605 words, 2.2 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Secure that your team relentless mindset of excellence in all things.

The big picture: Secure that your organization is accountable for ensuring service levels and capabilities needed to drive growth are delivered by the COEs (Advisor Growth, Practice Growth and Advice); functions as the key liaison between these teams and the Advisor Group.

Why it matters: Warrant that your company is responsible for operational oversight and performance of Appeals and Grievances processes to ensure compliance with regulatory, contractual and accreditation requirements.

Go deeper: Solicit and apply standards and best practices as defined by the project management Center of Excellence (Coe) and the Project Management Office (PMO).

What we’re hearing: “Verify that your group is leveraging data and insights to understand root cause issues and to develop data driven solutions that build awareness and drive change for your colleagues.“, Creative Operations Lead

Between the lines: Confirm that your company manages and triages responses to HR Operations inquiries and escalating more complex questions and issues to the appropriate Center of Excellence or HR Operations team member.

State of play: Be confident that your strategy is responsible for supporting operations for the Loyalty Center of Excellence ecosystem in multiple projects and initiatives to help drive performance improvement, efficiencies and effectiveness.

What to watch: Make headway so that your operation is leading design thinking workshops with (internal) clients both in person and virtual bringing people together to make things happen.

How it works: Make sure the Integrated Security specialization is responsible for continuous enhancement and implementation of local security programs and procedures for classified information protection.

Yes, but: Act as change agent to bring about significant improvement in Safety, Quality, Delivery, Cost and Cash targets, meeting stakeholder commitment, driven by significant improvements in Lean maturity.

Meanwhile: Verify that your process provides expertise in the areas of cloud when consulting with partners to determine technical requirements, feasibility, cost, and performance.

What they’re saying: “Make headway so that your organization evangelizes data analytics cross functionally acting as an unofficial center of excellence for analytics across your organization.“, Senior Customer Marketing Specialist

The bottom line: Develop a technology talent strategy aimed at driving a highly engaged culture, and facilitating organizational design and long range growth plan that optimizes the employee involvement.

What’s next: Warrant that your design leads considerations with key stakeholders to design a hybrid cloud disaster recovery (DR) strategy and guides internal and external resources through deployment and testing processes.

ICYMI: Identify potential new partners, initiatives, and activities and make recommendations in support of an expanding center of excellence in learning and organizational development.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global

601 words, 2.2 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Establish that your company organizations need greater efficiencies.

The big picture: Build an environment of collective responsibility and accountability and drive goal achievement and business outcomes with the Advisor Group leadership team/directors; includes outcomes related to market and Advisor Group business plans and other key priorities of the Advisor Group and Commercial division.

Why it matters: Check that your operation leads or provides direction to cross functional teams to achieve objectives across multiple business units or Centers of Excellence.

Between the lines: Ensure you are able to see around corners and anticipate future business scenarios, enabling your organization to plan for and invest in growth wisely.

What we’re hearing: “Ensure you strive to recruit from a diverse slate of managements and foster an environment which provides the right conditions for long term success.“, Senior Marketing Manager – Regional Business, Group Benefits Marketing

Go deeper: Make sure the Center of Process Excellence is responsible for ensuring your companys business processes are able to meet the needs of your Member Owner organizations.

What to watch: Oversee that your operation is Initiating/leading problem solving to identify short term and long term actions to prevent problem reoccurrence, reduce production downtime and increase productivity.

What they’re saying: “Partner closely with the Talent Acquisition Team on all aspects of sourcing, data collection and strategic partnerships to keep your pipeline robust with diverse talent.“, Director, Centers of Excellence

On the flip side: Make sure your process monitors industrys best practices, standards, and trends and incorporates this knowledge to provide insight into strategic planning, proposed solutions, and actionable metrics.

How it works: Work closely with Cloud Center of Excellence and related DevOps teams to plan, coordinate and implement security measures to safeguard information in cloud solutions against accidental or unauthorized damage, modification or disclosure.

State of play: Make sure the COE and A Manager is responsible for oversight of the customs enterprise continuous improvement and service provider program which includes the deployment of innovative compliant solutions at the business units, leveraging technology to achieve compliance at the speed of business.

The bottom line: Warrant that your organization helps identify organizational impediments to successful agile transformation and work with the leadership team to create effective strategies to overcome them.

What’s next: Introduce mechanisms for adoption at scale, such as People and Change methods, Cloud and DevOps enablement functions, Centers of Excellence, Experience-based Accelerators, and training and enablement strategies.

ICYMI: Continue education and learning from design through delivery to ensure best practices in design and product development eliminate the need for heavy oversight and monitoring.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global

658 words, 2.4 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Provide security architecture support for build, migration, and operation of Azure cloud infrastructure.

