Roles and responsibilities for a Design Oriented Firm:

Mission Statement:

1. Purpose of the company and its core values. 2. Identification of the key market segments and our contribution to it.

Clarity of Business Vision:

1. Visionary Goals – including but not limited to the Targets, Competition, Role Models and Internal Transformation.

2. Definition of Specific, Measureable, Attainable, Rewarding and Timed [SMART] Objectives.

Strategic Planning and Management:

1. Introduction and Implementation of methodologies and tools to perform strategic planning – including but not limited to –

a. Scenario planning. b. PEST analysis (Political, Economic, Social and Technological analysis)c. Situational Analysis

2. Evolution of a business model with an emphasis on Environment-Strategy-Structure-Operations (ESSO) Business Development Approach which takes into consideration the alignment of the organization’s strategy with the organization's structure, operations, and the environmental factors in achieving competitive advantage in varying combination of cost, quality, time, flexibility, innovation - effectively.

Tactical Management:

1. Client Development Strategy: Establishing a technology driven culture – where the business decision are made based on Info Insight Action flow. Example: Invest in, Maintain and Use a dependable lightweight CRM system as a corner stone for effective sales strategy and Business Development instead of simply relying on the existing social networks, word of mouth and advertisements.

2. Analysis and Decision Making using Six Forces Model (instead of SWOT analysis) i. Competition

ii. New entrantsiii. End users/buyersiv. Suppliersv. Substitutes

vi. Complementary products/ the government/ the public.3. Guard our Intellectual properties and Creative Concepts.4. Form an Event Management team to augment the Creative Design Group.

Strategic Workforce Planning and Management of Creative Team(s):

I think my major work is going to be in this area. It is not a straight forward term but it is the most important thing in service industry.

1. Identify and Leverage competencies of the individuals.2. Creation of a Creative team using Forming Storming Norming and Performing Model.3. Project and Program based approach to Manage Adjourning and Transforming of the teams. 4. Keep the Creative team focused on Creating with a strong emphasis on retention. 5. Augment Creative team with secondary and tertiary mid-level managers and operational staffs.6. Encourage systematic innovation by assisting in the following -

a. Understanding Customer Needs. b. Analyze Situation. c. Select Ideation tools. d. Generate Concepts.e. Evaluate concepts. f. Detailed Designg. Communicate Value. h. Standardize Learning. i. Build and Deliver.

A Facilitator as a Servant Leader

1. Research – New and upcoming trends in the field and create effective communication plan. Impart best practices using viable technologies.

2. Training Facilitation – Identification of Knowledge gaps in the group and take steps to closing them.

3. Technology Facilitation: i. Enthusiastic technophileii. Effective traineriii. Eager mentor and iv. Exemplary administrator

4. Hire Subject Matter Experts and consultants.

Creative Inputs and A copywriter – handle all of the textual aspects of any project/program or at the organizational level. Brainstorm and communicate external creative ideas with the core team to generate awareness.

Mission:

Act as the front Face of the organization and be synonymous with the Brand.

1. Act as the business evangelist and define its niche. 2. Lead the creative process and the creative team: Ideation, Pre-visualization (storyboarding) and

Production planning.3. Supervise and unify the artistic vision – In charge of visual elements and artistic style.4. Translate the moods, messages, concepts and even the underdeveloped ideas to materials –

fits and finishes, products, props and sets. 5. Creates/acquires props with Support Staff’s assistance.6. Leverage and Interfaces between information technologies and marketing activities. 7. Work with partner to form the teams and Hire the support staff. 8. Select the Clients/projects to work on and handle the financial aspect of the project. 9. Build resources and Alliances. 10. Manage and Interface with Third party vendors and suppliers including Decorators, Event

Managers, Catering and ancillary service providers. 11. Communicates her project needs and the required skill sets.12. Delegate and Review: identify and finalize project dependencies, timelines, cost and scope. 13. Use technology also to acquire the knowhow on a complex project.14. On-Site Management. 15. Negotiate collaterals. 16. Identifies new business area and product lines. 17. Identify the operational tasks, create a layer of mid-level managers to Delegate the

operational tasks. 18. Form an Event Management Team to augment the creative design group.19. Take Hemant’s resources for granted and use them on a preemptive basis. (I want to check if

the list is being properly read.)

Roles and responsibilities for All Event Management Projects:

Thoughts: I believe our roles are of equal importance and infrastructural Investment wise we intend to be 50-50.

One cannot be on-site so one will only help with access, plan and design phases! one won’t be able to help execute the event on-site hence his effort and share should tend to be less! For Event Management we intend to calculate our fair shares of profits on project-by-project & effort basis anyways. In case of a disagreement Hemant would be our arbitrator/peacemaker of choice.