Corporate Social Responsibility and the ‘New Normal’

As lockdown restrictions ease there is a vast amount of speculation about what the ‘new normal’ workplace will look like post pandemic. Industry professionals, insiders, futurists, even you and I are hazarding a guess at the future of office life. Will we all return to the office building? What level of government involvement will there be in our companies? How will we continue to adapt? The list goes on, but what about our social responsibility?

COVID-19 has truly shaken every organisation over the last 6 months. But it’s not all doom and gloom. We’re sure you can name numerous examples of acts of kindness which have emerged from the pits of this pandemic. Companies turning their hands to PPE making, car manufacturers switching to building ventilators, donations to food banks for those affected by job losses and ill health. Enterprises of all sizes around the globe have been pitching in however they can.

Though not necessarily intentionally, these acts of goodwill factor into a business’ Corporate Social Responsibility. This social kindness was not part of some CSR program which took months in the planning, it was reactive, responsive, and intuitive. It was businesses doing the right thing in the moment and doing what they could to help out. The mentality that ‘we’re all in this together’.

Here we look at how CSR fits into ‘the new normal’. Can we continue to be united by the coronavirus? Will businesses sustain ‘doing their bit’ going forward? And is the meaning of corporate social responsibility shifting?

The ‘we’re all in this together’ mentality is set to continue

Big business will be all too aware of how they have as much an obligation to society as they do to their shareholders. Fortune 500 companies forked out an estimated $20bn on CSR in 2018. But as a reaction to COVID-19 more companies than ever - of all sizes - have been looking at how they can ‘give back’ to their communities.

Not only have the approaches changed - with actions becoming less planned and more reactive - but so too have the motives for acting responsibly. The pandemic has instilled a sense of global unity, a much-used phrase is that ‘we’re all in this together’. With this mindset comes actionable, positive changes. Acting with social responsibility has become less about improving a business’ external reputation, and more about supporting the cause, and helping (in any small way) to be part of a solution.

Post pandemic we are set to see that mentality continue with businesses acting with care for society. Be it giving back to the community on a local level or fighting a shared fight on a global level - be it a social, environmental, or sustainability cause. The motives will be less concerned with profit and reputation, and more about consciously acting in a responsible way.

CSR and your employees

The pandemic has undoubtedly taught us a lot about the people that make a business. Staff have been laid off, furloughed, and made to work from home in a monumental shake up. A recent article on Forbes likens the current situation to that of the 9/11 attacks, which caused millions of people to change career paths. It predicts that in the light of the COVID-19 pandemic we will be rethinking our careers. For that reason, it is more important than ever that companies recognise the value of embedding positive practices for employee retention.

At the core of employee retention is the people. What matters to your employees should matter to you, and vice versa. And in that way CSR has a direct correlation with employee engagement.

The coronavirus situation has taught organisations the worth of prioritising employees. Managers have been checking in on staff whilst remotely working. There has been improved understanding of mental health, and flexibility around personal circumstances. Companies must make such practices a habit for the future. Shared values and a supportive environment can only have a positive effect. Prioritising corporate social responsibility will improve employee retention as company and employees’ values align, and a feeling of connectedness is instilled.

The pressure to be real

What matters to your employees in terms of support and values is of huge importance, as is being transparent. A key takeaway from the pandemic is that transparency is more important than ever. Businesses will feel a pressure to be real. Employees care, and consumers care, and for that reason CSR needs to be more than just ‘lip-service’.

It is no longer enough to make an annual donation to charities and run a few staff ‘away days’ volunteering. A new benchmark has been set for what it means to be socially responsible, and companies will need to do more going forward. Whether it’s in terms of staff values (issues of mental health, connectivity and wellbeing) or global causes (such as sustainability, environmental issues, or issues of equality and social politics); businesses will be under real scrutiny to do more, to make a stand, to do the right thing.

The time of change is now. The meaning of CSR is shifting as part of the ‘new normal’. No longer is CSR a box to tick. Acting responsibly must be fully integrated into company policy.

Source: prince2.com

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Difference Between PMI ACP and PMP (PMI ACP Vs PMP)

The PMI Agile Certified Practitioner(PMI ACP) and Project Management Professional(PMP) are two globally recognized professional certificates for professionals aiming to take their careers to the next level. 

In this article, we will explore what is PMP and PMI ACP one after the other. We will then make a comparative study of both the certifications, their cost, exam pattern, exam prerequisites and their benefits. By the end of the article, you will be able to make a clear-cut decision on which is best suited for your career.

What is PMI ACP?

PMI-ACP certification offered by the Project Management Institute, USA, is the fastest-growing Agile certificate and includes various agile approaches such as Scrum, Kanban, Lean, and many more. It requires a high level of professional integrity as it combines agile training, fundamentals and tools.

The unconventional and modern methodology, known as Agile Methodology, forms the basis of PMI ACP certification. It is a highly flexible methodology, best suited for industries which require high-quality products in a short duration of time. 

Under PMI ACP certification, the certified holder is required to lead and work as a project manager of a small development team. Agile also includes four values and 12 principles to deliver value to customers in uncertain environments. 

Role of a PMI ACP 

◉ An Agile certified practitioner is expected to implement Agile methodology in the developmental phase of every project.

◉ ACP is expected to apply lean management principles to eliminate non-value adding steps and to utilize the optimum mix of agile tools and techniques.

◉ An Agile practitioner increases adaptability in agile technologies which eventually leads to team productivity and customer satisfaction.

PMI ACP Exam pattern

PMI ACP examination is conducted in an MCQ format with 120 questions. Out of this, 20 are considered as pre-test questions, and the candidate is expected to answer 100 questions within a time span of one hour.

PMI ACP exam prerequisites

To apply for a PMP certification, the aspirant needs to hold at least a secondary degree(High school or equivalent education level). If the highest education level is a secondary degree, then the following requirements need to be satisfied:

◉ 7500 hours leading and directing projects and 35 hours of project management education or CAPM certification

However, if the highest education level is a 4-year degree or above, then:

◉ 4500 hours leading and directing projects and 35 hours of project management education or CAPM certification

PMI ACP exam cost

The cost of the certification varies for PMI members and non-members. Also, the exam can be computer-based or paper-based. Depending on these two criteria, the cost is tabulated below in USD.

Membership status	Amount in USD
Computer based testingMember	435
Non-Member	495

For paper based testing, the cost is as follows:

Membership status	Amount in USD
Paper based testingMember	385
Non-Member	445

What is PMP?

