Executive teams

Shortly after the start-up and before the general contractor leaves the site, a meeting should be held among key members of the project execution team to obtain and document everyone s feedback on what went right, what went wrong, and what could have been done better. 

Each mentee was allocated to a mentor drawn from the executive team (including the Chief Executive and Chairman). Pairings were based on the mentee s development needs, the strengths and style of the mentor, an avoidance of direct line relationship, and geographical feasibility. 

The mentoring pairs met up roughly every other month and the lifespan of the relationship was determined by the participant s feelings about the value that they were gaining from it. The mentor s performance was regularly reviewed by the executive team, and mentees were regularly surveyed to understand the impact of the program on their needs. 

All involve stated explicit support from the owners corporate executive team. 

The usual way to proceed with a promising TOA is to write a full business plan as a preparatory step to doing the startup. Normally, TOAs do not contain sufficient market, financial, executive team, corporate structure, or corporate operational detail to launch a new business, and writing a formal business plan starts from tlie TOA and adds the necessary detail. 

The entire executive team and legal staff brought into Sportsystems in 1975 was made up exclusively of veterans of the Kennedy Justice Department—the same Kennedy Justice Department that sent the man who is now president of Intertel, Robert Peloquin, to Buffalo, to "investigate" the Emprise crime syndicate ... 

The success of a capital project now rests on the entire business team not just the project execution team. 

Audit questions are tagged with these underlying benefit and value criteria and can be aggregated into groupings for planning purposes depending upon which aspects of managing the business an executive team wishes to focus on. 

This function includes all information about the operational status and maintenance of equipment, vehicles, and facilities. Operational status refers to an availability state (in active service, ready, standby, in/awaiting maintenance, etc.), along with total time in service, time since last regular maintenance, and so on. The ERP system tracks maintenance schedules for the equipment and actual maintenance incidents, both preventive and remedial, and typically an attention list of things that may need inspection and refit. Any maintenance activities include both technical data (nature of fault, repair or change, parts installed, named services performed, etc.) and administrative data (authorization, execution team, date and time, etc.). In addition, this component tracks the schedules, labor, and work assignments of maintenance teams, external maintenance contracts and calls, and actual or assigned costs of maintenance activities. 

Setting safety policies consists of a manager developing standing safety decisions applicable to repetitive problems that may affect the safety of the organization. Policies or standards are the backbone of a structured safety system. These standards must be developed and approved by the executive team with involvement from unions and employees and would form the organization s SMS. 

Test software. Take the proven route. Software sales cycles are long and complex. To shorten them, software sales personnel sell the promise and the hope of the project to top executives, short-circuiting the sales processes. As a result, 60 percent of these projects were sold to executive teams without proper testing by their supporting IT departments. As a result, many of the technology failures were due to project commitments made by unknowing leaders to buy software that was just not ready. 

For manufacturers and retailers, supply chain is business. The S OP process aligns the organization to the business strategy. However, as shown in Figure 5.7, one of the issues is clarity of business strategy and the understanding of supply chain processes by the executive teams. 

As outlined in Figure 6.1, for today s supply chain leaders, the definition of supply chain excellence is all over the map. As a result, an important first step for the leadership team is to make a strong statement and define it for the organization. It needs to be a deliberate statement to detail "what it is and what it is not." The task then is to build a guiding coalition to achieve it. Defining supply chain excellence is job number one for the executive team. 

Top management commitment means that organizational quality cannot exist without the total commitment of the top executive team. 

In Step 2 Compromise, the goal becomes one of resolving any detailed imbalances between the supply and demand statements, to analyze the risks and costs, and then predict the results for executive review and approval. The methods involved include review of historic performance of the demand statement, review of the critical resource constraints, and an analysis of the impact of the decisions made to relieve constraints — from an economic and marketplace viewpoint. The outcomes will be an updated production plan, resource decisions that need to be made, and open issues directed to the executive team for approval, arbitration, and strategy decisions. 

When the senior supply chain executive team from Alfa Laval conducted an alignment analysis throughout the company, as exemplified in Figure 10.1, it realised there were a lot of basics to be improved. The team identified four areas where alignment improvement efforts could be focused in interactions with peers from other functions in interactions with their bosses and the Board in interactions with their teams and in their own day-to-day behaviour. Some of the mechanisms and actions defined by the team are captured in Figure 10.2, which they termed their Alignment Compass. ... 

This book was not designed to be read cover-to-cover (unless you want to, of course). Each chapter provides practical marketing techniques and tactics you can use to promote your business and generate more leads. You can pick it up and choose what chapters to read at any time. For instance, maybe this week you want to leeirn about content marketing (Chapter 6), but next week you have a meeting with your executive team and need some tips on measuring and analjdics (Chapter 20). You can pick the book up at either one of those chapters and be ready to execute without too much jumping eiround. 

So what is stakeholder buy-in, anyway You need the support of your executive team to make your dreams a recdity. Your stakeholders give you budget, help you staff, and support your program efforts. They are also the people who very ceirefully watch your successes. 

You need to plan your goals and think about your ROI numbers. Tradeshow participation is generally expensive, so your executive team will certainly want to see the return on their spending. 

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