Transcript Strategic Planning Workshop

Strategic Planning Workshop
 Presented by: Jason P Aubee
Agenda
 Introductions
– Keep it open and interactive
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Overview of Carousel Industries
Define Strategic Planning
The Process
The Output
Delivery and Sponsorship
Questions and Answers
Why We Make a Strong Partner
 A Well Managed, Stable Company
– Privately-held with 20 years of growth and profitability
– Highly regarded reputation as voice, data and video
integrator
– Customers include 35 of the Fortune 100 but range in size
from 250 employees to 2.5 million employees and more
Our solutions align with our customers’
evolving needs
Applications …
Physical Infrastructure …
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IP Telephony
Contact Center
Unified Communications
Collaboration
Security
Support …
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Professional Services
Managed Services
Hosted Applications
Virtualization
Disaster Recovery
Network Infrastructure
Data Center
Structured Cabling
Carrier Services
Our broad portfolio gives
us the flexibility to design,
integrate and support
solutions that give you a
competitive edge.
200+ Engineers Maintain Highest Levels of Certification
Avaya
Nortel
Microsoft
APDS – Unified Communications
APDS – CC
ACS – Implement:
Call Center
MM – MSS
MM – Exchange
IP Telephony
IP Office
ACSS - SME Communications
ACIS Avaya Aura Session Mgr & System Mgr
ACIS CM & CM Messaging 6.0 Implementation
ACIS – Mod Msg – Msg Networking & One X
ACIS – CM Implement
ACIS – Session Manager
NCDE- 3C Design Expert
NCSE - 3C Support Expert
NCDS
BCM 50 & BCM 200/400 Sales Engineering
Communication Server 1000 Rls. 4.0, 5.0 & 6.0
CallPilot Rls. 2.0, 4.0 & 5.0 Engineering
BCM50/450 Rls. 5.0 Sales Engineering
Contact Center Release 6.0
WLAN 2300 RLS 6.0 Planning & Engineering
VoIP Succession 1000/1000M Rls 3.0 Admin,
Installation & Maintain
VoIP Succession CSE Rls 2.0
VoIP Multimedia Comm. Server 5100 Rls 3.0
NCSS
Multimedia plus-tech support
Nortel Communication Control Toolkit
Software Communication System 500
VoIP Multimedia Comm. Server 5100 Rls 3.0
Contact Center Mgr 6.0 Install & Maint.
Contact Center Mgr 6.0 Tech support
Contact Center Multimedia Rls 6.0
BCM50/450 Rls. 5.0 Install & Initial Config.
CallPilot Rls. 4.0, 5.0, 6.0 Install & Maint.
CallPilot Rls. 4.0 & 5.0 System Admin.
Comm. Server 1000 Rls. 4.0 & 5.0 DB Admin
NCTE - Converged IP
NCTS - Converged IP Telephony Solutions
Microsoft Certified Systems Engineer (MCSE)
Microsoft Certified Systems Engineer - Security
(MCSE)
Microsoft Certified Professional (MCP)
Microsoft Certified Technical Specialist –
Exchange (MCTS)
Microsoft Certified Systems Administrator
(MCSA)
Microsoft Certified Systems Administrator
Security (MCSA)
Microsoft Certified Information Technology
Professional (MCITP)
Microsoft Certified Windows Server (MCITP)
Microsoft Certified Windows Server Enterprise
Admin (MCITP)
Microsoft Certified Professional (MCITP)
Microsoft Desktop Support Technician (MCDST)
Juniper
Juniper Enterprise Routing
Certified Internet Associate (JNCIA-ER)
Certified Internet Specialist (JNCIS-ER)
Certified Internet Expert (JNCIE-ER)
Juniper Junos Associate (JNCIA-Junos)
Junos Security Certified Internet Specialist (JNCIS-SEC)
Juniper Enterprise Routing & Switching
Certified Internet Associate (JNCIA-EX)
Juniper Firewall/VPN
Certified Internet Associate (JNCIA-FWV)
Certified Internet Specialist (JNCIS-FWV)
Certified Internet Associate (JNCIA-IDP)
Juniper SSL
Certified Internet Associate (JNCIA-SSL)
Certified Internet Specialist (JNCIS-SSL)
UAC/NAC
Certified Internet Associate (JNCIA-AC) Juniper
NSA WLAN
Additional Certifications In:
Polycom, Tandberg, Meru, Aruba, VMWare, EMC,
Extreme, ACME, HP, IRIS, & APC, Lifesize
Cisco
Cisco CNA Routing & Switching/Voice/Wireless
Cisco CNP Routing & Switching/Voice
Cisco Cert. Design Associate - Design
Cisco Cert. Design Professional – Design
Cisco Routing and Switching Field Specialist
Cisco Express Foundation Design Specialist
Strategic Planning?
