organizational change design

NBBJ DESIGN ​ ​ A strategic communication plan. ​ ​

Communicating during a time of change.

Prepared by: ​August 20, 2014

​Graham Berry & Johnny Durant

Executive Summary

NBBJ is an international design firm with ten offices and over 750 employees. The company has recently rebounded from recession crisis and is rebounding quickly. As the company continues its rebound it has undertaken a reorganization that impacts all internal stakeholders and some external stakeholders. The planning process for the reorganization begin in late 2012 and took nearly two years to complete. The organization has begun the roll out of the plan. This strategic communication plan offers a clear, effective plan the company can leverage to ensure the success of the reorganization of the company.

A main goal of the reorganization is to allow design leadership more direct control over their work product. The underlying aim here is to foster a new reputation for NBBJ, one that allows it to enter the next generation of maturity, a design firm that is both financially sound and resounded for its design quality and aesthetic.

This strategic communication plan will provide a strategy for the organization to communicate its change to internal stakeholders. It will also provide a provision for external communication aimed at raising the brand equity, creating new value, and enhancing the reputation of the organization.

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Strategic Goal

To change the world through the power of design.

NBBJ’s strategic goal is to transform the world through the power of design. NBBJ is ranked 11th overall and 3rd pure architecture firm by Architectural Record. This financial ranking does not consider the impact of design on individual projects nor does it take into account the type or quality of the design work.

NBBJ has established a baseline standard for design quality, process, and implementation. The firm has also set a goal to raise its design profile in congruence with its financial performance.

Design as a performance metric is often measured by the quality of design commissions, the review of design critics and the design community, popular culture, and aesthetics.

Oftentimes, firms known for their superior design quality are not necessarily building large scale design practices with the ability to garner significant revenue. For example, many people know Frank Gehry of Gehry Partners or Rem Koolhaas of OMA but they might also be interested to know that these firms are not ranked in the top 100 by Arch Record because generally these firms are not financial powerhouses.

However, the fact remains that these individuals and their respective firms are elevating the design craft.

NBBJ aims to enter this conversation and change it by doing both. What they refer to as a new “third space.”

NBBJ’s goal to enter a third space where designers are known for design quality and financial success. |

Strategic Communication Goal: Two Fold

In order to achieve their lofty strategic goal, NBBJ has completely overhauled its organizational structure, business strategy, and business processes.

The strategic communication goal is to roll out the new structure, strategy, and processes in an effective, timely, and efficient manner to internal stakeholders.

The second part of the strategic communication goal aims at elevating the brand equity of the organization. NBBJ’s second goal of this plan is to communicate the new brand equity throughout the world. To engage with and educate clients on the power of design and use this as a platform to garner increased reputation and brand equity.

The organization must also aim to roll out a new brand equity platform and reputation building platform in order to achieve their strategic goal. The communication must be impactful, include elements of integrated marketing communication, and have the impact to influence decision making.

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Risk Analysis The risk if this plan fails is high.

NBBJ has established new standards for its design quality and financial ranking. If the organization does not effectively communicate the new business strategy to its stakeholders the changes will have little to no impact. This can lead to loss of competitive advantage and reputation. Internal stakeholders will lose respect and trust for the organization. The failure of successfully communicating the new structure and brand equity can undermine future organizational planning and the overall business plan.

Strengths NBBJ has an established brand and strong cash-flow in a struggling economy. NBBJ also has a wide array of services that can be offered to get the job done.

Weaknesses NBBJ has many stakeholders spread out across the globe.

Communicating can be challenging. The reorganization could cause significant confusion.

Opportunities Most other architectural design firms have been hurt by the decline in projects being commissioned. While competitors are slowing down the time to step on the gas and surpass them is now.

Threats The reorganization will be costly. Poor planning or execution failures could have surprising repercussions. Moreover, the resources tied up in the reorganization could be lost if NBBJ cannot successfully take on more of the desired types of design contracts.

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Situational Analysis

NBBJ was established in 1948 by four architects in Seattle. The organization has grown to over 750 employees in ten offices globally.

