Many managers have wished for the opportunity to "blow up" their departmental organizational charts and simply start over. Join one manager who did just that, taking an Internet department in crisis from ruin to riches in one year, making sound critical decisions as well as some major mistakes along the way. This session will provide practical advice on building upper-level support for a departmental reorganization, developing departmental structures to meet organizational strategic goals and objectives, and creating flexible job descriptions that demand needed skill sets but can evolve over time. We\'ll also discuss recruiting, selecting, hiring, and mentoring key staff as well as building a collaborative team of individual star performers, using departmental policies, procedures, and processes to model organizational change. You\'ll also learn how to identify similar (and dissimilar) teams and skill sets in other departments that will complement and extend the impact of your own department and how to use this "extended" departmental structure to drive organizational growth and change management in the service of your organizational mission. Lastly, we\'ll talk about how to evolve toward your ideal departmental structure even if you cannot start from scratch.
Takeaways:
1. You\'ll learn that building a department from scratch is not simple or easy and the mistakes and missteps you should avoid.
2. You\'ll discover how to tie your departmental structure tightly & practically to your organization\'s strategic goals and objectives.
3. Find out why successfully modelling and executing integration within your own department builds credibility and confidence within your organization.
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LoCC Measurable Improvement in Your Development ProcessJoseph Horwedel
Presentation to the League of California Cities Planning Commissioners Institute on Measurable Improvement in Your Development Process in 2009 at Anaheim, CA. The presentation looked at common methods to assess your process, review measurement tools and look at pitfalls based on the experiences in San Jose from outside consultant reviews and on going process improvement efforts.
Personal mastery: being in control of thoughts, emotions and behaviour; as an outcome people become more self-aware, self-assured and effective
Change: living with and leading change; as an outcome people become more adaptable, pro-active and in charge
Relationships: building and preserving relationships of influence; as an outcome people become more insightful, skilful and influential
We provide Bussiness analyst training in india,Bussiness analyst online training in india,Bussiness analyst online training in USA,Bussiness analyst Online training in UK
LoCC Measurable Improvement in Your Development ProcessJoseph Horwedel
Presentation to the League of California Cities Planning Commissioners Institute on Measurable Improvement in Your Development Process in 2009 at Anaheim, CA. The presentation looked at common methods to assess your process, review measurement tools and look at pitfalls based on the experiences in San Jose from outside consultant reviews and on going process improvement efforts.
Personal mastery: being in control of thoughts, emotions and behaviour; as an outcome people become more self-aware, self-assured and effective
Change: living with and leading change; as an outcome people become more adaptable, pro-active and in charge
Relationships: building and preserving relationships of influence; as an outcome people become more insightful, skilful and influential
How to plan a website and intranet -- from assessment and audit, to strategic and functional planning (including information architecture), content management, design, search engine optimization (SEO), and ROI and business case development.
Benefits focused portfolio management - beyond project delivery!Matt Williams
During his many years of working with project delivery organisations, Matt has observed that the outcome of numerous projects was not consistent with the capital investment value or the benefits expected by stakeholders. A common theme across these projects was a disconnect between the strategic objectives of executive management and the remit of the delivery team, who are focused on managing projects and delivering the scope of work.
This presentation will explore the emergence of Benefits-Focused Portfolio Management as a methodology which encomapsses tradtional management methods, but adds emphasis to the collaboration of all stakeholders in the pursuit of organisational goals. In particular, a structured approach for managing business endeavours to deliver change and benefits commensurate with investment value will be discussed.
Presentation by Smart ERP Solutions covering automating employee onboarding in PeopleSoft HCM, orchestrating all of the steps/activities new-hires need to follow to become a new employee--with no paper.
This white paper helps project teams identify performance measures for Information Technology (IT ) support and maintenance projects, which collect and report data to help track and assess project progress, product quality, project success and customer satisfaction of a project. An effective set of performance measures provide actionable information on a focused set of metrics. This in turn provides a balanced view of project performance that can be used to improve the project management process. Performance measures also provide for accountability by laying out what is expected, when it is expected and what action will be taken if planned achievements do not occur.
