effective continuity programs and response plans.
Create a roadmap for ea using capability maturity modelsLeo de Sousa
The document discusses using capability maturity models (CMM) to create a roadmap for enterprise architecture (EA). It describes the five levels of a CMM from initial to optimized. Benefits of using a CMM include describing EA maturity, creating an EA roadmap, and communicating with EA clients. The document provides an example of how one organization used an EA CMM as a roadmap and measurement tool to mature its EA methodology over time.
Using Six Sigma to Drive Tangible Service Desk Improvement and SavingsITSM Academy, Inc.
Kirk Holmes, itSMF USA National Capital President Emeritus, President of Holmes and Associates, will present his experience with using Sig Sigma to answer the question; How do you reduce Service Desk costs, improve quality, and fulfill the Service Desk mission?
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
How to implement measurements to drive valueOMNINET USA
Slides belonging to a BrighTalk presentation given by David Smith, president of Micromation.
How to Implement Measurements to drive value
Improve the "Business of IT" by using a measurement framework and metrics that matter most.
Metrics are important to management. What's not measured cannot be managed. But what should be measured, why and how?
If you're experiencing any of these symptoms, then this session is for you:
• not sure what to measure
• not sure how to measure
• IT metrics don't seem to support business goals
• too busy fighting fires to become more proactive
• measure too many things already
• business/IT goals not measured
• priorities focus on noise vs. what's important
• customer complaints drive improvements
• efficiency, effectiveness, quality not well understood
• reduced visibility resulting in loss of control
• not sure who needs what level of detail
Learning Objectives:
Metrics validate your IT strategy and vision; provide direction with targets and metrics; justify changes with a means to gauge value-realized; signal when to intervene with corrective actions.
Hear case studies and examples that help you improve alignment, meet compliance and drive service excellence.
Learn the secrets of how measurement frameworks works and take away a roadmap with actionable steps. Let's get IT started.
PPM Challenge #4: Improving PPM Maturity – 2012 PPM Challenge and Opportunity...EPM Live
This document discusses improving project and portfolio management (PPM) maturity. It begins by recapping previous challenges around prioritizing demand, project communication and reporting, and providing value at different levels. It then introduces challenge #4 as improving PPM maturity across the organization. The document discusses establishing a plan to benchmark effectiveness and move up in common PPM maturity models. Finally, it provides an overview of key dimensions to consider at each maturity level, including people, processes, technology, financial management, and relationships.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
The document provides templates for conducting a social business agenda workshop. The workshop is designed to help organizations align their social business strategy with organizational goals and culture. It involves assessing goals, audiences, and cultural fit, as well as developing plans for gaining trust, engaging audiences, networking processes, managing reputation and risk, and analyzing social data. The templates provide guidance on activities for each step of the workshop process.
This report summarizes an IT organizational assessment and improvement project conducted at a company. Key findings include that the IT department is not well integrated with business strategy and priorities finance requests over others. Recommendations are to restructure IT reporting lines, define roles, create an IT strategic plan, improve processes, and potentially outsource some infrastructure. A roadmap is provided to implement changes over three quarters focused on organizational restructuring, governance improvements, and defining technology needs.
This document outlines a communication plan to support the Procurement+ project across multiple sites. It includes the following key elements:
1. A stakeholder map that identifies the various audiences to communicate with, their current attitudes, desired outcomes, key messages, preferred channels, and responsibilities.
2. A communications roadmap showing the planned communications across various audiences from September through February, including employee communications, project status reports, and support for the go-live activities.
3. Objectives for site communications to create understanding of Procurement+, its impact, employee roles and expectations, and support the change management strategy.
"The Missing Piece: Achieving Sustainable Success Through Business ALIGNMENT" is a compelling roadmap to achieving sustainable business success! Whether you are a small business owner, a corporate leader of multiple levels of management or a non-profit leader, understanding the mechanics of business alignment is the secret to achieving desired results over and over again. Based on over 30 years of successful leadership in the Military, Fortune 100, Entrepreneurial and Non-Profit ventures, this is everything the leader needs to know about putting it all together. Are you ready?
1. The document discusses the changing nature of organizations and how their distinct purposes, design structures, and people are dynamically adapting.
2. It defines managers as those who skillfully coordinate and oversee other people's work to achieve organizational goals. Managers coordinate resources and information to accomplish work processes.
3. Management work involves controlling inputs, processes, and outputs to ensure planned versus actual consumption, schedules, and products/services. Ensuring efficiency and effectiveness is important for managers.
John is a bright, engaging professional with significant experience in technical leadership, operations management, customer experience, and strategic planning across various industries. He has a track record of reducing costs, improving processes, and developing innovative training and support solutions. John is skilled at building consensus across stakeholders and smooth collaboration to achieve complex goals.