As the organization grew, it became somewhat fractured over the years. Most new offices began as acquisitions. Staff in the new offices often included a diverse mix of new and old employees, leaders who relocated, and regional experts in their fields. Over the years some offices failed as was the case in Phoenix and San Diego. Other offices grew into thriving practices, either regionally as is the case in Columbus, Ohio or internationally as is the case in Los Angeles and New York.

Today, NBBJ is facing significant competition in the market place.

The barrier to entry is low for new entrants, many substitute offerings exist, suppliers have power over inputs, and customers have high bargaining power. The competition is wide and varied with a tremendous amount of differentiation in the market place (Porter, 2008).

This situation places NBBJ among a sea of many competent firms and it must act swiftly to enter a third space in order to differentiate in the market place.

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Stakeholder Identification Clients Employees Marketing Managers Partners Building Owners (developers, maintenance, operations) Building Tenants Building Users (visitors) Engineering/Design Consultants (suppliers) Community (building neighborhoods) Government (building inspectors, plan check departments) Design Community/Industry colleagues Media (design/industry) Media (mass media/design critics) Competitors

Stakeholders have been defined based on the level of legitimacy, urgency, and power they can exert over NBBJ (Lewis, 2011). Clients, employees, managers, and partners exhibit all three of these stakeholder indicators.

Clients are the focus of NBBJ’s practice whom without the organization cannot pursue its purpose, mission, and vision.

Employees perform the work of the organization, own the client relationship, develop design products, solve high levels of uncertainty, and interface with all other stakeholders from media and government to suppliers and clients.

Marketing is a team of members from the employees stakeholder group that conduct marketing business, create marketing collateral, set marketing strategy, and negotiate for overall marketing success for the organization.

Community members can directly impact individual project success, delay project schedules with lawsuits, derail projects with negative comments in public processes, and can also support design projects and become important partners to ensure an individual project is actually built and welcomed within a neighborhood.

Managers, partners, and other senior leaders of the organization set and influence the design direction, process, reward, and strategy for NBBJ.

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Stakeholder Identification: Con’t Clients Employees Marketing Managers Partners Building Owners (developers, maintenance, operations) Building Tenants Building Users (visitors) Engineering/Design Consultants (suppliers) Community (building neighborhoods) Government (building inspectors, plan check departments) Design Community/Industry colleagues Media (design/industry) Media (mass media/design critics) Competitors

Suppliers, building tenants, owners, and government exert less urgency and have considerably less power yet they do influence the business strategy and process of the organization.

Design community and media have a moderate impact on the perception of the organization within the industry and general population. Design critics and colleagues impact brand equity with their press and commentary on the firm’s design quality.

Competitors NBBJ’s competitors are unique. As NBBJ attempts to enter a third space where they are perceived as both a large, financially successful firm and a high quality design oriented one, their competition will become more focused. Very few design companies can compete at this level of perception. There are only a handful such as SOM, Zaha Hadid, or Foster and Partners. Design firms today are setting goals based on financial returns or design reputation and aesthetic. Few can compete on both levels successfully. In order for NBBJ to remain competitive they will need to remain vigilant. Although few firms exist at this level, it is also true that small boutique firms can often win prestigious design commissions, and large firms can also partner with well known designers to deliver high profile projects

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Stakeholder Collaboration

For NBBJ, the key stakeholder interaction during this reorganization will be integrated support for employees, managers, partners, and suppliers.

