EXAMPLE REGIONAL TECH COO RUN BOOK

Selena Sol presents…..

selena@selenasol.comhttp://www.linkedin.com/pub/eric-tachibana/0/33/b53

http://www.slideshare.net/selenasol

for COO’s looking to structure the business management function

Bob Frog (MD)

Business s Unit Executive

David Florey

Administration

Jennifer Tachibana

Unit 3 Executive

Selena Sol (DIR)

COO

Yo Yo Ma (Officer)

Business Manager

Li Hsien Lim

Unit 2 Executive

Barnaby Fell

Unit 1 Executive

Bootsy Collins (AVP)

Supplier Manager

James Jamerson (VP)

Operational Risk Manager

Getty Lee (AVP)

Program Manager

COO OFFICE STRUCTURE

Li Yuen Lim

Unit 4 Executive

Les Claypool (DIR)

Enterprise Architecture Manager

Idiot Intern (Intern)

Employee Engagement

Goofy Graduate (Grad)

Communications

COO OFFICE STRATEGIC INTENT

3

2010 COO STRATEGIC INTENT

VISIONEffective technology, efficiently managed

MISSIONWithout bloating the function or burning out the team, ensure that partners (up, down and across) get the right information at the right time to make effective decisions.

VALUESStandardization, Accuracy, Efficiency

TACTICAL GOALS TO SUPPORT INTENT•Go from start-up to stable across the full suite of operational functions•Build towards automation of reporting•Transform communities into teams•Support employee engagement through culture, comms, and training

INDIVIDUAL GOALS ALIGNED TO ABOVE

2011 COO STRATEGIC INTENT - EARLY STRAWMAN

VISIONBusiness management that drives business performance

MISSIONWhile continuing to expand 2010 deliverables, spend more time in analysis & consultation with Tech Managers & Business-side COOs to deliver cost and revenue innovation that is operationally-driven.

VALUESPartnership, Intrapreneurship, Excellence

TACTICAL GOALS TO SUPPORT INTENT•Build stronger partnerships with the business•Move from producing accurate dashboards to using them to drive continuous improvement•Fully automate reporting•Support employee engagement through culture, comms, and training

INDIVIDUAL GOALS ALIGNED TO ABOVE

WHERE WE WANT TO GO

HOW WE GET THERE

OUR COMPASS

WINS WE MUST DELIVER

SPECIFIC STEPS WE NEED TO

TAKE

COO OFFICE 2010 STRATEGIC WORKSTREAMS (1 of 2)

4

BUSINESS MGMT EMPLOYEE ENGAGEMENTOPERATIONAL RISK MGMTCOMMUNICATIONS

MISSIONCapture & analyze “the right” operational data to help drive alignment of operations to strategy in a consistent way.

REGIONAL LEAD GLOBAL LEADSBob Frog Sally Snail

CORE ACTIVITIES•Financial Management•Workforce Mgmt & Sourcing•Occupancy & Facilities Mgmt

2010 INITIATIVES

MISSIONWork with Global & Regional ORM/BCM community to ensure transparent, appropriate, & pro-active forecast, mgmt, & response to operational risk

REGIONAL LEAD GLOBAL LEADSKelly Kangaroo Danny Doodlebug

CORE ACTIVITIES•IT Controls •Business Continuity Management•Audit & Compliance•Cross-LOB Risk Activity Coordination

2010 INITIATIVES

MISSIONDrive strategic messages across the entire organization & provide stakeholder transparency

REGIONAL LEAD GLOBAL LEADSBob Frog Wally Wolf

CORE ACTIVITIES•Management Reporting•Employee Messaging•Website Management•Business Partner Engagement

2010 INITIATIVES

MISSIONWork with HR and Engagement Council to ensure that employees are fully engaged, aligned through culture, & continually improving through learning

REGIONAL LEAD GLOBAL LEADSSelena Sol Willy Whale

CORE ACTIVITIES•Leadership Development•Employee Engagement & Culture•Learning

2010 INITIATIVES

COO OFFICE 2010 STRATEGIC WORKSTREAMS (2 of 2)