HCM strategists from SmartERP cover latest trends in Employee Onboarding. How can you ensure that new talent you’ve spent time and effort to recruit continue to be enthused about working for your organization? Learn about best practices to help workers succeed in their new roles, drive high levels of employee engagement and reduce time to productivity. Based on the latest industry research, discusses how you can reduce recruiting costs and improve retention of new hires with effective onboarding practices. This session will include a brief demonstration of an add-on onboarding solution for PeopleSoft HCM and case studies from organizations that have successfully implemented these practices.
How to plan a website and intranet -- from assessment and audit, to strategic and functional planning (including information architecture), content management, design, search engine optimization (SEO), and ROI and business case development.
Benefits focused portfolio management - beyond project delivery!Matt Williams
During his many years of working with project delivery organisations, Matt has observed that the outcome of numerous projects was not consistent with the capital investment value or the benefits expected by stakeholders. A common theme across these projects was a disconnect between the strategic objectives of executive management and the remit of the delivery team, who are focused on managing projects and delivering the scope of work.
This presentation will explore the emergence of Benefits-Focused Portfolio Management as a methodology which encomapsses tradtional management methods, but adds emphasis to the collaboration of all stakeholders in the pursuit of organisational goals. In particular, a structured approach for managing business endeavours to deliver change and benefits commensurate with investment value will be discussed.
Presentation by Smart ERP Solutions covering automating employee onboarding in PeopleSoft HCM, orchestrating all of the steps/activities new-hires need to follow to become a new employee--with no paper.
This white paper helps project teams identify performance measures for Information Technology (IT ) support and maintenance projects, which collect and report data to help track and assess project progress, product quality, project success and customer satisfaction of a project. An effective set of performance measures provide actionable information on a focused set of metrics. This in turn provides a balanced view of project performance that can be used to improve the project management process. Performance measures also provide for accountability by laying out what is expected, when it is expected and what action will be taken if planned achievements do not occur.
HCM strategists from SmartERP cover latest trends in Employee Onboarding. How can you ensure that new talent you’ve spent time and effort to recruit continue to be enthused about working for your organization? Learn about best practices to help workers succeed in their new roles, drive high levels of employee engagement and reduce time to productivity. Based on the latest industry research, discusses how you can reduce recruiting costs and improve retention of new hires with effective onboarding practices. This session will include a brief demonstration of an add-on onboarding solution for PeopleSoft HCM and case studies from organizations that have successfully implemented these practices.
Mathematical Model of Cellular Automata and Fractals in Cancer Growthijcoa
In this paper, Mathematical Model can generate dynamics using Cellular Automata(CA) and Fractals in cancer growth. This model describes a cancer growth are inspired from the conway’s game of life and each cell of the grid represents the location of living cells. To achieve this model we have developed an algorithm based mainly on Cellular Automata (CA) and Fractal Technique (FT). Using these both technique provide more information about cancer growth.
Computer Science - Error Checking and Correction
This includes parity bit, majority voting and check digit which are all explained with their rules and more information.
Revising your organizational chart: Designing a department that can redesign ...David Nickelson, PsyD, JD
Many a manager has wished for the opportunity to “blow up” their departmental organization chart and simply start over. Join one manager who did just that, taking an internet department in crisis from ruin to riches in one year, making sound critical decisions as well as some major mistakes along the way. This session will provide practical advice about building upper-level support for a departmental reorganization, developing departmental structures that can meet organizational strategic goals and objectives and creating flexible job descriptions that demand needed skill sets but can evolve over time.
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
L & D Program Management for Employees.pdfPrasanna Hegde
Inefficient and time-consuming process for requesting, approving, and reimbursing employee upskilling activities discourages professional development and hinders the organization's skill enhancement. A streamlined and user-friendly system is needed to facilitate employee development and ensure competitiveness in the industry.
From the Dream of Community to ROI Reality: How to Get Your Executives' Buy-inHigher Logic
From the Dream of Community to ROI Reality: How to Get Your Executives Buy-in with Vanessa DiMauro, CEO and Chief Digital Officer of Leader Networks.