Collaboration amongst stakeholder groups is vitally important to any strategic communication plan. According to Lewis (2011), stakeholder interaction allows influential members of individual stakeholder groups to work together for a common stake. For NBBJ, the key stakeholder interaction during this reorganization will be integrated support for employees, managers, partners, and suppliers. Moreover, many members of these stakeholder groups are connectors—they have multiple stakes in various stakeholder groups (Lewis, 2011). For example, key employees such as design leaders and project architects are working toward similar goals as managers and clients during project development. Partners, managers, and employees alike have a vested, direct interest in the financial success of the organization because of performance-based financial bonuses, opportunity to design significant projects, job satisfaction, and job stability. During this reorganization it will be beneficial for the organization to get buy-in from key employees, key managers, and partners in order to gain support and momentum for the reorganization effort. Although clients are less likely to have direct influence over the internal organization of the company, communication strategy, business strategy, and reputation are directly influenced by clients. NBBJ should ensure that messages, channels, and themes are based on client research and exceed client expectations. For example, during project development it will be imperative for the organization to communicate its desire to achieve design and financial success in a with a message that adds value for clients.

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Stakeholder Analysis: Clients

Positive and supportive client communication can bolster client relations and ensure competitive advantage.

Clients are the main focus of NBBJ’s practice. NBBJ’s clients include Fortune 500 organizations like Boeing and Ford; technology giants like Tencent, Microsoft, Samsung, Amazon, and Google; educational institutions such as Harvard, Yale, and Stanford University and the University of Southern California; and top tier medical institutions such as Massachusetts General Hospital, Children’s Hospital of Philadelphia, and Beth Israel Deaconess Medical Center. The firm also design the headquarters for the Bill and Melinda Gates Foundation.

Perceptions: NBBJ’s clients are attracted to the firm for its continued success in design of facilities and its ability to shepherd significantly complex projects through the design process. NBBJ’s clients expect the firm to respect its privacy when marketing projects, and they expect to see positive reviews of their projects in the press. Clients demand high quality design work that is professional and well documented to reduce uncertainty in the construction process. They also expect that design is be aesthetically pleasing.

Implications: Negative or misleading client communication regarding NBBJ’s reorganization may drive clients to seek out competitors.

Clients may find the reorganization effort a sign of organizational ineffectiveness or decline. Positive and supportive client communication can bolster client relations and ensure competitive advantage. |

Stakeholder Analysis: Employees

Employees include line employees, designers, computer aided design operators (CAD operators), computational designers (3-dimensional design operators), job captains (assistant project managers), administrative staff, and business support staff (marketing, finance, operations, and human resources).

Employees have the power to reduce work load and can impact the success or failure of the reorganization.

Perceptions: NBBJ’s employees include nearly 450 individuals in ten offices worldwide. Employees revealed in a focus group discussion that they are unsure of the need for the reorganization. Another employee did not believe that the reorganization was necessary and did not see how it would impact his work. One employee did not believe that NBBJ would ever be perceived as a top tier design firm.

He believes that NBBJ is a corporate design firm that is not design driven but instead financially driven.

Implications: It may be important for the organization to address employee anxiety with regard to the reorganization. Employees have the power to reduce work load and can impact the success or failure of the reorganization. Employees may not currently understand the value of the reorganization or feel connected to the strategic plan. This situation could impact how employees work with the organization to achieve its objectives.

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Stakeholder Analysis: Marketing

Marketing stakeholder group includes marketing employes in the organization. These include employees throughout the organization, in each office and include internal communication team, external communication team, relationship marketing, and the Chief Marketing Officer.

They have direct influence over the development of collateral and therefore must understand the big picture of the reorganization.

Perceptions: NBBJ’s marketing team will be concerned that the reorganization and brand equity building is on message. As marketing and communication, they will need to be made clear on the new processes, design standards, and reputation. NBBJ marketing team is responsible for building marketing collateral for the organization and will want to fully understand how to message and market the new brand equity platform. NBBJ’s marketing team operates as a virtual team that is co-located around the globe.

Implications: NBBJ’s marketing team needs to feel fully vested in the reorganization and in the brand equity building effort for external stakeholders. They have direct influence over the development of collateral and therefore must understand the big picture of the reorganization. The co-location of the marketing team means that have influence in each office, therefore their ultimate buy-in of the plan is mission critical.

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Stakeholder Analysis: Managers All managers need to agree on the reorganization process, methods, plan, outcome, and metrics.

