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EXAMPLE REGIONAL
TECH COO RUN BOOK
Selena Sol presents…..
selena@selenasol.com
http://www.linkedin.com/pub/eric-tachibana/0/33/b53
http://www.slideshare.net/selenasol
for COO’s looking to structure
the business management
function
Bob Frog
(MD)
Business s Unit
Executive
David Florey
Administration
Jennifer Tachibana
Unit 3 Executive
Selena Sol
(DIR)
COO
Yo Yo Ma
(Officer)
Business Manager
Li Hsien Lim
Unit 2 Executive
Barnaby Fell
Unit 1 Executive
Bootsy Collins
(AVP)
Supplier Manager
James Jamerson
(VP)
Operational Risk Manager
Getty Lee
(AVP)
Program Manager
COO OFFICE STRUCTURE
Li Yuen Lim
Unit 4 Executive
Les Claypool
(DIR)
Enterprise Architecture
Manager
Idiot Intern
(Intern)
Employee
Engagement
Goofy Graduate
(Grad)
Communications
COO OFFICE STRATEGIC INTENT
3
2010 COO STRATEGIC INTENT
VISION
Effective technology, efficiently managed
MISSION
Without bloating the function or burning out
the team, ensure that partners (up, down and
across) get the right information at the right
time to make effective decisions.
VALUES
Standardization, Accuracy, Efficiency
TACTICAL GOALS TO SUPPORT INTENT
•Go from start-up to stable across the full suite
of operational functions
•Build towards automation of reporting
•Transform communities into teams
•Support employee engagement through
culture, comms, and training
INDIVIDUAL GOALS ALIGNED TO ABOVE
2011 COO STRATEGIC INTENT - EARLY
STRAWMAN
VISION
Business management that drives business performance
MISSION
While continuing to expand 2010 deliverables, spend more
time in analysis & consultation with Tech Managers &
Business-side COOs to deliver cost and revenue innovation
that is operationally-driven.
VALUES
Partnership, Intrapreneurship, Excellence
TACTICAL GOALS TO SUPPORT INTENT
•Build stronger partnerships with the business
•Move from producing accurate dashboards to using them to
drive continuous improvement
•Fully automate reporting
•Support employee engagement through culture, comms,
and training
INDIVIDUAL GOALS ALIGNED TO ABOVE
WHERE WE WANT
TO GO
HOW WE GET
THERE
OUR COMPASS
WINS WE MUST
DELIVER
SPECIFIC STEPS
WE NEED TO
TAKE
COO OFFICE 2010 STRATEGIC WORKSTREAMS (1 of 2)
4
BUSINESS MGMT EMPLOYEE ENGAGEMENTOPERATIONAL RISK MGMTCOMMUNICATIONS
MISSION
Capture & analyze “the right”
operational data to help drive
alignment of operations to strategy in
a consistent way.
REGIONAL LEAD GLOBAL LEADS
Bob Frog Sally Snail
CORE ACTIVITIES
•Financial Management
•Workforce Mgmt & Sourcing
•Occupancy & Facilities Mgmt
2010 INITIATIVES
MISSION
Work with Global & Regional ORM/BCM
community to ensure transparent,
appropriate, & pro-active forecast, mgmt,
& response to operational risk
REGIONAL LEAD GLOBAL LEADS
Kelly Kangaroo Danny Doodlebug
CORE ACTIVITIES
•IT Controls
•Business Continuity Management
•Audit & Compliance
•Cross-LOB Risk Activity Coordination
2010 INITIATIVES
MISSION
Drive strategic messages across the
entire organization & provide
stakeholder transparency
REGIONAL LEAD GLOBAL LEADS
Bob Frog Wally Wolf
CORE ACTIVITIES
•Management Reporting
•Employee Messaging
•Website Management
•Business Partner Engagement
2010 INITIATIVES
MISSION
Work with HR and Engagement Council to
ensure that employees are fully engaged,
aligned through culture, & continually
improving through learning
REGIONAL LEAD GLOBAL LEADS
Selena Sol Willy Whale
CORE ACTIVITIES
•Leadership Development
•Employee Engagement & Culture
•Learning
2010 INITIATIVES
COO OFFICE 2010 STRATEGIC WORKSTREAMS (2 of 2)
5
PROGRAM MANAGEMENTSUPPLIER MANAGEMENT
MISSION
Ensure that vendors meet ongoing
service levels and that we enjoy
maximum economic value
REGIONAL LEAD GLOBAL LEADS
Jimmy Jinx Jinxy Jim
CORE ACTIVITIES
•Make global initiatives regionally
relevant
•Extend XYZ Program along maturity
