Utilizing Enterprise Thinking

1. Utilizing Enterprise Thinking Presented by Alison Blank NYU School of Continuing and Professional Studies December 18, 2004

2. Putting Enterprise Thinking into Action • As an Assistant Account Executive, I can apply Enterprise Thinking in several different ways: • Redefining • Critical Path Method • Nightly Time Management

3. What is Redefining? • A management leadership tool to always find a better way to discover new competitive, mega advantages by redefining challenges, problems, and opportunities • How do we apply this to our problem/challenge?

4. S1 – Statement of Challenge • “Our invoices are past due” • Our statement should answer these questions below:

5. Clear Statement of Challenge • Our problem is not our problem! • The Clear Statement of Challenge: • “We have lost 25% of vendors because our invoices are past due”

6. S2 – Reframe the SOC • “Should” Statement • The Agency should not be losing 25% of our vendors due to late invoices • “What Would It Take?” Statement • What would it take for the Agency to pay its invoices on time and retain our vendors?

7. S3 – Scan for Solutions • Define the ultimate end • We need to pay our invoices on time and increase vendor retention by 35%

8. S3 – Scan for Solutions • Scanning Tools • Survey our employees • Hold interviews with our vendors to determine what they need most from us • Hire an outside consultant to analyze and provide solutions

9. S4 – Redefine Solutions • AHAs! • We have exceeded our storage space for paperwork and files • Our mailroom is short on staff, delaying the delivery of interoffice mail (from 2 days to now 5 days)

10. S4 – Redefine Solutions • The Narrowed Down Solution • Keep in mind… • The best solution may not be your best solution • There is more than one right answer • There is always a better way • Less is always more • Use the simplest form

11. S4 – Redefine Solutions • Our Solution: • Create electronic invoice processing system within our Office applications to monitor, approve and pay invoices

12. S5 and S6 – Test Solution • Small Scale • Implement system throughout finance only for a 30-day trial basis • Revisit and revise as needed • Large Scale • After tweaking the system, have finance guide and train employees on usage

13. S7 - Implementation • Officially rollout system firm wide

14. S8 – Post Review • What works? • What doesn’t? • Is vendor retention up? If so, by how much? • Have we acquired any new vendors as result of our efficiency?

15. Critical Path Method

16. The Situation • Many of the pieces we produce at the Agency are enhanced through the inclusion of stock photography • Each piece usually contains between 2-8 images on average • This aspect of a project often goes off course, and can lead to serious consequences, including: • Failure to license the chosen image(s) on time • Releasing an unfinished printer file • Incurring additional costs

17. The Current Art Buying Process • Present art recommendations to Client, price images and receive approval to license art (3 days per image) • Studio downloads art (1-2 days) • Production sends art package out for retouching (2-3 rounds per image, up to 7 business days) • Images are placed in mechanical files for print

18. What’s Our Critical Path? • Retouching! • Art cannot be used without retouching • Depending on the extent of work needed, we can wait almost 7 business days for the images to be ready! • Result – Failing to place art in the printer files on time, and releasing files with art marked FPO (for position only) • The print vendor will have to place the art, leaving room for error and incurring additional costs

19. How Do We Improve This Plan? • By creating a CPM Chart, we can: • Better plan for a project’s completion • Prepare the team in advance for what our deliverable is • Avoid excessive meetings/e-mails regarding process

20. License and download art in the Studio 3 DAYS Retouch images as necessary 7 DAYS or LESS Retouch images as necessary 7 DAYS or LESS Retouch images as necessary 7 DAYS or LESS Place art and release 1-2 DAYS Place art and release 1-2 DAYS Place art and release 1-2 DAYS Present art recommendations to Client with pricing based on quantity and drop date 3 DAYS CPM Chart

21. Using a CPM Chart • We can plan ahead for extended rounds of retouching and still place art that is ready for print • Lessen chance of error at printing vendor

22. Nightly Project Management

23. How Do We Manage Projects? • Currently, we regroup each day at 10:00am to discuss our game plan, i.e., what’s supposed to happen today and what didn’t happen yesterday • We use a “Hot Sheet” (distributed via e-mail) to list our project status, as well as any other “tasks” that may need to be completed

24. What’s Wrong with This Method? • The problem • These discussions often lack structure, leaving the team with little focus for the day ahead • Lack of communication is also an issue, as Hot Sheets are not always updated • In order to take a more strategic approach, we can implement Nightly Project Management

25. Solution – Nightly Project Management • “Plan Your Day the Day Before” • We’ve learned that by planning the day before, Nightly Project Management can help us to : • Streamline workload • Decide where to put the most time in • Maximize productivity and efficiency

26. Implementing Nightly Project Management • By regrouping the night before, we can create individualized custom “Hot Sheets,” as opposed to one master list • Each member of the team can have their own custom list of projects and tasks, placed in priority order throughout the course of the work day

27. Benefit of Nightly Project Management • Each team member knows their individual role and responsibilities • We can try to proactively prevent “I thought you were doing that!” and “That was due when?” from happening • Regrouping the night before with our boss will: • Keep him informed of our progress • Allow opportunity for him to implement management strategy, should he have concerns about our choice of projects or prioritization

28. Thank You!