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This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.
Presented by Mark LaScolaManaging PrincipalON THE MARK
Organization Design Governance An Emerging Concept and Practice
OTM Original Webinar 22rd June 2017
1© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
About the presenterhttp://on-the-mark.com/meet-the-team
Mark LaScolaManaging Principal
2© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
About OTMUnparalleled Depth of Expertise & Breadth of Experience
Sectors Functions GeographyAerospaceDefenceEnergy
Financial ServicesFMCG
GovernmentHealthcare
Pharmaceuticals & Bio-medicalHigh technology
IT Software & ServicesLogistics & Distribution
ManufacturingRetail
Telecommunications
Human ResourcesLean, Six Sigma, PMO
LegalSupply ChainManufacturing
OperationsFinance, ITRegulatory
SalesMarketing
EngineeringOutsourcing – BPO
Skunk worksSupport
North AmericaWestern Europe
ScandinaviaEastern EuropeLatin AmericaMiddle East
South East AsiaSouth Pacific
OTM Support OfferingsOTM offers a variety of informational, educational and enlightening support services including executive briefings and primers, internal or external multi-day, hands-on skill building workshops using real projects, behind the scenes support and guidance, case studies, webinars, conference presentations and TED Talks. Contact us at info@on-the-mark.com
OTM has delivered over 400 organization design and transformation projects, in over 35 different countries, on five continents with every type of business function and countless industry sectors. OTM offers our customers one of the industry’s most collaborative, disciplined, comprehensive and integrated transformation solution. Trained and developed over 5000 executives and internal change agents.
3© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
About OTMOur Solution Sets
Our solutions achieve a common results footprint:Organization Design and Business Transformation Concept through implementation
Accelerated Change ReadinessPlanning through implementation
M&A, Business Integration Due diligence “fit predictor” through implementation
Accelerated Decision Making, Planning & Problem SolvingIssue identification, resolution through implementation
Capability Building Assessment, delivery and support (10/20/70)
© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution 4
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
A global business with a proven track record• In business over 26 years
• Completed over 400 redesigns
• In 35+ countries
• Across most industries
• For every type of business function
• For government and hybrid-government businesses
• On five continents
• Achieving a common results footprint
• Using collaborative methodologies from start to finish
• Trained/developed over 5000 internal change agents and leaders in our solutions (10/20/70)
• Owner of one of the industry’s most comprehensive, integrated and holistic solutions.
5© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Webinar Overview and Focus
6© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
• Brief Organization Design overview• Organization Design Governance (ODG) defined • The need for ODG• Four Practical Examples Illustrating the without and with ODG
1. Annual business planning
2. From whole work to specialization
3. Increasing layers and shape
4. People plans
• Embedding ODG into BAU.• Real examples
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Organization Design Defined
7
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Organization Design
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The aligning of all parts of a business to win in the marketplace -deliver the strategic or competitive advantage. It is the
deliberate process of configuring the informal and formal… including value stream, structure, technologies, management mechanisms & systems, rewards, and people processes and social systems to create a business/organization capable of
achieving its business strategy.
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
OTM’s Applied Star Model
© 2016 ON THE MARK | www.on-the-mark.com | Not For Distribution 9
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Organization Performance Model
10
1. Business Situation
2. Business Strategy
3. Organisation
Design4. Culture
5. Business Results
Source: Originally adapted by Ed Kur, PhD from models developed by David Hanna & Jay Galbraith. Further adapted by OTM 1998.
The needs which must be satisfied and the pressures which must be responded to and managed
The organization's reason for being; its basis for competing and winning in the marketplace
The way we really do things around here!
What the organization delivers
Are we fit for
purpose?
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
OTM’s Applied Design Cycle
11
Govern the design
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Organization Design Governance Defined
12
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Definition of Org Design Governance It’s the deliberate, explicit process of changing parts of a business within published limits
of strategic and operational requirements, parameters and constraints ensuring alignment and fit across the entire enterprise over time.
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1. Stabilizing: a new design/operating model
2. Maintaining: holding steady
3. Future-proofing: changing in response to future scenario(s)
Said another way: it’s the deliberate, explicit process of changing parts of a business without perverting or distorting explicit design requirements, parameters and constraints over time.
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
1. Strategy and Principles Established in the Foundation Phase…
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Strategic Intents & Gravitational Pull Business Priorities Products & Service
Offering Customer Experience Social Attributes, Behaviors & Values
Design Criteria Performance Assumptions
Structural and Shape Features
Standardization and Integration
Requirements
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Practical Elements of Organizational Design Governance1. Strategic intent and competitive advantage.
a. Gravitational pull.b. Product/service offerings.c. Customer experience.
