1 / 8

Professional Partnership Models in Enron Wholesale Services

Establishing partnership tracks, mapping roles, and defining criteria for promotion in EWS. Guidelines for commercial, strategic, professional, and technical tracks.

juanitar
Download Presentation

Professional Partnership Models in Enron Wholesale Services

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PARTNERSHIP TRACKS ENRON WHOLESALE SERVICES (EWS) January 17, 2001

  2. Mission • Establishment of Professional Partnership models within Enron Wholesale Services • Mapping of current roles/functions within organisation to the Partnership Tracks • COMMERCIAL • STRATEGIC PROFESSIONAL AND TECHNICAL • SUPPORT • Establish each Partnership Criteria to be consistently applied throughout EWS • Define Promotion Criteria at Director, VP and MD levels • Determine ‘gray functional areas’ for discussion

  3. Approach • Partnership Criteria was established for the 3 tracks • The spectrum of functions within EWS was identified • Basic assumptions and rules were applied • Model tested and ‘gray areas’ established

  4. Considerations • All positions below Manager were placed in Support Partnership Track, the premise being that at that this level the direct level of influence and impact is limited. • Functions crossed two partnership tracks, i.e., Legal, Tax; primarily seen as support role yet there were individuals who have direct impact on the creation, development or closure of a commercial deal • Entire groups may be in one partnership track but the leader of that group may be in another track • Applied to ENA, EEL and Networks only

  5. Guidelines for Mapping COMMERCIAL PARTNERSHIP TRACK • Primary purpose of role’s existence isthe generation of revenue and creation of new business • Need to demonstrate at least 3 of the established criteria to be considered for the Commercial Partnership Track • Substantial Compensation risk STRATEGIC PROFESSIONAL AND TECHNICAL • Maximising value and managing risk on the execution of commercial deals • Creates competitive advantage • Critical role in supporting commercial activities • Need to demonstrate at least 4 of the established criteria to be considered in the Strategic Professional and Technical Track • Significant Compensation Risk SUPPORT • Essential franchise functions integral to EWS business • Maintenance and mitigation of risk for commercial deals, structures and organisation • High Compensation Risk

  6. EWS Partnership Track Criteria

  7. Promotion Criteria and Compensation

  8. EWS Partnership Track Mapping

More Related