 Presented by: Jason P Aubee

 Introductions
– Keep it open and interactive
 Overview of Carousel Industries
 Define Strategic Planning
 The Process
 The Output
 Delivery and Sponsorship
 Questions and Answers

 A Well Managed, Stable Company
– Privately-held with 20 years of growth and profitability
– Highly regarded reputation as voice, data and video integrator
– Customers include 35 of the Fortune 100 but range in size from 250 employees to 2.5 million employees and more

Applications …
 IP Telephony
 Contact Center
 Unified Communications
 Collaboration
 Security
Physical Infrastructure …
 Network Infrastructure
 Data Center
 Structured Cabling
 Carrier Services
Support …
 Professional Services
 Managed Services
 Hosted Applications
 Virtualization
 Disaster Recovery
Our broad portfolio gives us the flexibility to design, integrate and support solutions that give you a competitive edge.

200+ Engineers Maintain Highest Levels of Certification
Avaya
APDS – Unified Communications
APDS – CC
ACS – Implement:
Call Center
MM – MSS
MM – Exchange
IP Telephony
IP Office
ACSS - SME Communications
ACIS Avaya Aura Session Mgr & System Mgr
ACIS CM & CM Messaging 6.0 Implementation
ACIS – Mod Msg – Msg Networking & One X
ACIS – CM Implement
ACIS – Session Manager
Juniper
Juniper Enterprise Routing
Certified Internet Associate (JNCIA-ER)
Certified Internet Specialist (JNCIS-ER)
Certified Internet Expert (JNCIE-ER)
Juniper Junos Associate (JNCIA-Junos)
Junos Security Certified Internet Specialist (JNCIS-SEC)
Juniper Enterprise Routing & Switching
Certified Internet Associate (JNCIA-EX)
Juniper Firewall/VPN
Certified Internet Associate (JNCIA-FWV)
Certified Internet Specialist (JNCIS-FWV)
Certified Internet Associate (JNCIA-IDP)
Juniper SSL
Certified Internet Associate (JNCIA-SSL)
Certified Internet Specialist (JNCIS-SSL)
UAC/NAC
Certified Internet Associate (JNCIA-AC) Juniper
NSA WLAN
Nortel
NCDE- 3C Design Expert
NCSE - 3C Support Expert
NCDS
BCM 50 & BCM 200/400 Sales Engineering
Communication Server 1000 Rls. 4.0, 5.0 & 6.0
CallPilot Rls. 2.0, 4.0 & 5.0 Engineering
BCM50/450 Rls. 5.0 Sales Engineering
Contact Center Release 6.0
WLAN 2300 RLS 6.0 Planning & Engineering
VoIP Succession 1000/1000M Rls 3.0 Admin,
Installation & Maintain
VoIP Succession CSE Rls 2.0
VoIP Multimedia Comm. Server 5100 Rls 3.0
NCSS
Multimedia plus-tech support
Nortel Communication Control Toolkit
Software Communication System 500
VoIP Multimedia Comm. Server 5100 Rls 3.0
Contact Center Mgr 6.0 Install & Maint.
Contact Center Mgr 6.0 Tech support
Contact Center Multimedia Rls 6.0
BCM50/450 Rls. 5.0 Install & Initial Config.
CallPilot Rls. 4.0, 5.0, 6.0 Install & Maint.
CallPilot Rls. 4.0 & 5.0 System Admin.
Comm. Server 1000 Rls. 4.0 & 5.0 DB Admin
NCTE - Converged IP
NCTS - Converged IP Telephony Solutions
Additional Certifications In:
Polycom, Tandberg, Meru, Aruba, VMWare, EMC,
Extreme, ACME, HP, IRIS, & APC, Lifesize
Microsoft
Microsoft Certified Systems Engineer (MCSE)
Microsoft Certified Systems Engineer - Security
(MCSE)
Microsoft Certified Professional (MCP)
Microsoft Certified Technical Specialist –
Exchange (MCTS)
Microsoft Certified Systems Administrator
(MCSA)
Microsoft Certified Systems Administrator
Security (MCSA)
Microsoft Certified Information Technology
Professional (MCITP)
Microsoft Certified Windows Server (MCITP)
Microsoft Certified Windows Server Enterprise
Admin (MCITP)
Microsoft Certified Professional (MCITP)
Microsoft Desktop Support Technician (MCDST)
Cisco
Cisco CNA Routing & Switching/Voice/Wireless
Cisco CNP Routing & Switching/Voice
Cisco Cert. Design Associate - Design
Cisco Cert. Design Professional – Design
Cisco Routing and Switching Field Specialist
Cisco Express Foundation Design Specialist

