NONPROFIT PERFORMANCE MANAGEMENT WORKBOOK
|
|
- Rosa McKenzie
- 8 years ago
- Views:
Transcription
1 NONPROFIT PERFORMANCE MANAGEMENT WORKBOOK STRATEGY MAXIMIZE IMPACT PERFORMANCE MEASUREMENT
2 STRATEGY OUR IMPACT STRATEGY IMPACT STRATEGY Our Current Approach Describe what is presently defined or agreed-upon by the organization, not what you believe is or should be the case. WHAT S IN AN IMPACT STRATEGY? 1. TARGET Whom do we serve which individuals, families, groups, communities, etc.? What information do we use to identify that someone is a good fit? High quality impact strategies answer eight key questions: 1 Target Whom are we serving specifically? 2. SUCCESS How do we want the world to change for that target group? 8 Roll-out What are the implementation milestones and tactics? 2 Success How do we want the world to change for that target group? 3. VISION Within this vision, what do we hold ourselves accountable for? 4. FOCUS What program components are required for change? 7 Resources What capabilities and funds do we need to make this a reality? IMPACT STRATEGY 3 Accountability Within this vision, what will we hold ourselves accountable for? 5. ASSUMPTIONS What is out of our control but necessary for ultimate success? 6. MEASUREMENT How does measurement help us succeed? 6 Measurement How do we want measurement to help us succeed? 4 Focus What program components are required for change? 7. RESOURCES What capabilities and funds do we have to make this a reality? 5 Assumptions What is out of our control but necessary for ultimate success? 8. ROLL-OUT What are our implementation milestones and tactics? 1 2
3 STRATEGY STRATEGY 1. WHOM DO WE SERVE? 4. WHAT PROGRAMS/ELEMENTS ARE REQUIRED FOR CHANGE? Identify the crucial characteristics of the people, communities, or other groups you desire to serve by filling as many of the following prompts as relevant, including additional criteria not listed: We serve people/groups who: You can conduct this exercise across programs (i.e. how all of the programs you provide work together to achieve success) and for each program (i.e. the elements or components that contribute to that program s success). Resources/Skills Activities Timing 1. Age: 2. Gender and/or civil status: 3. Education status/level: 4. Housing status: 5. Income level: 6. Abilities or Disabilities: 7. Specific needs: 8. Location: 9. Other: 10. Other: 11. Other: Element 1 Element 2 Element 3 Element 4 2 & 3. HOW DO WE DEFINE SUCCESS? After listing all the outcomes that will indicate success, circle the outcomes for which your organization will hold itself accountable. Near-Term Outcomes Long-Term Outcomes Ultimate Success 5. WHAT IS OUT OF OUR CONTROL BUT NECESSARY FOR SUCCESS? For each outcome you don t expect to achieve directly, identify what else needs to happen, how you expect that to occur (e.g. who does it, how they do it, what needs to be in place), and what would happen to your ultimate success if that process or activity fails. Assumption How It Happens If It Fails 3 4
4 STRATEGY STRATEGY OUR IMPACT STRATEGY GOING FORWARD PLAN OF ACTION Looking Ahead Describe any changes you think need to happen in each of the following areas and/or steps you will pursue to make these improvements. What are the key ideas, experiences, best practices, or insights that are most relevant for you and your organization? 1. TARGET Whom do we serve which individuals, families, groups, communities, etc.? What information do we use to identify that someone is a good fit? 2. SUCCESS How do we want the world to change for that target group? 3. VISION Within this vision, what will we hold ourselves accountable for? What have you learned about high-quality impact strategies that is particularly challenging for your organization? What questions do you have about how to improve your impact strategy? 4. FOCUS What program components are required for change? 5. ASSUMPTIONS What is out of our control but necessary for ultimate success? 6. MEASUREMENT How do we want measurement to help us succeed? What are your next steps as a leader? What are your next steps as an organization? 7. RESOURCES What capabilities and funds do we need to make this a reality? 8. ROLL-OUT What are our implementation milestones and tactics? 5 6