Online community champions often find it difficult to communicate effectively with executives in business terms which can impede their understanding of the community value. During the webinar Vanessa shared her insights on "selling” the idea of launching an online community by demonstrating its value. She also discussed:
▪︎ Getting support and resources you need to bring your online community to life
▪︎ Translating the value of community in relevant terms: time, revenue, retention
▪︎ Overcoming common obstacles online community champions face in feasibility, business model and organizational impact
Structure Your Data Science Teams For Best OutcomesGramener
Gramener's Head of Analytics, Ganes Kesari conducted this webinar and discussed the following points :
-Why do data analytics and visualization initiatives require teams to work in silos?
-What are the best organizational structures for data science?
-As your data journey progresses, how should the organizational structure evolve?
-Best methods for encouraging team collaboration in data projects
This is a unique webinar designed for Executives, Chief Analytics Officers, Heads of Analytics, Directors, Technology Leaders, and Managers that work with data science teams on a daily basis.
To check out the full webinar visit: https://info.gramener.com/data-science-teams-structure-for-best-outcomes
To contact us & book a free demo visit: https://gramener.com/demorequest/
Aimia - Increasing the Lifetime Value for your OTC Pharmaceutical ConsumersDavid Nickelson, PsyD, JD
Aimia is helping OTC Pharmaceutical and Vitamin, Mineral and Supplement (VMS) companies create long-term engagement and increase the life time value of their consumers. Check out this infographic to learn more about how.
Apply loyalty science to incent, change and increase appropriate health and health benefit utilization behaviors that will improve health outcomes and reduce costs.
"Real loyalty isn’t created at the close of the sale. It’s created when the brand & the customer become intimate through multiple interactions before, during & after the purchase." Read more in Aimia's report, 'Rewarding Interactions; Are You Ready for Customer Intimacy'
Virtual events can add great value to you live event strategy. Virtual solutions along with gamification, social and mobile capabilities enhance the live event experience. At Aimia – we call this Optimizing Your Events.
Aimia: The Big Deal About Big Data -- How It Will Transform Pharma Meeting an...David Nickelson, PsyD, JD
* What is Big Data? What is it Not?
*Recognizing Big Data trends and how it has transformed other industries
*The opportunities and challenges presented by "Big Meeting Data" to pharma meeting planners including SMM, personalization, optimization, specialization and globalization
* What pharma meeting planning looks like 10 years from now
The term “inflection point” has multiple definitions. In differential calculus, an inflection point is a point on a curve at which the concavity changes from positive curvature to
negative curvature, or vice versa. In political science, an inflection point is a moment in history that dramatically alters a geopolitical situation, for better or worse. In business, Intel co-founder Andy Grove has described a strategic inflection point as “an event that changes the way we think and act.” Each of these definitions describes a moment at which our fortunes change — and in many cases, we can’t recognize the moment until
after it’s passed.
Researchers tlooked at the attitudes, shopping patterns and motivations of 3000 leading-edge consumers in the U.S., UK and Canada. The goal was to better understand how mobile devices are impacting in-store shopping habits by identifying those shoppers most likely to have “showroomed” — visited a store and saw a product they liked, but then purchased it online instead of from the store, and by outlining actions retailers can take, such as loyalty programs, price matching, free shipping and mobile payments to encourage consumers to open their wallets in-store.
The results paint a clear picture of today’s mobile assisted shoppers – or M-shopper – and debunks commonly held assumptions many brick-and-mortar retailers make about retail show roomers. Some of the highlights include:
Showrooming isn’t just for the Millennial Generation: Contrary to popular belief, 74 percent of M-shoppers are older than 29 years old.
Mobile devices can actually improve the chances of an in-store purchase: More than 50 percent of M-Shoppers are more likely to purchase a product in-store when their mobile device helps them find online reviews, information or trusted advice.
Price isn’t always the most important factor: Although “price checking” is the number one action of M-Shoppers, convenience, urgency, and immediacy are the top three reasons why M-Shoppers will buy in-store even if they find the same product cheaper online.
Loyalty programs are worth more than just their points: 48 percent of M-Shoppers say that being a member of a store’s loyalty program makes them more likely to purchase products in-store, despite equal or cheaper prices online.
With the rapid increase of mobile, social, and game industries, the training market will not only grow exponentially but also transform itself driven by these technologies.