Managers include design and project managers who oversee employees in the organization. Managers interface directly with clients and are part of marketing pursuit teams pursuing new work. These team members are an integral part of the firm as they are responsible for the success of individual projects, design implementation, and design integrity.

Perceptions: NBBJ’s managers are concerned with the overall success of projects, implementation of process and strategy, winning new work, and organizational efficiency and readiness. During a oneon-one interview, a manager revealed his concern that the reorganization is not an efficient use of resources and he did not see the point or connection to the work. Another manager expressed his support for the reorganization and believes that it will enhance the marketing capabilities and process of the organization.

Implications: How the success of the reorganization impacts managers has not been made clear.. The new organization will be shaped by managers, therefore their full cooperation and integration is paramount. Further discussion on the reorganization process, methods, plan, outcome, and metrics may be helpful.

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Stakeholder Analysis: Partners

The reorganization cannot be successful without all partners actively supporting the plan.

Partners are NBBJ senior executives and company owners. The organization has 19 partners, six of which comprise the organization’s board of directors. The partners are full equity owners in the company and are directly responsible for the financial success of the organization. Partners have different responsibilities that include design, marketing, and operations. Partners are also serve on individual projects are project directors and partners in charge. (a partner in charge (PIC) is the most senior executive role assigned to a design project. PIC is a comprehensive role with oversight and responsibility for project success.)

Perceptions: NBBJ’s partners are the face of the company. They are concerned with every facet of the practice; they develop the business strategy, establish design requirements and standards, ensure that projects are adequately staffed, set annual budgets, and are business owners. Three partners are part of the reorganization committee and are provided executive level direction and oversight. In a one-on-one interview with a partner in the Los Angeles office the reorganization was declared a top priority. One partner believes that clients will respond positively to the reorganization and that creating a brand reputation for NBBJ is essential for long-term success.

Implications: Partners influence every element of the organization, from office locations, hiring and promotions of staff, organizational design, and executive management to business strategy and marketing communications. If two partners are pushing in different directions costly complications could surface. Success could be risked | if the plan isn’t supported by all partners with consensus. .

Stakeholder Analysis: Building Owners, Tenants, Users Notice that the chip colors to the right also show up as the top row of colors in any pull down menu that offers color choices

This groups of stakeholders includes building owners, operators, and maintenance. While this group may have overlap with the client stakeholder group, they have a specific set of stakes that separates them from clients.

Perceptions: This group is concerned with the ease of use of facilities. For the reorganization, this group is concerned that the reorganization will improve NBBJ’s organizational efficiencies and in turn improve the quality of design projects. As a sub-group of client stakeholders they will be concerned that any reorganization of NBBJ works to ensure they are serviced at the same quality that they are cu Implications: This stakeholder will want to know if the cost of design services will increase based on NBBJ achieving a more robust reputation. They will also be concerned that their work will be pushed aside for other design projects.

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Stakeholder Analysis: Competitors

Competitors also have the ability to challenges NBBJ to achieve the highest levels of design quality and craft.

NBBJ’s competitors include both large and small firms. Architecture firms can compete on multiple levels and therefore often large scale firms will compete with small local firms for projects.

Perceptions: Competitors will not be welcoming of NBBJ’s push to enhance its brand equity. Competitors will be natural adversaires.

Employees who leave the organization and join a competitor firm may have use their knowledge about NBBJ’s marketing strategy to help competitors win work. Competitors will be sceptical of NBBJ’s ability to raise its firm profile. They will continue to pursue work in the highly competitive architectural design market place. Some competitors may be more welcoming and may even collaborate with the firm as it grows and is able to earn high profile design commissions. They will use their access to the media and clients to position their organizations to win work over NBBJ. Implications: Competitors will generally be adversaires competing for limited design commissions. Competitors will seek to change the conversation about NBBJ and turn client’s attention toward their experience and portfolio. Competitors also have the ability to challenge NBBJ to achieve the highest levels of design quality and craft.