curve
•‘Audit proof’ our group to proactively
anticipate audit requirements
2010 INITIATIVES
MISSION
Work with our unit Change Manager
to ensure that all projects (including
run the bank) deliver business value
REGIONAL LEAD GLOBAL LEADS
Willy Wonka Charlie Choco
CORE ACTIVITIES
•Governance & Program ZZZ Controls
•Consolidated Reports
•Drive Best Practices adoption
2010 INITIATIVES
ARCHITECTURE & STRATEGY
MISSION
Support regional leadership to develop
& implement Technology & Operational
strategy
REGIONAL LEAD GLOBAL LEADS
Sydney Squirrel Ally Ant
CORE ACTIVITIES
•Shepherd timely development of
Strategy
•Support Strategy Communication
•Support roll-out of global initiatives
2010 INITIATIVES
MANAGEMENT ROUTINES
MISSION
Ensure that the horizontal business
support functions work collaboratively
across all locations & lines of business
REGIONAL LEAD GLOBAL LEADS
Selena Sol Bernard Bat
CORE ACTIVITIES
•Shepherd the Business Management
community across functions, countries,
& lines of business
•Support adoption of best practice
standards where appropriate
2010 INITIATIVES
COO TEAM
SELENA SOL, COO
Insert Bio here….
The story centres on Charles Marlow, who narrates most of the book.
He is an Englishman who takes a foreign assignment from a Belgian
trading company as a river-boat captain in Africa. Heart of Darkness
exposes the dark side of European colonization while exploring the
three levels of darkness that the protagonist, Marlow, encounters:
the darkness of the Congo wilderness, the darkness of the
Europeans' cruel treatment of the African natives, and the unfathomable
darkness within every human being for committing heinous acts of evil.
Although Conrad does not give the name of the river, at the time of writing the
Congo Free State, the location of the large and important Congo River, was a
private colony of Belgium's King Leopold II. In the story, Marlow is employed to
transport ivory downriver. However, his more pressing assignment is to return
Kurtz, another ivory trader, to civilization, in a cover-up. Kurtz has a reputation
throughout the region.
BOB FROG, UNIT EXECUTIVE
Insert Bio here…
Five score years ago, a great American, in whose symbolic shadow
we stand today, signed the Emancipation Proclamation. This
momentous decree came as a great beacon light of hope to
millions of Negro slaves who had been seared in the flames of
withering injustice. It came as a joyous daybreak to end the long
night of their captivity.
But one hundred years later, the Negro still is not free. One hundred years later,
the life of the Negro is still sadly crippled by the manacles of segregation and the
chains of discrimination. One hundred years later, the Negro lives on a lonely
island of poverty in the midst of a vast ocean of material prosperity. One
hundred years later, the Negro is still languished in the corners of American
society and finds himself an exile in his own land. And so we've come here today
to dramatize a shameful condition.
DOODY, VENDOR MANAGER
Insert bio here…
The book describes, in first person, a 17-day journey on his
motorcycle from Minnesota to California by the author (though
he is not identified in the book) and his son Chris, joined for the
first nine days by close friends John and Sylvia Sutherland. The trip
is punctuated by numerous philosophical discussions, referred to as
Chautauquas by the author, on topics including epistemology, ethical emotivism
and the philosophy of science.
Many of these discussions are tied together by the story of the narrator's own
past self, who is referred to in the third person as Phaedrus (after Plato's
dialogue). Phaedrus, a teacher of creative and technical writing at a small
college, became engrossed in the question of what defines good writing, and
what in general defines good, or "quality".