The big picture: Guarantee your process collaborates with the Lean Agile Center of Excellence (LACE) to define objectives, strategies, and governance for organization software, hardware, and digital technology development.

Why it matters: Build and maintain a high-performing team; select, develop, coach, reward and recognize team members in the Advisor Group as well as collaborate with COE leaders related to hiring and talent needs of centralized functions.

Yes, but: Establish that your organization researches and evaluates new or emerging digital concepts/solutions to determine if and how they would best fit into the existing portfolio of services.

What to watch: Warrant that your process is coordinating internal cross functional teams to identify potential opportunities and emerging trends that seem promising to create competitive advantages for the enterprise.

Between the lines: Secure that your operation uses effective business practices, including balanced measures of results, and values and invests in each employee; emphasizes empowerment and two way communication.

How it works: Check that your company ensures through service reviews and (internal) client surveys that service agreements, contract specifications, and product deliverables meet (internal) clients specifications, including timeliness and quality.

Be smart: Partner with the Technology Towers to identify process, tools, documentation, asset management to enable product teams to build in accessibility into product delivery.

State of play: Make sure there is involvement with managing innovation projects in your organization environment, communicating and providing service to several professional teams of different technological areas.

What we’re hearing: “Ensure your corporate philosophy is centered on hiring and retaining employees with the requisite skills, professional involvement, personal commitment, and ethical standards necessary to foster a culture of operational excellence necessary to surpass your (internal) customers expectations.“, Engagement Manager, SFE CoE, Commercial Solutions

What they’re saying: “Liaison so that your group identifies best practice and center of excellence opportunities and implement best practice approach to new providers through provider education.“, Relationship Benefits and Offers Product Manager

The backdrop: Work Standards- Sets high standards of performance for self and others; assuming responsibility and accountability for successfully completing assignments or tasks; self-imposing standards of excellence rather than having standards imposed.

Go deeper: Develop, write, and edit digital replies, which may involve coordination of health plan benefits knowledge, reference documents, member resources, insights from key stakeholders, and more to be determined.

The bottom line: Establish that your strategy aligns data knowledge wit HR Centers of excellence to ensure data quality and translates data into consumable business language.

What’s next: Verify that your operation is developing and maintaining strong working relationships with the lines of business, the Third Party Center of Excellence, stakeholder relations, operational risk and compliance peers.

ICYMI: Lead the development and execution of initiatives that drive growth and culture for the Advisor Group, including annual business planning, annual workforce engagement efforts, Group communications, events, and other key initiatives for the group and enterprise.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global

720 words, 2.7 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Maintain a high level of confidentiality.

The big picture: Lead the development and continuous improvement and drive processes to optimize utilization of all resources, add significant value and control or reduce costs.

Why it matters: Collaborate with a cross-functional team of application developers, operations engineers, architects to understand complex product requirements and translate them into automated solutions that you build.

What they’re saying: “Be a commitment to your people, you manage well-being programs and provide your professionals opportunities for support and flexibility to make daily choices that can help them to be healthy, centered, confident, and aware.“, Training Specialist

Go deeper: Ensure your team is responsible for the engineering and operation of Strategic Hosting Platform offerings comprised of Pivotal Cloud Foundry and Kubernetes Distributions across your private on-premise and public cloud environments.

What to watch: Oversee your organizations Litigation and Risk Center of Excellence, which includes serving as internal lead for all pre-litigation, litigation and alternative dispute resolution, identifying potential litigation or regulatory risk, and providing counsel to minimize exposure.

Meanwhile: Secure that your team develops testing protocols and standards to improve end to end testing outcomes and shares and adopts best practices with the center of excellence (CoE) and other Quality Engineers.

Be smart: Oversee the generation of reporting and other work products needed to run the day-to-day CoE governance including formal metrics capture, cross-CoE coordination, onboarding, and new CoE model functions.

Yes, but: Establish that your staff is leading the PMO organization as a center of excellence, defining project management processes, standards, methodologies, deliverables and operational cadence necessary to ensure consistent project execution.

How it works: Make sure the Bonsai Cultivate program consults the largest enterprise (internal) clients about how to select use cases for Autonomous AI, design Autonomous AI and build and Autonomous AI practice inside their organization.

Between the lines: Support Enterprise Digital and Data Analytics in executing against the Inclusion and Diversity strategy with a focus on inclusive leadership and on representation, development and retention of diverse talent.

What we’re hearing: “Warrant that your operation leverages an Agile and DevOps delivery model through partnering with business leaders, using effective change management, and leveraging company Agile and DevOps standards and centers of excellence (CoEs).“, Senior Customer Marketing Specialist

On the flip side: Ensure you can create digital experiences from payments to rewards to servicing that keep you connected to your (internal) customers and serve them at every touchpoint.