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Impact/Attitude Map High Impact

ADVERSARIES

ADVOCATES

Negative Attitude

Positive Attitude

ANTIS

Clients

Managers

ALLIES

Low Impact

Suppliers

Employees

Partners

Community

Marketing

Bldg Owners

Government

Design Industry

Competitors

Design Media Mass Media |

Message Box

The messages are designed to address each stakeholder groups individual concerns and gain their support for the strategic communication plan.

According to Lewis (2011), use of storytelling and narrative to illustrate change and overcome resistance is highly effective. Stakeholders need to agree on appropriateness, have principal support, and agree on the messages being delivered (Lewis, 2011). The messages on the following slides aim to directly impact each stakeholder group and create a shared story and narrative that communicates a highly designed and researched message for each group.

Achieving principal support in each stakeholder group will ensure that the change is effective and long lasting (Lewis, 2011). The messages are designed to address each stakeholder group’9-as individual concerns and gain their support for the strategic communication plan.

Each message is based on detailed stakeholder research in popular press, interviews, and focus groups.

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Message Box

CLIENTS

EMPLOYEES

MARKETING

Client satisfaction is a top priority.

Design quality and delivery of projects is our main concern and our clients are at the center of what we do. As a firm that prides itself on client service our goal is to serve your needs and design the highest quality buildings and projects for your organizations. We aim to use design as a means to solve your enterprise problem.

Employees will benefit from the reorganization and resultant brand equity! New roles and increased levels of responsibility will enhance accountability, quality of the work, and ensure long term financial success. By creating and entering the third space, we will develop a market with little competition that will lead to increased revenues and high profile architectural design commissions.

You are a key constituent of the reorganization and brand equity building plan. Your expertise is key to our success and we need your full support. Together we can build brand equity and enhance internal communication. Your ability as a connector for the organization will prove vital in the process of this plan.

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Message Box

MANAGERS

PARTNERS

Managers, you are our key employees and we need you fully on board for this reorganization. As the key constituents and integral team members, we want to hear from you and we want your input and buy-in.

During development of the reorganization we will work with you to ensure your needs are met and together we can have continued organizational success.

Partners, as the central instigators of this reorganization we need your attention, confidence and help. For this plan to succeed, the reorganization committee needs your full and complete support. We want the reorganization to reflect your values as owners and partners. We want you to have complete influence and buy-in of the plan. Keep in mind the importance of consensus when providing direction.

BUILDING OWNERS, TENANTS & USERS As one of our key constituents and as clients, we know that your building maintenance needs are a chief concern. As we help you raise your brand profile and showcase a workspace with prestige, our dedication to delivering high performance, quality building design will not change. We believe our new profile will aim to increase building design performance. Take care in knowing that your success is our success. |

Message Box

SUPPLIERS We can grow and be successful together. You are key partners in our projects and you provided significant design and engineering services. As architects, we need to have team collaboration with our engineers and other designers to ensure our projects are sound, safe, and sustainable. Our reorganization will enhance our ability to win top quality design commissions and we want you there with us.

COMMUNITY MEMBERS

GOVERNMENT

We build landmark structures that are admired by your city and community.

As we design buildings for our communities and those of our clients, we are dedicated to ensuring that our projects are eco-friendly, sensitive to your neighborhoods and fit with the context of your existing buildings. As we work to enhance our design profile we will continue to strive for design excellence and keep design contextual.

Your oversight and inspection of our projects will ensure the safety of all.

Moreover, as NBBJ heightens its design profile it will be necessary to work with local, state, and federal government agencies to ensure our design work is complete and meets all building requirement standards.

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Message Box

DESIGN COMMUNITY/INDUSTRY PEERS NBBJ is a large, international design firm that has been on the stage for over 70 years. We are concerned for the design industry, design companies, and design standards.

We want to work with you to enhance design standards and keep the conversation about design in the news. Together we can heighten design quality and the entire industry.

DESIGN/INDUSTRY MEDIA

MASS MEDIA

We want to cultivate our relationship with the design community and will strive to build on our existing partnerships and build a honest rapport with media relations. We can’ t wait to show you some of the projects we have coming up. Your recognition of our work is great for our industry reputation, talent acquisition and brand recognition.