LAURYN TACHIBANANA, BUSINESS MANAGER
Inset bio here…
Crime and Punishment focuses on the mental anguish and moral
dilemmas of Rodion Romanovich Raskolnikov, an impoverished
ex-student in St. Petersburg who formulates and executes a plan
to kill an unscrupulous pawnbroker for her cash. Raskolnikov
argues that with the pawnbroker's money he can perform good
deeds to counterbalance the crime, while ridding the world of a
worthless vermin. He also commits this murder to test his own
hypothesis that some people are naturally capable of such things, and even have
the right to do them. Several times throughout the novel, Raskolnikov justifies
his actions by connecting himself mentally with Napoleon Bonaparte, believing
that murder is permissible in pursuit of a higher purpose
COO REGULAR REPORTING ROUTINES
ACTIVITY AUDIENCE FREQUENCY
Name of report / dashboard /
newsletter / etc
Who the report goes to Monthly
Name of report / dashboard /
newsletter / etc
Who the report goes to Monthly
Name of report / dashboard /
newsletter / etc
Who the report goes to Monthly
Name of report / dashboard /
newsletter / etc
Who the report goes to Monthly
Name of report / dashboard /
newsletter / etc
Who the report goes to Monthly
Name of report / dashboard /
newsletter / etc
Who the report goes to Quarterly
LEADERSHIP & OPERATIONAL ROUTINES
APPENDIX
APPENDIX
APPENDIX – STAKEHOLDER SOCIALIZATION STATUS
This table lists stakeholders and their approval / review of this run book
APPENDIX – 2010 COMMUNICATIONS PLAN
Communication Stream Time Audience Key Message Channel
Recipient Response
Lead DependenciesKnow Feel Do
2010 Regional
Townhall
Strategy 15-Apr
Regional
Employees
Communicate 2010 Strategy &
Regional Divisional Goals.
Live in HK,
Video
Conference
Regional
locations
2010 Strategy Clarity
Implement
strategy
SS
AV Setup (XXX)
Content (YYY)
Communication of Leadership
Structure and Team.
Leadership Team
structure, roles, &
responsibilities
Confident N/A
Business & Technology Worked
together to develop plan
There was tight
partnership
Aligned
Think
Commercially
2010 Regional Unit
Leadership Offsite
Key Highlights
Strategy 23-Apr
Unit
Regional
Employees
Review of Townhall Key
Messages
Email
Reminded Clarity
Implement
strategy
SS Content (YYY)
Review of the offsite activities
What the process
was
Trusting
Implement
strategy
Mid Year Reviews Goals MAY
Regional
Employees
Mid-year reviews are coming and
are an important activity. Please
prepare your calendars next
month to set aside time to do a
good job
Email
What to expect in
next couple of
months
Aware
Get appropriate
training and set
aside some
time
SS
Approve,
Coordinate,
Cosend (HR)
Mid-Year Townhall Strategy JUN
Unit
Employees
Growth of new functions.
Continuing strategy
Video
Broadcast
How we are doing Inspired
Focus on
delivery in 2H
SS Content (YYY &
Center Heads)
Coordination (ZZZ)
Regional Unit
Learning
Accomplishments
1H
Learning JUL
Unit
Regional
Employees
Regional Management continues
to consider Learning a key
regional priority, but it also
requires individuals to make good
choices about development plans
and make time to deliver on them
& ask for feedback
Email
What training is
available
Invested in
Go out and
complete your
development
plans before
Q4
SS Content (YYY)
Unit mid-year
Strategy Recap
Strategy AUG
Unit
Regional
Employees
We have done a great job towards
our objectives but we still have
some work to do
Email How we stand
Recognized &
Empowered
Complete
what's left
SS Content (YYY)
Employee
Satisfaction Program
Strategy SEP
Unit
Regional
Employees
Importance of program and goal
