Strategic Planning Workshop Presented by: Jason P Aubee.

Strategic Planning Workshop

Presented by: Jason P Aubee

Agenda

Introductions– Keep it open and interactive

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 … IP Telephony Contact Center Unified Communications Collaboration Security

Support … Professional Services Managed Services Hosted Applications Virtualization Disaster Recovery

Physical Infrastructure … 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.

AvayaAPDS – Unified CommunicationsAPDS – CCACS – Implement:

Call CenterMM – MSSMM – ExchangeIP TelephonyIP Office

ACSS - SME CommunicationsACIS Avaya Aura Session Mgr & System MgrACIS CM & CM Messaging 6.0 ImplementationACIS – Mod Msg – Msg Networking & One XACIS – CM ImplementACIS – Session Manager

NortelNCDE- 3C Design ExpertNCSE - 3C Support ExpertNCDS 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 3.0NCSS 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 AdminNCTE - Converged IP NCTS - Converged IP Telephony Solutions

MicrosoftMicrosoft 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)

CiscoCisco CNA Routing & Switching/Voice/WirelessCisco CNP Routing & Switching/VoiceCisco Cert. Design Associate - DesignCisco Cert. Design Professional – DesignCisco Routing and Switching Field SpecialistCisco Express Foundation Design Specialist

JuniperJuniper 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

200+ Engineers Maintain Highest Levels of Certification

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 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: – Organizational core values or operating principles – Community Vision – Mission

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: – Relationships– Institutional Development – Governance

Agree upon key strategies to reach the goals and address key issues identified through the environmental scan. – 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 by-

annually

Q&A