The Incentive Research Foundation recently released a study, Incentivizing Your Channel Partners Leads to Positive Business Outcomes, based on 2,000 dealers with the opportunity to win an incentive travel trip. Out of these 2,000 dealers, approximately 20% of these dealers are awarded the trip annually.
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.
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.
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.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Designing a Digital/Internet Department to Redesign an Organization
1. Behind and Beyond the Org Chart:
Designing Your Department to Redesign Your Organization
David Nickelson, PsyD, JD
2. Name, Date | Page #2
Brief Bio
American Diabetes Association
– Diabetes.org
• Fund Raise (Special Events)
• Donate (Direct, Honor, Memorial, etc.)
• Advocate (Federal, State and Local
– StopDiabetes.org
– ShopDiabetes.org (Nov. 1, 2010)
Director, Internet Strategy & Operations
– 2007 – Present
– Began as “Online Services”
3. Name, Date | Page #3
The Yin and the Yang of Things
The challenge
– Execute electronic communications and marketing within an
organization that is siloed, unable to cooperate and collaborate,
struggling with priorities, with different business units focused on
very different and sometimes competing objectives.
The opportunity
– Visitors expect an organization’s web site to be a seamless,
transparent brand experience, integrating information delivery,
communications, and transactions into a coherent, easy-to-
understand, easy-to-use whole.
4. Name, Date | Page #4
Somewhere in the middle….
…is a place where the numbers demonstrate that human
and technological integration can deliver better results.
From that place, a department can model and even drive
organizational change and integration.
What does it take?
– The right people,
– in the right places,
– on the right team,
– ready for anything.
5. Name, Date | Page #5
In the Beginning….
First week on the job….
6. Name, Date | Page #6
In the Beginning….
Second week on the job….
7. Name, Date | Page #7
And Then It Hits You….
• You have:
– Infrastructure problems
– Vendor problems
– Production line problems
– Data problems
– Personnel problems
They all need to be solved; RIGHT NOW.
8. Name, Date | Page #8
Tackling the Personnel Problem
• NPOs: the Internet and web sites are new additions to marketing
communications
• Responsibility often emerged organically
– From marketing department
– From communications department
– From scientific or medical department
– From IT department
– From other department
• “Hey, let’s put on a show! Is anyone here an actor?”
9. Name, Date | Page #9
The Only Constant is Change
• A Variation on Moore’s Law:
• Online change happens at Internet speed
– New technologies emerge rapidly
– New skill sets to manage new technology
emerge almost as rapidly
– New opportunities based on skilled application
of new technologies emerge next
• Change at NPOs often happens at a slightly slower pace
10. Name, Date | Page #10
The Situation
Does this sound familiar?
– Staff supporting the Internet function:
• Have widely divergent skill sets
• Have little formal training
• Have biases toward a particular approach, software or vendor
• Solve design and technical problems by “T&E”
• Have never managed software development projects or a
production line
• Are thoughtful, helpful, and committed to the mission
11. Name, Date | Page #11
What To Do?
• Assess
• Assert
• Act
• Produce
• Evolve
12. Name, Date | Page #12
Assess
1. What does your department need to accomplish for the organization?
2. What tactics and tasks are needed to accomplish departmental
objectives?
3. What specific skill sets are required to structure and manage the
tactics, and complete the tasks?
13. Name, Date | Page #13
How Assess?
Objectives
– Start with strategic plan
• Assess how department can support key organizational
objectives
– Direct
– Indirect
• Assess how department could support goals more broadly if
reconfigured
– Review your supervisor’s objectives
– Develop “spill down” departmental objectives
– Develop testable, measureable goals:
– Traffic? Transactions? Conversions? Renewals?
Memberships? Revenue? Others KPIs?
14. Name, Date | Page #14
How Assess?
Tactics and Tasks
– Develop list of specific projects designed to
meet objectives
– Develop list of projects or activities currently
provided/supported that do NOT meet objectives
(with associated costs)
– Develop short projects task lists; what are the
top five or six activities someone would need to
accomplish in order to meet key objectives?
15. Name, Date | Page #15
How Assess?
Skill Sets
– Revisit list of top projects
– What specific skill sets are required to structure and manage the tactics, and
complete the tasks?
– Technology skills
– Project Management skills
– Interpersonal/Communication skills
– Are these skill sets available elsewhere in the organization?