of 100%
Email
What program is
about and why it
matters
Inspired to
participate
Complete
survey
SS
Content (YYY)
Head of Area
Biz Line 1 Biz Line 2 Biz Line 3 Biz Line 4 Biz Line 5 Biz Line 6 Biz Line 7
Global Executive Name Name Name Name Name Name Name
Asia Executive Name Name Name Name Name Name Name
COO/Biz Manager Name Name Name Name Name Name Name
Supplier Lead Name Name Name Name Name Name Name
Risk Manager Name Name Name Name Name Name Name
Learning Rep Name Name Name Name Name Name Name
Leadership Development Name Name Name Name Name Name Name
Infrastructure
Relationship Manager
Name Name Name Name Name Name Name
Communications Point of
Contact
Name Name Name Name Name Name Name
HR Point of Contact Name Name Name Name Name Name Name
Finance Point of Contact Name Name Name Name Name Name Name
Audit Point of Contact Name Name Name Name Name Name Name
APPENDIX – PARTNER MAP
APPENDIX – EXAMPLE PERSONAL OBJECTIVES
1. EMPLOYEE MESSAGING
Ensure freshness and a coordinated, low-effort
approach across websites and ensure that top-down
messaging actually makes it down through all
organizational levels
2. SENIOR LEADERSHIP MESSAGING
Get XXX in front of team and Employee base more
often and with more impact through offsites,
townhalls, mass communications, and Employee
events
DRIVE STRATEGIC MESSAGES FROM TOP TO BOTTOM
(15%)
1. GET AHOLD OF OPERATIONAL DATA
Erect financial controls and ensure financial
transparency for Unit so that the firm meets its 2010
Financial Plan. Develop a single, consistent,
consolidated view of workforce.
2. CONTINUE TO INNOVATE
Extend existing operational innovations, such as
PROGRAM X and the PROGRAM Y, across unit. Also,
roll-out operational management functions that are
new to the region such as ZZZ, YYY, AAA, and BBB.
3. SUPPORT PROJECT PORTFOLIO STRATEGY
Drive a business-aligned technology culture across 1)
new regional business initiatives such as XXX 2) YYY,
and 3) ZZZ by supporting technology leads with
accurate & timely data, supportive processes, and
relevant analysis.
TRANSFORM OPERATIONAL MANAGEMENT FROM
START-UP TO STABLE (15%)
1. PUBLISH REPORTS THAT ADD VALUE &SUPPORT
DECISION MAKING
Roll-out low-effort, high-value stakeholder reporting.
2. ENABLE FORWARD-LOOKING STRATEGIC MGMT
Have the right data and institute the right planning
regime so that Unit is able to develop a mature &
aligned 2011 plan (people, budget, operational, and
technology strategy).
3. SUPPORT SOURCING STRATEGY
Help the global teams make the right location
strategy decisions by providing data and analysis
around regional locations as requested.
4. SUPPORT REGIONAL LEADERSHIP COUNCILS AS
NEEDED
Support the councils as and when needed.
5. MAKE MEETINGS MORE STRATEGIC
Transform meetings from status updates to strategic
opportunities.
MOVE FROM DATA TRANSPARENCY TO DATA-
DRIVEN STRATEGY (20%)
1. BUILD A COO TEAM FROM GROUND UP
Build healthy, supportive, and stable COO office
2. CREATE A TEAM OF PARTNERS
Set in place routines with Partners (such as Finance
and HR) that allow us to drive strategic programs.
Also, create a sense of common identity across
regional COOs and between global and regional Unit
COOs and BSMs
TRANSFORM FROM BM COMMUNITY TO BM TEAM
(15%)
1. LEAD THE REGIONAL LEARNING FUNCTION
Lead the learning function as a member of the global
learning council and as an on-the-ground evangelist
for Training.
2. EXECUTE PROGRAM X & PROGRAM Y
Roll-out these programs regionally.
3. DRIVE SUCCESS OF XYZ GROUPS
Work as country executive of ABC and as a member
of the DEF council to drive 1223 goals through
successful events.