2. Value Stream a. New, changed, technology, tools.
3. Fundamental Structure featuresa. Boundary and sub-boundary locationsb. Shape (Levels and SOC)c. Departmentalizationd. Power
4. Management mechanismsa. Governanceb. Riskc. Rolesd. Measures and scorecard
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This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
The Need for ODG
16
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Most businesses are fragmented and over-complicated* (in response to complexity)
© 2016 ON THE MARK | www.on-the-mark.com | Not For Distribution 17
1. Changes are made over time across the business without anyone looking at how ALL of those changes fit and align with intended strategic intents and requirements…
• Changing product/service demand• Lean/Six sigma (process map)• Technology changes & improvements• Finance, HR demands• Glue activities added – rarely stopped• Restructures; Redundancies• New roles and jobs filled• Teams, units, depts. added• Mgrs/line leaders put in place• Culture/behavior changes
2. There is an unspoken practice (norm) in most businesses about leaders only being concerned about their “vertical patch” and making changes in “their own domain”. This is fragmented thinking.
*refer to OTM previous webinar- Complexity vs Complicationhttps://on-the-mark.com/webinar-slides-recording-and-qa-log/
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
All the Potential Moving Parts in a Business (OTM’s Constellation of Indicators©)
© 2016 ON THE MARK | www.on-the-mark.com | Not For Distribution
1. CHANGES IN Business Direction
• Changing product and service demand
• Change in customer demand
• Acquisitions
• Evolving strategy
6. People Processes
• Finance, HR demands
• New roles and jobs filled
4. Management Mechanisms?
• Technology changes & improvements
• Finance, HR demands
• Mgrs/line leaders put in place
• Inserting matrix roles• Governance and compliance demands
• V/H glue activities added
3. Structure?
• Teams, units, depts. added
• Changes in work and boundaries
• Power/decision making
• Unclear roles and responsibilities
2. Value Stream
• Lean/Six sigma improvements
• Technology changes & improvements
• Work added but rarely removed
• Variation, difficulty, unrepeatable
5. Rewards & Recognition?• New job families
• Leadership styles7. Organisational Renewal?
• Incompatible ways of working• Inhibiting culture and practices • Legacy cultural attributes
18
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Four Practical Examples Highlighting the Need for ODG
19
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 1. Typical Annual Business Planning
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Q2
Q3Q4
Q1
Set Budgets then execute comparing
forecasted vs actual
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 1. Annual Business Planning with ODG (Future Proofing)
21
Q2
Q3Q4
Q1
Set Budgets then execute comparing
forecasted vs actual
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 1. What do we mean by “fit for purpose”?
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1. Business Direction• Has our business direction changed?• Competitive Advantage?• Customer Experience?• Product/service offering?• Culture/Behaviors?
2. Value Stream•Value work?•Inputs, Work, Outputs?•Decisions & Metrics•Technology/Tools?
3. Structure •Boundary location?•Power?•Specialization?•Shape?•Departmentalisation?•Different roles?
4. Management Mechanisms•V and H Glue?•Reporting?•Scorecards?•Compliance?•Risk and/or Governance?•Management Roles?•Organization Charts?•Technology?
5. Rewards & Recognition•Rewards & recognition?•Leadership Styles•Promotion•Job Families
6. People Processes•Have the life-cycle of our people changed?•Performance/Development?•Recruiting?•Employee Brand?
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 1. Annual Business Planning with ODG... So What?!
23
• By conducting an annual “fit-for-purpose” review, the business is required to annually revisit its purpose and strategy and operating model in light of internal and external forces at least annually.
• Acts as a proactive future-proofing vehicle.
• Think of it as a continuous process improvement aimed at both the strategic and operational levels.
• Involve a cross-functional and multi-level team from across the enterprise to complete.
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 2. From Whole Work to Specialization Stabilize/Maintain )
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Team 1
Before changes are made,have proposed changes
reviewed/approvedTeam 1 Team 2
Team 2 Team 3
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 2. From Whole Work to Specialization. So What?!
25
• Before changes are made, have the proposed changes approved. Have authors of the change articulate and identify real benefits of changes against ODG requirements. Provide evidence of benefits.
• Proposed changes can be reviewed by a peer-to-peer group, a council and/or executive team. The focus of the review and approval is on stabilizing and maintaining the new operating model.
• Changing work in boundaries from whole work to specialization (Functional) has the potential impacts of sub-optimizing and fragmenting work causing internal resources to shift its efforts and focus from doing real work to doing glue activities.
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 3. Current Shape and Org Chart
26
Leader
Team 1 Team 2 Expert
Manager Manager
3 Levels Span 1:1 - 1:6
New Leader
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 3. Adding Layers, Changing Shape.
27
New Leader
Expert
Manager ManagerManager
Line Leader
Team 1 Team 2 Team 3
4 levels Span 1:1 – 1:7Increase in layers
Team 1 Team 2
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 3. Adding Layers, Changing Shape. So What?!