– More cost effective to use a vendor?
16. Name, Date | Page #16
How Assess?
Position Descriptions
– Group tasks and skill sets together logically
• e.g., do not put “Proficient w/ AJAX” in the same position as
“Develop project management plan and timeline with
stakeholders”
– Collect job descriptions
• From peers
• From Internet
• From your networks
• Focus on responsibilities and skills, not grade and title
– Develop draft position descriptions
17. Name, Date | Page #17
How Assess?
Develop a draft Departmental Structure
– Focus on tasks, responsibilities and skills, not titles or
current FTE allocation
– Focus on developing a structure that models the
integration you believe the organization would benefit
from
– Build teams that can both consult and produce
– If more than one team, the teams should complement
and not compete
18. Name, Date | Page #18
Assess
DO NOT:
– Add in objectives that do not “roll up” to a key
organizational objective
– Discuss in detail with your staff
– Publically identify gaps in the department that you are far
from having the ability to fill
– Publically identify tasks that the organization needs done
that your current team cannot accomplish
– Try to assess whether current staff do or do not possess
particular skills
19. Name, Date | Page #19
Assert
Assert:
– Your findings to your immediate supervisor
– Ask your immediate supervisor to elevate the issue if
needed
– Put findings in a written document or PowerPoint
– Carefully and thoughtfully seek out additional sponsors
throughout the organization (if they can maintain
confidentiality)
– Share your findings to the HR Department (with your
supervisors support)
20. Name, Date | Page #20
Act
Once you have the support of your supervisor and
any other required executive staff:
– Talk with HR about best practices/ preferred approach
– Schedule a group meeting with your current staff
– Schedule 1-on-1 follow up meetings with current staff
– Set short, clear, appropriate deadlines
– Move quickly but fairly through the process
21. Name, Date | Page #21
How Act?
Work collaboratively with HR from here forward
– Ask for “best practices” or preferred approach
for notifying staff
– Ask about wages and benefits available to
potentially departing staff
– Ask for HR presence during group meeting and
final notification meetings
22. Name, Date | Page #22
How Act?
Schedule a group meeting with your staff
– Start the meeting with your rationale for the dramatic change.
• Focus on facts, not on personalities or history
• Matter-of-fact delivery; do not introduce drama
– Share new departmental organization chart
• Explain how new structure will help department meet objectives
– Share new position descriptions
• Explain how each position will help department meet objectives
– Share process and timeline for making decisions
23. Name, Date | Page #23
How Act?
Move Quickly:
– Schedule follow up meetings (if requested)
– Schedule interviews (if requested)
– Schedule notification meetings
• Suggested timeline: no more than 30 days.
NB: Take time to acknowledge and grieve individually and as a group
24. Name, Date | Page #24
How Act?
Review Internal Applicants
– Follow abbreviated but official recruitment
process; application, resume, interview
– For long term employees, ask about skills they
have acquired via formal or OTJ training
– Ask vendors for an honest and confidential
assessment of employee skill sets
25. Name, Date | Page #25
How Act?
Move on quickly
– Post open positions
– Recruit quickly
– Hire right
• Suggested timeline: no more than 60 days
Welcome new staff; instill and revisit vision of new
department and new role with new department and
each new hire regularly
26. Name, Date | Page #26
Produce
Meet with key stakeholders to explain why the
restructure, introduce new staff, new roles, and
new responsibilities
– Do not badmouth or scapegoat; stick to the facts from
your assessment
– Revisit history only to explore how newly available
personnel and skills sets could have led to different
outcome
Execute top tasks noted in assessment
Meet or exceed stated objectives
27. Name, Date | Page #27
Evolve
Never stop reassessing current structure and positions
Anticipate the future and look for development opportunities for current
staff
Regularly scan and assess skill sets in other departments; is there
duplication, or could there be a logical collaboration that benefits both
departments, and the organization as a whole?
