deloitte consulting llp redesign of administrative operations implementation, preparation and...

Deloitte Consulting LLP

Redesign of Administrative OperationsImplementation, Preparation and Execution

University of Michigan School of Dentistry

May 2010

- 2 -

Agenda

Recap of Future State Operating Model Recommendations

Nuts & Bolts: Organizing the Effort and On-Going Project Management

Business Process Redesign and Standardization

Organization Design, Staffing, and Workforce Transition

Communication, Training, and Change Management

Q&A/Next Steps

Recap of Future State Recommendations

- 4 -

Standardize Business ProcessesStandardize and document major business processes to support the future state operating model.

Develop Detailed Org DesignDetailed structure and job descriptions (roles, competencies, decisions), headcount, and measures.

Develop Strategy and RequirementsArticulate strategic drivers. Develop strategic framework and requirements for new organization.

11

Defining the new operating model and organizational design is typically the backbone of a broader implementation plan

Build Operating ModelAssess core process areas and integration opportunities. Consider implications to current state.

Build High-Level Org DesignDefine primary organizational elements and relationships. Confirm activities for key areas.

Transition & Evolve OrganizationRoll-out and implement plan.Evolve organization design on an ongoing basis

22

44

55

66

77

Develop Case for the New Org DesignCreate business case for org design. Articulate design principles. Define future state org capabilities.

33

The School of Dentistry has taken the first steps towards implementing a new operating model by undergoing a thorough current state assessment of core process areas, evaluating various future state options, and developing a sound business case and rationale for the recommended future state model.

Critical next steps include a focused effort to develop the detailed organizational design and create an implementation plan. Change management and communication are important elements of a transition of this nature. Impacted stakeholders should be engaged frequently throughout the process.

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Following this high-level implementation roadmap would allow the School to continue the momentum it has built while taking the proper time to plan for the transition

We recommend taking a phased approach to implementation, which would involve starting immediately with process standardization while creating detailed plans for the organizational design and procurement cost reduction.

Procurement Cost Reduction

Operating Model

Implement New Processes

Develop Org Design & Workforce Plan

Implement New Org Structure & Transition Workforce

Standardize Processes Ongoing Monitoring and Improvement

Ongoing Monitoring and Improvement

Rationalize Suppliers & Establish Contracts

Institute Demand Management

FY ’12 – Ongoing FY ‘10 FY ‘11

Recommended Implementation Roadmap

Develop Demand Management Plan

Develop Supplier & Contract Plan

Ongoing Monitoring & Compliance Analysis


Project / Results Management Office

Procurement Cost Reduction “Quick Wins”

Key: – Planning activity

– Execution activity

– Maintenance and evolution activity

– “Quick win” opportunity

Nuts & Bolts: Organizing the Effort and On-Going Project Management

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Project managementCreating and executing a detailed project management plan is essential for implementing any large-scale organizational change. Carefully constructing a plan as the first step to such a transition and then executing the plan will assist the School in meeting its project objectives.

Establish Project Organization Structure

Develop Project Management Processes

and Project Plan

Complete Project Charter

Approach

Activities

Project Structure & CharterDeliverables Project PlanProject Status Reports and

Communications

• Define project scope

• Define project approach

• Prepare finalized business case

• Establish project charter

• Prepare work plan• Create plans for risk

and issue management, quality assurance, and communications

• Define team staffing

• Execute project plan• Provide formal

status reports and communications

• Track and report on benefits realization

ExecuteProject Management

Processes

• Define roles / responsibilities

• Establish project team

• Establish customer service advisory board for implementation phase

ProcurementCost

Reduction

OperatingModel


Develop Org Design, Governance Structure

& Workforce Plan













Procurement Cost Reduction “Quick Hits”

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Implementation of engagement strategies for administrative staffThe School can begin to engage administrative staff and work towards developing a sense of ownership for the future state operating model.

Process standardization

teams

Validation of future state activities /

tasks

Identification of change champions

Communications

Detailed organization design

Process training

Upon communication of the future state operating model , the School can begin to engage existing staff members to establish several cross-departmental teams to focus on developing and documenting the standardized business processes.

Using the preliminary list of activities and tasks that Deloitte has identified for each component of the future state operating model, the School should engage existing staff to review and validate the proposed activities.