PMP is considered to be the gold standard for any certification course in project management. Recognized globally, it certifies the experience, education, skill and competency required to lead and direct projects. 

The PMP certification is based on the Waterfall methodology, which is a traditional method of project development and completion. The projects under this methodology focus on a clearly defined plan with a specified completion date, making it highly predictable. 

Role of a PMP

◉ PMP certified managers are required to undertake projects on system reorganizations and ensure effective strategy implementation while balancing various project constraints.

◉ A PMP manager monitors and works on system integration projects where various teams are associated and the primary role is to identify and solve system dependencies.

◉ If you want to learn the integration of different forms of management and solve the dependency out of it, then PMP would be the choice.

PMP Exam pattern          

A PMP examination is a Multiple Choice Question exam where a candidate is expected to answer 175 out of 200 questions. The remaining 25 are pre-test questions. The duration is 4 hours. 

PMP exam prerequisites

To apply for a PMI ACP certification, the following requirements need to be satisfied:

◉ 2000 hours of general project experience working on teams plus 1500 hours working on agile project teams or with agile methodologies.

◉ 21 hours of training in agile practices

PMP exam cost

The cost of the certification varies based on various factors like the country of residence, the institution, and whether the candidate opts for classroom training or self-paced. Also, the certification cost is dependent on whether or not the candidate holds a PMI membership. The cost has been given in the table below:

◉ PMP certification with PMI membership$405

◉ PMP certification without PMI membership$555

Differences between PMI ACP and PMP certifications

	PMI ACP	PMP
Prerequisites	2000 hours of general project experience plus 1,500 working hours on agile project teams	- 7500 hours leading and directing projects and for a secondary degree holder. - 4500 hours leading and directing projects for a professional degree holder
Training	21 hours of training in agile practices	35 hours of project management education or CAPM certification
Exam Pattern	120 MCQ. 100 to be answered. 20 pre-test questions	200 MCQ. 175 to be answered. 25 pre-test questions.
Time duration	One hour	4 hours
Certification cost (USD) With membership	435 (computer based) 385 (paper based)	405
Certification cost (USD) Without membership	495 (computer based) 445 (paper based)	555
Average salary per annum	94000	10500
Who will benefit?	Managers who wish to adapt the Agile methodology and its principles	Professionals who wish to practice the traditional waterfall approach to project execution

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The 7 Secrets to Leading Multigenerational Teams

It’s a journey. All of it. Life, relationships, business. The implementation and optimization of Lean Six Sigma strategies are the same. There are many moving parts to any organization, but at the core, it’s people who make every industry tick.

Working with people means process improvement and management is never truly finished. It’s an ongoing process that requires continual adaptation, dedicated communication, value assessment and a commitment to building a culture of support in which each member of the team can thrive.

For many managers, the demographics of their teams may make creating this environment feel that much more challenging. Today’s workforce can be broken down into five separate age groups, generally defined as born between the years noted:

1. Traditionalists: 1925 to 1945

2. Baby Boomers: 1946 to 1964

3. Generation X: 1965 to 1980

4. Millennials: 1981 to 2000

5. Generation Z: 2001 to 2020

In many industries, these diverse generations work side-by-side.

Implementing Lean Six Sigma strategies among such teams requires conscientious management that takes into consideration generational differences and, more powerfully, similarities. In this ongoing management process, seven keys help to enhance and lead diverse multigenerational teams.

1. Waste Is Waste

No matter the age breakdown of your team and no matter the industry you work in, waste will always be waste. This principle applies to any team and must remain a core consideration if you plan to optimize and improve your team dynamics, individual roles and the processes that they support.

2. Be a Transformer

The element of adaptability has become all the more important in light of cultural shifts and the continued effects of COVID-19. For example, even as broad cultural values of beauty changed, the once titanic corporation of Victoria’s Secret stuck to using the same models and messaging formula that had won it big returns in the past. It failed to transform, even though the world around it had. As a result, corporate shares dropped considerably between 2016 and 2018, and in 2020 the business shuttered hundreds of stores.

3. Mentally Reframe

Most of us show up at different stages of our journeys with preconceived notions of who our peers are, and much of that is informed by the stereotypes associated with the five generations at work today. For example, based on these stereotypes, Baby Boomers expect deference to their opinions, Gen X is comfortable with top-down authority and Millennials are tech-obsessed.

If leadership is to accomplish growth and use the principles of Lean Six Sigma to succeed in the workplace, it’s vital to relax the stereotypes that dominate our expectations of each generation. When we see each team member as an individual with a distinct personality, expectations and work style, it is easier to connect and engage.

4. Don’t Use Labels

Along with relaxing our assumptions and stereotypes, we must be aware of the importance of the language we use in the workplace. Management should avoid labels that make team members feel like they’re being boxed in. Make sure you’re selling and implementing the process and procedures of Lean Six Sigma based upon team members’ unique goals, values and personalities – not upon who you assume them to be because of their age.

5. Focus on Overall Team Efficiency

What’s at the heart of Lean Six Sigma? The improvement of performance and elimination of waste to create true efficiency across all processes, leading to overall business growth. A key step in optimizing your team, no matter its generational breakdown, is to never lose focus of the values that are guiding your management. Lean Six Sigma emphasizes collaboration, so don’t neglect the goal of collective efficiency. Keeping in mind the overall needs of the business and the cumulative impact of the whole can guide our interactions, building camaraderie and a spirit of collaboration.

6. Most People Want the Same Things

Despite our differences, we’re all human, and we’re all on this journey together. Lean Six Sigma can help bridge these gaps and deliver our team members what they want. So, what exactly does every generation want? They share a universal desire to feel heard, respected and valued in their workplace. They want a structure that supports their individual roles and a collaborative bent that honors a shared mission.

When it comes to clear communication of expectations and workplace structure, 88 percent of Traditionalists reported that this was important; 90 percent of Baby Boomers stated that this was desirable in the workplace; 95 percent of Gen X’ers said the same thing as did 98 percent of Millennials, according to the Pew Research Center.

7. Re-Examine Norms and Step Outside of the Process

When it comes to truly valuing team members of all ages and backgrounds, we must step outside what’s considered typical to assess our team members as individuals and gain a big-picture perspective of the needs of the business. Sometimes, it can be difficult to gain an accurate gauge of productivity and efficiency when we’re deeply entrenched in day-to-day processes, tasks and minutiae. Being able to open our minds and zoom out to see how each piece fits into the overall strategy is invaluable to ensuring we’re making the most of our diverse, multigenerational talent.