28. Name, Date | Page #28
The Juicy Stuff: A Case Study
American Diabetes Association
– “Online Services”
• Department first appeared in 2002
• Staff chosen from many different departments
• Diabetes.org: web site and message forums
• Eight FTEs
– Three Internet Specialists
– One Event Specialist
– One Online Book Marketing Specialist
– One Online Editor
– One Director
– One Open Position
• Most staff with personal connection to the disease
– Open position due to death of employee from disease
29. Name, Date | Page #29
First Two Weeks
Vendor Summit
– 47 direct and indirect vendor services and
contracts
CEO left
Editor gave notice
Special Events season was beginning, including beta test of new
challenge event
30. Name, Date | Page #30
State of the Department
Staff were:
– Traumatized
– Demoralized
– Disorganized
– Paralyzed
Reporting lines were drawn to ensure raises and
advancement, not to structure the work
Positions were referred to not by function, but by
name of employee
31. Name, Date | Page #31
Other challenges….
New VP of Communications
Marketing EVP with no online marketing experience
Interim CEO
Nascent Marketing department
…and of course
– Infrastructure problems
– Vendor problems
– Production line problems
– Data problems
– Personnel problems
32. Name, Date | Page #32
Starting the Restructure Process
Began assessment
– Stakeholder meetings: “What do you need from
my team?”
– Skill set needs evaluation
– Developed new departmental structure
– Developed new position descriptions
– …and…
34. Name, Date | Page #34
Fast Forward
After only…
– 18 months
– Two CEOs
– Departure of Multiple EVPS, including Marketing &
Communications EVP, and
– Two partial and ultimately doomed departmental
restructures
… a sponsor willing to support the complete
process
35. Name, Date | Page #35
How We Rolled
In 90 days:
– Team meeting
– Individual meetings
– Interviews
– Notifications and departures
– Posting and recruiting
– Filled all positions with qualified perm or temp
personnel
– Meetings with key stakeholders
36. Name, Date | Page #36
What We Looked Like
Internet Strategy & Operations
– Director
• eCRM Team
– Associate Director
» Engineer
» Trainer
» Web Campaign Producer
» Web Campaign Producer
• Web Production and Content Team
– Associate Director
» Web Producer
» Web Producer
• Applied Web Metrics
– Manager
» Data Manager
• Project Coordination
– Senior Project Manager
37. Name, Date | Page #37
Why We Looked That Way
• Teams reflect the work and skills needed to complete a
successful project
• Project Management (Structure & Scope)
• eCRM (Build & Operate)
• Web Production & Content (Build & Operate)
• Applied Web Metrics (Measure & Improve)
• Structure forces integration, collaboration, and cooperation
• Design, personnel, and process are starting point for larger
organizational discussion
38. Name, Date | Page #38
Where We Are Today
• Teams, structure, and works processes have continued to evolve
– Marketing and communications departments combined
– New SVP of Marketing Communications
• More proactive, less reactive
• More consultation, less direct implementation
• Distributed content development
• Increased integration, collaboration and cooperation
• Higher stakeholder satisfaction
• Significantly shorter project, campaign, and edit cycle times
• More productive , engaged and satisfied staff
• New organizational collaboration groups and processes are emerging
• Now have more work than we ever imagined….
39. Name, Date | Page #39
Reflections….
• Team had to shift priorities from development to production
– Focus on understanding, measuring, and improving departmental online business
cycles
– Constant shifting to accommodate competing – though potentially complementary –
departmental business cycles into a single overall business cycle
• Consultative role struggles to breathe under production load
• Constant educational process
• Some areas still under-resourced
• Change process not moving quickly enough to engage and retain talented staff
• When the organization starts to make the kind of changes you have been
pushing for, you must continue to support them, no matter what that brings
40. Name, Date | Page #40
Lessons Learned
1. Don’t give up
2. Do not openly identify problems that you do not have the means to
address
3. Move quickly when you get your chance
4. Be humane and fair
5. Wait to hire the best people you can afford
6. The first 90 days are the hardest, but just barely
7. Communicate and model
41. Name, Date | Page #41
Contact Information
David Nickelson, PsyD, JD
Until 10/29/2010:
Director, Internet Strategy & Operations
American Diabetes Association (www.diabetes.org )
dnickelson@diabetes.org
703-299-5522
Starting 11/15/2010:
Director of Digital Engagement
Siteworx, Inc. (www.siteworx.com)
dnickelson@siteworx.com
703-964-1700
Twitter: DrDNickelson
LinkedIn: David Nickelson