4. SUPPORT REGIONAL GROWTH OF GGG
Drive reach of GGG across regional locations while
continuing to implement the QQQ Action Plan for
2010
USE CULTURE AND TRAINING TO DRIVE EMPLOYEE
ENGAGEMENT (20%)
APPENDIX – 2010 BUSINESS UNIT A / TECH STRATEGY
Business Owner
Q1 2010 Q2 2010 Q3 2010 Q4 2010
2010 HIGH-LEVEL ROADMAP
Technology Owner
BUSINESS OBJECTIVES 2010 TECHNOLOGY OBJECTIVES 2010
• Objective 1
• Objective 2
• Objective 3
• Objective 1
• Objective 2
• Objective 3
• SMART Goal 1
• SMART Goal 2
• SMART Goal 3
• SMART Goal 1
• SMART Goal 2
• SMART Goal 3
• NaSMART Goal 1
• SMART Goal 2
• SMART Goal 3
• SMART Goal 1
• SMART Goal 2
• SMART Goal 3
Alan TuringZiggy Stardust

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Example regional coo run book

  • 1. EXAMPLE REGIONAL TECH COO RUN BOOK Selena Sol presents….. selena@selenasol.com http://www.linkedin.com/pub/eric-tachibana/0/33/b53 http://www.slideshare.net/selenasol for COO’s looking to structure the business management function
  • 2. Bob Frog (MD) Business s Unit Executive David Florey Administration Jennifer Tachibana Unit 3 Executive Selena Sol (DIR) COO Yo Yo Ma (Officer) Business Manager Li Hsien Lim Unit 2 Executive Barnaby Fell Unit 1 Executive Bootsy Collins (AVP) Supplier Manager James Jamerson (VP) Operational Risk Manager Getty Lee (AVP) Program Manager COO OFFICE STRUCTURE Li Yuen Lim Unit 4 Executive Les Claypool (DIR) Enterprise Architecture Manager Idiot Intern (Intern) Employee Engagement Goofy Graduate (Grad) Communications
  • 3. COO OFFICE STRATEGIC INTENT 3 2010 COO STRATEGIC INTENT VISION Effective technology, efficiently managed MISSION Without bloating the function or burning out the team, ensure that partners (up, down and across) get the right information at the right time to make effective decisions. VALUES Standardization, Accuracy, Efficiency TACTICAL GOALS TO SUPPORT INTENT •Go from start-up to stable across the full suite of operational functions •Build towards automation of reporting •Transform communities into teams •Support employee engagement through culture, comms, and training INDIVIDUAL GOALS ALIGNED TO ABOVE 2011 COO STRATEGIC INTENT - EARLY STRAWMAN VISION Business management that drives business performance MISSION While continuing to expand 2010 deliverables, spend more time in analysis & consultation with Tech Managers & Business-side COOs to deliver cost and revenue innovation that is operationally-driven. VALUES Partnership, Intrapreneurship, Excellence TACTICAL GOALS TO SUPPORT INTENT •Build stronger partnerships with the business •Move from producing accurate dashboards to using them to drive continuous improvement •Fully automate reporting •Support employee engagement through culture, comms, and training INDIVIDUAL GOALS ALIGNED TO ABOVE WHERE WE WANT TO GO HOW WE GET THERE OUR COMPASS WINS WE MUST DELIVER SPECIFIC STEPS WE NEED TO TAKE
  • 4. COO OFFICE 2010 STRATEGIC WORKSTREAMS (1 of 2) 4 BUSINESS MGMT EMPLOYEE ENGAGEMENTOPERATIONAL RISK MGMTCOMMUNICATIONS MISSION Capture & analyze “the right” operational data to help drive alignment of operations to strategy in a consistent way. REGIONAL LEAD GLOBAL LEADS Bob Frog Sally Snail CORE ACTIVITIES •Financial Management •Workforce Mgmt & Sourcing •Occupancy & Facilities Mgmt 2010 INITIATIVES MISSION Work with Global & Regional ORM/BCM community to ensure transparent, appropriate, & pro-active forecast, mgmt, & response to operational risk REGIONAL LEAD GLOBAL LEADS Kelly Kangaroo Danny Doodlebug CORE ACTIVITIES •IT Controls •Business Continuity Management •Audit & Compliance •Cross-LOB Risk Activity Coordination 2010 INITIATIVES MISSION Drive strategic messages across the entire organization & provide stakeholder transparency REGIONAL LEAD GLOBAL LEADS Bob Frog Wally Wolf CORE ACTIVITIES •Management Reporting •Employee Messaging •Website Management •Business Partner Engagement 2010 INITIATIVES MISSION Work with HR and Engagement Council to ensure that employees are fully engaged, aligned through culture, & continually improving through learning REGIONAL LEAD GLOBAL LEADS Selena Sol Willy Whale CORE ACTIVITIES •Leadership Development •Employee Engagement & Culture •Learning 2010 INITIATIVES