5

PROGRAM MANAGEMENTSUPPLIER MANAGEMENT

MISSIONEnsure that vendors meet ongoing service levels and that we enjoy maximum economic value

REGIONAL LEAD GLOBAL LEADSJimmy Jinx Jinxy Jim

CORE ACTIVITIES•Make global initiatives regionally relevant•Extend XYZ Program along maturity curve•‘Audit proof’ our group to proactively anticipate audit requirements2010 INITIATIVES

MISSIONWork with our unit Change Manager to ensure that all projects (including run the bank) deliver business value

REGIONAL LEAD GLOBAL LEADSWilly Wonka Charlie Choco

CORE ACTIVITIES•Governance & Program ZZZ Controls•Consolidated Reports•Drive Best Practices adoption

2010 INITIATIVES

ARCHITECTURE & STRATEGY

MISSIONSupport regional leadership to develop & implement Technology & Operational strategy

REGIONAL LEAD GLOBAL LEADSSydney Squirrel Ally Ant

CORE ACTIVITIES•Shepherd timely development of Strategy•Support Strategy Communication•Support roll-out of global initiatives

2010 INITIATIVES

MANAGEMENT ROUTINES

MISSIONEnsure that the horizontal business support functions work collaboratively across all locations & lines of business

REGIONAL LEAD GLOBAL LEADSSelena Sol Bernard Bat

CORE ACTIVITIES•Shepherd the Business Management community across functions, countries, & lines of business•Support adoption of best practice standards where appropriate

2010 INITIATIVES

COO TEAM

SELENA SOL, COO

Insert Bio here….

The story centres on Charles Marlow, who narrates most of the book. He is an Englishman who takes a foreign assignment from a Belgian trading company as a river-boat captain in Africa. Heart of Darkness exposes the dark side of European colonization while exploring the three levels of darkness that the protagonist, Marlow, encounters: the darkness of the Congo wilderness, the darkness of the Europeans' cruel treatment of the African natives, and the unfathomable darkness within every human being for committing heinous acts of evil.

Although Conrad does not give the name of the river, at the time of writing the Congo Free State, the location of the large and important Congo River, was a private colony of Belgium's King Leopold II. In the story, Marlow is employed to transport ivory downriver. However, his more pressing assignment is to return Kurtz, another ivory trader, to civilization, in a cover-up. Kurtz has a reputation throughout the region.

BOB FROG, UNIT EXECUTIVE

Insert Bio here…

Five score years ago, a great American, in whose symbolic shadow we stand today, signed the Emancipation Proclamation. This momentous decree came as a great beacon light of hope to millions of Negro slaves who had been seared in the flames of withering injustice. It came as a joyous daybreak to end the long night of their captivity.

But one hundred years later, the Negro still is not free. One hundred years later, the life of the Negro is still sadly crippled by the manacles of segregation and the chains of discrimination. One hundred years later, the Negro lives on a lonely island of poverty in the midst of a vast ocean of material prosperity. One hundred years later, the Negro is still languished in the corners of American society and finds himself an exile in his own land. And so we've come here today to dramatize a shameful condition.

DOODY, VENDOR MANAGER

Insert bio here…

The book describes, in first person, a 17-day journey on his motorcycle from Minnesota to California by the author (though he is not identified in the book) and his son Chris, joined for the first nine days by close friends John and Sylvia Sutherland. The trip is punctuated by numerous philosophical discussions, referred to as Chautauquas by the author, on topics including epistemology, ethical emotivism and the philosophy of science.

Many of these discussions are tied together by the story of the narrator's own past self, who is referred to in the third person as Phaedrus (after Plato's dialogue). Phaedrus, a teacher of creative and technical writing at a small college, became engrossed in the question of what defines good writing, and what in general defines good, or "quality".