Your Business and HR Technology: Is There a Connection? - Anna Langford, AAF ...HR Network marcus evans
Anna Langford, AAF International - Speaker at the marcus evans HR Technology Summit 2012, held in Lax Vegas, NV, delivered her presentation entitled Your Business and HR Technology: Is There a Connection?
The document outlines objectives and activities from a workshop on identifying skill gaps and training needs in the telecom and ICT sector. The objectives were to identify skill, technology, and process-related needs; develop plans to address critical skill gaps; and prioritize training. Key activities included building capability maps to identify goals, capabilities, gaps, and action plans. Several groups then presented action plans to improve areas like asset efficiency, operating margins, and address gaps in areas like strategy, individual skills, and processes.
At Katalyst and Carpe World, we have become internationally renowned for our ability to deliver measurable and sustainable performance results in companies such as Shell, Asda, Energizer, Dairy Crest, TNS, Danone, Nokia, L’Oreal, BIC and many more, in over 40 countries and cultures around the world.
The document provides guidance on creating and maintaining effective business partnerships in the information technology industry, outlining strategies for establishing relationships with key decision makers, leveraging sales teams, developing engagement plans, and tracking partnerships using a relationship management system to identify problems and generate revenue leads. It also includes examples of IBM's approach to sales, marketing, communications, and channel enablement to support partnerships. The goal is to help technology providers identify partners' capabilities and competitively pursue major procurements.
The Trento H&WB Territorial Lab is a living lab located in Trento, Italy that focuses on health and well-being. It is operated as a partnership between a consortium, social partners, SMEs, and insurance companies. The lab conducts long-term experiments with users in the community to develop and test services. It provides businesses opportunities to test services with users and access to data and research. For users it offers involvement in projects and commitment to improving health services. The lab's activities include monitoring elder daily activities, analyzing human behavior, visualizing data, and developing decision support and workflow systems.
mPower Global Inc. is a leading software services company specialized in enterprise portal solutions. They have over 60 employees with extensive experience and offer services such as portal development, consulting, training and support across multiple industries and geographic regions. mPower is an expert in the open source Liferay portal platform and has successfully delivered solutions for many large clients.
Investing in people building a learning organization (2.1)muzamilsecova
The document outlines an organization's 3 pillar approach to investing in people through developing a high performance culture, implementing process-driven best practices for workforce development, and establishing people-led business planning and performance management. It details the competency framework, performance management process, and knowledge sharing and career development initiatives that comprise the organization's strategy for building a learning organization. The goal is to drive process efficiency, engage and delight employees, and ultimately delight customers.
The document summarizes a presentation on digital citizen engagement given at the 2012 Missouri Digital Government Summit. The presentation discussed leveraging emerging technologies like social media, mobile apps, and data analytics to better engage with citizens. It provided examples of how governments can inform, inspire, and encourage storytelling through these channels. The presentation emphasized picking high-impact engagement opportunities, understanding how citizens want to engage, and having a strategy to optimize investments in digital tools. Barriers to digital engagement like changing processes and measuring impact were also addressed.
Financial Management For It Services BrochureAshley Rowe
This two-day conference in Orlando, Florida will address challenges in cost containment, IT chargeback models, procurement, and asset management. Industry leaders will share strategies for evaluating total spend, activity-based cost modeling, forecasting billing based on consumption, and optimizing spending decisions. Attendees can benchmark against other professionals and access resources on virtualization approaches and emerging trends.
Leveraging an Employee Portal to Transform Corporate CommunicationsMark Gavora
Discusses the business case, ROI and best practices for employee portal implementation. Addresses key success factors including organizational change management, governance and roles.
This is a sample Internet marketing campaign for the University of Colorado's distance-delivered graduate programs including the Lockheed Martin Engineering Management Program and the Interdisciplinary Telecom program, among others. The campaign duration was June 2011-June 2012 and was led by Rebecca Moss(Cooney) and Marcie Gorman-Smith.
This document summarizes the services of Continuous Improvement Consulting. They provide a 3-5 week engagement to measure a company's current IVR and call center performance, analyze it to identify improvement opportunities, and improve it by providing actionable recommendations with a guaranteed identification of cost savings. Their systematic approach includes assessing the current state, identifying challenges, and recommending process, technology, and personnel changes to increase self-service and reduce costs.
The document summarizes the successful savings mobilization efforts of CARD Bank in the Philippines through Grameen Foundation's microsavings initiative. It discusses CARD Bank's holistic approach to product development, the importance of data analytics and human capital management, and key findings from their savings pilot program. Some of the highlights included reaching over 500,000 active savers through expanded delivery channels, finding that the poor can and do save, and that factors like accessibility were more important to savers than product attributes alone. The summary effectively captures the main points about CARD Bank's program and Grameen Foundation's role in a concise three sentence summary.