  • 5. COO OFFICE 2010 STRATEGIC WORKSTREAMS (2 of 2) 5 PROGRAM MANAGEMENTSUPPLIER MANAGEMENT MISSION Ensure that vendors meet ongoing service levels and that we enjoy maximum economic value REGIONAL LEAD GLOBAL LEADS Jimmy Jinx Jinxy Jim CORE ACTIVITIES •Make global initiatives regionally relevant •Extend XYZ Program along maturity curve •‘Audit proof’ our group to proactively anticipate audit requirements 2010 INITIATIVES MISSION Work with our unit Change Manager to ensure that all projects (including run the bank) deliver business value REGIONAL LEAD GLOBAL LEADS Willy Wonka Charlie Choco CORE ACTIVITIES •Governance & Program ZZZ Controls •Consolidated Reports •Drive Best Practices adoption 2010 INITIATIVES ARCHITECTURE & STRATEGY MISSION Support regional leadership to develop & implement Technology & Operational strategy REGIONAL LEAD GLOBAL LEADS Sydney Squirrel Ally Ant CORE ACTIVITIES •Shepherd timely development of Strategy •Support Strategy Communication •Support roll-out of global initiatives 2010 INITIATIVES MANAGEMENT ROUTINES MISSION Ensure that the horizontal business support functions work collaboratively across all locations & lines of business REGIONAL LEAD GLOBAL LEADS Selena Sol Bernard Bat CORE ACTIVITIES •Shepherd the Business Management community across functions, countries, & lines of business •Support adoption of best practice standards where appropriate 2010 INITIATIVES
  • 6. COO TEAM SELENA SOL, COO Insert Bio here…. The story centres on Charles Marlow, who narrates most of the book. He is an Englishman who takes a foreign assignment from a Belgian trading company as a river-boat captain in Africa. Heart of Darkness exposes the dark side of European colonization while exploring the three levels of darkness that the protagonist, Marlow, encounters: the darkness of the Congo wilderness, the darkness of the Europeans' cruel treatment of the African natives, and the unfathomable darkness within every human being for committing heinous acts of evil. Although Conrad does not give the name of the river, at the time of writing the Congo Free State, the location of the large and important Congo River, was a private colony of Belgium's King Leopold II. In the story, Marlow is employed to transport ivory downriver. However, his more pressing assignment is to return Kurtz, another ivory trader, to civilization, in a cover-up. Kurtz has a reputation throughout the region. BOB FROG, UNIT EXECUTIVE Insert Bio here… Five score years ago, a great American, in whose symbolic shadow we stand today, signed the Emancipation Proclamation. This momentous decree came as a great beacon light of hope to millions of Negro slaves who had been seared in the flames of withering injustice. It came as a joyous daybreak to end the long night of their captivity. But one hundred years later, the Negro still is not free. One hundred years later, the life of the Negro is still sadly crippled by the manacles of segregation and the chains of discrimination. One hundred years later, the Negro lives on a lonely island of poverty in the midst of a vast ocean of material prosperity. One hundred years later, the Negro is still languished in the corners of American society and finds himself an exile in his own land. And so we've come here today to dramatize a shameful condition. DOODY, VENDOR MANAGER Insert bio here… The book describes, in first person, a 17-day journey on his motorcycle from Minnesota to California by the author (though he is not identified in the book) and his son Chris, joined for the first nine days by close friends John and Sylvia Sutherland. The trip is punctuated by numerous philosophical discussions, referred to as Chautauquas by the author, on topics including epistemology, ethical emotivism and the philosophy of science. Many of these discussions are tied together by the story of the narrator's own past self, who