As a way to increase acceptance of the proposed changes, the School should identify individuals in the academic departments and administrative offices who understand the need for change, generally support on-going process improvement initiatives, and would be effective in engaging other staff members to achieve broader acceptance and / or reduce resistance to change.

As part of the transition to the new operating model, staff can assist with activities related to planning, preparing, and delivering communications.

Though the School will work with University HR to address strategic / policy issues related to the future state, existing managers can play a role in supporting detailed organization activities, including assisting with the development of new job descriptions and providing insight regarding workload balancing and other operational issues.

Once business processes have been standardized and documented, existing staff can help to prepare materials to support training for key stakeholders regarding the organization and process changes.

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














Business Process Standardization

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Purpose of Design

Design takes the vision a step further by providing the blueprint for the Shared Services operations.

Develop To-Be Process Visions (X Trademark Level – 3)

Visioning will provide the What?

Designs will provide the How?

Vis

ion

ing

& T

arg

etin

gD

esig

n

Analy ze & CreateJob/Position

SourceCandidates

Qual & SelectCand.&ManageOf f . Process

Perf ormPhy sical/Drug Test

TestFailed

Receiv e HireDecision/Accept

DocumentEmploy ee Data &Tax Withholding

Test Passed Perf orm Employ eeOrientation

Test Passed

Assign CompanyProperty

Test Passed

DocumentLessons Learned HR-030_3

Workf orceDev elopment

Manage Human ResourcesHR-020_3 - Manage Employee Recruitment & New Employee Integration

New Hire Gov t.Reporting -Per PayPeriod

Of f er Made? No

Yes

HR-060_3Administer EEBenef its

HR-090_3Manage EE Union

HR-045_3 PerfEE DataMaintenance

HR-080_3 MonitorEE Health &Saf ety

HR-100_3 EESeparationProcess

HR-035_3 TrainWorkf orce

HR-070_3Manage Pay roll

HR-040_3Perf orm SalaryAdministration

HR-010_3Manage EEResources

HR-020_4 - Source Candidates

Place Ads

Post Resumesthrough ijob

IVR

Screen Resumes

PA38 .1 ApplicantRelocation

PA37.1 ApplicantJob Authorization

PA32.1 -TrackReferences

PA33.1 ApplicantJob History

PA 39.1 ApplicantMilitary Service

PA40 .1 ApplicantMedical

Job Postings

Enter Applicant Info.

PA34.1 TrackApplicantEducational Info.

PA35.1 TrackApplicantCompetencies

PA36.1 TrackApplicant Cert.Info.

PA31.1 TrackApplicant PersonalInfo.

Return to Level 3

Develop Drill-down Process Flows (X Trademark Level – 4)

Link Drill-downs toNNN Screens

(X Trademark Level – 5)

Develop Draft Policies and Procedures

Develop Drill-down Process Flows (X Trademark Level – 4)

Link Drill-downs toNNN Screens

(X Trademark Level – 5)

Develop Draft Policies and Procedures

HR-020_5-Appl. Job History (PA33.1)

Analyze & CreateJob/Position

SourceCandidates

Qual & SelectCand.&ManageOff. Process

PerformPhysical/Drug Test

TestFailed

Receive HireDecision/Accept

DocumentEmployee Data &Tax Withholding

Test Passed Perform EmployeeOrientation

Test Passed


Test Passed


WorkforceDevelopment


New Hire Govt.Reporting -Per PayPeriod

Offer Made? No

Yes

HR-060_3Administer EEBenefits



HR-080_3 MonitorEE Health &Safety


HR-035_3 TrainWorkforce

HR-070_3Manage Payroll

HR-040_3Perform SalaryAdministration


Analyze & CreateJob/Position

SourceCandidates

Qual & SelectCand.&ManageOff. Process

PerformPhysical/Drug Test

TestFailed

Receive HireDecision/Accept

DocumentEmployee Data &Tax Withholding

Test Passed Perform EmployeeOrientation

Test Passed


Test Passed


WorkforceDevelopment


New Hire Govt.Reporting -Per PayPeriod

Offer Made? No

Yes

HR-060_3Administer EEBenefits



HR-080_3 MonitorEE Health &Safety


HR-035_3 TrainWorkforce

HR-070_3Manage Payroll

HR-040_3Perform SalaryAdministration


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A business process flow helps us understand the inputs and outputs of a Finance process and the required activities end-to-end. The process flow helps us to identify the following:

Activities

Decision points

System inputs and outputs

Parallel processing

Responsible roles for execution

Hand-offs between roles

Design Finance Processes through Business Process Flows

Header Information: Identifies the Finance Process, Sub-process, Author, and Process ID

Off-page reference: Call to or from another sub-process to illustrate points at which sub-processes are connected

On-page reference: Call to or from a set of activities within the sub-process (e.g.: “A” refers to call out to off page reference)

Swim Lanes: Visual separation of roles between various agencies/players within an agency, SSC, or a third party

Role: Individual or set of individuals within an agency/SSC who are performing activities

Starting point or terminator Activity Decision Point Off page reference System reference

Legend

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From Process Design to the Service Level Agreements (SLAs)

SLAs are designed to provide documented measures to drive the performance expectations and commitments of the new business processes.

Processdesign

Operatingprocedures

1 2 3Type Formule de calcul Engagement

Qualité / Délai

dont source

FRS_I01 Pourcentage de commandes SIMPAC

Qualité Approvisionneurs Evaluer le respect des procédures achats

(nombre de commandes SIMPAC hors commandes de regularisation) / (nombre de factures requérant une commande SIMPAC)

mensuelle CC / Comptabilité Fournisseurs

FRS_E01

FRS_I02 Pourcentage de documents fournisseurs bloqués au paiement pour absence de réception

Qualité Centre régional / Approvisionneurs

Suivre la réactivité des approvisionneurs dans la résolution des litiges

(nombre de factures bloquées pour absence de réception) / (nombre total de factures)


FRS_E02

FRS_I03 Pourcentage de BAP communiqués hors délais

Délai Centre régional / Approvisionneurs

Contrôler le respect des délais par les approvisionneurs

(nombre de BAP validé renvoyé dans un délai > XX jours) / (nombre total de BAP envoyés pour validation par le centre comptable)


FRS_E04

FRS_I04 Pourcentage de factures comptabilisées dans les délais (X JO après réception au Centre)

Délai Centre Comptable / Comptabilité fournisseurs

Respecter les délais de comptabilisation

(nombre de factures avec commande PO comptabilisées dans les délais) / (nombre total de factures avec commande PO)


FRS_E05

FRS _I05 Pourcentage de règlements fournisseurs émis hors délais du fait du centre comptable

Délai Centre Comptable / Comptabilité fournisseurs

Contrôler le respect des échéances de règlements fournisseurs

(nombre de règlements fournisseurs émis hors délais du fait du centre comptable) / (nombre total de règlements émis)


FRS_E07

FRS_I06 Pourcentage de notes de frais non conformes

Qualité Centre régional / Responsables hiérarchiques

Contrôler les procédures de remboursement de notes de frais

Sur l'échantillon contrôlé, (nombre de notes de frais renvoyées car non conformes) / (nombre total de notes de frais contrôlées)


FRS_E13

Responsable du Suivi

CibleDéfinition de l'indicateurNo indicateur

Entité évaluée Objectifs de l'indicateur Fréquence de calcul

KPIs

Code Procédure de référence

Entité principale

Acteurs Entité principale

Acteurs Libellé de l'engagement Délai Domaine

FRS_E01 P_FN_FRS_3 Centre régional

Approvisionneurs Centre Comptable

Comptable fournisseur

Utiliser une commande SIMPAC pour les achats supérieurs à 150€ définis par les procédures Achats

Q FRS_I01



Comptabilité Fournisseurs

Effectuer les réceptions systèmes au plus tard dans les XX jours ouvrés qui suivent la réception réelle des produits / services

C FRS_I02

FRS_E03 P_FN_FRS_4 Centre Comptable


Centre régional

Approvisionneurs

Pré-saisir les factures dans SIMPAC avant envoi aux approvisionneurs pour validation du BAP manuel

Q




Communiquer le bon à payer manuel (sur original de la facture) au plus tard dans les XX jours ouvrés qui suivent l'envoi par la comptabilité fournisseurs.