5 MEASUREMENT MEASUREMENT & DATA SYSTEMS WHY INVESTING IN MEASUREMENT IS A GROWING PRIORITY Make a difference... really BUT THE CHALLENGES ARE REAL Nonprofit organizations routinely report facing a number of significant measurement challenges. Staff Time Insufficient Funds Staff Expertise Leadership Support Finding External Evaluators Staff Buy-In Increase Funding 15% 15% 12% Funders Asking for Wrong Reports 12% Maximize Use of Resources 39% 61% 23% 29% 32% 32% Scale Smart 71% 22% What are the primary challenges your organization faces? What are your options for overcoming these (in addition to funding)? 43% 27% Inspire others... in the right way Significant Minor High Comprehensive Low DETERMINE YOUR MEASUREMENT TRAJECTORY Based on your measurement objectives and your organization s and programs stage of development, measurement strategies will evolve over time, ideally become both more comprehensive and more rigorous. Begin identifying the development of your measurement strategy over time on the chart below by: Ideal for: Organizations still developing their program model Benefits: Rapid, directional results; enables learning throughout the organization Costs: Robust data system (and data entry); full leadership commitment and staff buy-in Low DESIGN AN EFFECTIVE MEASUREMENT SYSTEM CLARIFY END USERS IDENTIFY METRICS PLAN COLLECTION DETERMINE TIMELINE 1. Who will be the primary end users of the data? 2. For each end user, what decisions or actions do you want data to inform? 3. For each objective, what is the minimum threshold for data and rigor? Outcomes Indicators Metrics Sources Timing 1. Determine the minimum set of collection activities and tools to collect these metrics. 2. Identify the appropriate sample for each activity & tool. 3. Develop and test the collection tools (e.g. surveys, tests, interview or focus group guides, etc.). 4. Develop analysis and reporting tools/templates. 1. What phases do you need? 2. When do you need to complete each phase? 3. What resources and steps are required for each phase? Measure A Lot Simply Measure Almost Nothing Ideal for:???? Benefits: Limited Costs: Minimal (e.g. simple satisfaction surveys and/or success stories) 1. Plotting (and describing) where you are today 2. Plotting where you want to be in 1, 3, and 5 years from now Rigor Measure Everything Rigorously Ideal for: High-performing orgs. with well-developed programs Benefits: Conclusive proof of impact and its drivers; full range of data to drive ongoing performance Costs: Leadership commitment & staff buy-in; robust data system; significant expertise & resources for evaluation (often external) Measure A Few Things Well Ideal for: Previously defined, proven programs seeking to demonstrate impact in new settings Benefits: Highly targeted data collection at most important issues streamlines burden & focuses evaluation Costs: Significant expertise & resources for evaluation High 7 8 9
6 MEASUREMENT MEASUREMENT BE CLEAR ABOUT WHY YOU MEASURE INVEST IN A DATA SYSTEM Before deciding what or how rigorously to measure, it s crucial to be clear about what you re trying to accomplish and how you need to prioritize your measurement efforts. Who We Measure For What They Need and Why How Certain We Need to Be Too many organizations invest time and resources to develop surveys and collect information, but fail to leverage that data because they don t have the tools to manage, analyze, and report their insights. While technology is never a solution in itself, software tools can help organizations turn data into improved performance. Ask yourself the following questions when considering your data system needs. Can we easily add elements, reports, and processes as we go without new programming? FLEXIBLE Does it provide real-time updates on our progress in meeting both implementation and outcome goals? MULTI-USER TIMELY DETAILED Can different users (including participants) access what they need to know how they re doing and what they can do better? Can we track activities, progress, and outcomes for individual participants? IDENTIFY SPECIFICALLY WHAT YOU WILL MEASURE Though identifying everything you will measure involves much more than filling in a simple table, it is helpful to start with your strategic outcomes (both long- and near-term) and program outputs, activities, and inputs. MEASUREMENT RESOURCES Here are a few resources to help you identify what to measure and how to manage it. Outcomes, Outputs, Activities, & Inputs Indicators of Success Source of Information Timing of Data Collection Performance Indicators Data Systems Perform Well SPDAT (housing, etc.) GIIRS/IRIS (social enterprise) SocialSolutions (ETO) Salesforce.com ClientTrack CTK 9 10