Taras Kytsmey “Balanced scorecard approach to company strategy”Lviv Startup Club
The document discusses using a Balanced Scorecard (BSC) strategy to evaluate a company's performance.
The BSC looks at performance from four perspectives: financial, customer, internal processes, and learning and growth. Key performance indicators are identified for each perspective.
The BSC is a tool to help ensure the company's strategies and activities are aligned and focused on achieving the overall goals.
This document discusses information management and how Resources Global Professionals helps clients with IT strategies and initiatives. It summarizes that RGP works with clients to [1] align IT strategies with business goals, [2] effectively integrate business and technology functions, and [3] strengthen program and project management. RGP provides experienced IT consulting professionals to translate business needs into technical solutions and help optimize systems and leverage data to enable effective business decisions.
Forum One Web Executive Seminar Series: Internet Technology Investment Planni...Forum One
This presentation was given by Matt Schuttloffel, the Director of Internet Services at the National Wildlife Federation during Forum One's Web Executive Seminar Series at the National Press Club in Washington DC on June 21st, 2007.More information at http://www.forumone.com/content/calendar/detail/2169 . Contact: Kurt Voelker / kvoelker@ForumOne.com .
WQD2011 - INNOVATION - Afoes Consultants - An Innovative ApproachDubai Quality Group
Innovation case study submitted by Afoes Consultants during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
Using Six Sigma to Drive Service Desk Improvementskirkholmes11
In this talk, the speaker provides an overview of Lean Six Sigma and walks through a case study that used the techniques to improve an IT Service Desk.
2. Clarify &
Connect
Find your own story, then share it in a way that
creates community, support and opportunity.
2
3. C REATE
L LIST
A DD
R EFLECT & REFINE
I NVESTIGATE and
F FORMAT
y OUR STORY!
3
4. Detailed Experience Record (DER)
◦ Dates
Responsibilities Key Accomplishments Work Examples Key Skills Developed
Initially in charge of • Created Client Satisfaction surveys • Letter from • Technical
communications for CCTP. to measure staff support union president expertise in
◦ Role
Established brand, vision, organization effectiveness • Letter from project
and strategic plan for • 2004 – deployed 61 projects , employee management
driving implementation. contributing $1M in revenue and • Mrachek and call center
◦ Organization
Established standardized $1.8M in expense savings Recognition technologies
project management • 2005-$1.4M in expense savings, • Example • Project
processes and tools for risk WFM technology to 6.7K users, CQM Reports (wkly Management
Responsibilities
management, jeopardy technology for call monitoring, and monthly) • Union
◦ management and
communications, and
$41M in revenue(target $55M
revenue, $11.1M capital, $8.2M
• Call Study
Summaries •
Negotiations
Call Studies
Accomplishments
stakeholder expense) • Influence
◦ communications/
management
• Created Contact Observation Team,
conducted statistically valid studies •
Management
Project
Management
Work Examples
Created Change Leadership focused on turning customer voice
◦ Team and associated
processes to manage
deployment
and experience into actionable
intelligence. Contributed over
$10M in savings initiatives
•
•
Skills Based
Routing
Work Force
◦ Skills Learned
communication, training, associated with study findings Management
on-site support and work (repeat calls, new connect f/u, best • Automated
force adoption of new in class behavior, Misc Call Type, Communication
◦ Likes
CCTP tools Under 2 minutes calls, Desktop s and Training
Facilitated JAD (Joint Transaction Compliance, Transfers) • Sales Force
Application Development) • Negotiated with union on Mgmt
◦ Dislikes
sessions in support of new parameters of call recording, and Hierarchy
Reporting Solution Project use with performance management • Contact Quality
$55M incremental revenue • Created standard call handling Management
$60M in savings associated behaviors across national footprint • Call Center
with 1000 employees • Integrated 5 disparate regional Reporting
removed systems and processes in the areas • Call Studies
$136K Net Bad Debt of reporting and contact quality
savings (SBR) monitoring processes
Reduced repeat calls • Created national reports for all
between 9 and 31% across levels within the hierarchy
regions • Established repeat and transfer
reporting to the agent level for first
time in history of the call centers
4
5. Lift Key Skills from your DER
◦ Review your Detailed Experience Record
◦ Create a list of the key skills you have as a result
of your experience
◦ Add any skills you’ve picked up through your
education and training experiences
List them in Priority
◦ Highest level of skill first, then
◦ Adjust based on the skill you like to use most
5
6. Skill List - Highest Expertise Skill List - Most Enjoy
Coach: Train/Instruct:
Set mutual expectations and provide feedback and Teach or explain specialized knowledge using
assistance to enhance individual or group appropriate methods and technologies
performance.
