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Transcript: IS STRATEGIC ROADMAP IS STRATEGIC ROADMAP The purpose of the IS Roadmap is to provide a single view of the strategic direction of the Information Services Department. The Roadmap: Aligns our work and how we do it (e.g., resources, budget) Help each IS staff member understand priorities and goals Promotes communicating to the Executive team and WestEd staff Making our colleagues happy and productive in their use of IT and enabling WestEd to improve education. IS Mission Statment MISSION STATEMENT Where will we focus our resources? STRATEGIC OBJECTIVES STRATEGIC OBJECTIVES Investigate and apply new technologies to find creative solutions that enhance the way staff work and serve their clients. INNOVATION INNOVATION Help WestEd and IS maximize productivity by creating more effective and efficient business/work processes. Productivity Productivity Ensure that our infrastructure and data are resilient, secure, and optimized. Stability Stability Provide expertise and help to individuals and groups so they can be successful. SUPPORT SUPPORT Increasing staff's comfort and ability to embrace technology in their own work and with their clients. Learning in the digital age Learning Innovation Areas of Focus: 1 – Apply technology to meet needs 2 – Leverage emerging technology 3 – Collaborate with Programs Innovation Investigate and apply new technologies to find creative solutions that enhance the way staff work and serve their clients. Apply technology solutions to address user needs and business requirements. Example projects: Extranet Development environment CACHE Area of Focus #1: Apply technology to meet needs Innovation Investigate and apply new technologies to find creative solutions that enhance the way staff work and serve their clients. Find/discover new technology solutions and analyze good applications to use it. Example projects: Artifical Intelligence Web Components Unified Communications SW defined networks Area of Focus #2: Leverage emerging technologies Innovation Investigate and apply new technologies to find creative solutions that enhance the way staff work and serve their clients. Establish partnerships with programs to explore new directions and/or emergent areas of work supporting project goals. Example project: State of the States and Assessment System Visualizer (data visualization) Area of Focus #3: Collaborate with Programs Innovation Investigate and apply new technologies to find creative solutions that enhance the way staff work and serve their clients. Productivity Areas of Focus: 1 – Agency process improvement 2 – Program process improvement 3 – IT process improvement 4 – Personal productivity Productivity Help WestEd and IS maximize productivity by creating more effective and efficient business/work processes. Combine process improvement with technical solutions to improve agency internal business processes. Example projects: HRIS Procurement (LanDesk) Project Lifecycle (CRM, Project Review) Area of Focus #1: Agency process improvement Productivity Help WestEd and IS maximize productivity by creating more effective and efficient business/work processes. Combine process improvement with technical solutions to improve program/projects' ability to support clients. Example projects: NCSI (Saleforce TA app) Area of Focus #2: Program process improvement Productivity Help WestEd and IS maximize productivity by creating more effective and efficient business/work processes. Optimize processes (sometimes aided by technical solutions) to improve IS department workflow. Example projects: Agile Tech Gov Tech/Dev guidelines Testing and continuous integration Area of Focus #3: IT process improvement Productivity Help WestEd and IS maximize productivity by creating more effective and efficient business/work processes. Boost individual efficiency and productivity and increase employee engagement through new technological solutions. Example projects: Collaboration tools Video Conferencing Instant messaging Area of Focus #4: Personal productivity Productivity Help WestEd and IS maximize productivity by creating more effective and efficient business/work processes. Stability Areas of Focus: 1 – Business continutiy/disaster recover 2 – Security/compliance 3 – System moderization STABILITY Ensure that our infrastructure and data are resilient, secure, and optimized. Ensure that WestEd can continue to operate in case of serious incidents or disasters and recover to an operational state within a reasonably short period. Example projects: Data center redundancy DR Vegas Dual network connections Area of Focus #1: Business continuity/ disaster recovery STABILITY Ensure that our infrastructure and data are resilient, secure, and optimized. Protect WestEd information assets - data, documentation, networks, applications, and systems - from unauthorized access, alteration, or destruction. Example projects: Onelogin Encryption Box security Endpoint management Antivirus (Sophos) Area of Focus #2: Security / compliance
Transcript: Republic of the Philippines UNIVERSITY OF RIZAL SYSTEM Morong, Rizal GRADUATE SCHOOL PROMOTE ICT ACCESS
Transcript: LTG PASSIONATE LEARNERS Sense of Curiosity Zest for Learning Desire to Improve Strong self-belief Personal motivation Growth mindset Complex problem solving Crtitical thinking Creativity People management Confident Person Self-directed Learner Concerned Citizen Active Contributor ST 1: Provide a forward-looking instruction programme for engaged and deep learning Beyond learning for grades to learning for mastery Beyond learning in school, to learning everywhere, throughout life Beyond learning for work, to learning for life, with spirit and purpose ST G 1.1 Developing students who are CURIOUS, IMAGINATIVE and INNOVATIVE STG 1.2 Motivating students to achieve academic success ASSESSMENT iNNOVATIVE curriculum using Active Learning foster joy in learning nurture entrepreneural dare refresh the Singapore spirit Strategic Roadmap