7 MEASUREMENT PLAN OF ACTION - MEASUREMENT & DATA SYSTEMS What are the key ideas, experiences, best practices, or insights that are most relevant for you and your organization? PERFORMANCE IMPROVEMENT EMBRACE EXPERIMENTATION HYPOTHESIZE 1 EXPERIMENTATION 4 2 What have you learned about measurement that is particularly challenging for your organization? What questions do you have about how to improve your approach to measurement? IMPROVE 3 SUCCEED OR FAIL CREATE A PERFORMANCE CULTURE What are your next steps as a leader? What are your next steps as an organization? LEADERSHIP ALIGNED ACCOUNTABILITY COMMITMENT Recognize and reward Be familiar with the measurement design, tradeoffs, and data improvements and innovation small and large Model data-driven decision-making Be open about failures and how you respond STAFF OWNERSHIP Ensure staff experience clear, direct benefits from strategic clarity and measurement data Empower staff to review and improve strategy and program refinement Encourage bottom-up problem-solving EMBEDDED MEASUREMENT Make data collection and analysis part of the regular program delivery process, not an extra effort Build capacity for understanding and using data in every-day work 11 12
8 PERFORMANCE PLAN OF ACTION - PERFORMANCE IMPROVEMENT NOTES What are the key ideas, experiences, best practices, or insights that are most relevant for you and your organization? What have you learned about performance improvement that is particularly challenging for your organization? What questions do you have about how to improve your approach to performance improvement? What are your next steps as a leader? What are your next steps as an organization? 13 14
9 CICERO GROUP: SOCIAL IMPACT From Theory to Change Strategy & Program Design Monitoring & Evaluation Performance Management Marketing & Fundraising Analytics
OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.
OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)
More informationEffectively Managing Change in Your IT Modernization Effort
Leveraging People, Processes, and Technology Effectively Managing Change in Your IT Modernization Effort A White Paper 7500 Old Georgetown Road, 11th Floor Bethesda, MD 20814-6198 Tel: 240-482-2100 Fax:
More informationTurning Employee Survey Data into Strategic Action. An Overview of the Action Catalyst Model C A T A L Y S T
Turning Employee Survey Data into Strategic Action An Overview of the Action Catalyst Model C A T A L Y S T SirotaScience Webinar April 19, 2012 Welcome to the SirotaScience Webinar Series SirotaScience
More informationKeys to a Successful Outsourcing Transition
Keys to a Successful Outsourcing Transition finance.arvato.com Getting it Right the First Time: Keys to a Successful Outsourcing Transition A large part of success in outsourcing depends on a seamless
More informationAnalytics Strategy Information Architecture Data Management Analytics Value and Governance Realization
1/22 As a part of Qlik Consulting, works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics journey. Qlik Advisory 2/22
More informationDEVELOPING AN OUTCOME MEASUREMENT SYSTEM FOR YOUR NONPROFIT
DEVELOPING AN OUTCOME MEASUREMENT SYSTEM FOR YOUR NONPROFIT An outcome measurement system is a powerful tool that can help nonprofits identify and quantify changes in individuals, families and communities
More information5 Steps to Creating a Successful Optimization Strategy
5 Steps to Creating a Successful Optimization Strategy Many companies are now recognizing that in a world of mobile devices and increasingly sophisticated online services, the creation of an excellent
More informationWelcome Strategy Leader!