is referred to in the third person as Phaedrus (after Plato's dialogue). Phaedrus, a teacher of creative and technical writing at a small college, became engrossed in the question of what defines good writing, and what in general defines good, or "quality". LAURYN TACHIBANANA, BUSINESS MANAGER Inset bio here… Crime and Punishment focuses on the mental anguish and moral dilemmas of Rodion Romanovich Raskolnikov, an impoverished ex-student in St. Petersburg who formulates and executes a plan to kill an unscrupulous pawnbroker for her cash. Raskolnikov argues that with the pawnbroker's money he can perform good deeds to counterbalance the crime, while ridding the world of a worthless vermin. He also commits this murder to test his own hypothesis that some people are naturally capable of such things, and even have the right to do them. Several times throughout the novel, Raskolnikov justifies his actions by connecting himself mentally with Napoleon Bonaparte, believing that murder is permissible in pursuit of a higher purpose
  • 7. COO REGULAR REPORTING ROUTINES ACTIVITY AUDIENCE FREQUENCY Name of report / dashboard / newsletter / etc Who the report goes to Monthly Name of report / dashboard / newsletter / etc Who the report goes to Monthly Name of report / dashboard / newsletter / etc Who the report goes to Monthly Name of report / dashboard / newsletter / etc Who the report goes to Monthly Name of report / dashboard / newsletter / etc Who the report goes to Monthly Name of report / dashboard / newsletter / etc Who the report goes to Quarterly
  • 10. APPENDIX – STAKEHOLDER SOCIALIZATION STATUS This table lists stakeholders and their approval / review of this run book
  • 11. APPENDIX – 2010 COMMUNICATIONS PLAN Communication Stream Time Audience Key Message Channel Recipient Response Lead DependenciesKnow Feel Do 2010 Regional Townhall Strategy 15-Apr Regional Employees Communicate 2010 Strategy & Regional Divisional Goals. Live in HK, Video Conference Regional locations 2010 Strategy Clarity Implement strategy SS AV Setup (XXX) Content (YYY) Communication of Leadership Structure and Team. Leadership Team structure, roles, & responsibilities Confident N/A Business & Technology Worked together to develop plan There was tight partnership Aligned Think Commercially 2010 Regional Unit Leadership Offsite Key Highlights Strategy 23-Apr Unit Regional Employees Review of Townhall Key Messages Email Reminded Clarity Implement strategy SS Content (YYY) Review of the offsite activities What the process was Trusting Implement strategy Mid Year Reviews Goals MAY Regional Employees Mid-year reviews are coming and are an important activity. Please prepare your calendars next month to set aside time to do a good job Email What to expect in next couple of months Aware Get appropriate training and set aside some time SS Approve, Coordinate, Cosend (HR) Mid-Year Townhall Strategy JUN Unit Employees Growth of new functions. Continuing strategy Video Broadcast How we are doing Inspired Focus on delivery in 2H SS Content (YYY & Center Heads) Coordination (ZZZ) Regional Unit Learning Accomplishments 1H Learning JUL Unit Regional Employees Regional Management continues to consider Learning a key regional priority, but it also requires individuals to make good choices about development plans and make time to deliver on them & ask for feedback Email What training is available Invested in Go out and complete your development plans before Q4 SS Content (YYY) Unit mid-year Strategy Recap Strategy AUG Unit Regional Employees We have done a great job towards our objectives but we still have some work to do Email How we stand Recognized & Empowered Complete what's left SS Content (YYY) Employee Satisfaction Program Strategy SEP Unit Regional Employees Importance of program and goal of 100% Email What program is about and why it matters Inspired to participate Complete survey SS Content (YYY)
