628 words, 2.3 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Liaison so that your organization is involved in Micro service architectures and Container platforms.

The big picture: Interface so that your company communicate, mitigate risks, implement solutions, take corrective actions, and keep all parties informed while maintaining the expectation of excellence.

Why it matters: Ensure your commitment to excellence and your Mission First orientation has resulted in steady growth and an expanding (internal) client base across organization departments.

What we’re hearing: “Confirm that your personnel works cross functionally to ensure the call center has the information and tools they need to successfully represent the brand and meet the programs KPIs.“, Senior Talent Manager

On the flip side: Ensure you are able to mentor team members on the various engineering practices including extreme programming, product mindset, cloud/as a service approach, and infrastructure as code.

Go deeper: Evaluate general and specific business conditions and keep executive team informed on these matters, as well as participate with other Executives in developing strategy and corporate objectives and plans for their achievement, including key investment criteria and thresholds.

Meanwhile: Make sure the (internal) customer Success organization has been on a journey to transform from a contact center driven transactional function to a true (internal) customer success center of excellence to drive long term relationships and value for your (internal) customers.

What they’re saying: “Engage in design reviews with (internal) customers and be focal point for in area (internal) customer escalations working with support and center of excellence (COE) teams.“, Sr Process Analyst, Payroll Strategy

Be smart: Build successful relationships among various Centers of Excellence (Talent Acquisition, Performance Management, Communications, and Workforce Analytics) to embed DEI into the employee life cycle.

Yes, but: Be certain that your team works with the appropriate Centers of Excellence to support strategic talent initiatives including diversity recruiting, Best People Planning, and other diversity acceleration programs.

The backdrop: Partner with DevOps and Scrum team making sure implementation plan set, capturing pre implementation steps, and post launch steps Communicate to stake holders all release scope and release readiness.

What to watch: Make sure your group works with the IT Cloud Architect and acts as a member of the CCoE (Cloud Center of Excellence) to advocate cross organizational relationships.

The bottom line: Certify your design participates in the context of your enterprise DR leadership team to ensure business outcomes are met through proper infrastructure design and testing methodologies.

What’s next: Interface so that your team works with strategic vendors and partners to review and influence product roadmaps, strategies, execute PoCs, and identify gaps and solutions.

ICYMI: Ensure you are key to shaping the vision of the team by ensuring your team operates in a frictionless environment and enabling them to identify trends and opportunities that drive operational improvements.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global

672 words, 2.5 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Safeguard that your team is depending on the position, you manage flexible work schedules.

The big picture: Be sure your operation leads the architecture practice and sets strategic direction around IaC to ensure that technology automation and orchestration is in alignment with business strategies, capabilities, and platform governance.

Why it matters: Warrant that your operation balances short term with long term (internal) client and organization needs while building and sustaining relationships with key people in the (internal) client environment.

Be smart: Align with and ensure (internal) customer Success Management team is aligned with goals of Chief (internal) customer Officer and (internal) customer Center of Excellence team.

What to watch: Collaborate with a variety of internal stakeholders including Manufacturing Excellence Managers and Leaders, Business Unit Managers, Area Process Managers and Technology SMEs to understand the context and the business need to maintain the quality of your products, improve the reliability of your plants, improve productivity, and lower production costs.

State of play: Work with the project management team and resourcing team to help prioritize automation projects, secure critical resources, and help with the smooth delivery.

Go deeper: Support the development of Deal Center of Excellence and develop best in class deal constructs, win themes, pricing and negotiation strategies, pitch material and other deal assets that can be leveraged to effectively respond to future deal opportunities.

On the flip side: Be confident that your staff identifies and directs implementation of the myriad actions required to continually develop and improve the organization and operationalize new innovation initiatives, including not only potential programmatic changes, but also impact, communications, measurement and reporting, executive oversight, and risk management activities.

Under the hood: Make headway so that your personnel coordinates planned and unplanned system outages that impact the Contact Center and end use (internal) customers both in applications and telephony touch points.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Between the lines: Ensure strong involvement in project management across a variety of People Team initiatives, especially those of systems and analysis nature, to help ensure People Team goals are completed on time with high level of operational excellence.

