13. Cindy Pearson
VP & COO
BC Technology Industry Association
cpearson@bctia.org
Hinweis der Redaktion
Review your corporate strategic plans, if none exist meet with your executive team to gain an understanding of the key strategic priorities.
Know your market, with a bit of digging around you are guaranteed to find studies that will help identify the overarching strategy for your community and therefore your organization.
How entrepreneurial is your organization?
Do you have the ability to be a game changer?
Question:
What are some of the game changing activities you have executed
Program summaries for all programs, current and future, will keep you on track and save money.
Include the purpose, goal, strategic alignment, financial impact, expected impact on the organization, and your customers.
Answer these questions
What are the critical success factors?
What is the differentiator or uniqueness quotient
Who are your strategic partners in delivery
How does the program align with your corporate strategy AND fit the needs of your community
Hint: Applying this process to past programs will build a valuable historical knowledge base and avoid costly mistakes in the future.
Using a consistent evaluation approach allows for factual, informed decision making.
The building of this knowledge base enables the organization to address problem areas, make corrections and avoid making similar mistakes in the future.
Do they meet the goals according to the original scope
What do your customers say – attendees, sponsors, funders
How much effort does it take to deliver
Using a consistent evaluation approach allows for factual, informed decision making.
The building of this knowledge base enables the organization to address problem areas, make corrections and avoid making similar mistakes in the future.
Do they meet the goals according to the original scope
What do your customers say – attendees, sponsors, funders
How much effort does it take to deliver
Not all programs will be a success, be prepared to correct the course when required.
Programs not linked to corporate strategy add no measurable value to the organization in the long term and as such should be reviewed.
Status Quo is never an option
Sponsor trap – sponsors are happy and therefore no change is required
Take action and terminate programs that do not meet minimal success factors regardless of their linkages to corporate strategy
Termination saves the organization money, resources, time and possibly lost members.
Not all programs will be a success, be prepared to correct the course when required.
Programs not linked to corporate strategy add no measurable value to the organization in the long term and as such should be reviewed.
Status Quo is never an option
Sponsor trap – sponsors are happy and therefore no change is required
Take action and terminate programs that do not meet minimal success factors regardless of their linkages to corporate strategy
Termination saves the organization money, resources, time and st members.
Charles Duell, Director of the US Patent Office, 1899
Out-of-the box thinking requires an openness to new ways of seeing the world and a willingness to explore.
Out-of-the box thinkers know that new ideas need nurturing and support and accept the risk of acting on them
Having an idea is good but acting on it is more important.
And don’t forget … Results are what count.