C/D FRS_I03

FRS_E05 Centre Comptable


Centre régional

Demandeurs Assurer la comptabilisation des factures, avoirs et notes de frais au plus tard dans les XXX jours ouvrés qui suivent la réception des documents fournisseurs

D FRS_I04




Résoudre les écarts et autres motifs de blocage sur facture avec l'assistance des demandeurs.

D

FRS_E07 P_FN_FRS_7 Centre Comptable


Centre régional

Demandeurs Emettre les paiements aux fournisseurs à échéance pour les factures ayant fait l'objet d'un bon à payer (BAP manuel ou système)

D FRS_I05

Réf Indicateur

Entité engagée Vis-à-vis de Engagement

Split of Responsibilities

Service Level Agreements

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Process standardizationKey activities include assembling cross-departmental teams, prioritization, development of procedures, and communication / training.

A process team leader should be assigned to each of the five process areas. This individual would be responsible for coordinating the development of the standardized business process procedures for each area. Each team leader would be supplemented by two to three staff members assigned to each team. Team members should have thorough knowledge of the relevant business processes.

Identify future state process teams

Validate prioritized processes

As highlighted on the next slide, we have provided a preliminary list of processes that should be standardized, streamlined, and documented. The processes have been categorized based on factors such as operational risk, current state degree of standardization, and overall opportunity for improvement. All of these are important, but the School should avoid trying to do all at once.

Develop procedure template

The use of a consistent template for business process procedures can facilitate development and execution, including staff training and communications of future procedures to key stakeholders. Key components include process description, inputs, outputs, applicable policies, roles and responsibilities, and procedure steps.

Communication / Training

Once the processes have been standardized and documented, the relevant staff should receive training and information about the changes should be communicated to the appropriate stakeholders.

Each team should develop a work plan to guide all activities related to the development, peer review, and validation of the standardized procedures. Develop work plan

for each area

Review and finalize business process

procedures

Each team will be responsible for developing, reviewing, and finalizing the standard set of procedures for their respective area, including obtaining comments from other colleagues within the School.

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














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To support the development of standardized processes in the near term, we recommend an initial focus on highest priority areas

Deloitte has provided an initial prioritization of business processes based on factors such as level of operational risk, current state degree of standardization, visibility, and overall opportunity for improvement.

Annual Budget Development / Forecasting

Workforce Administration

HR / Compliance Reporting

I-9 / Visa Processing

Timekeeping

Personnel Management / Employee Relations

Administrative Support Services

High Priority (Months 1-2) Medium Priority (Months 3-4)

Account Monitoring and Reconciliation (all funds)

School-wide Management Reporting

Monthly Reporting for Principal Investigators

Purchasing (U-M Preferred Methods)

Research Grant Administration / Pre-Award Process

Non-Faculty Hiring and Recruitment

Student Services

The following slide provides a summary of the initial prioritization, along with a description of the evaluation criteria.

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














- 15 -

While standardizing and documenting all processes is important, this initial prioritization provides a starting point for internal review and validation

Process

Need for Process Standardization Visibility

Degree of Operational Risk

Overall Opportunity for Improvement

Account Monitoring / Reconciliation (all funds) High High Medium High

School-wide Management Reporting High High Medium High

Monthly Reporting for Principal Investigators Medium High Medium Medium

Purchasing (U-M Preferred Methods) High High Medium Medium - High

Research Grant Administration / Pre-Award Process Medium High Medium Medium

Non-Faculty Hiring and Recruitment Medium High Medium Medium

Student Services Medium High High Medium-High

Annual Budget Development / Forecasting Medium High Medium Medium

Workforce Administration Low -Medium Low-Medium Low Low-Medium

HR / Compliance Reporting Medium High High Medium-High

I9 / Visa Processing Medium Low-Medium Medium Medium

Timekeeping Medium High Medium Medium

Personnel Management / Employee Relations Medium High Medium Medium

Administrative Support Services Medium Medium Low-Medium Medium

Need for Process Standardization: Ratings based on the current state process flows and workshop discussions. Visibility: Ratings based on number of stakeholders impacted, importance to overall effective / efficient operations. Degree of Operational Risk: Ratings based on factors such as little/no existing documentation, processes relying on

specific individual knowledge, and overall risk exposure. Overall Opportunity for Improvement: Deloitte’s assessment based on our understanding of existing processes, key

improvement themes identified to date, and our knowledge of the School’s future priorities.