If you share a workplace, you share a core mission. Expectations rooted in stereotypes can inhibit the ability to create a workplace where every team member thrives, communicates effectively and puts to work the core collaborative principles that reduce waste and move the business forward.

Loosening the assumptions, ditching the labels and honoring individuality can have tremendous resonance when it comes to creating a company culture that supports every team member’s desire to be heard and feel valued.

None of this happens overnight. The willingness to pivot when necessary, reassess the situation and adapt to shifting values is what creates long-term, sustainable efficiency. It’s a marathon, and if you’re here, it’s already in progress. Trust the process and remain flexible, and you’re bound to lead your team toward Lean Six Sigma success.

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How to leave work at work when you work from home

The COVID-19 pandemic has seen thousands of us setting up offices at home. Now, weeks on, you may feel you have mastered the art of working from home. Perhaps you have a rigid nine to five approach, a designated desk setup, and have cracked the Zoom meeting! But are you doing as well at this as you think?

Whilst you may have formed some great habits, we’re not disputing that, you may also have picked up some bad ones along the way. Namely, work creeping into your home life.

Whilst many may return to the (actual) office, for some of us home-working is here to stay. So now is the time to stamp out those detrimental ways, and leave work at work, even when your workplace is your home.

Establish the boundaries

Balancing your work and home life is all about setting boundaries. Not only will an improved work/life balance be a positive step for your mental wellbeing but it can also improve your productivity and output during your working day. Here we look at what boundaries you can set in order to achieve this balance and stop work from crossing over into your home life.

Have a designated space

If you don’t already have a designated work space, now is the time to create one. For many of us it is not possible to dedicate an entire room to be an office, but a simple desk in a corner will work wonders. Search ‘small space offices’ on Pinterest for some great ideas and inspiration. The key benefit of having an assigned space is that it enables you to physically step away from the workplace at the end of your work day, which allows your mind to switch off.

Likewise, beautify your space with plants, and keep it clutter-free and the aesthetics should work as an ON switch to inspire your productivity. Lastly, as lovely as your new space is, avoid the temptation to use it for any other purpose. You wouldn’t go to the company office to tackle your life admin, nor take your kids there to do their homework. Your home office space is your zone for work only.

Top and tail your day

We never thought we’d miss the commute. We don’t. Not really. What we miss is those minutes spent listening to a podcast on the walk, mindlessly scrolling Instagram on the bus or listening to a particular radio show in the car. But all is not lost. Fake a commute by going out for a ten-minute walk. Not enough to work up a sweat, but just enough to activate your circulation and get the blood flowing. Take some headphones and pop that radio show on! Not only does faking a commute give you some ‘me-time’, it also works as a transitional time to separate your work life and personal life.

Similarly, try and get in the habit of getting dressed for work. Whilst there is no need to suit up - arguably the best part of working from home is the comfy clothing - making the effort to change clothes works as a way of top and tailing your work day. Taking the time to do your hair and put some clean clothes on will mentally prepare you for anything the day throws at you - even that impromptu video call. Plus, you get to look forward to changing back into your PJs when work is done!

Do not disturb mode

Utilising ‘do not disturb’ mode is more important than ever when working from home. It no longer solely applies to your colleagues, but now to your spouse, housemates or children too. Avoiding interruptions is paramount in order to get things done. So, let those you live with know when it is essential that you are not disrupted.

Nothing harms productivity like procrastinating, so mute any temptations too. When it’s time to knuckle down, turn off distractions by silencing your personal phone or leaving it in another room, and closing personal emails on your laptop. This all helps to create the divide between your work and home life.

Control your calendar

‘Do not disturb’ works twofold with your colleagues. Just as it can let them know when you are focusing on a task, it can also be used to let your colleagues know when you are switched off from work. For example, if you are out for some lunchtime exercise, home-schooling your child, or just having some family time. These important home-life events are better enjoyed when they are not interrupted by work messages and you are not on edge waiting for the next ‘ping’ from your phone. You should not feel you have to be constantly available. A simple solution is leaving your laptop in your office space at all times, and turning off your work phone. You can always be contacted on your personal device if there is a true emergency.

Another way to achieve this is by harnessing your calendar. Make it available for all colleagues to view, and be sure to highlight when you are available. Colour coding your day’s tasks with a traffic light system is perfect for this – green for available, red for do-not-disturb, and amber for busy but contactable. This simple system works great when used and understood by all staff.

Time tracking your working day

Inc.com reported that in an 8 hour day the average worker is productive for just 2 hours 53 minutes! So why is it that we end up working longer hours when working from home? Is it that we feel obligated to show that we can be productive away from the office environment? Believe us when we say there is no need to prove yourself at the expense of your downtime and mental wellbeing.

Think back to pre-lockdown life and how long tasks would take when working on them in the office. If you know a certain report takes five hours to write, then getting it done in a day is enough – or if you listen to the Inc article, you have already over-achieved! A simple way of monitoring your productive time is with a time tracking app such as Toggl.

Remember that interruptions from co-workers, tea rounds and ad-hoc tasks still exist even though you are not working in the company office. The tea rounds may be smaller, but they are more frequent with no one but you to take a turn!

Still struggling?

Challenge yourself to implement the above changes and you should begin to find work stays at work rather than encroaching on your personal life. If you are still struggling, whether due pressures from your peers or seniors, or simply because you are a self-confessed workaholic, then be wary of burnout.

Recognise when you are struggling and exhausted, burning the midnight oil and/or getting up early to work is not sustainable or beneficial. Using some annual leave may be the last thing you’d have thought of right now, but taking a break from the continuous demands of work could be just what you need in order to prevent burnout.

Even if you don’t want to use your holiday days right now, be sure to take a break at the weekend or your usual days off. It can be all too easy to ‘just do an hour’ to catch up on a Saturday morning or check in on emails, and before you know it you’ve been working for a large part of the weekend. You must be disciplined on your days off; this downtime is what will recharge for the week ahead.

Finally, don’t underestimate the power of empathy. Whilst it has its perks, working from home can be a real struggle, pandemic or no pandemic. Talk to your seniors or HR department if you are feeling challenged. They are sure to offer support and solutions.

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Harnessing the Power of Predictive Analytics

The demand for business intelligence is increasing at a rapid pace across all industries in today’s tough economic climate. As senior executives look to optimize existing business processes that can lead to bottom-line and top-line benefits, one option is to tap into predictive analytics, a type of data mining that can be used to make reliable predictions of future events based on analysis of historical data.