What they’re saying: “Manage is for managing responsibility of departments operational excellence; ensures department delivers quality services in accordance with applicable policies, procedures and professional standards.“, Group Manager, Talent Management

Yes, but: Safeguard that your strategy cts focus on delivery of both strategic and transactional services, either directly for the businesses or in support of the business advisors and centers of excellence (coes).

The bottom line: Ensure your workforce is delivering group and individual instruction and training covering a range of technical, operational, and/or management areas in a specified field.

What’s next: Confirm that your company cts focuses on delivery of both strategic and transactional services, either directly for the businesses or in support of the business advisors and centers of excellence (coes).

ICYMI: Ensure your organization makes sure the Robotic process flows is aligned to Robotics Center of Excellence established operational model, governance, development and testing standards and deployment model.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global

624 words, 2.3 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Conduct audits of all services providers to maintain highest standards of compliance.

The big picture: Assure your personnel champions Intelligent Automation support strategy and requirements with IT and other downstream partners throughout the lifecycle of the agile project management.

Why it matters: Guide research of the competitive landscape, from both a plan sponsor and consumer perspective, and incorporates learnings into a segment product and solution strategy.

Under the hood: Partner with People Group Centers of Excellence to consider new trends and ongoing complex business issues while leveraging data and analytics to unearth practical and efficient solutions.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

State of play: Make sure your operation is involved in the design and deployment of new systems and processes with an emphasis on continuous process improvement.

What we’re hearing: “Ensure your design participates in operational excellence initiatives and projects to drive a culture of continuous improvement to achieve site operational excellence goals.“, Manager – Colleague Strategic Partner

Be smart: Partner with key stakeholders to design processes underpinned by key design principles, policies, accountability matrices and clear handoffs to enable optimal delivery models via center of excellence and shared service centers.

The backdrop: Make sure the Principal Engineer is an experienced full stack and platform engineer with broad infrastructure knowledge manage building a collaborative and cohesive strategy.

Between the lines: Make sure your personnel is involved in executing and/or coordinating tasks across all phases of the lifecycle, including scope and scheduling definition, risk and issue management, cross team coordination, regular status reporting, and oversight of delivery team to support technical solutions.

Go deeper: Establish that your team produces program reporting and analytics to provide program team and HR functional leaders with insight into the effectiveness of the programs and areas of improvement.

Yes, but: Establish a continuous improvement plan for Cloud Operations, including technology reviews, root cause analysis, action reports analysis, and cloud portfolio review to ensure adequate infrastructure to provide a suitable operating environment(s) for critical applications.

Meanwhile: Make sure the Data Governance Product Manager is responsible for the execution and maintenance of the data governance and stewardship practice for the Data Intelligence Center of Excellence.

The bottom line: Be confident that your process models and creates an environment of accountability for the organization, peer groups and leaders by setting clear performance objectives in support of business outcomes.

What’s next: Be confident that your group is fostering a culture of innovation, strategy, and delivery excellence through strong business acumen, deep recruiting expertise, a commitment to learning.

ICYMI: Certify your organization works with business partners and fosters multidisciplinary collaboration to both create business cases and ensure the deployment of solutions that engage internal and external stakeholders and address their needs.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global

611 words, 2.3 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Oversee that your operation takes returns and offers options based on (internal) clients needs.

The big picture: Be sure your staff partners with the (internal) customer Relationship Managers to maintain Heat Maps and develop the required SLAs for new services provided by your Centers and/or vendors to (internal) customers.

Why it matters: Guarantee your design is developing and administering employee benefits; building a program that addresses the needs of the most employees possible while keeping to a budget.

Between the lines: Work in close partnership with the Local Market Product Management organization and other teams across Commercial Product to share segment-specific priorities, understands the breadth of offerings being developed/managed, and assesses segment-driven applicability.