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














There are some existing school-wide procedures, mostly for HR-related processes.

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Current State: Research Grant Administration Pre-Award Process

Numerous staff across departments and

competency levels involved in proposal preparation

Duplicate documentation checks occur at various

stages

Departments with high volumes of proposal submissions have adapted to the submission process. Departments that do not submit proposals frequently spend additional time re-learning the process each time.

- 17 -

Future Process Straw Model: Research Grant Administration Pre-Award Process

Key Characteristics:• All Principal Investigators will have dedicated, experienced staff to support pre-award processes• Pre-award processes will be standardized and streamlined• Single unit responsible for more pro-active coordination of all external funding opportunities• On-going collaboration between ASC Pre-Award staff and ASC Finance Operations staff

Organization Design, Staffing, and Workforce Transition

- 19 -

Future state organization design & management structureKey activities include designing the organization and identifying the roles and responsibilities, location, and reporting structure of the future state org.

The charter sets out the vision, goals, and scope components of the new organization and describes high-level work and activities. The charter establishes a Customer Service Advisory Board and a Process Forum for ongoing performance measurement and oversight, and issue resolution. Define charter

Validate work activities and org

size

Based on the work done during the Current State Assessment, work activities will need to be thoroughly vetted and validated to be sure that all activities are accounted for within the future state operating model. Translating these work activities into an understanding of how much work is done today and how it will be accomplished in the new model will allow the School to finalize the staffing numbers for the future state organization.

Design organization

Once work activities and organization size are finalized and processes are standardized and documented, the organization structure for accomplishing these activities should be defined. This includes identifying roles and competencies for each of the activities and creating job descriptions for each position in the new organization. An illustrative sample of templates that can be used for this process are included on a following slide. Transitioning new and existing staff and training them in their new roles are critical aspects of the implementation. Workforce transition and training planning and execution are addressed on slides that following.

Define reporting structure

Once roles are defined, a high-level reporting structure can be developed, as well as an approach for evaluating and managing performance within the new organization. Service level agreements (SLAs) should be developed to help govern the relationship between the ASC and the academic departments and administrative offices. Further detail on SLAs is provided on slides that follow.

Decisions on where to locate staff are made based on criteria established to meet the service requirements of the organization. An analysis of the space available, the services to be delivered, and the locations of the customers receiving the services should be conducted as part of the planning process in order to efficiently align locations with service delivery.

Determinelocation

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














- 20 -

Organization design and creation of job descriptionsStandardized templates can be used throughout the organization design process to capture work activities, roles, responsibilities and competencies, and to formalize and document job descriptions.

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














A

Job Title:

Roles/Responsibilities Reporting Relationships

The key tasks for the job, which processes the job will own or contribute to, and any additional reporting or managerial requirements.

Brief Job Description Potential Career Paths

A few sentences highlighting the main duties performed in the job, and the primary organizational responsibilities.

The other positions within the organization for which a person may be a good fit after mastering the current job.

Competencies Individual Performance Metrics

The knowledge, skills, abilities and behaviors necessary to be successful in the job.

The measures by which the person in the job will be evaluated, specifically relating to how successfully the person completes the tasks in the job.

Organization Design & Job Description Creation

Finalized Process Documentation and Work Activities

Roles, Responsibilities and Competencies Matrix

Organization Design and Job Descriptions

The roles and responsibilities portions of such a matrix include key tasks for the job, which processes the job will own or contribute to, and any additional reporting or managerial requirements.

The competencies portion contains the knowledge, skills, abilities and behaviors necessary to be successful in the job.

Process flows and work activity profiles provide detailed descriptions of all the steps required to execute an activity.

The org design compiles the organizational structure of the centralized units and the ASC, roles and responsibilities, job descriptions, and FTE estimates for whole organization.

The job descriptions created will contain the specific roles and responsibilities associated with the position, a few sentences highlighting the main duties to be performed, where the job fits into the organizational structure, including direct reports and to which positions the job reports, potential career paths, and individual performance metrics by which performance will be measured.

- 21 -

Workforce transition plan & executionAs part of designing and implementing the new organizational structure, the School should develop a plan for managing and leveraging the existing workforce and filling resource requirements to the required levels.