The science of predictive analytics, for various reasons, has not been leveraged optimally at most enterprises. Some common problems with the implementation of predictive analytics include:

1. Getting started: What is the approach? Who should we hire, how do we organize the project and how do we build the environment?

2. Developing a model – for example, issues relating to the preparation of huge amounts of data, training models and statistical application.

3. Identifying and applying the right predictive model.

4. Ongoing maintenance of models and validations.

What Is Predictive Analytics?

Before addressing these issues, let’s begin with a definition. Predictive analytics comprises a variety of techniques from statistical analysis and data mining that analyze current and historical facts to make predictions about future events. In business, predictive models can capture relationships among many factors associated with a particular set of conditions, and can discover and exploit hidden patterns in historical data.

Basically, these models ensure that the actions taken today will directly achieve the organization’s goals tomorrow. Predictive analytics can help companies optimize existing processes, better understand customer behavior, identify unexpected opportunities, and anticipate problems before they happen.

Vladimir Stojanovski, an engagement manager/solutions architect at IBM, offers a metaphor to describe the relationship between predictive analytics and business intelligence (BI): “If BI is a look in the rearview mirror,” he wrote in his CRM & BI Realms blog, “predictive analytics is the view out the windshield.” While BI is reactive, and looks backward to gauge performance, predictive analytics seeks to use data in real time and helps to make decisions that affect future performance.

Predictive analytics allow companies to move beyond “How are we doing?” to “What does our future look like?”

Developing Predictive Models

There are many predictive models that can be applied across industries and domains, based on applicability. Some of the major models include:

◉ Target model – Basically targets smaller sets of people who are likely to respond to a particular offer. This helps in increasing response rate and automatically reduces the cost per contact.

◉ Churn model – Helps identify customers who are likely to leave, which enables companies to focus on retaining the more loyal customers.

◉ Forecasting model – Predicts likely future outcomes. Forecasting models can be applied to project revenue based on past marketing campaign revenues and helps companies take proactive actions to meet their targets.

In general, these steps should be followed to develop predictive models.

1. Identify the outputs and key metrics that need to be analyzed.

2. Identify the predictors, which are variables that can be measured for individuals or other entities to predict future behavior (e.g., age, driving record, income and gender), which insurers use to predict the behavior of motorists. The number of predictors in the model should be between two and 15. Anything with more than 15 predictors can make the model too complex and difficult to maintain.

3. Collect data according to the predictors identified (e.g., customers’ demographic data or past purchase transactions).

Identify the right predictive model to forecast future trends. Though there are several techniques available, the following are the most commonly used:

a. Regression technique (linear, non-linear, logistic, multivariate, etc.)

b. Time series forecasting (moving average, smoothing, Holt-Winters method, etc.)

c. Classification/decision tree

d. Association rules

e. Credit scoring

f. Clustering analysis

g. Optimization techniques

5. Verify the models and tweak them for better accuracy. Parameters can be used to determine accuracy, including mean of absolute deviations (MAD), mean of absolute percentage errors (MAPE) and Net Lift models, which is used to target undecided “swing vote” clients who can be persuaded by marketing campaigns.

Sample Case Study

Consider a company that wants to introduce a new product to the market. Though the product is new, it is in a product family that already exists. The following analysis, based on performance of the product family during the last few years, could be carried out before the product is released to the market. This could not only help to create target customers but also to increase revenues based on target marketing.

Objective: Before introducing the product to the market, the organization wants to find out what kind of marketing campaign will give maximum returns, and what the projected revenue from new product will be. The following steps can be helpful:

Step 1: Ascertain the overall purchase value trend of the product family.

Step 2: Evaluate the type marketing campaigns (festival discount, bundling, trade shows, promotions, etc.) that would be most effective for that product family.

Step 3: Decide on the channel (direct contact, newspaper, Internet, etc.) which would be most efficient (based on cost and responses) and allocate the cost to different channels based on purchase value.

Step 4: Using the responses and revenues from the last few years, extrapolate the expected revenues for the current campaign. This can be done through time series modeling.

Step 5: Identify the segments and make clusters based on customers’ demographic factors, product types and channels to prepare the target list of customers.

Step 6: Identify any other products that can cross sell with this new product.

Predictive Analytics Recommendations

To begin a predictive analytics program, the following few steps are recommended:

1. Develop a business strategy – Identify the key business processes and key performance indicators (KPIs) upon which your organization needs to focus.

2. Create a data warehouse – Get the data in the right format, which can be used to develop models based on those priority KPIs.

3. Identify your resources – Develop the data mining and modeling skills internally to establish those predictive models, or identify a suitable partner who can initially setup the data modeling process and help nurture those predictive skill sets.

4. Develop analytic models – Once the right resources and data sets are available, develop predictive models and validate the models for better accuracy. These models can be verified periodically for better forecasts.

5. Reward the team – Getting the right analytical modelers is a difficult and expensive task, so be sure to compensate the team not only with paychecks but also with rewards such as providing a challenging environment in which to demonstrate their capabilities.

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Guidelines and Matrices for Picking Six Sigma Candidates

Green Belt and Black Belt candidate selection is a critical step in ensuring that a Six Sigma program provides the benefits intended. Overlooking the importance of this step can lead to slow progress and incomplete results.

Finding Green Belt candidates with the right traits is a proven method for kick-starting a Six Sigma program. This approach to candidate selection also is useful when filtering through a list of candidates who express an interest in moving from a Green Belt role to the role of Black Belt. Using a qualitative rating matrix provides a systematic process for selecting either level of Belt candidates. The process can make a significant difference in the effectiveness of the organization’s Six Sigma initiative.

Green Belt Candidate Traits

The Green Belt role requires candidates to demonstrate a skill set that includes starting and completing projects and using a data-based approach to solving practical problems. A list of these skills is outlined below:

1. Interest in Six Sigma – Interest in process improvement initiatives is critical. Voluntary participation in the program and demonstration of quality consciousness in previous work experience are indicators for this criterion.

2. Passion – Excitement about being part of the Six Sigma culture change is essential. Passion brings the required dedication level.

3. Process orientation – A focus on the complete process instead of viewing things in isolation is important. Green Belts must visualize how different parameters and resources interact with each other to give a desired output.

4. Process knowledge – Knowledge of the organization impacted by the project is especially important. Green Belt projects typically focus on localized improvements. Without sufficient knowledge about the organization, the Green Belt will find it difficult to complete the project as well as gain acceptance from those who are involved in the process day to day.