Transcript: Stephen Scoblic Strategic Road Map Framework Framework Assignment: Increase Revenue Elevate Team Performance Solution: Needs Finding Strategic Road Map Kick-Off and Management 1 STEP Needs Finding: STEP 1 Team Research App Research Business Model Research Team/ Leadership Questionnaire Interview Team and Key Stakeholders Examine On-boarding Flow Best Practices Define Problems/ Pain Pain Points Define Goals/ Success Team Research Topics On-boarding: Pain Points, Inefficiencies Opps for Automation? Adoption/ Engagement: Good, Blockers, etc. Bugs, Issues, Feature Requests Time Spent: Onboarding/ Value Add/ Renewals/ Expansion/ Issue Resolution Goals clearly defined? Suggestions Questions Team Questionnaire STEP 2 Strategic Road Map: Beta Plan One-On-One's Finalize Plan/ Obtain Buy-In 2 STEP Define Problems and Opportunities List Goals Detail Strategy Detail Tactics Develop Timeline/ Milestones Define Success - KPI’s, NPS, Etc. Beta Plan STEP 3 Kick-Off and Management: Strategic Roadmap Management Style Elevate Rep Skills Resources Needed 3 STEP Psychologically Safe Environment Guidance Accountability Communication 'Why' Management Style One-on-One’s Joining Calls Education Sessions Tracking Performance Workflow Optimization Time Management Quarterly Bonuses Elevate Rep Skills Total Revenue, Increase/ Decrease Retention Target 95% Adoption Rate Increase Engagements/ Transfers Shortened Onboarding Time Renewal Rate Number and Scale of Upsells Tracking Performance Intercom Meetings w/ PM, Mkting, UX/UI CRM Efficient Comms Tool Centralization of Docs Easy Access Knowledge Base/ Wiki Stipend for Activities Resources Goal Strategy and Tactics Timeline/ Milestones KPI's Strategic Roadmap Example Roadmap Assignment: Increase EPM Team Revenue Solution Needs Finding Strategic Roadmap Kick Off and Management Conclusion Conclusion Core Strategies Reduce Time to Value Increase Value Decrease Time-Per-Client Elevate Rep Skills Additional Revenue Streams
Transcript: FRM Strategic Roadmap Process and Approach Process Phase 1 October 10-11, 2019 Senior leadership undertook facilitated sessions to identify a future vision, a mid-term picture and a one-year plan. Phase one: Developing a draft Phase 2 November 2019 Large and small consultation sessions with key stakeholders. Phase two: Stakeholder engagement Topic 2 Topic 2 Subtopic 1 Subtopic 1 Subtopic 2 Subtopic 2 Topic 3 Topic 3 Text Text Pictures Pictures Topic 4 Topic 4 Map Map Chart Chart Topic 5 Topic 5 Timeline Timeline 2019 Topic 6 Topic 6
Transcript: Zero cost to Cabin Crew How? Utilising the existing software infrastructure and applications Using in-house nous and technical specialists Utilising the combined brain power of the Community of Practice (Sharepoint & Nintex) Michele Slater - Business Analyst, IT Timothy Malone - IT Business Partner, Cabin Crew Craig Petersen - Project Manager, Sharepoint and Office 365 Integration Vikas Adak - Project Manager, Sharepoint and Office 365 (technical) Christian Schieber - Project Manager, vCabin Current State Business Systems Tools/Apps The need for innovation within the Business Systems is paramount to enable the functionality of this team to keep up with; 1) the demands of a data hungry business 2) technologies available to be consumed Cabin Crew Business Systems vCabin phase 1 launched successfully, phase 2 to be progressively worked on and launched Existing reporting is Excel based and manual/macro heavy Too greater reliance on key individual ownership of excel files - succession planning hindered due to technical ability around the excel sheets Software systems (Oracle, Sabre) all exist independently of each other Minimal IT support due to lean business model What are the benefits? End Game Support For Cabin Crew: The access to forms whenever, wherever CC Admin: Automation of data entry jobs seeing increase in productivity Consistency of information Accuracy of information Historical records For Management: Better reporting functions Accurate reporting functions and dashboards Useability of dashboards Management of customer satisfaction At your fingertips data No cost, major benefits Connectivity of all company data Stabilisation confirmation required from IT as to Sharepoint functionality Direct email notification from workflows Incorporation of Office 365 to wider business group Management of vCabin to ensure consistency Sharepoint list creation on Office 365 Sabre email reverting to Sharepoint Email Creation of PowerBI dashboards for relevant management level Form creation for all non complex forms PowerApp creation for BYO devices Innovation is the process of translating an idea into a good or service that creates value for the business. Cabin Crew access to forms on their own devices (anywhere, anytime) Forms are collected on a Office 365 (O365) Sharepoint Site Workflows automate notification to relevant parties and systems (Oracle and Payroll) PowerBI is utilised as the go to function for all reporting ensuring up to the minute data analysis of data captured on the O 365 Sharepoint platform Integration of data from other systems - Sabre, vCabin, Oracle, other departmental areas Removal of key person dependencies Support by BAU IT for all the above systems What's the cost? vCabin on Cabin Supervisor/Flight Manager Ipads PowerApps (forms, surveys etc) built on O365 accessible from any device PowerBI - dashboarding up to the minute data Sharepoint - Platform to hold large amounts of data Office 365 - accessing email/sharepoint data Existing Support What are the missing links? Future State IT supported functionality - all Microsoft platform applications IT Business Partners to encourage business requests to innovate and further develop the applications available to the business Transactional support regardless of MDM or BYO devices 2017 Strategic Roadmap for Cabin Crew Innovation Initiatives
