The role of OD is to develop LCs through an OD/Growth Model that defines focus LCs across programmes. This includes creating an integrated education cycle for internal communication and coaching aligned to the model. Expansions are also part of the model, with clear goals and coaching defined. Synergy between functions like TM, GIP, GCDP and Marketing is important to ensure strategic alignment based on the OD Model framework. The VP OD creates and manages this framework for strategy implementation, LC development and goal achievement.
Program Management Professional (PgMP)(r) Certification Preparation ProgramManuel Larran
Program Management is maturing as a standardized way of working.
In consequence, the popularity and demand for the PgMP® certification is on the increase.
This course provides you with the knowledge and self-confidence to prepare for, and do well on the PgMP® certification exam.
The next step after Project Management Professional (PMP®) Certification, the PgMP® credential from PMI® addresses the community of professionals who are
responsible for the coordinated management of multiple projects that are in alignment with organizational objectives. They are required to direct and manage
complex activities that may span functions, organizations, cultures and geographies.
OD practitioner - Organizational Change and Development - Manu Melwin Joymanumelwin
Internal and External Consultants
Professionals from other disciplines who apply OD practices (e.g., TQM managers, IT/IS managers, compensation and benefits managers)
Managers and Administrators who apply OD from their line or staff positions
Program Management Professional (PgMP)(r) Certification Preparation ProgramManuel Larran
Program Management is maturing as a standardized way of working.
In consequence, the popularity and demand for the PgMP® certification is on the increase.
This course provides you with the knowledge and self-confidence to prepare for, and do well on the PgMP® certification exam.
The next step after Project Management Professional (PMP®) Certification, the PgMP® credential from PMI® addresses the community of professionals who are
responsible for the coordinated management of multiple projects that are in alignment with organizational objectives. They are required to direct and manage
complex activities that may span functions, organizations, cultures and geographies.
OD practitioner - Organizational Change and Development - Manu Melwin Joymanumelwin
Internal and External Consultants
Professionals from other disciplines who apply OD practices (e.g., TQM managers, IT/IS managers, compensation and benefits managers)
Managers and Administrators who apply OD from their line or staff positions
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
How does one decide if a Metric qualifies as a Key Performance Indicator? and if so, what are the characteristics of an excellent online marketing KPI?
For many organizations the question is no longer why implement an employee advocacy program but how do you implement an employee advocacy program. For this reason we have partnered with Orca Social to map out what a successful implementation program looks like. They have learnt the dos and do not's by both implementing projects and profiling what other leading companies have done. Of course all companies have their differences in their goals but the structure set out here within has been proven to work across multiple organizations so why ‘reinvent the wheel’ ?
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
3. The Role of OD
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model
4. The Role of OD
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model
5. LC Development through OD Model
• Creation of Entity OD Model based on Goals, Focus Programme, Number of LCs and Exchange and
Exchange Support strategies
• Check goal and focus programme PPT + How to Create an OD Model PPT
• Communication of clear logic of the OD Model to the LCPs and LCs
• Working with MCVP GIP, GCDPs, TM and Marketing to ALIGN strategies across LCs in LC Focus
Programmes
• Clear Implementation Plan for growth Model – Having LC Coaches, Evolving the LC Coaching model,
clear KPIs for OD and Growth model implementation
6. An OD Model is the BASIS of CUSTOMIZATION to LCs and
Expansions in YOUR ENTITY
It is IMPORTANT to have the OD Model BEFORE you begin
to launch strategies to your network
An OD Model is the BASIS of STRATEGY
IMPLEMENTATION with LCs and Expansions because it
define the focus/Growth LCs across each programme!
Every individual on the MC team needs to be aligned to the
entity OD Model
7. The Role of OD
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model
8. Integrated education cycle including
internal communication
• Create an integrated education cycle for the entity based on the exchange
flow/goals across programmes AND target PROFILES
• Model to create complete education cycle is GTCM
9. Integrated education cycle including
internal communication
• Education cycle consists of coaching visits, conferences/conference cycle, virtual
education and coaching and Internal Communication
• Ensuring every LC Coach and all Implementation channels have very clear KPIs
• Have clear your internal communication principles, what messages are
communicated through which channel
• Internal communications is the role of a VP OD, not a VP IM or VP Marketing!
11. KPIs for Implementation – clicks, viewers, number of people/LCs implementing
Check progress in results coming from that particular strategy, eg: is oGCDP
growth coming from IXP which is (example) a big strategy for your entity?