5. Ability to spend required time – The time Green Belts are required to spend on a Six Sigma project is typically anywhere from 30 percent to 50 percent of their total hours. If a Green Belt is responsible for service support, a key processing function or another critical project, the Six Sigma training and project quickly become lower priorities. Selected candidates are expected to do justice to the Six Sigma activities.

6. Zeal to learn – During Six Sigma training, the Green Belt is taught many new tools and techniques. To gain confidence in using the methodology and tools, the Green Belt is required to practice the tools not only during training but also beyond training hours with live examples.

7. Inclination toward data analysis – Six Sigma is a data-based methodology using statistical calculations and techniques. Candidates are not required to have formal education in mathematics or statistics but an interest in mathematical analysis is desirable.

8. Customer orientation – Six Sigma is all about consistently meeting customer expectations. A Green Belt with little or no customer experience is less likely to appreciate this aspect of Six Sigma.

Traits for Black Belt Candidates

The Black Belt role is leadership focused. Hence, the desired qualities in a Black Belt are different from those of a Green Belt. Middle managers are typically best suited for the role. In addition to the Green Belt criteria listed above, the Black Belt should possess the following characteristics:

1. Technical aptitude – A high level of technical skill in applying the Six Sigma methodology within the organization is a key factor. Six Sigma skills are taught during the Black Belt training course and an evaluation of the candidate’s skill during this time will provide an indicator of future Black Belt success.

2. Ability to influence – A Black Belt leads project teams, and in that role must direct team members, communicate effectively to multiple levels of management and assist the organization in implementing change.

3. Business acumen – In the leadership role, the Black Belt should understand the current market environment of the organization, map the business-level challenges to the day-to-day working of individual functional areas and drive the program accordingly.

4. Problem-solving approach – Candidates demonstrating cause-and-effect thinking and data-driven analysis in previous assignments are equipped in part for success as Black Belts.

5. Ability to train/mentor – One of the most important functions of a Black Belt is to coach Green Belts during their project execution and to provide expert help so that possible roadblocks are proactively removed. Many Six Sigma deployments also require Black Belts to conduct Green Belt and Six Sigma awareness training.

6. Functional competencies – A Black Belt must understand how different functions work together and influence the organization. Black Belt projects are usually large in scope and commonly involve multiple functions such as finance, sales, marketing, human resources and IT.

Using a Pugh Matrix to Identify Candidates

The Pugh matrix is a tool used to facilitate a disciplined, team-based process for concept selection. Several concepts are evaluated, comparing their strengths and weaknesses against each other, to arrive at an optimum solution. The Pugh matrix encourages comparison of several different concepts against different criterion and is a useful tool because it does not require a great amount of quantitative data on the concepts. The matrix process also is applicable in the identification of Six Sigma candidates, providing a systematic method to evaluate and select Green Belts and Black Belts.

The following steps describe the process to construct a Pugh matrix:

1. Establish the selection criteria – The candidate selection team members create individual lists of selection criteria including critical-to-quality elements. The team should not become bogged down in refining the criteria. If information is needed, note it and resolve the uncertainty before the team meets again. The criteria for selection are based on prerequisites and the expected roles of the Green Belt and Black Belt.

2. Set up the matrix – Create the matrix on a flip chart with selection criteria entered in the rows and candidate designators entered as the column headings. This is a good opportunity to reaffirm the selection team’s common understanding and commitment to the established criteria.

3. Compare the concepts – In each cell of the matrix, enter the appropriate rating “S,” “+” or “-” for each candidate-criterion intersection. S indicates an average rating whereas + and – indicate above and below averages.

4. Evaluate the ratings – Create a weighting method according to the individual organization’s need versus the criteria selected for consideration. Choose candidates based on the weighted positive and same ratings.

Below, Table 1 shows a Pugh matrix for selecting Green Belt candidates and Table 2 shows a Pugh matrix for selecting Black Belt candidates.

Table 1: Pugh Matrix for Green Belt Selection
Selection Criteria	Importance	GB1	GB2	GB3	GB4	GB5	GB6	GB7	GB8	GB9
Interest in Six Sigma	5
Passion	3
Process orientation	3
Process knowledge	4
Ability to spend required time	5
Zeal to learn	4
Inclination toward data analysis	4
Customer orientation	4
Weighted Sum of Positives (+)
Weighted Sum of Sames (S)
Weighted Sum of Negatives (-)
+ = Good S = OK, at Par – Not Satisfactory

Table 2: Pugh Matrix for Black Belt Selection
Selection Criteria	Importance	BB1	BB2	BB3	BB4	BB5	BB6	BB7	BB8	BB9
Interest in Six Sigma	5
Passion	5
Technical aptitude	4
Ability to influence	4
Business acumen	4
Zeal to learn	5
Problem-solving approach	5
Ability to train/mentor	4
Functional competencies	4
Deep process/organization knowledge	4
Customer orientation	5
Weighted Sum of Positives (+)
Weighted Sum of Sames (S)
Weighted Sum of Negatives (-)
+ = Good S = OK, at Par – Not Satisfactory

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Sustaining Change Requires Focus on Stakeholders

A Six Sigma initiative – or any change process for that matter – is only successful in the long run if the stakeholders truly adopt and sustain the change. Process and technology change cannot be implemented without a change in the hearts, souls and behaviors of the people involved in or impacted by the change. True adoption and sustainability of change requires thoughtful planning and focus, and should be an integral component of any Six Sigma deployment.

Define: Stakeholder Adoption

Stakeholder planning begins at the earliest phases of any initiative. As project objectives and scope are identified during the Define phase of a Six Sigma project, stakeholders naturally emerge in various categories:

◎ Project team members

◎ Project sponsor

◎ Business leaders and managers

◎ Customers

◎ Impacted employees

◎ Support partners (human resources, finance, testing and operations, etc.)

◎ Regulators

◎ Other interested parties

Stakeholder planning and management continues during the Define phase as voice of the customer (VOC) and voice of the associate (VOA) assessments unfold. The list of stakeholders may grow or be adjusted as the processes and dependencies are better defined and understood. The charter will begin to take shape, and risk evaluation and impact analysis will continue to bring rise to stakeholder and adoption challenges and opportunities.