Essentials Guide to Strategic Planning Welcome Strategy Leader! To help close the gap between strategy and execution, we ve created the Essentials Guide to Strategic Planning, which provides an end-to-end
More informationState of North Carolina Department of Health and Human Services WORK SUPPORT STRATEGIES COMMUNICATION TOOLKIT
State of North Carolina Department of Health and Human Services WORK SUPPORT STRATEGIES COMMUNICATION TOOLKIT Table of Contents Welcome... 3 About Work Support Strategies... 3 NC FAST... 4 Audiences &
More informationThe Future of Census Bureau Operations
The Future of Census Bureau Operations Version 1.0 April 25, 2013 The Future of Census Bureau Operations Page ii [This page intentionally left blank] The Future of Census Bureau Operations Page iii Document
More informationJob Posting Manager, Digital and Online - HQ
Job Posting Manager, Digital and Online - HQ Closing Date: June 24, 2016 Organization: Department/Division: Work location: Authorized to Work in: Right To Play International Marketing and Communications
More informationA Performance-Driven Approach to Application Services Management
A Performance-Driven Approach to Application Services Management Breaking the Mold to Accelerate Business Transformation Table of contents 1.0 The keep up versus step up challenge...1 2.0 Taking a different
More informationthrough advances in risk-based
Insight brief Quintiles is a market leader with >100 risk-based monitoring studies Quintiles developed solutions that bring as much as 25% cost reduction over traditional trial execution approaches Transform
More informationBENEFITS REALIZATION ENSURES CHANGE DELIVERS GREATER BUSINESS VALUE
BENEFITS REALIZATION ENSURES CHANGE DELIVERS GREATER BUSINESS VALUE Focusing on the delivery of value-adding benefits is an excellent way to achieve greater ROI from change. Benefits & Value Management
More informationANALYTICS & CHANGE. Keys to Building Buy-In
ANALYTICS & CHANGE Keys to Building Buy-In Many organizations are poised to take full advantage of analytics to drive mission and business success using analytics not just to understand past events, but
More informationStrategic Planning. Strategic Planning
4 Strategic Planning Strategic Planning 1 4 TABLE OF CONTENTS Strategic Planning 3... What is Strategic Planning? 3... Why do Strategic Planning? 4... Assessing Your Strategic Planning 5... Developing
More informationBuilding and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP
Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industry
More informationWHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started
7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management
More informationHR Trends & Priorities for 2012. McLean & Company 1
HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership
More informationEMA Service Catalog Assessment Service
MORE INFORMATION: To learn more about the EMA Service Catalog, please contact the EMA Business Development team at +1.303.543.9500 or enterpriseit@enterprisemanagement.com The IT Service Catalog Aligning
More informationSLDS Workshop Summary: Data Use
SLDS Workshop Summary: Data Use Developing a Data Use Strategy This publication aims to help states detail the current status of their State Longitudinal Data System (SLDS) data use strategy and identify
More informationANALYTICS & CHANGE KEYS TO BUILDING BUY-IN
ANALYTICS & CHANGE KEYS TO BUILDING BUY-IN by Ezmeralda Khalil Principal Katherine Wood Susan Michener Many organizations are poised to take full advantage of analytics to drive mission and business success
More informationCascading KPIs using the 9 Steps to Success
Cascading KPIs using the 9 Steps to Success BSA uses the proven, disciplined framework, Nine Steps to Success, to systematically develop, implement, and sustain a strategic scorecard systems (see Figure
More informationStrategic Planning Guide
Planning Guide Social Enterprise Start-Up Tool Kit Emily Bolton, Enterprise Development Manager, 1 Plan Process Clarity Priorities Resource Implications Performance Metrics Objective To develop a concrete
More informationITPMG. IT Performance Management. The Basics. January 2006. Helping Companies Improve Their Performance. Bethel, Connecticut
IT Performance Management The Basics January 2006 IT Performance Management Group Bethel, Connecticut Major failures in business come not so much from unmet goals, as from lack of response to unforeseen
More informationStrategic Business and Operations Framework Understanding the Framework June 30, 2012
Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Table of Contents The Pathway to Success: The Strategic Business and Operations Framework... 3 What is the Strategic
More informationStrategic Planning (in nonprofit or for profit organizations)
Strategic Planning (in nonprofit or for profit organizations) Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997 2008. Adapted from the Field Guide to Nonprofit Strategic
More informationTechnical Management Strategic Capabilities Statement. Business Solutions for the Future
Technical Management Strategic Capabilities Statement Business Solutions for the Future When your business survival is at stake, you can t afford chances. So Don t. Think partnership think MTT Associates.