Goals
12. With who do you need to implement this strategy?
Connect this directly to your growth/OD Model including LCs
and Expansions
Connect this to the profile you want to implement with
Target Audience
13. What is the timeline of implementation for this strategy
aligned to the exchange process and flow?
Connect the channels to the audiences
Connect the channels to each other completely to ensure
consistency of messages
Understand what the channel can be used for (which
message)
Channels
14. Create key messages for every audience!
Not every audience needs to get the same
message!!
Message
15. Have an overview of your internal
communications by week
Sample of how it works on AI
Every week list your virtual
channels and ensure messages
are aligned to what the entity
needs and there is synergy on
the MC team
16. Standardize timeline for SONA,
function/LCP newsletters and incentive
system tracking etc (this is part of internal
communications)
17. The Role of OD
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model
18. Expansions
Create an Expansions development Plan
Expansion
creation/mana
gement
TIMELINE
Goals:
• Programme
contribution
• Define KPIs
Expansions
strategy
and coaching
model
Structure and
Synergy on MC
team and in LCs
to manage
Expansions
19. • Expansions management should be embedded into the growth/OD model so that expansions have ONLY ONE Focus
programme – it is possible that different expansions have different focus areas – depending on capacity, entity goals
and market reality of expansions
• Ensure the number of expansions in the entity are just right to achieve goals of the entity
• In general this is the role of a VP OD but in tier 1 entities you can choose to have an Expansions manager on the MC
• Expansions need a clear coaching model with TM support and focus programme support so ensure there is HR to do this
coaching and tracking
• The MCVP of programme which expansions are focusing on needs to work in synergy completely with VP OD and
expansions manager (if there is one) to ensure alignment in expansion coaching and education
• Ensure complete customization for expansions at conferences too!
Expansions
21. MoS of OD in your entity
MoS of VP OD – Growth in focus LCs/Growth LCs in LC focus programmes (ALIGNED to OD Model)
Eg: My entity growth model/OD Model has clear growth LCs in iGIP (5 LCs), growth LCs in oGCDP (6
LCs) and growth LCs in oGIP (3 LCs), If an LC is a growth/focus LC in 2 programmes, then MoS will be
goal achievement in both programmes.
Goal achievement/In organic growth of these LCs in these growth LCs in the specific programmes
is the MoS of the VP OD!
Goal achievement of complete PROGRAMME GOAL is the MoS of the MCVP of each programme in
the entity!
22. MoS of OD in your entity
• KPIs – Growth in LCs through OD Model strategy implementation
• KPIs – KPIs defined on the basis of the challenge in each LC
Challenge can be around:
1. Product
2. Process
3. Talent Capacity
4. Supply and Demand
• Goal achievement of growth LCs also depends on the LC Coach and synergy of
the LC Coach with the VP OD
24. VP OD:
- Defines entity OD Model in synergy (and with inputs) from GIP,
GCDP, TM and Marketing
- Defines LC Planning, coaching and tracking framework
- Defines (along with the VP TM) the entity education cycle
- Defines the LC coaching model and expansion coaching model
- Works with MCP and MCVPs of focus programmes on entity
incentives system
- Ensures the right NST structure and management in the entity
- Ensure intensive LC plan tracking and constant follow up with
LC coaches and expansion coaches
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model
“The VP OD needs to create the
framework under which TM, GIP and
GCDP, Marketing Operate in terms of
strategy implementation and
development”
25. Synergy with functions
VP TM:
- National Talent Planning based on entity OD Model
- Supporting LCs with talent planning based on entity OD
Model
- Implementation of team minimums
- Building capacity in the entity based on entity growth
model
- Implementation of education cycle (Operational
training and Leadership development) based on ENTITY
OD/GROWTH Model!
- Support to LCs based on programme focus and Tier
VP GIP/GCDP
- Strategies based on OD Model in the programme
- LC Education and coaching based on OD Model
- Entity partnership creation and delivery along with LCs
- National process
evolution/optimization/standardization
- Sometimes, MCVPs for programmes can be LC Coaches
too in order to make sure LCs are growing the right
programmes in the right way!
Editor's Notes
Give more time to improve based on feedback, add KPIs and MoS.
Give more time to improve based on feedback, add KPIs and MoS.
Give more time to improve based on feedback, add KPIs and MoS.
Give more time to improve based on feedback, add KPIs and MoS.