  • 12. Head of Area Biz Line 1 Biz Line 2 Biz Line 3 Biz Line 4 Biz Line 5 Biz Line 6 Biz Line 7 Global Executive Name Name Name Name Name Name Name Asia Executive Name Name Name Name Name Name Name COO/Biz Manager Name Name Name Name Name Name Name Supplier Lead Name Name Name Name Name Name Name Risk Manager Name Name Name Name Name Name Name Learning Rep Name Name Name Name Name Name Name Leadership Development Name Name Name Name Name Name Name Infrastructure Relationship Manager Name Name Name Name Name Name Name Communications Point of Contact Name Name Name Name Name Name Name HR Point of Contact Name Name Name Name Name Name Name Finance Point of Contact Name Name Name Name Name Name Name Audit Point of Contact Name Name Name Name Name Name Name APPENDIX – PARTNER MAP
  • 13. APPENDIX – EXAMPLE PERSONAL OBJECTIVES 1. EMPLOYEE MESSAGING Ensure freshness and a coordinated, low-effort approach across websites and ensure that top-down messaging actually makes it down through all organizational levels 2. SENIOR LEADERSHIP MESSAGING Get XXX in front of team and Employee base more often and with more impact through offsites, townhalls, mass communications, and Employee events DRIVE STRATEGIC MESSAGES FROM TOP TO BOTTOM (15%) 1. GET AHOLD OF OPERATIONAL DATA Erect financial controls and ensure financial transparency for Unit so that the firm meets its 2010 Financial Plan. Develop a single, consistent, consolidated view of workforce. 2. CONTINUE TO INNOVATE Extend existing operational innovations, such as PROGRAM X and the PROGRAM Y, across unit. Also, roll-out operational management functions that are new to the region such as ZZZ, YYY, AAA, and BBB. 3. SUPPORT PROJECT PORTFOLIO STRATEGY Drive a business-aligned technology culture across 1) new regional business initiatives such as XXX 2) YYY, and 3) ZZZ by supporting technology leads with accurate & timely data, supportive processes, and relevant analysis. TRANSFORM OPERATIONAL MANAGEMENT FROM START-UP TO STABLE (15%) 1. PUBLISH REPORTS THAT ADD VALUE &SUPPORT DECISION MAKING Roll-out low-effort, high-value stakeholder reporting. 2. ENABLE FORWARD-LOOKING STRATEGIC MGMT Have the right data and institute the right planning regime so that Unit is able to develop a mature & aligned 2011 plan (people, budget, operational, and technology strategy). 3. SUPPORT SOURCING STRATEGY Help the global teams make the right location strategy decisions by providing data and analysis around regional locations as requested. 4. SUPPORT REGIONAL LEADERSHIP COUNCILS AS NEEDED Support the councils as and when needed. 5. MAKE MEETINGS MORE STRATEGIC Transform meetings from status updates to strategic opportunities. MOVE FROM DATA TRANSPARENCY TO DATA- DRIVEN STRATEGY (20%) 1. BUILD A COO TEAM FROM GROUND UP Build healthy, supportive, and stable COO office 2. CREATE A TEAM OF PARTNERS Set in place routines with Partners (such as Finance and HR) that allow us to drive strategic programs. Also, create a sense of common identity across regional COOs and between global and regional Unit COOs and BSMs TRANSFORM FROM BM COMMUNITY TO BM TEAM (15%) 1. LEAD THE REGIONAL LEARNING FUNCTION Lead the learning function as a member of the global learning council and as an on-the-ground evangelist for Training. 2. EXECUTE PROGRAM X & PROGRAM Y Roll-out these programs regionally. 3. DRIVE SUCCESS OF XYZ GROUPS Work as country executive of ABC and as a member of the DEF council to drive 1223 goals through successful events. 4. SUPPORT REGIONAL GROWTH OF GGG Drive reach of GGG across regional locations while continuing to implement the QQQ Action Plan for 2010 USE CULTURE AND TRAINING TO DRIVE EMPLOYEE ENGAGEMENT (20%)
  • 14. APPENDIX – 2010 BUSINESS UNIT A / TECH STRATEGY Business Owner Q1 2010 Q2 2010 Q3 2010 Q4 2010 2010 HIGH-LEVEL ROADMAP Technology Owner BUSINESS OBJECTIVES 2010 TECHNOLOGY OBJECTIVES 2010 • Objective 1 • Objective 2 • Objective 3 • Objective 1 • Objective 2 • Objective 3 • SMART Goal 1 • SMART Goal 2 • SMART Goal 3 • SMART Goal 1 • SMART Goal 2 • SMART Goal 3 • NaSMART Goal 1 • SMART Goal 2 • SMART Goal 3 • SMART Goal 1 • SMART Goal 2 • SMART Goal 3 Alan TuringZiggy Stardust