More informationLeadership Framework for Strategic Management of Recognition and Reward Programs. SodexoMotivation.com
Leadership Framework for Strategic Management of Recognition and Reward Programs A Leadership Framework for Strategic Management of Recognition and Reward Programs Rachel S. Permuth, PhD, MSPH - Sodexo
More informationITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program
IT Performance Management: The Framework Initiating an IT Performance Management Program February 2007 IT Performance Management Group Bethel, Connecticut Executive Summary This Insights Note will provide
More informationLeveraging UX Insights to Influence Product Strategy
Leveraging UX Insights to Influence Product Strategy Frank Guo, PhD Many UX researchers and analysts aspire to influencing not only design implementation, but also product strategy. However, it is rather
More informationBuilding for the future
Building for the future Why predictive analytics matter now William Gaker Goals for today Growth and establishment of the people analytics field Best practices for building a people analytics function
More informationStrategic solutions to drive results in matrix organizations
Strategic solutions to drive results in matrix organizations Copyright 2004-2006, e-strategia Consulting Group, Inc. Alpharetta, GA, USA or subsidiaries. All International Copyright Convention and Treaty
More informationBusiness Process Outsourcing Talent & Organization Masters of the mix. By Michael J. Salvino, Walter G. Gossage and Mary Lacity
This article originally appeared in the 2013, No. 1, issue of The journal of high-performance business Business Process Outsourcing Talent & Organization Masters of the mix By Michael J. Salvino, Walter
More informationAfro Ant Conversation. Change Management Return on Investment 3 April 2014
Afro Ant Conversation Change Management Return on Investment 3 April 2014 Overview This report documents the information gathered at the Afro Ant Conversation held on the 3 rd of April 2014 on the topic
More informationIntegrated Risk Management:
Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)
More informationSpeaker. Joni Pulido-Ferrier Value Advisor Expert HR Line of Business Value Engineering Australia, Pacific Japan, SAP
Speaker Joni Pulido-Ferrier Value Advisor Expert HR Line of Business Value Engineering Australia, Pacific Japan, SAP 2 SuccessFactors Proprietary and Confidential 2014 SuccessFactors, An SAP Company. All
More informationWe create chemistry. Our corporate strategy
We create chemistry Our corporate strategy The BASF story Ever since our foundation in 1865, we have been evolving to respond to the world around us. As we look ahead at how we as a company contribute
More informationNonprofit Consultants: How to Choose Them, How to Use Them by Alison Buttenheim
Nonprofit Consultants: How to Choose Them, How to Use Them by Alison Buttenheim So you think you need a consultant? Maybe your board has asked you to create a strategic plan for the next three years. Perhaps
More informationHow to Write a Marketing Plan
How to Write a Marketing Plan A Cowley Associates ebook Marketing is like all things in life. You can just wing it and be spontaneous. Or, you can plan things out ahead of time and have control over what
More informationDigital Customer Experience
Digital Customer Experience Digital. Two steps ahead Digital. Two steps ahead Organizations are challenged to deliver a digital promise to their customers. The move to digital is led by customers who are
More informationCritical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success
Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4
More informationFinal. North Carolina Procurement Transformation. Governance Model March 11, 2011
North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes
More informationStrategic Planning Frameworks: Choosing What Fits Your Organization
Strategic Planning Frameworks: Choosing What Fits Your Organization While you wait What do you think of when you hear someone use the term strategic planning? Take a note card and jot down one or two thoughts.