Transcript: The financing of the infrastructure from the government "loan, grants, donors" Diagnosis Implement WSP as holistic approach to engage customers. It takes around 14 months ROOT Cause Internally Presence of carrier path training system Scope of strategic planning Difference in average salary between ACs Enhance performance - HCWW has no Comprehensive IT system - Organization chart has many overlaps - Vision and Mission need upgrade (challenge-staff engagement) - List of KPIs not linked with target specific for each ACs Upgrade/existing training system/nominate every 3 years potential candidates for AC chairman position. Setup package of objectives for each ACs HCWW - PERFORMANCE -MATURITY Provide unified uniform for the workers in all ACs reflecting good impression No clear Policy to hire chairman All ACs have assets management tool. Preventive maintenance is scheduled but in many cases is not done. Coverage of sanitation 56%.....offsite sanitation Average consumption of water...... 180 l/cap/day Estimated Average NRW 30.2%...... 50:50 physical:commercial Water quality over all is acceptable. OPEX COST OF 1 m3 COMMERCIAL The HCWW has the authority over 25 ACs CASE STUDY Coordination with stakeholders Steering committee for coordination between stakeholders Setup package of objectives for each ACs according to each company situation/linked with level of credibility. Customer Oriented New Cairo Wastewater Project as PPP first project in Egypt, Reduce the time taken to response to customer complaint. It takes around 3.5 Days Train the 25 water company chairman about IWRM topic Pricing/investment policy Alexandria Financial gap= - 125 million Euro per year Low motivated staff Train customer service staff on communication skills Apply Specific awareness campaign about water quality using social media and smart application The far distance of some ACs Strategy Operation QUICK ACTIONS Net debt/EBITDA ratio = 25. EBIT/interest expenses= - 0.6. Debt/fixed assets ratio= 41%. Coverage of expenses= 85.5% Monthly meeting between the staff and chairman. Weakness Dedicate special department for large customers in 25 ACs. LOGIC TREE Financial Balance HUMAN RESOURCES Task force for the collection of arrears Establish 3 regional office for HCWW in the far ACs. Strength Utility Management effectiveness index Develop Internet platform that enable the staff to download and upload training material and study online. Monitoring and incentives for ACs related to the implementation of preventative maintenance The New unified salary system accepted by at least 70% of the employee -satisfaction Policy--PRICING--organization Main Strength (Technical) - Coverage of wastewater treatment 56% - Drinking water quality is good Financial management Weakness Strategic Road-map for Strengthening, Harmonizing, and Improving water and Sanitation Sector in Egypt Nominate every 3 years potential candidates for AC chairman position. Setup a tariff system linked with the inflation with the coordination with the stakeholders QUICK ACTIONS Context .........................................................................Egypt Affiliated companies..........................................25 AC No of population....................................................98 million No of customers.....................................................15 million Produced drinking water.... 25.1 Mm3/day....96% coverage No. of wastewater connection......................7.64 million Treated wastewater............8 Mm3/day..56% coverage LACK OF LEADERSHIP OF HCWW Time frame - target setting Provide safety equipment on the sites and train the staff on using it. Actions Establish 3 regional office for HCWW in the far ACs. Indicators HCWW has almost 125000 employees, extended all over 25 companies HCWW staff/1000 connection is 7 as an average Distribution is not fair (lack in sanitation and rural areas) The evaluation is done mainly by the direct manager There is a big gap between the salaries in different companies There is no actual concern about gender. 0 out of the 25 ACs is chaired by a female Preventive Create online platform for WQI in each AC accessible by customers Financial https://unstats.un.org/sdgs/report/2018/Goal-06/ Setup performance based policy of incentive for ACs Limited water resources Average consumption 380 l/c/day Wastewater coverage 67.4% Coverage of OPEX 137% NRW 27.1 % Highly sensitive for climate change. Nominate 20 potential chairman every 3 years through this program include 25% of females at least organization and strategy Institutional and governance Human Resources Strength ROOT Cause Main Weakness are in (Commercial and financial) due to: - The average collection coverage of bills 60% - Low water tariff - High percentage of NRW - Lack of communication with customers Luxor Loss of the leadership of HCWW Staff Motivation No automatic updated database for customers No large customer department No link between the GIS and Customer data base High
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