 The process by which leaders of an organization
determine what it intends to be in the future and
how it will get there.
 To put it another way, it is the development of a
vision for the organization's future and
determines the necessary priorities, procedures,
and operations (strategies) to achieve that
vision.
 Included are measurable goals which are realistic
and attainable, but also challenging; emphasis is
on long-term goals and strategies, rather than
short- term (such as annual) objectives.
 Strategic planning assumes that certain aspects
of the future can be created or influenced by the
organization.
 Strategic planning involves "charting a course
that you believe is wise, then adjusting that
course as you gain more information and
experience”
The Process – Phase I
 Agree on a strategic planning process.
 Carry out an environmental scan.
 Identify key issues, questions, and choices to
be addressed as part of the strategic planning
effort.
The Process – Phase II
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Define or review the organization's values, community vision, and mission. Be sure there is consensus on why the
organization exists, what goals or outcomes it seeks to achieve, what it stands for, and whom it serves. If it has
specific mandates –things it must do or not do based on its articles of incorporation or bylaws, or long-term
contracts or grants – then these should be clearly defined. Consider beginning your strategic planning by agreeing
on the following:
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Develop a shared vision for the organization
Develop a series of goals or organizational status statements which describe the organization in a specified
number of years – assuming it is successful in addressing its mission. It is usually a short step from the vision to
goals – sometimes the statements describing the vision are essentially goal statements. It is extremely valuable to
transform the vision into a series of key goals for the organization, preferably in the form of status statements
describing the organization. For example, goals might cover a variety of categories, stated as follows:
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Organizational core values or operating principles
Community Vision
Mission
Relationships
Institutional Development
Governance
Agree upon key strategies to reach the goals and address key issues identified through the environmental scan.
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Value – Will the strategy contribute to meeting agreed-upon goals?
Appropriateness – Is the strategy consistent with the organization's mission, values, and operating principles?
Feasibility – Is the strategy practical, given personnel and financial resources and capacity?
Acceptability – Is the strategy acceptable to the Board, key staff, and other stakeholders?
Cost-benefit – Is the strategy likely to lead to sufficient benefits to justify the costs in time and other resources?
Timing – Can and should the organization implement this strategy at this time, given external factors and competing demands?
The Process – Phase III
 Develop an action plan that addresses goals
and specifies objectives and work plans on an
annual basis
 Finalize a written strategic plan that
summarizes the results and decisions of the
strategic planning process
 Build in procedures for monitoring, and for
modifying strategies based on changes in the
external environment or the organization
The Process
The Process
The Process
Understanding External Influences
 The world
around you
does not stand
still..
The Output
Sample Timeline Output
Near Term vs Long Term Elements
Near Term
 Solves an immediate need
 Is an exact solution
 Is rooted in flexibility to
allow for shifting future
demand
 Or is minimal investment
with quick ROI
 Costs are known and
justifiable
Long Term
 Is in support of business
goals
 Can be solved for in
multiple ways
– Delivery need is known
– Exact elements are
recommended but not
mandated
 Costs are order of
magnitude and
substantiated
Delivery and Sponsorship
 Keep it Simple
 Five Slides or less
 Break it down to bullets
– Link business need to deliverable
– Tie investment to corporate stated return
 Highlight the enabling technologies
– Bypass the “Infrastrucutre” discussion
 Provide the ‘Full’ plan as a leave behind
 Ask for a review cycle with sponsors at least byannually
Q&A