Measure: Stakeholder Adoption Requirements

During the Measure phase, the detailed work begins. Defining the target environment and assessing the current environment to identify gaps will undoubtedly bring about numerous stakeholder issues, ranging from levels of performance or results in the current environment to readiness for the target environment. Readiness for the target environment becomes the main focus of stakeholder planning. Detailed impact assessments implemented during Measure will identify key adoption challenges and opportunities, which will be the foundation of stakeholder and communication plans.

An effective design concept developed during the Measure phase considers critical stakeholder adoption issues during the early formation of the design work. Ignoring adoption issues at this point creates what is later described as a “pie in the sky” solution that no one really feels they can commit to or adopt.

Analyze: Stakeholder ‘Rubber Meets the Road’

During the Analyze phase, the “practical” concept defined in Measure becomes a reality, as detailed plans address not just the process or technology changes required, but also address the stakeholder adoption and support.

Communication plans and stakeholder management plans should address the needs of broad stakeholder groups, while detailed employee transition plans address the needs of the people directly impacted by the changes. Change pilots should be planned and implementation controls established – all addressing the needs of impacted employees and stakeholders in the process.

What is equally important, however, are the business and management systems, policies, and practices that will influence true sustainability long after the change managers and trainers are done. It is at this time that management systems, compensation programs, recruiting and so on, also come into focus as key supportors or detractors of the target environment. Successful programs analyze and address these opportunities as part of the overall change effort as opposed to trying to address them afterward. This represents a holistic approach to sustainable change, rather than expecting the organization to address it once the change has been transitioned to the business-owner.

Improve: Solutions-building at the Stakeholder Level

The Improve phase is the building stage. This is when processes and technology are built, tested and validated. At this time, change is translated to work functions, jobs and performance requirements, and staff plans, and training is built, tested and validated. This is where implementation plans receive final tweaks and controls are established, and stakeholder readiness is truly tested and validated.

Once again, the challenge during Improve is focusing on implementing the targeted changes while also considering the long-term sustainability of the changes. Training is critical at this time, but so too is integrating new performance requirements and metrics into the management systems that will ensure the changes are managed in the future. Business management reporting and performance management systems must be adjusted to reflect the target requirements. Planning processes and management routines should be adjusted to reflect and support the target environment and changes made. Human resources systems such as recruiting, hiring, orientation and compensation may require adjustments to support and sustain the changes. These are the actions to speak to sustained change and continuous improvement.

Control: Launching Adoption and Sustainability

During the Control phase, stakeholders are migrated to the target environment, and training and communications are completed. The change is implemented and controls validated. New requirements are reflected in performance scorecards, metrics and dashboards. Process changes are transitioned to business or process owners. The target environment is considered business as usual and the project or program is closed out.

As the program is closed out, a key component of stakeholder management is the recognition and reward of contributors and the celebration of successes. It is human nature for people to sustain and improve on that of which they are proud and feel good about. Recognition and celebration are key contributors to sustainability, yet are often forgotten in the haste to reach the goal line and close out the work. Recognition and celebration continually motivate those who have truly adopted the changes and serve to entice those who continue to resist.

Change Success Depends on Stakeholder Adoption

Process and technology changes cannot be successful if the people who use them are not successful. Real value-add change cannot be sustained without some change in the hearts and minds of those involved. Focused attention and integrated planning for stakeholder planning and management throughout the DMAIC process supports the mindset and behaviors required to be successful now and in the future.

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Is Becoming an ASQ Certified Six Sigma Black Belt Something You Should Consider?

Go for Six Sigma Black Belt Certification

That depends, of course, on what manner of person you are and what you want to do with your career. The Six Sigma Black Belt (CSSBB) Certification certainly is not for everyone. For most people, Project Management Professional (PMP) and Six Sigma Green Belt (CCSGB) certification are all they will ever want or need. I would say having both PMP and CSSGB certifications is an almost perfect situation for most people.

Six Sigma Black Belt is the essential level of certification in the Six Sigma Program. CSSBB preparation gives exposure to various aspects of the way, from planning and deployment, team management, DMAIC, process management, and means to frameworks and methodologies. It is a globally recognized certification that becomes a professional's credibility in making a career in Quality Management.

However, for those of you who are involved in taking process improvement to the next level and influencing how decisions are made within a company, there is not anything better than becoming a Black Belt.

Why is that? Well, it is pretty simple. Black Belts are highly trained in improving results using lean thoughts and advanced statistical analysis techniques. They have the combined responsibility of influencing day-to-day business decisions. Black Belts are project managers, mentors, trainers, team leaders, and if utilized efficiently, should be put in prominent leadership positions reporting directly to the highest levels in an organization.

As a Six Sigma believer, my opinion is that Six Sigma Black Belts should be the best of the best; they are the go-to people for the most challenging process improvement works a company faces. Skilled and experienced Six Sigma Black Belts are rather hard to find, but a good one is worth their weight in gold!

Well, they all achieve projects. Project managers are trained in the art of managing projects. Six Sigma practitioners usually concentrate on process improvement-oriented projects using quantitative tools to help with decision making.

Black Belts, on the other hand, take it a step removed. They learn about how to improve processes, but they are also trained on many advanced statistical analysis techniques that take root cause analysis and improvement efforts to the next level.

Typical topics covered in Black Belt training and practice in the DMAIC steps are listed in the diagram on the left. A Six Sigma Black Belt does not need to be a statistician; however, he or she needs to have a comfort level with data collection and analysis and the practical application of statistical tools to various situations.

Ultimately, a Six Sigma Black Belt understands that to enhance results, one must develop the process. They know that feelings matter little in the long run and that quantifiable improvements are what business leaders are looking for from projects.

Black Belts understand the theory of variation, an idea many leaders do not appreciate or ignore. They also realize that change is indeed the enemy of quality and is the primary source for knee-jerk reactions and emotional decision making. Decreasing variation is the foundation for improvement. Thus Black Belts lead the charge in reducing variation in processes so results can more quickly be improved.

What Makes a Successful ASQ Certified Six Sigma Black Belt?

Six Sigma Black Belts must be competent and skilled in several areas, including statistical analysis, project management, leadership, stakeholder relations, communication, and problem-solving. They must be able to balance statistical importance with practical application. They require to lead development, stand up to ever-present protection, and finally influence decision making.

Becoming an ASQ Certified Six Sigma Black Belt is not for everyone; it needs a high degree of care and commitment. But for those of us who enjoy the challenge of developing processes and changing results, the benefits are well worth the time and effort.

Because many classified ads state that the applicant must have a Six Sigma certification, a mentality may be beginning to take the most uncomplicated exam that can be found to get certified. Thus, administrators must look for other means and methods to ensure that the people they have or plan to hire, genuinely have the proper knowledge and skills.

