The document outlines a process for prototype development and organizational review that includes: 1. Understanding the current organization, job responsibilities, and processes; 2. Proposing revised job descriptions and training curriculum focused on operational needs; 3. Assessing training staffing levels and workloads. It also discusses the need for clearly defined reporting relationships, job responsibilities, and communication lines within the Operations team. Critical success factors include having a common focus on prototype success, understanding goals and responsibilities, enabling leadership, and cross-functional cooperation.

1. Prototype development and organizational review should undertake the following process:
1. Understand the business and current ‘start-up” organization
a. Who is available to provide knowledge base,
b. Understand job responsibilities for each individual
c. Process management for job design and structure
d. Job descriptions and roles
2. Proposed job design and revised job description focusing on operational needs and priorities
a. Identify skills needs
b. Identify tasks
c. Prepare first draft of training curriculum
d. Platform operational manuals
3. Assessment of training staff levels needed and work loads
a. Train the Trainer - best performers
4. Implementation and methodology: communicate and receive buy-in from Operations
a. Skills training manuals and programming
b. Budget and costing
5. Skills training review with CPO and then Operations management
6. Share evaluation will Founder’s for stakeholders input
Workload reviews focus on:
1. Assign skills development projects; reevaluate/fit skills to training objectives
2. Process for receiving, reviewing, actioning skills training projects
3. Process for reworking training, and costing
4. Process for communications with stakeholders
Operations team on Prototype needs for the future:
1. Clearly distinguished reporting relationships and behavior expectations
2. Clearly identified job responsibilities
3. Clear communication lines and direction from CEO
4. Integration of HR business function and priorities with Operations
Critical Success Factors (some observations):
 Common mind set – Focus is on Prototype success – we will not fail!
 Understand exactly what you need to do and achieve in terms of Prototype.
 Change in Behavior – Is this possible with current personnel?
 Building Competencies – What are the drivers for success?
 Delivering Results – COO and CPO value
 Empowering Leadership – Need new mature leadership
 Sharing Information – COO management
 Cross Functional Cooperation – Key to success
 Benchmarking Best Practices – Do we know what they are?
 Sense of Urgency – Lacking and prioritization is task driven and not business focused
 Customer and Consumer focus - Who is the customer?
 Commitment and Motivation – Not demonstrated in terms of desire to work for Timex and could
be working for any company. Passion is lacking.
 Desire to be Best in Class – Lacking – is it just a job?
 Monitoring Progress - Key to success and can this best be done on ROI basis?
Comprehensive evaluation to provide opportunity for a face to face to discuss of each step of the process.
Document and permit individuals to respond in terms of deliverables initial and critical 60 days.