Observations, on going concerns, collaboration...

My current observations, on going concerns, ability to collaborate and align values, mange effective human resources and finance floats around in my head. So I got most of it down on paper and eventually into this blog post.


CURRENT OBSERVATIONS

• Evidence based decisions through advanced business intelligence and analytics.
• Self serve models – E-business for day to day business.
• Mobile devices – any place, any time, any device access expectations.
• Ongoing convergence and consolidation of enterprise infrastructure and operational stake holders.
• The growing risk of "threats" will require careful analysis and risk management.
• Significant social and legal requirements for information management (privacy, access to information); while balancing demand for open and transparent communication.
• Agile development (delivering small usable pieces of functionality often with client assisted iterations as opposed to larger projects), value for effort.

ONGOING CONCERNS

• Number of silo operating communities (ie: Sudbury, ON).
• Complexity of integration and have a going concern for basic awareness and communication between leaders in those communities.
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• Silos of data; lack of authoritative data sources. Includes PCI-DDS compliancy.
• Vendor and contract management.
• AVLA and SOCAN Licensing, professional affiliation and asset management.
• Some grey roles and responsibilities with members in every community.
• Staffing (competitive market); difficult to attract in some instances and or grown local talent and leaders.
• Number of community members nearing retirement or burn out  continues to increase.  There is a limited thought and discussion around entry level positions available for new talent, leadership and administrative staff for succession planning purposes.
• Optimizing Technology in the business practice.
• Infrastructure and Funding strategically and ensuring all communities have ongoing operational resources and funding.
• Demonstrating the value of outcomes with real working examples.
• Increasing capacity for change, because that's life.
• Providing training for existing and new community leaders, instructors and administrators.
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• Addressing information Security, privacy, and AODA and Globalization.
• An Enterprise architecture or Best Practice in Canada.
• Finding Balance between security/privacy and open/transparent operations based on business operating types. (ie: Private vs. Public operations)
• Adequate liability insurance coverage for operations.
• Demand for accountability and transparency with the leaders in each community.
• Sustainability and Succession Planning (ie: three deep, three wide knowledge method).

COLLABORATION & ALIGNMENT FOR VALUE

• Remove barriers of entry for new scenes (ie: resources, budget and training).
• Remove operational barriers for existing communities.
• Investigate partnership or strategic alignment with other local operations (ie: other dance communities, city's culture plan, private halls and entertainment venue).
• Investigate LEAN Principals and Practices for all level of operations.

EFFECTIVE HUMAN RESOURCE MANAGEMENT

• Ensure leaders are assigned to tasks and responsibilities that energizes them and not deplete them.
• A pathway for development and training to becoming a leader, instructor or administrative member. Performance development program is one example.
• Fitness and Health revolving around body care, assessment and treatment of injuries by professionals and emotional support through difficult operational times.

MAINTENANCE

• Investigate charge back model to encourage commerce between scenes.
• Investigate financial sustainability models.
• Rationalize and realize equipment replacement frequency models and support.
• Investigate buying bulk for regional groupings where it add values to client, scenes and vendor.