LAURYN TACHIBANANA, BUSINESS MANAGER

Inset bio here…

Crime and Punishment focuses on the mental anguish and moral dilemmas of Rodion Romanovich Raskolnikov, an impoverished ex-student in St. Petersburg who formulates and executes a plan to kill an unscrupulous pawnbroker for her cash. Raskolnikov argues that with the pawnbroker's money he can perform good deeds to counterbalance the crime, while ridding the world of a worthless vermin. He also commits this murder to test his own hypothesis that some people are naturally capable of such things, and even have the right to do them. Several times throughout the novel, Raskolnikov justifies his actions by connecting himself mentally with Napoleon Bonaparte, believing that murder is permissible in pursuit of a higher purpose

COO REGULAR REPORTING ROUTINES

ACTIVITY AUDIENCE FREQUENCY

Name of report / dashboard / newsletter / etc

Who the report goes to Monthly

Name of report / dashboard / newsletter / etc

Who the report goes to Monthly

Name of report / dashboard / newsletter / etc

Who the report goes to Monthly

Name of report / dashboard / newsletter / etc

Who the report goes to Monthly

Name of report / dashboard / newsletter / etc

Who the report goes to Monthly

Name of report / dashboard / newsletter / etc

Who the report goes to Quarterly

LEADERSHIP & OPERATIONAL ROUTINES

APPENDIX

APPENDIX

APPENDIX – STAKEHOLDER SOCIALIZATION STATUS

This table lists stakeholders and their approval / review of this run book

APPENDIX – 2010 COMMUNICATIONS PLAN

Communication Stream Time Audience Key Message Channel

Recipient Response

Lead DependenciesKnow Feel Do

2010 Regional Townhall

Strategy 15-AprRegional Employees

Communicate 2010 Strategy & Regional Divisional Goals.

Live in HK, Video Conference Regional locations

2010 Strategy ClarityImplement strategy

SSAV Setup (XXX)Content (YYY)

Communication of Leadership Structure and Team.

Leadership Team structure, roles, & responsibilities

Confident N/A

Business & Technology Worked together to develop plan

There was tight partnership

AlignedThink Commercially

2010 Regional Unit Leadership Offsite Key Highlights

Strategy 23-AprUnit Regional Employees

Review of Townhall Key Messages

Email

Reminded ClarityImplement strategy

SS Content (YYY)

Review of the offsite activitiesWhat the process was

TrustingImplement strategy

Mid Year Reviews Goals MAYRegional Employees

Mid-year reviews are coming and are an important activity. Please prepare your calendars next month to set aside time to do a good job

EmailWhat to expect in next couple of months

Aware

Get appropriate training and set aside some time

SSApprove, Coordinate, Cosend (HR)

Mid-Year Townhall Strategy JUNUnit Employees

Growth of new functions. Continuing strategy

Video Broadcast

How we are doing

InspiredFocus on delivery in 2H

SS Content (YYY & Center Heads)Coordination (ZZZ)

Regional Unit Learning Accomplishments 1H

Learning JULUnit Regional Employees

Regional Management continues to consider Learning a key regional priority, but it also requires individuals to make good choices about development plans and make time to deliver on them & ask for feedback

EmailWhat training is available

Invested in

Go out and complete your development plans before Q4

SS Content (YYY)

Unit mid-year Strategy Recap

Strategy AUGUnit Regional Employees

We have done a great job towards our objectives but we still have some work to do

Email How we standRecognized & Empowered

Complete what's left

SS Content (YYY)

Employee Satisfaction Program

Strategy SEPUnit Regional Employees

Importance of program and goal of 100%

EmailWhat program is about and why it matters

Inspired to participate

Complete survey

SSContent (YYY)

Head of Area

Biz Line 1 Biz Line 2 Biz Line 3 Biz Line 4 Biz Line 5 Biz Line 6 Biz Line 7

Global Executive Name Name Name Name Name Name Name

Asia Executive Name Name Name Name Name Name Name

COO/Biz Manager Name Name Name Name Name Name Name

Supplier Lead Name Name Name Name Name Name Name

Risk Manager Name Name Name Name Name Name Name

Learning Rep Name Name Name Name Name Name Name

Leadership Development Name Name Name Name Name Name Name

Infrastructure Relationship Manager

Name Name Name Name Name Name Name

Communications Point of Contact

Name Name Name Name Name Name Name

HR Point of Contact Name Name Name Name Name Name Name

Finance Point of Contact Name Name Name Name Name Name Name

Audit Point of Contact Name Name Name Name Name Name Name

APPENDIX – PARTNER MAP

APPENDIX – EXAMPLE PERSONAL OBJECTIVES

1. EMPLOYEE MESSAGINGEnsure freshness and a coordinated, low-effort approach across websites and ensure that top-down messaging actually makes it down through all organizational levels