Our industry is changing and we will continue to share ongoing developments in the design community. We invite you to join us for special events, exclusives, and symposiums where we can share important information about our work, the design industry, and our clients.

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Progress Updates To share internal progress with the goal of taking different types of projects simple reports like the following chart will included in the bi-weekly employee newsletter.

Current Projects by Industry

Ideal Projects by Industry

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Themes, Channels & Messages Central Theme: The industry is changing. We will evolve with it to emerge as leaders with both financial success and architectural clout.

​Themes ​Channels ​Messages

Themes

Channels

Messages

We are leaders of the industry.

Press, Email, Newsletters

We will take steps to push the industry forward.

We want to provide the best for our customers.

Press, website, social media, townhall meetings

We will face new challenges together.

Email, Newsletter, meetings, intranet

Our work speaks for itself.

Press, Social media, website, TV

Client satisfaction is a top priority.

If we work together, we can do anything.

Let’s show off the work we’ve done more - what better way to show what we can do?

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Anything that exists is possible. ​Kenneth Boulding ​The Image: Knowledge in Life and Society ​

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Implementation Plan Deliverables: Implementation of the plan will include a design magazine, employee newsletter, and and an internal marketing emailer that can be shared externally.

A speakers bureau for the organization already exists and this will be a key channel for messaging to external clients.

A blog already exists, individuals will post to the blog regularly to increase internet traffic and enhance reputation.

A sample and additional online collateral are available at the links on the next slide.

The implementation plan has two distinct components or methods, one for internal stakeholders and one for external stakeholders. NBBJ will need to leverage internal communication channels to deliver the reorganization process and method while also garnering their support for the overall plan. The implementation plan that follows supports the strategic goal of reorganizing the company to building brand equity.

The external implementation plan takes a different tactic. In this approach, NBBJ must education, engage, and inform clients, media, community members, competitors, and the greater design community about its design strengths and capabilities. NBBJ has co-founded the New Cities Foundation, a non-profit organization aimed at developing sustainable strategies for smart growth of urban centers.

These types of communication channels for external outreach will prove vital avenues for elevating the brand and creating new value for NBBJ.

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Implementation Plan

Samples of new and existing collateral include a design magazine that can be shared internally and externally.

Published reports like the one shown to left on Issu.com and other websites.

Links to online collateral, social media channels, and blogs can be found here: https://d3pxppq3195xue.cloudfront. net/media/files/ThePurposeCity_Report.pdf www.meanstheworld.co http://vimeo.com/nbbjdesign https://twitter.com/NBBJCommunity https://www.facebook.com/nbbjdesign https://www.linkedin.com/company/nbbjdesign

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Internal Implementation Milestones 30 Days

60 Days

90 Days

Townhall meeting with CEO to announce reorganization plans

Setup regular meetings to be held on the Intranet

Townhall meeting with CEO to follow up on conversations on the intranet

Circulate charts in the new design newsletter that illustrate the desired shift with current statistics and ideal or goal statistics for comparison. The newsletter will also highlight the new approaches to design and new design commissions.

Report wins and setbacks in newsletter to help employees see areas for improvement.

Setup training workshops to help employees learn and share skills to take on new challenges. These can be led by managers and star employees and the schedule of workshops can be shared vai the newsletter

Send out emails with role and process changes. Managers follow up in one-onones to get all employees on the same page.

Send out daily emails to report progress by department and highlight those assisting in change initiatives

Circulate memos with information about upcoming company changes.

Setup a feedback channel (e-mail) to collect ideas that may help with the reorganization.

Announce incentive plans on bulletin boards to motivate team members to work more with targeted industries

On centrally located bulletin boards, celebrate new clients in targeted industries in addition the employees that brought in new accounts as a model of success

Illustrate new paths to success by promoting and incentives earned.

Announce a next wave of incentives for | the upcoming fiscal quarter.