The backdrop: Lead a small team (Project Management Office or Center of Excellence) in executing sustainability program initiatives, working closely with legal and compliance teams to ensure alignment.

The bottom line: Establish processes and procedures (in conjunction with the Data Quality Center of Excellence) for profiling and analyzing data definitions against requirements, policies and standards.

What’s next: Ensure your company expands its knowledge in strategic solution delivery models to ensure products and/or services continue to innovate and to drive continuous improvement.

ICYMI: Serve as the lead on (internal) client projects, providing direction to and mentoring digital accessibility engineers and Grow Your Own program participants, reporting status updates to project team leadership and Accessibility Center of Excellence leadership, and handling any issues that arise regarding talent, timelines and deliverables.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global

657 words, 2.4 minutes read. By Gerard Blokdyk

Center of Excellence 1 big thing: Ensure strong background of having run an outsourced operating environment.

The big picture: Secure that your workforce responds to tenant requests and needs and coordinates with the Property Management and Building Staff Teams to solve the issues.

Why it matters: Make sure there is involvement with developing and interpreting performance data, reporting results, and driving performance based upon data and (internal) client expectations.

Go deeper: Be certain that your operation has involvement working with business areas undergoing transformational change to enhance HR programs and talent as well as influencing executives of all levels across multiple Centers of Excellence.

Under the hood: Confirm that your staff is leading PMO organization as a center of excellence, defining project management processes, standards, deliverables and operational cadence necessary to ensure consistent project execution.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

State of play: Make sure your workforce is willing to take on more duties from design to deployment and drive best scenario decisions towards improving your center of excellence.

Yes, but: Oversee your organizations Ethics and Compliance Center of Excellence, including advising on legal issues involving organization and regulatory compliance and providing guidance to ensure documents, projects, processes, and company initiatives comply with regulatory and legal requirements and company policies.

What we’re hearing: “Drive collaboration and your design vision with cross functional product development teams and stakeholders to build alignment on priorities leading to cutting edge product design and execution.“, Manager – Colleague Strategic Partner

What to watch: Make sure your personnel Supports/Leads the effort to develop project charters, collaborating with key contributors to define critical aspects of the charter, including budget, deliverables, timelines, etc.

Between the lines: Serve as facilitator, educator, advocate, consultant, and accountability partner for Lean, driving the understanding and application of Lean principles, systems, and tools across the critical segments and functions.

Be smart: Liaison so that your company serves as lead of your Cloud Center of Excellence (CCoE) and is responsible for defining and delivering your enterprise cloud governance model.

On the flip side: Make sure the purpose is to improve enterprise interoperability, delivery quality, cost efficiency and staffing flexibility via centralized program and portfolio management, resource and demand management, and knowledge management.

Meanwhile: Confirm that your workforce has involvement leading large scale change initiatives with enterprise level impact including programs with extensive cross functional technology team involvement.

The bottom line: Make headway so that your workforce coordinate application deliveries that tie to product division development schedules as well as aligning your success metrics with those of your user community.

What’s next: Make sure your organization ensures the delivery of HR services into the business unit, either personally or through managing the interface between the business and Employee Relations Center of Excellence.

ICYMI: Guarantee your group is responsible for contributing to the mission and vision of your organization by serving as a primary Human Resources (HR) point of contact for all organization employees.

Get started: store.theartofservice.com/Center-of-Excellence-critical-capabilities/

Trusted by: Fintova LLC, FactSet Research Systems, Vanguard, Tokio Marine HCC, PayPal, EPAM Systems, Corning, Providence, Facebook, US Federal Acquisition Service, Amex, ModivCare, US DHS Headquarters, CVS Health, Discover, SAIC, The New York Times, Kohler, Microsoft, Uber, Edelman, National Organization f, CECP, Amazon.com Services LLC, Citi, The Estée Lauder Companies, GE Healthcare, Georgia-Pacific, Accenture, Novo Nordisk, Thrivent, Emergent Holdings, Deloitte, PowerSchool Group LLC, Enterprise Resource Performance, Inc. (ERPi), UnitedHealth Group, The Port Authority of New York and New Jersey, Amplity Health, Relevate Health Group Inc., Edison Partners, HCA Healthcare, Manpower Corporate, Disney Parks, Experiences and Products, Assurant, IQVIA, TELUS International, Royal Caribbean Group, Cognizant Technology Solutions, Hitachi Europe Ltd., Merck, Allstate, Truist Financial, Comcast, Adobe, MetLife, Honeywell, Siemens Healthineers, McDonald’s Corporate, Alliance Data, Amazon Web Services, Inc., Tektronix, Serco North America, Blackbaud, Delta, Creative Associates International, Creadits, Cushman & Wakefield, Salesloft, Wells Fargo, Avison Young, Blend, S&P Global