2. SENIOR LEADERSHIP MESSAGINGGet XXX in front of team and Employee base more often and with more impact through offsites, townhalls, mass communications, and Employee events

DRIVE STRATEGIC MESSAGES FROM TOP TO BOTTOM (15%)

1. GET AHOLD OF OPERATIONAL DATAErect financial controls and ensure financial transparency for Unit so that the firm meets its 2010 Financial Plan. Develop a single, consistent, consolidated view of workforce.

2. CONTINUE TO INNOVATEExtend existing operational innovations, such as PROGRAM X and the PROGRAM Y, across unit. Also, roll-out operational management functions that are new to the region such as ZZZ, YYY, AAA, and BBB.

3. SUPPORT PROJECT PORTFOLIO STRATEGYDrive a business-aligned technology culture across 1) new regional business initiatives such as XXX 2) YYY, and 3) ZZZ by supporting technology leads with accurate & timely data, supportive processes, and relevant analysis.

TRANSFORM OPERATIONAL MANAGEMENT FROM START-UP TO STABLE (15%)

1. PUBLISH REPORTS THAT ADD VALUE &SUPPORT DECISION MAKINGRoll-out low-effort, high-value stakeholder reporting.

2. ENABLE FORWARD-LOOKING STRATEGIC MGMTHave the right data and institute the right planning regime so that Unit is able to develop a mature & aligned 2011 plan (people, budget, operational, and technology strategy).

3. SUPPORT SOURCING STRATEGYHelp the global teams make the right location strategy decisions by providing data and analysis around regional locations as requested.

4. SUPPORT REGIONAL LEADERSHIP COUNCILS AS NEEDEDSupport the councils as and when needed.

5. MAKE MEETINGS MORE STRATEGICTransform meetings from status updates to strategic opportunities.

MOVE FROM DATA TRANSPARENCY TO DATA-DRIVEN STRATEGY (20%)

1. BUILD A COO TEAM FROM GROUND UPBuild healthy, supportive, and stable COO office

2. CREATE A TEAM OF PARTNERSSet in place routines with Partners (such as Finance and HR) that allow us to drive strategic programs. Also, create a sense of common identity across regional COOs and between global and regional Unit COOs and BSMs

TRANSFORM FROM BM COMMUNITY TO BM TEAM (15%)

1. LEAD THE REGIONAL LEARNING FUNCTIONLead the learning function as a member of the global learning council and as an on-the-ground evangelist for Training.

2. EXECUTE PROGRAM X & PROGRAM YRoll-out these programs regionally.

3. DRIVE SUCCESS OF XYZ GROUPSWork as country executive of ABC and as a member of the DEF council to drive 1223 goals through successful events.

4. SUPPORT REGIONAL GROWTH OF GGGDrive reach of GGG across regional locations while continuing to implement the QQQ Action Plan for 2010

USE CULTURE AND TRAINING TO DRIVE EMPLOYEE ENGAGEMENT (20%)

APPENDIX – 2010 BUSINESS UNIT A / TECH STRATEGY

Business Owner

Q1 2010 Q2 2010 Q3 2010 Q4 2010

2010 HIGH-LEVEL ROADMAP

Technology Owner

BUSINESS OBJECTIVES 2010 TECHNOLOGY OBJECTIVES 2010• Objective 1• Objective 2• Objective 3

• Objective 1• Objective 2• Objective 3

• SMART Goal 1• SMART Goal 2• SMART Goal 3

• SMART Goal 1• SMART Goal 2• SMART Goal 3

• NaSMART Goal 1• SMART Goal 2• SMART Goal 3

• SMART Goal 1• SMART Goal 2• SMART Goal 3

Alan TuringZiggy Stardust