Provide fair treatment of all employees impacted by the future state operating model implementation

Include accurate, timely and targeted communications, keeping staff well informed of any changes and minimizing rumors and speculation

Strengthen commitment to successful transition, including transfer of critical knowledge, processes, and staff

Minimize business disruption and productivity decrease

Stabilize key employees identified as critical for transition

Target activities in a manner which allows employees to transition smoothly to the new operating model

Create and deliver effective training on new processes for all employees

Once information about the transformation begins to move through the organization, employees will be motivated to secure a role in the new structure

The long implementation period makes it more difficult to maintain standard productivity

The skills necessary to run daily operations are difficult and timely to replace

Loss in critical business knowledge due to the unexpected departures of key resources may occur without sufficient knowledge transfer

Business processes in the new structure will require new skills and capabilities

New and retained staff will need to be trained to perform job duties under the new operating model

The School’s Leadership Needs to Consider:A Well-Planned Workforce Transition

Strategy Will:

An effective workforce transition plan should address all potential workforce actions, including change in role, change in competency requirements, change in

reporting relationship, and loss of job.

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














Communication, Training, and Change Management

- 23 -

Training plan development & executionThe workforce transition strategy should include a detailed training plan. This plan should include position-specific training for each job created in the new organization, as well as overall training to be provided to all employees providing context as to how they fit into the larger organization.

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














Define training scope and needs

Develop training materials

Deliver trainingMaintain training

plan

Define the intent of the training, identify the audience, incorporate newly standardized and documented processes and procedures

Conduct an assessment of the skill levels of all transitioning staff based the new job descriptions and defined competencies

Identify gaps between the newly defined skill sets and current skill levels

Consider additional organization-wide training needs to assist new and transitioning employees understand their role within the larger organization

Establish the structure and content to be delivered in the trainings

Define the roles of instructors and identify potential instructors from within the School – this provides the School with a valuable opportunity to transfer existing knowledge from individuals currently performing certain tasks to those who will be responsible for them going forward

Develop the curriculum and materials for position-specific and organization-wide trainings

Develop and follow an approval process for all training materials

Identify the methods to be used in delivering the training

Identify and arrange the logistics associated with delivering each training

Develop a training schedule and deliver appropriate communications related to upcoming trainings

Conduct trainings according to the schedule

Incorporate an evaluation and feedback mechanism in the training curriculum to allow participants to critique the on-the-job usefulness of the training and allow for ongoing updates and improvements

Update and improve training materials and courses as appropriate based on participant feedback and the evolving needs of the organization

Deliver training as necessary to transition staff to the new operating model throughout the transition

Schedule ongoing training events and activities for new employees as they are hired and for existing employees to continue to develop their skills and competencies

As the future state organization is staffed and becomes operational, ongoing training and development of staff will become a vital aspect of gaining ongoing efficiencies.

- 24 -

Stakeholder engagement & management

The School of Dentistry will have to identify, assess and engage a range of stakeholders, all of whom will be impacted by the transition in different ways. Bringing stakeholders along in terms of their vision of and commitment to the future state operating model will be critical to the transition.

OwnershipIndividuals

acknowledge that the project belongs to them

and create innovative ways

to use and improve it

EngagementIndividuals are

actively involved in and contribute

to project activities

AcceptanceIndividuals are

receptive to working with and

implementing project changes amid uncertainty

UnderstandingIndividuals have an appreciation for the impacts

and benefits that the project will have on the

School

AwarenessIndividuals have heard that the project exists

and are aware of the basic impact

it will have on them and the

School

Co

mm

itm

ent

Status Quo Time Vision

School of Dentistry’s Stakeholders

Chairs, Deans, Directors

Employees

Faculty

University-level Offices

Suppliers

Existing Students

Prospective Students

Communicating a clear change imperative and vision and providing visible and consistent leadership involvement will help guide stakeholders through the process.

ProcurementCost

Reduction

OperatingModel



& Workforce Plan














Q&A / Next Steps

deloitte consulting llp redesign of administrative operations implementation, preparation and...

Documents

new org design

highlevel org design

detailed organizational

future state org capabilities

recommended future state

new operating model

articulate design principles

new organization