This could mean that your organization should review amazing of the certification processes currently available and need that internal or future hires meet that criteria. Another option could be to hire someone to help qualify current or prospective personnel in the information and skills wanted for your industry.

The Final Words

The value of a Six Sigma certification process begins with a management review of what Six Sigma skills are required to meet customer demands. Your organization may want only to interview candidates from individual companies or whose certificate is from a particular organization based on past positive experiences.

You may require to grow a program inside to meet your unique needs. The challenge will be to monitor the Six Sigma personnel's progress within your organization and make changes as situations dictate.

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Meet Tomorrow’s Challenges with Future-ready Reengineering

Nobody knows what the future holds, but a shared uncertainty about tomorrow creates a forward-leaning opportunity for reinvention.

What do customers want from the companies with which they routinely interact? Given the current economic environment that is defined by abiding volatility and uncertainty, people want stable, glitch-free relationships – ones where the only surprises are pleasantly prescient. To put a finer point on it, what any customer wants is help from people and technologies that can collectively anticipate our individual problems, needs and desires better than we can, and quickly marshal a correct response.

Developing predictive capability and designing future-ready enterprise processes is not easy. With the proper use of Lean Six Sigma (LSS)-driven analytics and business process reengineering (BPR) rigor – combined with carefully calibrated investment in, and integration of, enabling technologies – the goal of future readiness is attainable.

Changing the Nature of the Situation

For practitioners of traditional LSS/BPR, the natural focus is on Leaning down (not forward) – helping businesses manage present-day process challenges more efficiently and effectively. Future-ready reengineering, on the other hand, helps companies move from doing what is most effective today to meeting tomorrow’s challenges.

Figure 1: Past, Present and Future

Future readiness is not about surpassing what the enterprise did in the past, becoming proficient by present-day benchmarks for any industry or function, or removing a process defect (Figure 1). Rather, future readiness changes the nature of a situation – eliminating the challenge or challenges it presents to address stakeholders’ anticipated needs, wants and expectations.

Example: Hospital Wait Times

A leading American hospital had protracted wait times for patients entering the emergency room (ER). As populations worldwide trend older, this problem will increase across all types of healthcare centers. Hospitals can (somewhat) slow the growth rate by applying traditional business process improvement techniques, and by making expensive human and capital investments to expand treatment capacities.

The challenge experienced by the hospital could not be quantitatively diminished. The question was: “Can we qualitatively change how people wait, so that how long they wait is not a material issue for patients or staff?” Asking this different question altered solutions that were pursued with BPR.

When a patient’s X-rays revealed a bone fracture during the ER’s peak hours, for example, patients were given the option of immediately setting the break with a temporary splint and returning at a later off-peak time for permanent casting. The time to receive the final treatment took longer with this option, but patients’ wait time occurred under terms they chose – in this case, to have final casting done at a later time that fit their schedules.

With patients opting out of treatment during peak hours, staff could tend to urgent-care patients more quickly. The patients who waited the longest to complete treatment (i.e., those who left the ER and came back later for final treatment) were happier than those whose waits were shorter but confined to the ER the entire time.

Technology helped this new process. Barcoded wristbands for patients were tied to a distributive network that enabled doctors, nurses and orderlies to input, track and share the status of all patient movements in real time from registration though discharge. Maintaining those eyes on patients slated for overnight stays helped minimize their wait times for treatment, while allowing them more time in their rooms (presumably a more preferable experience than being in waiting rooms and hallways).

Anticipate Through Analytics

With the right use of analytics and technology, the ability to anticipate what formerly passive stakeholders want from a particular process can be applied to virtually any business process. Stakeholders can be co-opted and empowered to actively help a company provide a solution that works successfully for all involved.

Example: Call-center Service

Consider a customer service department. The department learned that a certain group of customers routinely asks about pending orders a week after the orders are placed. The department can change its processes so that after five days customers are automatically updated via a computer service on the status of their order – anticipating the needs of the customers. The enterprise still responds to the need for status updates as often as before, but doing so proactively reduces the volume of order inquiry calls that must be handled by call-center representatives. Fewer simple-query calls clogging the phone lines also leaves service representatives more time to troubleshoot thornier issues and broker a lasting resolution on the customer’s first call.

There may not be a quantifiable change in average wait times for live call-center service, or in the time representatives spend providing assistance; however, how often a customer needs to seek out a representative’s help before getting satisfaction decreases. Reducing the number of calls that must be made to a company makes both customers and customer service managers happier. To the extent that customers are willing and able to actively “self-serve” on simple matters using web-based and automated-telephony applications, the aggregate data they input during calls or website visits can, in time, be mined to predict (and sell to) needs and desires they may have, but may not have thought to express, or even consciously considered.

On Track to a Profitable Tomorrow

Companies that engage in Lean Six Sigma are well on their way to future readiness (Figure 2). The guiding principal behind any future-ready reengineering initiative is this: Workflows must go from what is easiest for your employees and/or partners to manage, to what is easiest for customers, or other mission-critical stakeholders to do. No matter where the road ahead leads, companies that engineer their business processes to meet that mandate will find themselves on a fast track to a more efficient and profitable tomorrow.

Figure 2: Future Ready Roadmap

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Tips for Facilitating a Virtual Kaizen

In an era of globalization and digitization, data zips across the globe, while people and processes span countries and continents. It poses a significant challenge to manage and solve process issues using traditional tools that were developed assuming co-located processes, people and data.

The COVID-19 pandemic has pushed this situation to the extreme. While this virus is challenging many business models and causing a great deal of pain to many organizations, the need to improve processes has not taken a back seat. In fact, the ability to make efficient and effective adjustments will determine which companies will remain in business. Future work arrangements will likely not go back to normal and employers will have to embrace remote working options to attract and retain talent. This also allows employers to shrink their real estate footprint and associated expenses as many are located in high-cost urban centers. And reducing those office footprints will help companies meet environmentally friendly goals, with less heating and cooling of large buildings and less driving as employees work from home.

Moving to Remote

But all of these trends resulting from the pandemic inevitably affect our ability to examine and improve processes using traditional tools that assume that the interactions between people can be facilitated in face-to-face meetings. Teams are now expected to collaborate online to deliver the work on a day-to-day basis. When Lean initiatives require Kaizen events, the traditional approach of getting everyone in the same room to interact and come up with solutions is not possible.