 The process by which leaders of an organization determine what it intends to be in the future and how it will get there.
 To put it another way, it is the development of a vision for the organization's future and determines the necessary priorities, procedures, and operations (strategies) to achieve that vision.
 Included are measurable goals which are realistic and attainable, but also challenging; emphasis is on long-term goals and strategies, rather than short- term (such as annual) objectives.
 Strategic planning assumes that certain aspects of the future can be created or influenced by the organization.
 Strategic planning involves "charting a course that you believe is wise, then adjusting that course as you gain more information and experience”

 Agree on a strategic planning process.
 Carry out an environmental scan.
 Identify key issues, questions, and choices to be addressed as part of the strategic planning effort.

 Define or review the organization's values, community vision, and mission. Be sure there is consensus on why the organization exists, what goals or outcomes it seeks to achieve, what it stands for, and whom it serves. If it has specific mandates –things it must do or not do based on its articles of incorporation or bylaws, or long-term contracts or grants – then these should be clearly defined. Consider beginning your strategic planning by agreeing on the following:
– Organizational core values or operating principles
– Community Vision
– Mission
 Develop a shared vision for the organization
 Develop a series of goals or organizational status statements which describe the organization in a specified number of years – assuming it is successful in addressing its mission. It is usually a short step from the vision to goals – sometimes the statements describing the vision are essentially goal statements. It is extremely valuable to transform the vision into a series of key goals for the organization, preferably in the form of status statements describing the organization. For example, goals might cover a variety of categories, stated as follows:
– Relationships
– Institutional Development
– Governance
 Agree upon key strategies to reach the goals and address key issues identified through the environmental scan.
– Value – Will the strategy contribute to meeting agreed-upon goals?
– Appropriateness – Is the strategy consistent with the organization's mission, values, and operating principles?
– Feasibility – Is the strategy practical, given personnel and financial resources and capacity?
– Acceptability – Is the strategy acceptable to the Board, key staff, and other stakeholders?
– Cost-benefit – Is the strategy likely to lead to sufficient benefits to justify the costs in time and other resources?
– Timing – Can and should the organization implement this strategy at this time, given external factors and competing demands?

 Develop an action plan that addresses goals and specifies objectives and work plans on an annual basis
 Finalize a written strategic plan that summarizes the results and decisions of the strategic planning process
 Build in procedures for monitoring, and for modifying strategies based on changes in the external environment or the organization

 The world around you does not stand still..

Near Term
 Solves an immediate need
 Is an exact solution
 Is rooted in flexibility to allow for shifting future demand
 Or is minimal investment with quick ROI
 Costs are known and justifiable
Long Term
 Is in support of business goals
 Can be solved for in multiple ways
– Delivery need is known
– Exact elements are recommended but not mandated
 Costs are order of magnitude and substantiated

 Keep it Simple
 Five Slides or less
 Break it down to bullets
– Link business need to deliverable
– Tie investment to corporate stated return
 Highlight the enabling technologies
– Bypass the “Infrastrucutre” discussion
 Provide the ‘Full’ plan as a leave behind
 Ask for a review cycle with sponsors at least byannually

Q&A