More informationSuccessful Project Management to Achieve Corporate Strategy Engineers Australia Middle East Interest Group Adel Khreich January 2011
Successful Project Management to Achieve Corporate Strategy Engineers Australia Middle East Interest Group Adel Khreich January 2011 About Institute of Management A Division of Blue Visions Management
More informationTania Sayers, Chief Financial Officer, SOLAFT
The QAD Customer Engagement Process allows us to leverage the value of our ERP investment over time and QAD continues to work closely with us today to ensure we are on track for tomorrow. CUSTOMER CASE
More informationMaximizing the ROI Of Visual Rules
Table of Contents Introduction... 3 Decision Management... 3 Decision Discovery... 4 Decision Services... 6 Decision Analysis... 11 Conclusion... 12 About Decision Management Solutions... 12 Acknowledgements
More informationHow Technology Supports Project, Program and Portfolio Management
WHITE PAPER: HOW TECHNOLOGY SUPPORTS PROJECT, PROGRAM AND PORTFOLIO MANAGEMENT SERIES 4 OF 4 How Technology Supports Project, Program and Portfolio Management SEPTEMBER 2007 Enrico Boverino CA CLARITY
More informationImproving Business Insight
Improving Business Insight A GUIDE FOR SMALL AND MID-SIZED BUSINESSES Why Does Understanding Business Data Matter for Your Company? You know your business better than anyone else, and making decisions
More informationTech-Clarity Insight: Top 5 Misconceptions about Innovation Management Software
Tech-Clarity Insight: Top 5 Misconceptions about Innovation Management Software Busting Myths to Improve Innovation, Time to Market, and Profitability Tech-Clarity, Inc. 2013. Table of Contents Executive
More information6 Essential Characteristics of a PLC (adapted from Learning by Doing)
6 Essential Characteristics of a PLC (adapted from Learning by Doing) 1. Shared mission, vision, values, goals Educators in a PLC benefit from clarity regarding their shared purpose, a common understanding
More informationThree things managers must do to make the most of cognitive computing by Ryan Shanks, Sunit Sinha and Robert J. Thomas
Managers and machines, unite! Three things managers must do to make the most of cognitive computing by Ryan Shanks, Sunit Sinha and Robert J. Thomas Intelligent machines are poised to dramatically shift
More informationCustomer Relationship Management: Tool or Philosophy?
Customer Relationship Management: Tool or Philosophy? A system cannot understand itself. The transformation requires a view from outside. - W. Edward Deming CRM a general perspective: A successful CRM
More informationLeadership Development Catalogue
The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills
More informationFORGE A PERSONAL CONNECTION
ONLINE REPORT SPONSORED BY: SNAPSHOT: FORGE A PERSONAL CONNECTION EMPLOY CRM IN HIGHER EDUCATION TO STREAMLINE AND SOLIDIFY STUDENT RECRUITING AND RETENTION. INSIDE P2 DEPLOY AN INTEGRATED CRM SYSTEM P3
More informationDOES YOUR TALENT SUPPLY CHAIN MEASURE UP?
DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? APPLYING ADVANCED DATA ANALYSIS TO YOUR HUMAN RESOURCE NEEDS TOM TISDALE IT skills: 8.3 Reliability: 6.4 Affordability: 3.0 Engineering skills: 7.3 Reliability:
More informationKey Drivers of Analytical Maturity Among Healthcare Providers
Key Drivers of Analytical Maturity Among Healthcare Providers January, 2015 Written by: International Institute for Analytics Sponsored by: Executive Summary Firms of all shapes and sizes today are confronted
More informationSTRATEGIC PLANNING 1. 1 Excerpt from unpublished TANNA Branch Manual, as an activity under the Tanzania Nursing Initiative
STRATEGIC PLANNING 1 Strategic planning is the core of the work of an organization whether at the branch or national level. Without a strategic framework you don t know where you are going or why you are
More informationMake Global Recruiting a Winning Strategy
Make Global Recruiting a Winning Strategy A ManpowerGroup TM Solutions White Paper Make Global Recruiting a Winning Strategy Today s global workforce is on the move like never before. Macro-economic forces,
More informationSuccessful elearning Business
10 Critical Components for a Successful elearning Business presented by elearning is a Critical Business Strategy What Nonprofits and Associations Need to Know You have the content. You have the membership.
