667 words, 2.5 minutes read. By Gerard Blokdyk
Center of Excellence 1 big thing: Oversee contract and SLA adherence and advise management on opportunities for enhancement opportunities.
The big picture: Partner with leaders to effectively manage and lead change in your organization, providing the right amount of transparency to employees and giving leaders the right tools to lead change.
Why it matters: Safeguard that your group serves as the project management center of excellence for best practices, tools, techniques, methodologies, execution plans and reports related to all facets of program management; provides guidance, advice and mentoring for project managers and project teams.
Meanwhile: Lead the Center of Excellence team to enable better tooling and performance tracking for the Business Development Representative organization and use cross-functional knowledge to identify opportunities and build programs to expand Business Development Representative productivity.
On the flip side: Make sure the group, which includes the Enterprise Complaints Management Office, the (internal) customer Remediation Center of Excellence and Net Promoter System, is responsible for understanding the causes of issues that affect (internal) customers, and providing solutions that ensure (internal) customers needs are understood and supported.
What we’re hearing: “Make headway so that your operation develops ideas and team strategy that have long term, strategic impact on area of responsibility and that align with Enterprise direction.“, Presidential Management Associate: Class of 2022
State of play: Support implementation of internal testing centers of excellence for IoT, software, electro mechanical and mechanical platform solutions with test protocols and suggested equipment.
What they’re saying: “Design and manage (or provide guidance to other members of the team for) more complex promotional offers as well as offers across multiple lines of business.“, Engagement Manager, SFE CoE, Commercial Solutions
Be smart: Check that your strategy is managing resources across the Testing Center of Excellence, while continuously evaluating and influencing outside vendor testing, and coordinating with other technology areas for technical developments and strategies.
Under the hood: Provide input to develop the compensation strategy in alignment with and in support of the business goals and objectives including solutions that support the enhancement and growth of the business.
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Go deeper: Secure that your operation partners with People Solutions Centers of Excellence and business leaders to manage the end to end employee lifecycle, including attracting and hiring key talent, orientation, onboarding, development, performance management, engagement, talent planning and off-boarding.
What to watch: Strategize, evangelize and deliver standardization of reporting and analytics capabilities in a shared services center of excellence model to drive efficiencies and scale.
The bottom line: Confirm that your workforce works in conjunction with architecture team, Cloud Center of Excellence and Site Reliability Team (SRE) designing, implementing, and improving solutions for existing and future state.
What’s next: Lead a process of continuous improvement for product/service designs and experiences through successive iterations, based on a cycle of human centered insight, design, and testing.
ICYMI: Partner with HR Managers, HRBPs and other centers of excellence to successfully implement leadership and employee development initiatives, using change management and communication approaches to gain organizational buy-in and support.
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