28
• Before changes are made, have the proposed changes approved. Have authors of the change articulate and identify real benefits of changes against ODG requirements. Provide evidence of benefits.
• Proposed changes can be reviewed by a peer-to-peer group, a council and/or executive team. The focus of the review and approval is on stabilizing or maintaining the new operating model.
• Changing shape by increasing levels slows responsiveness and speed of decision making.
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 4. Typical people planning
29
JobsSkills/
CompetenciesTalent People Plans
Hire Staff 1 Year Prior to Needing them
Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan Jan
Demand/Need Identified for Next
Year
Set Budgets then execute comparing forecasted vs actual
Goal Setting Execute/Calibrate
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 4. People planning with ODG (Future proofing)
30
Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan Jan
Business Situation – Forces impinging on the business that
demand a response
FIT For Purpose?
Goal Setting
Budgeting
People Plans
JobsSkills/
CompetenciesTalent People Plans
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example 4. Typical people planning. So What?!
31
• By conducting an annual “fit-for-purpose” review, the business is required to annually revisit its purpose and strategy and operating model in light of internal and external forces at least yearly.
• This enables “people plans” to be fully integrated into the future-focused operating model and on talent needs 1-3 years out.
• Acts as a proactive future-proofing vehicle.
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Embedding ODG into Business as Usual
1.Complete a “fit for purpose” review as part of your annual business planning process (before budgets and goals).
2.Publish Org Design Governance requirements, parameters and constraints in an operational handbook (paper or digital).
3. Include a review of the ODG requirements in all new employee/leader orientation/onboarding.
4.Diffuse and dialogue with line leaders and teams about ODG, it’s intents and implications. Strive to have each employee know.
5.Regulate changes to operating model and improvement initiatives.• Establish an operating model governance council that reviews, guides and
approves changes and improvement initiatives. Caution: choose wisely.6.Document and inventory all changes to organization design.
32
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
“FIT FOR PURPOSE” Critical Review
33
1.0 PURPOSE
• The FIT FOR PURPOSE Review critically reviews the current organization against each point on the OTM Applied Star Model against UPDATED requirements parameters and constraints.
• Gaining a holistic and comprehensive view of the organization’s Current environment, goals, performance, value stream, structure, management mechanisms, capabilities, and culture.
• The review informs, educates and aligns leaders and key
stakeholders about the workings of their current organization and answers the question, “ARE WE STILL FIT FOR PURPOSE?”
• Creating an initial readiness psychological state (‘D’ in the D x V x F >R model.
Time Requirements: 2-3 full days
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Example of an Operational Handbook
34
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Sample Governance Contents
Market Segments
•Includes all roles from Sales through Job Instructions.•Broken into market segments to drive customer intimacy.•Sales, Marketing, and Business Services (LTS, BLS, Outsourcing & Paper) are cross-segment functions.•Cross-segment functions report with a solid line to 1 segment leader and with a dotted line to the 2 other segment leaders•P&L responsibility is at the segment level
35
Waseca
East Greenville
Woodstock
Publication 1
Publication 2
Catalog & ComB
usin
ess
Serv
ices
Mar
ketin
g
Sale
s
Market Segments Manufacturing & Distribution
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Sample Governance Contents
Manufacturing & Distribution
•Focus is on process optimization, lean principles, standardization.•Cost, quality, and safety are key measures.•All plants are organized into one horizontal M&D operation.•Process Owner optimizes manufacturing.•Program Manager is the customer advocate.
36
Waseca
East Greenville
Woodstock
Publication 1
Publication 2
Catalog & Com.B
usin
ess
Serv
ices
Mar
ketin
g
Sale
s
Market Segments Manufacturing & Distribution
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
2. Integrated Business & People PlanningOperational Planning Y1 Operational Planning Y2 Operational Planning Y3
Month to Month Business Mechanisms
3 Year
Strategy
37
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Global Business Strategy
Zone (geographic) Business Strategy
Market Business Strategy
Operational Planning
Strategic Ops Review Annual Business Objectives & KPIs
Monthly Ops Review
Weekly Ops
Review
3. Business Planning
Daily Ops
Review
3 Years
2 Years
1 Year
Monthly, weekly, daily…
Where does FIT for purpose planning
belong?
38
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Any thoughts, questions or reflections?
39
mlascola@on-the-mark.com
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
2017 Annual EODF Conference
40
http://eodf.eu/2017-annual-conference/
20 – 21st Oct Germany
This deck contains OTM IP. Use of OTM’s IP, documentation or information provided to you in this deck may not be used or copied without containing the OTM logo and copyright. Not for use or distribution beyond informing industry dialogue and discussion.© 2017 ON THE MARK | www.on-the-mark.com | Not For Distribution
Open Positions at OTMPosition Job Description Link
Senior Consultant
www.on-the-mark.com/careers
Support Consultant – UK Based
41
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