Train/Instruct: Speak to Groups:
Teach or explain specialized knowledge using Present information or point of view to groups in a
appropriate methods and technologies compelling and effective manner.
Build a Team: Organize/Plan:
Assess group strengths and weaknesses and Pull together people, data and/or material resources
negotiate agreeable roles to create a high performing into an order, arrangement or plan to meet
group. objectives.
Manage Projects: Coach:
Establish priorities, work plans, timelines and Set mutual expectations and provide feedback and
resources. Set milestones and coordinate and track assistance to enhance individual or group
the work of the team to ensure on-time delivery. performance.
Organize/Plan:
Write:
Pull together people, data and/or material resources
Focus, edit and express ideas using appropriate
into an order, arrangement or plan to meet
language, tone, punctuation and grammar.
objectives.
Speak to Groups: Present information or point of Build a Team:
view to groups in a compelling and effective manner. Assess group strengths and weaknesses and
negotiate agreeable roles to create a high performing
group.
Write: Facilitate Groups:
Focus, edit and express ideas using appropriate Guide group interaction to reach an agreement,
language, tone, punctuation and grammar. accomplish a task or fulfill the needs of group
members.
Facilitate Groups: Consult: Provide expertise in defining challenges and
Guide group interaction to reach an agreement, opportunities and recommending a plan of action.
accomplish a task or fulfill the needs of group
members.
6
7. Add Values and Attributes
◦ Values clarify what we Attributes Values
believe in and impact Enthusiastic:
Showing up with a level of energy
Spiritual Growth:
Relationship to higher purpose
how we think that is contagious to others
Positive:
and connection to the divine
Family:
◦ Attributes describe our Always able to see the possibilities
and communicate them in a way
Taking care of and spending time
distinct features and
with loved ones
that others see them too
Learning:
impact how we show up Diplomatic:
Presenting information in a way
Continually seeking new skills,
new ideas, truth, understanding,
◦ Together they add to our
that values and respects others
self-awareness
Charismatic:
personal brand and story Positive attitude, enthusiasm and
Self-Care and Balance:
Maintaining and enhancing
verbal communication abilities
physical and emotional well-being
that inspires others
Visionary: Community:
Ability to create a plan then Having a network of support with
inspire other to achieve it common values and interests
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8. Using your DER and your LIST of Skills, Values
and Attributes, it’s time to REFLECT on how
they work together to create YOUR STORY,
then REFINE them to tell YOUR STORY the way
you want it to be told
◦ Start with WORDLE.NET
to find out what is
jumping out about you
as you put all of these
puzzle pieces together
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9. Refine your lists as needed
Build your Professional Commercial
◦ Elevator Speech
◦ 1-2 minute description of you
“I’ve been a Certified Integral Coach for more than 15 years
specializing in communication skills, relationship building and
helping people through change. My AT&T career most recently
has focused on leading change initiatives and managing client
relationships. I love helping people, improving processes and
delivering information and tools that add value to the world. What
else can I tell you?”
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10. Specific Careers
◦ Take an online assessment to further identify what
career your skills match to
Specific Companies
◦ Use your favorite search engine to find information
◦ Look for companies who have a mission consistent
with your values
Informational Interviews
◦ Use your Social Media Connections
◦ Prepare in Advance
◦ Ask for Additional Connections
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11. Format your Resume
◦ Functional or Chronological?
◦ Skills to include in your “Summary of Qualifications”
◦ Work History focused on Situation, Behavior,
Outcome (SBO)
◦ Focuses on what you CAN do AND what you WANT
to do
◦ Totally true and easily substantiated by the stories
you can tell about your experiences and
accomplishments
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12. You’ve CLARIFIED
YOUR STORY, and
are now ready to
get CONNECTED
and get that story
out into the world!
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13. http://www.keirsey.com
◦ Keirsey Temperament Sorter II® assesses you’re
your distinctive traits and qualities, which can help
you identify the work environment you are best
suited for
http://www.bls.gov/OCO/
◦ U.S. Department of Labor publishes this
Occupational Outlook handbook every two years
◦ Includes detailed descriptions of qualifications,
education and outlook for various job titles
◦ Also includes job search tips and specific
information by state
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14. http://www.skillscan.com
◦ Skill scan to identify strongest skills and career
directions that match those skills (costs $$)
http://www.dws.state.nm.us/careersolutions/
CSS-interest.html
◦ Free Career Interest Assessment
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