Even before the COVID-19 outbreak, the numbers of people working remotely was growing. According to GlobalWorkplaceAnalytics.com, 20 percent to 25 percent of the workforce teleworked at some frequency prior to the pandemic. Studies repeatedly show employees are not at their desk 50 percent to 60 percent of the time in the office. The employee population as a whole grew by 1.9 percent from 2013 to 2014, while employees who telecommute grew 5.6 percent. Forty percent more U.S. employers offered flexible workplace options than they did five years before.

The Situation

In one of my previous jobs, I was responsible for continuous improvement within a 400-employee division of a global bank in more than 10 locations, mostly in North America but a few in Asia. When a speed-to-market initiative was launched that could potentially affect all employees, a cross-functional team of nine individuals who were located in seven different states across the U.S. was assembled. Each person was located in a different location making travel for a Kaizen event infeasible.

Nonetheless, the work had to go on. One of the key baseline metrics was to get the voice of the employee. It was decided to sample the organization with a series of focus group sessions involving about 80 employees in eight focus group sessions.

We used a digital learning solution, Adobe Connect, to facilitate the sessions. The facilitator posed questions that appeared on the screen and participants shared their thoughts on the questions either in a chat mode or entered their feedback anonymously on a digital whiteboard. The chat and whiteboard feedback were saved for later analysis. We collected more than 100 unique process pain points that were categorized in multiple ways for analysis.

Assign a Producer and Facilitator

Before we embarked on the actual Kaizen event, we had to select a producer for our event. The role of the producer is a critical to conducting these virtual events. The producer is responsible for the technical aspects like managing the various windows, chat pods and moving items in the whiteboards. This frees the facilitator to concentrate on keeping the discussion going without being bogged down by administrative issues.

The main difference between facilitating virtual sessions and face-to-face sessions is that the facilitator controls all aspects of the process in face-to-face sessions. Since there is a lot of activity happening simultaneously on the screen in multiple windows – presentation, chat and talking – a producer takes care of technical aspects of a virtual event, like sizing the windows, loading the presentation and creating breakout rooms, and supporting the facilitator in the background.

Use Chat and Whiteboard Feedback

We conducted a Kaizen event over three days using Adobe Connect. This tool allowed us to chat to start our brainstorming in addition to talking about the problem and view a presentation and data simultaneously. The screen could be divided into many pods – the presentation containing the analysis was shared and a virtual dialogue happen in the chat mode in real time where we could make note of who was making which comments. This was in addition to being able to provide verbal feedback in the conference call.

The chat mode provided a way for the team to provide feedback without having to wait for a particular speaker to finish speaking. This real-time feedback makes it possible for the speaker to clarify their ideas and also makes it easier for team members who are not always comfortable speaking up to participate. In addition to the chat mode, the digital whiteboard provided a way for someone to anonymously write down their thoughts for discussion, which meant we have another avenue for employees to challenge leader perceptions. At the end of each day the producer saved all the chat information and whiteboard information.

Figure 1: Initial Voice of the Employee Collection

How to Overcome Virtual Kaizen Challenges

The virtual environment creates some unique challenges to make the discussions active. Here are some ways to create more discussions.

1. Create tension: Open two chat pods for opposing points of views and ask the participants to add at least one thought in each pod; for example, pros and cons, advantages and disadvantages, quick wins and roadblocks.

Figure 2: Address Oppositional Points of View Openly

2. Allow for multiple scenarios: Create a chat pod for each multiple future state and allow everyone to contribute, but limit participation to three scenarios at a time for maximum productivity.

Figure 3: Scenario Expansion

3. Create breakout groups: Using this tool allowed us to subdivide into groups to focus on smaller problems; our phone lines travelled with the groups allowing us to have multiple conversations simultaneously. With a click of a button the producer was able to move the team members to subteams with their own chat and digital whiteboards, and their phone discussions were limited to the subteams. The producer jumped between groups and moved the facilitator to various groups as needed. This allowed us to break up into teams when needed and bring the larger group together when the time limit expired. This allowed an easier venue for people who are shy and who are not adept at jumping in the conference line to participate in the smaller groups. This was a critical functionality that replicated an in-person Kaizen event.

4. Take polls: This involves taking the brainstorming ideas and creating a poll to be voted on by participants. This allowed us to keep moving if we had majority agreement on any of the ideas. While this is easy to do if the event is conducted in a room, polling remained valuable when individuals are in remote locations and may not be able to see each other’s faces. The producer and facilitator need to plan for this step and create the appropriate questions.

Figure 4: Polls Deployed During Virtual Kaizen Event

Team Fishbone

We were able to complete four fishbone diagrams to identify the root causes of our major pain points using the digital whiteboard. The facilitator asked “Why?” and the participants typed their thoughts in the chat box which was visible to everyone. Then we would stop and have a discussion on the most appropriate cause; the results were then transferred to the fishbone diagram on the digital whiteboard by the producer.

Figure 5: Sample Fishbone Diagram on Digital Whiteboard

Use an Engagement Dashboard

Finally, the tool allowed us to create a virtual engagement dashboard that provided a visual indication of the level of participation by the team. It shows how many questions are being asked in Q&A pods, response rate to polls, attendance counts and more to help the facilitator gauge audience engagement – especially after lunch.

The opportunity for team members to multitask and ignore the participation requirements is high in the virtual environment; this tool allows for discrete monitoring and intervention by the facilitator if necessary.

Figure 6: Engagement Dashboard

Lessons Learned for a Successful Virtual Kaizen

In order to have a successful virtual event, be sure to follow these guidelines.

◉ Have a rough agenda with slack time built into the schedule to account for delays and technical issues.

◉ Inform the participants ahead of time what to expect and walk through the agenda at the start.

◉ Since the facilitator is unable to see the facial expressions and non-verbal reactions, make sure to verbally confirm agreement individually with participants. Silence may not indicate agreement. Allow anyone to private chat with the facilitator if they are not willing to put something in group chat.

◉ Have a detailed planning meeting with the producer to plan the types of windows and their relative sizes that will be needed for each agenda item. If these are created earlier, then they can be launched as needed without requiring downtime during the event. Use this time to think of any polls that you would like to do with the group to pre-populate the questions.

◉ Have a private chat open with facilitator and producer to exchange logistics messages that the team need not see and get distracted.

◉ Expect to take 20 percent to 30 percent more time than in a face-to-face event as a lot more time is spent typing by every participant. It is not possible to type in chat and have a meaningful discussion at the same time. Plus, not everyone can type fast.

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