External Implementation Milestones 30 Days

60 Days

90 Days

Press releases detail the shift in direction for NBBJ

Press releases detail new projects won

Press releases detail increases in revenue, growth or any milestone projects awarded.

Purchase an industry relevant news blog with an established following

Use the newly acquired blog to publish third party press specifically about projects in targeted industries

Use the newly acquired blog to publish travel, architectural, technological and leisure attractions located at buildings designed by NBBJ

Update mission, value and vision statements.

Reach out to create relationships with client and customer (user) relevant affiliates online. These can be design or architectural blogs, technology websites, healthcare news outlets or leisure/travel pages.

Social media campaign and content syndication to highlight past and current projects. Use affiliate relationships to amplify the reach of messaging.

Share interview with clients in an email with details about the reorganization.

Discuss changes, but highlight what will now be possible.

Send C-Suite executives to tradeshows as keynote speakers to share the competitive advantages of NBBJ while branding as change agents of the industry

Social media campaign and content development to highlight desirable past and current projects

CEO to give Network Television Interview on changing the Architectural Design industry

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Metrics

Similar to the implementation plan, the metrics of our strategic communication plan will be two-fold. We will need to measure success of communication about the reorganization internally with employees, partners, managers, and other key internal stakeholders.

Organizational efficiency will be measured in several distinct ways. First, through survey and direct communication with all staff. Second, through analysis of the organizational model compared to reality. For this metric it will be imperative to evaluate roles, responsibilities, and accountability of key staff. NBBJ will need to ensure that employees are adjusting to the reorganization and are fully aware of new processes, strategies, roles, procedures, and protocols.

For external stakeholders, monitoring Internet traffic, monthly and quarterly revenue reviews, monitoring awards and new commissions, and closely reviewing media traffic.

As the firm becomes more active in the design conversation there should a direct correlation to increased media coverage, revenue streams, design commissions, and brand equity. |

Internal Metrics Month 1

Month 2

Employee survey to measure morale and integration

Measure turnover, new hire orientation and associated costs.

Review new organizational charts against reality

Month 3

Month 4

Month 5

Month 6

Review quarterly financials

Employee survey to measure morale and integration

Measure turnover, new hire orientation and associated costs.

Review quarterly financials

Review the number and types of escalated incidents and requests for clarification

Review new organizational charts against reality

Review the number and types of escalated incidents and requests for clarification

Review new organizational charts against reality

Monitor award submissions and wins

Task completion (efficiency) time monitoring

Task completion (efficiency) time monitoring

Task completion (efficiency) time monitoring

Task completion (efficiency) time monitoring

Task completion (efficiency) time monitoring

Task completion (efficiency) time monitoring

Measure revenue and number of new clients in targeted verticals.

Measure revenue and number of new clients in targeted verticals.

Measure revenue and number of new clients in targeted verticals.

Measure revenue and number of new clients in targeted verticals.

Measure revenue and number of new clients in targeted verticals.

Measure revenue and number of new clients in targeted verticals. |

External Metrics Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Number and type of new leads for prospective clients

Number and type of new leads for prospective clients

Number and type of new leads for prospective clients

Number and type of new leads for prospective clients

Number and type of new leads for prospective clients

Number and type of new leads for prospective clients

Quality and Quantity of Job applications per requisite job posting

Quality and Quantity of Job applications per requisite job posting

Quality and Quantity of Job applications per requisite job posting

Quality and Quantity of Job applications per requisite job posting

Quality and Quantity of Job applications per requisite job posting

Monitor media coverage

Monitor media coverage

Monitor media coverage

Monitor media coverage

Monitor media coverage

Monitor media coverage

Review website & blog traffic

Review website & blog traffic

Review website & blog traffic

Review website & blog traffic

Review website & blog traffic

Review website & blog traffic

Quality and Quantity of Job applications per requisite job posting

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References

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Bolman, L. G. & Deal, T. E. (2008). Reframing organization: Artistry,

Thank you for your time!

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Boulding, K. E. (1959). The image: Knowledge in life and society. Detroit, MI: University of Michigan Press.

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