One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Aligning Around Your Strategic Plan

• Cathi Hight – Hight Performance Group, Inc.

• Pat Priest - Dallas Regional Chamber

• Jay Chesshir – Little Rock Regional Chamber

• Steve Stevens – Northern Kentucky Chamber

Presenters:

Is it Time to Realign the Organization?

Aligning Around Your Strategic Plan

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Aligning Around - Community

STRATEGIC PLANNING – “The Continuous Cycle” Pat Priest Chief Operating Officer/Chief Financial Officer Dallas Regional Chamber

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Getting the Right People in the Room

Professional Support

Leadership Staff

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Time, Time, Time…

End ≠ Start

Data & Benchmarking

Language of Communication

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Get Ready for Change

Out with the Old & In with the New

Transition Plan

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Details, Details…

Developing Goals & Tactics

Primarily Staff/Committee Driven

Aligning Resources with Desired Results

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Report In, Re-Test

Quarterly Reports

Annual Update of Tactics

Mid-Plan Re-Test

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Key to Success

COMMUNICATION

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Aligning Around - Organization

Jay Chesshir, CCE President & CEO Little Rock Regional Chamber of Commerce

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Drivers for Undergoing a Strategic Realignment Process

• Alignment with Leadership • Alignment with Membership • Alignment with Community

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Methodology

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Stage 1

Collect Feedback From the Business Community and Identify Key Themes of Current and Emerging Expectations

• Community Leaders’ Feedback • Membership Feedback

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Stage 2

Analyze Current Chamber Activities for Their Performance and Compare Results with Membership Feedback

• Programs and Benefits Matrix

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Programs and Benefits Matrix

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Stage 3

Benchmark with Best Practice Chambers to Compare Overall Operational Effectiveness, Economic Development, Advocacy, and Chamber Programming

• ACCE Chamber Operations Survey Comparisons • Benchmarking Survey • Benchmarking Interviews

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Stage 4

Strategic Realignment Insights and Recommended Strategies to Better Serve the Chamber’s Mission

• Key Insights, Recommended Strategies, and Functional Area Tactics

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Outcome/Lessons Learned

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Aligning Around - Talent

Steve Stevens, CCE President & CEO Northern Kentucky Chamber of Commerce

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced, adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Goals and What Did We Hope to Accomplish?

• Ensure staff members positioned to best utilize their talents & abilities • A structure that encouraged unprecedented collaboration & teamwork • A higher performing organization • Greater employee satisfaction

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

What Was the Process?

• Assessment of our operating environment

• Assessment of Chamber functions and activities across the entire organization

• Assessment of the skills and talents needed to accomplish all functions and activities

• Assessment of current roles and activities of each staff member. What was their value? Was their duplication?

• Evaluation of each staff member to determine if they were in the right roles and recommend changes

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

PROCESS MAPPING FINDINGS (End-to-End Process Steps, Tasks & People)

STEP #

END-TO-END PROCESS STEPS TASKS WITHIN EACH PROCESS STEP (p = number of employees working on this task)

01 OPERATING ENVIRONMENT 1. Range of Member Needs (p06) 2. Providing Solutions Ahead of Needs (p05) 3. Drivers Within the Economy (p03)

4. Competition for Members (p03) 5. Potential New Markets (p05)

02 VALUE PROPOSITION 1. Solutions (p20) 2. Freedom (p07)

3. Image (p11)

03 PRODUCT DEVELOPMENT 1. Needs Analysis / Market Research (p06) 2. Conceptualization (p09) 3. Feasibility Study / Program Filter (p03) 4. Development (p06)

5. Pilot (p07) 6. Market Launch (p05) 7. Evaluation (p12) 8. Regular Review Process (p08)

04 NEW MEMBER ACQUISITION 1. Target Market (Inbound & Outbound (p04) 2. Prospect Inquiry (p03) 3. Prospect Assistance (p05) 4. Prospect Commitment (p03)

5. New Account Set-Up (p04) 6. New Member Orientation (p04) 7. New Member Engagement (p04)

05 CUSTOMER SERVICE 1. Reception (p04) 2. Bus to Bus Networking Service (p08) 3. Advocacy Services (p03) 4. Workforce & Econ Dev’l Service (p04) 5. Training & Dev’l Services (p06)

6. International Trade Services (p01) 7. Data Trend Services (p03) 8. Health Care Services (p02) 9. Member Benefits Services (p13)

06 CONSULTING SERVICE 1. Consulting for Members (p05) 2. Consulting for Other Organizations (p03)

3. Brokering Consulting Services (p05)

07 MEMBER DEVELOPMENT 1. Retain Members (p04) 2. Grow Member Leaders (p04)

3. Develop Referenceable Members (p03)

08 CHAMBER LEADERSHIP 1. Mission (Central Purpose (p01) 2. Vision (Future Direction (p01) 3. Strategic Planning (Big How To’s) (p07)

4. Culture (How Things Are Done) (p05) 5. Convener of Outside Groups (p05)

09 FINANCIAL MANAGEMENT 1. Financial Planning / Investments (p02) 2. Budget/Actual To Forecast (p03)

3. Manage Costs (p10) 4. Financial Reporting (p01)

10 TALENT MANAGEMENT 1. Workforce Analysis (Determine Needs) (p04) 2. Recruiting, Hiring, Training & Dev’l (p05)

3. Employee Engagement (p03) 4. Managing Performance (p06)

11 TECHNOLOGY 1. Architecture (p02) 2. Infrastructure (p02)

3. Database (p04) 4. Distributed Systems / Website (p06)

12 INTERNAL OPERATIONS 1. Data Analysis (p01) 2. Database Management (p01)

3. Database Entry (p12) 4. HR Benefits / Payroll (p02)

13 COMMUNICATIONS 1. Internal Communications (p01) 2. Communications / Marketing Plan (p03)

3. External Communications (p12) 4. Call Click or Visit Engagement (p10)

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

PROCESS MAPPING CONCLUSIONS & INITIAL OUTCOMES

Organization Design Criteria Keep Improve

01. Staff with deep expertise X

02. Staff willing to change X

03. Staff strongly dedicated X

04. Best utilization of staff X

05. Role as source of pride & ownership X

06. Strategic & creative teams X

07. Role with passionate interest & organization necessity

X

08. Role has view of Chamber through eyes of member (horizontal view)

X

09. Role and task duplication X

10. Using talents & capability to fullest X

11. Organization or work space X

Process Solutions (Initial Outcomes) o Re-organize functions (consistency) & create process teams (flexibility) o Re-configure floor plan o Changed or modified 1/3 of workforce roles o Created COO role

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Outcomes

• Several staff modified or switched roles within the organization • Office spaces reconfigured to better facilitate collaboration • Process teams created to provide continuous improvement

One

Drivers for Change at the NKY Chamber

• Financial Resources Became Tight During Downturn • Staffing had to be reduced adding responsibilities (and stress!) to certain

individuals • Shifts in areas of emphasis in programming and operations were

necessary • Staff morale in jeopardy

Lessons Learned

• Utilize a staff team that represents both management and non-management

• Communicate purpose and progress to ENTIRE staff team throughout

process • Be Aware that Structure Will Outlive Talent