How it works: Liaison so that your staff collaborates with (internal) client RE, Project Management and Facility Managers for service excellence in execution of all activity types.

Yes, but: Lead servicing and readiness efforts related to new promotions and/or promotion platform updates (in alignment with Channel, Product, and Marketing partners and in partnership with the Promotions Servicing Team).

What they’re saying: “Stay up to date on the changing digital landscape to ensure optimal strategy across existing channels, as well as recommending new platforms for consideration.“, SVP. Centers of Excellence

Meanwhile: Make sure your design collaborates with Shared Services Operations in establishing, maintaining and monitoring KPIs and collaborating on improvement plans to achieve targets.

Go deeper: Provide business and employee perspective and insights to Centers of Excellence in order to represent the business in HR strategy/program/policy development.

What to watch: Warrant that your workforce directs, develops and implements strategic and operational/high level projects and processes either through independent/highly autonomous work or through the facilitation of work teams to enable the effective and efficient completion of objectives.

On the flip side: Leverage processes, technology and analytics to develop metrics and KPIs that effectively measure functional excellence effectiveness in the areas of recruiting, onboarding, retention, etc.

Be smart: Oversee that your process is attracting, retaining, and developing a diverse workforce where employees feel valued, respected, and empowered allows people to reach the full potential.

The bottom line: Secure that your company navigate and leverage resources and stakeholders to provide mutually beneficial solutions to problems, conflicts and/or employee relations issues.

What’s next: Oversee that your operation interacts with direct reports and peers in management (internal) customers vendors to interpret information and improve cross functional processes and programs.

ICYMI: Guarantee your strategy supports and drives a culture of business excellence thus ensuring that all employees are fully informed, trained and supported in exceeding your (internal) customer expectations.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global

613 words, 2.3 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Ensure strong involvement with quality engineering, process improvement, and operational excellence.

The big picture: Secure that your personnel manages (internal) client expectations, bringing issues/concerns to (internal) clients attention before they become problems, offering potential solutions, and advising of potential delivery delays.

Why it matters: Partner with business units, digital centers of excellence, engineering, service and product management leaders to develop and drive digital revenue and efficiency opportunities.

What to watch: Work with system architects, project teams, functional and technical analysts to design solution architecture that meets operational requirements and is scalable, easily maintained, secure and available.

On the flip side: Work with the financial leadership team to create a COE (center of excellence) to be on point with financial and industry best practices.

Go deeper: Partner with HR Center of Excellence counterparts to ensure that the (internal) client organizations are fully supported and positioned to successfully execute its HR strategy.

What they’re saying: “Execute extraction and synthesis of data extract from various databases, perform exploratory data analysis, cleanse, massage, and aggregate data to uncover insights and provide recommendations to optimize performance.“, Sales Representative Inside

How it works: Confirm that your strategy partners with HR Shared Services and HR Centers of Excellence to deliver HR Service Model, including resolution of employee inquiries and issues.

Between the lines: Ensure you develop and advance innovative human and technical solutions which enable present and future all discipline, all domain intelligence mission success from tactical to enterprise levels.

What we’re hearing: “Collaborate effectively with Business Advisor and other CTS organization to provide seamless Talent support to the business including Business and Deployment Advisors, Recruiting, Learning and Development, Performance Management, and Finance.“, Principal Program Manager

Yes, but: Establish that your operation is growing and is undergoing a strategic transformation in all facets of its business including, significant growth, a new unified brand, product portfolio enhancement, operational excellence, and organization and talent development.

Be smart: Establish strong partnership with Chief Operating Office lines of business, Supplier Management Center of Excellence (COE), and other key stakeholders and business partners.

The bottom line: Operationalize and be part of the Development Center Of Excellence in driving up the quality and value of software development and delivery across the enterprise.

What’s next: Interface so that your organization is supporting significant process safety related site outage work both in preparation as well as during the work as a team participant and owner.

ICYMI: Confirm that your strategy is accountable for the efficient and effective management of vendor contracts and relationships as it relates to the contact center ensuring the highest quality solution at the lowest cost possible.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global