More informationAgile Master Data Management A Better Approach than Trial and Error
Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are
More informationBENEFITS OF SHAREPOINT ALM IN PRACTICE. whitepapers
whitepapers BENEFITS OF SHAREPOINT ALM IN PRACTICE A set of practical insights on the benefits of using application lifecycle management in SharePoint or Office 365 projects In our organization, we believe
More informationLeading Practices in Business Transformation
Leading Practices in Business Transformation Stick To The Game Plan Business Transformation Conference October 2013 While the typical risks and challenges seem intuitive, why do business transformation
More informationChapter 6: Develop a Stakeholder Engagement Strategy
Chapter 6: Develop a Stakeholder Engagement Strategy Questions from Diagnostic Tool Have we created core messages for our adoption and implementation plan? Have we identified the stakeholders whose support
More informationOnboarding. Design Build Attract
Onboarding Design Build Attract The most critical time in an executive s career is the first 100 days in a new role. Executives promoted or hired into new roles are expected to not only find their way,
More informationMarketing research and strategic planning for private equity portfolio companies. MMR delivers practical solutions focused on revenue growth.
Why MMR? The MMR process builds a platform of current market data, organizes it, and involves key managers in the analysis to collectively reach conclusions and map out a plan. We believe that these are
More informationCustomer Experience Strategy
Customer Experience Strategy 2012 2017 Strategy owner: Executive Director Customer Services Customer Experience Strategy Feb 2013 v1.2 1 Defining and implementing a new Customer Experience strategy The
More informationSYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN
SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN These are extraordinary times for higher education and for students aspiring to succeed in a rapidly changing world. Technology is affecting the way we learn
More informationCapital Campaign Clinic
ANNUAL MEETING HANDOUT Capital Campaign Clinic A team of consultants and practitioners shared stories from successful capital campaigns, with break-out sessions addressing approaches to the Planning, Quiet,
More informationEffective Workforce Development Starts with a Talent Audit
Effective Workforce Development Starts with a Talent Audit By Stacey Harris, VP Research September, 2012 Introduction In a recent survey of CEO s, one in four felt they were unable to pursue a market opportunity
More informationQuarterly Performance Review of the Arizona Education Learning and Accountability System: AELAS
Quarterly Performance Review of the Arizona Education Learning and Accountability System: AELAS Submitted to the Arizona Department of Education by WestEd and CELT Date: October 2015 Table of Contents
More informationAdopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery
Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary
More informationCHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY
CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY SUBSECTIONS Eight Steps of Organizational Team Member Empowerment Creating a New Culture Planning for Teamwork Actions MODULE TIME: 2 hours 15 minutes
More informationKey Steps Before Talking to Venture Capitalists
Key Steps Before Talking to Venture Capitalists Some entrepreneurs may not be familiar with raising institutional capital to grow their businesses. Expansion plans beyond common organic growth are typically
More informationKey Steps to Implementing Performance Management
Key Steps to Implementing Performance Management Key Steps to Implementing Performance Management COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for
More informationTouch Points Touch Points Step 1 Spend Areas Step 2 Creating and Developing a Sourcing Team Executive Sponsorship
Strategic Sourcing: A Step-By-Step Practical Model Robert J. Engel, Vice President-Project Services The Procurement Centre 713-623-0111 Ext. 224; bengel@tpc-usa.com 89 th Annual International Supply Management
More informationST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016
ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the
More informationGlossary of Strategic Planning Terms
Glossary of Strategic Planning Terms The following list includes many of the most common terms used in strategic planning. Many planners might have a different interpretation of a particular term, especially
More informationHow to Succeed. Marketing Automation. A Change Management Lesson Plan. with
How to Succeed with Marketing Automation A Change Management Lesson Plan 1 Introduction Implementing a marketing automation solution is just the beginning to achieving marketing greatness. You need to
More informationConsulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers
Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage
More informationHow To Change A Business Model
SOA governance and organizational change strategy White paper November 2007 Enabling SOA through organizational change Sandy Poi, Global SOA Offerings Governance lead, associate partner, Financial Services
More informationPerformance Dashboards: Speedometer and Odometer for Social Enterprise Presented at SEA 10 th Gathering, New Orleans, LA
Performance Dashboards: Speedometer and Odometer for Social Enterprise Presented at SEA 10 th Gathering, New Orleans, LA April 17, 2009 David Derryck, Business Partnerships Manager Samra Haider, Enterprise
More informationBegin Your BI Journey
Begin Your BI Journey As part of long-term strategy, healthcare entities seek opportunities for continuous improvement in order to meet the changing needs of their patients while also maintaining compliance
More informationTransforming study start-up for optimal results
Insight brief Transforming study start-up for optimal results A holistic, data-driven approach integrating technology, insights and proven processes to position clinical trials for ultimate success Up
More informationEmpowering your team, investment program and mission
Outsourced CIO solutions NONPROFITS Empowering your team, investment program and mission I don't love this sky diving theme for this particular brochure - what about something like a crew team? Basically,
More informationBUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors
BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate
More informationJob description - Business Improvement Manager
Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for
More information04 Executive Summary. 08 What is a BI Strategy. 10 BI Strategy Overview. 24 Getting Started. 28 How SAP Can Help. 33 More Information
1 BI STRATEGY 3 04 Executive Summary 08 What is a BI Strategy 10 BI Strategy Overview 24 Getting Started 28 How SAP Can Help 33 More Information 5 EXECUTIVE SUMMARY EXECUTIVE SUMMARY TOP 10 BUSINESS PRIORITIES
More informationBriefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24
Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding
More informationSTRATEGIC PLAN 2015 FUTURE. ENVISIONED.
FUTURE. ENVISIONED. TABLE OF CONTENTS Setting the Foundation...4-5 Toastmasters Core Ideology Toastmasters International, District & Club Mission, Core Values, Brand Position & Promise...6-7 Envisioned
More information7 Steps for a Successful Salesforce Implementation
7 Steps for a Successful Salesforce Implementation Salesforce can integrate all of your nonprofit s business processes into one system. You might be interested in a case management system, a better way
More informationSTRATEGIC PLANNING: A TEN-STEP GUIDE *
STRATEGIC PLANNING: A TEN-STEP GUIDE * I. IMPORTANCE OF PLANNING There is broad agreement among nonprofit leaders and experts that planning is a critical component of good management and governance. Planning
More informationHow To Buy A Crm Solution
CRM Buying Guide: 7 Steps to Making a CRM Purchase Decision Updated - Winter 2006 PAGE TABLE OF CONTENTS 7 Steps to Making a CRM Purchase Decision 2 Introduction Step 1: Define Your CRM Requirements and
More informationTransformation. Fueling Supply Chain. Predictive analytics energizes dynamic networks. By Can A. Dogan, Frode Huse Gjendem, and Jade Rodysill
Fueling Supply Chain Transformation Predictive analytics energizes dynamic networks By Can A. Dogan, Frode Huse Gjendem, and Jade Rodysill 38 July/August 2011 APICS magazine As companies fight for competitive
More informationSERENIC NAVIGATOR. Customizable ERP Solution for Advanced Nonprofit and Public Sector Requirements.
SERENIC NAVIGATOR Customizable ERP Solution for Advanced Nonprofit and Public Sector Requirements. Integrated Serenic Solutions: AwardVision Advanced Grant Management Solution BudgetVision Entire Budget
More informationEMAIL MARKETING TRENDS B2B BENCHMARKS FOR 2015
EMAIL MARKETING TRENDS B2B BENCHMARKS FOR 2015 FIND. NURTURE. CONVERT. Research Conducted by Ascend2 in Partnership with Dun & Bradstreet NetProspex OVERCOMING THE MOST CHALLENGING OBSTACLE TO EMAIL SUCCESS.
More informationFAILURE TO LAUNCH: Why Companies Need Executive Onboarding
FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding Employee onboarding is beginning to receive the attention its due, as more companies
More informationChange Management. This resource guide answers eight of the questions most frequently asked of LCE subject matter experts in change management.
Frequently asked questions SERIES: This resource guide answers eight of the questions most frequently asked of LCE subject matter experts in change management. Life Cycle Engineering 2013 www.lce.com QUESTION
More information