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 … Physical Infrastructure …
 IP Telephony  Network Infrastructure
 Contact Center  Data Center
 Unified Communications  Structured Cabling
 Collaboration  Carrier Services
 Security

Support …
 Professional Services Our broad portfolio gives
 Managed Services us the flexibility to design,
 Hosted Applications integrate and support
 Virtualization solutions that give you a
 Disaster Recovery competitive edge.
 200+ Engineers Maintain Highest Levels of Certification
Avaya Nortel Microsoft
APDS – Unified Communications NCDE- 3C Design Expert Microsoft Certified Systems Engineer (MCSE)
APDS – CC NCSE - 3C Support Expert Microsoft Certified Systems Engineer - Security
ACS – Implement: NCDS (MCSE)
Call Center BCM 50 & BCM 200/400 Sales Engineering Microsoft Certified Professional (MCP)
MM – MSS Communication Server 1000 Rls. 4.0, 5.0 & 6.0 Microsoft Certified Technical Specialist –
MM – Exchange CallPilot Rls. 2.0, 4.0 & 5.0 Engineering Exchange (MCTS)
IP Telephony BCM50/450 Rls. 5.0 Sales Engineering Microsoft Certified Systems Administrator
IP Office Contact Center Release 6.0 (MCSA)
ACSS - SME Communications WLAN 2300 RLS 6.0 Planning & Engineering Microsoft Certified Systems Administrator
ACIS Avaya Aura Session Mgr & System Mgr VoIP Succession 1000/1000M Rls 3.0 Admin, Security (MCSA)
ACIS CM & CM Messaging 6.0 Implementation Installation & Maintain Microsoft Certified Information Technology
ACIS – Mod Msg – Msg Networking & One X VoIP Succession CSE Rls 2.0 Professional (MCITP)
ACIS – CM Implement VoIP Multimedia Comm. Server 5100 Rls 3.0 Microsoft Certified Windows Server (MCITP)
ACIS – Session Manager NCSS Microsoft Certified Windows Server Enterprise
Multimedia plus-tech support Admin (MCITP)
Nortel Communication Control Toolkit Microsoft Certified Professional (MCITP)
Juniper Software Communication System 500 Microsoft Desktop Support Technician (MCDST)
VoIP Multimedia Comm. Server 5100 Rls 3.0
Juniper Enterprise Routing Contact Center Mgr 6.0 Install & Maint.
Certified Internet Associate (JNCIA-ER) Contact Center Mgr 6.0 Tech support Cisco
Certified Internet Specialist (JNCIS-ER) Contact Center Multimedia Rls 6.0
Certified Internet Expert (JNCIE-ER) BCM50/450 Rls. 5.0 Install & Initial Config. Cisco CNA Routing & Switching/Voice/Wireless
Juniper Junos Associate (JNCIA-Junos) CallPilot Rls. 4.0, 5.0, 6.0 Install & Maint. Cisco CNP Routing & Switching/Voice
Junos Security Certified Internet Specialist (JNCIS-SEC) CallPilot Rls. 4.0 & 5.0 System Admin. Cisco Cert. Design Associate - Design
Juniper Enterprise Routing & Switching Comm. Server 1000 Rls. 4.0 & 5.0 DB Admin Cisco Cert. Design Professional – Design
Certified Internet Associate (JNCIA-EX) NCTE - Converged IP Cisco Routing and Switching Field Specialist
Juniper Firewall/VPN NCTS - Converged IP Telephony Solutions Cisco Express Foundation Design Specialist
Certified Internet Associate (JNCIA-FWV)
Certified Internet Specialist (JNCIS-FWV)
Certified Internet Associate (JNCIA-IDP)
Juniper SSL Additional Certifications In:
Certified Internet Associate (JNCIA-SSL)
Certified Internet Specialist (JNCIS-SSL) Polycom, Tandberg, Meru, Aruba, VMWare, EMC,
UAC/NAC Extreme, ACME, HP, IRIS, & APC, Lifesize
Certified Internet Associate (JNCIA-AC) Juniper
NSA WLAN
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