Product is the Process Tim Throne Oxford Community Schools MAEDS 2009

Reinventing Your Business Model What do these companies have in common? Diamond - Rio in 1998 Best Data – Cabo in 2000 Apple iPod in true innovation was to make downloading digital music easy and convenient. A combination of hardware, software, and service. - true innovation was to make downloading digital music easy and convenient. A combination of hardware, software, and service.

Business Model Definition = Consists of four interlocking elements that, taken together, create and deliver value. –Customer Value Proposition –Profit formula Both define value for the customer and the company –Key resources (how to fund this) –Key processes Both describe how value will be delivered to both the customer and the company

Innovation Innovation has been defined as the introduction of a new or improved thing (e.g., product, service, process) that has the capability of impacting the bottom line Innovation Strategy – tied to corporate strategy Managing Innovation – direction (what types to pursue), sourcing (internal and external, VOC), screening (prioritizing)

Voice of the Customer (VOC) Direct discussion or interviews Surveys Focus Groups QFD (Quality Function Deployment) - the needs and desires of the customer are prioritized, measured by metrics, and used to drive the development process Emphatic Design - identifies needs and gaps by close observation of how products and services are consumed Lead Users – Cross functional team

Evaluation Does the idea or proposed innovation meet a real customer need? Does the idea or proposed innovation meet a goal or need identified in Oxford’s strategic plan? Does the new project leverage Oxford’s core competencies or sources of sustainable competitive advantage? Does Oxford have the necessary capabilities? Does Oxford have the required skills in-house? Is the Oxford community and surrounding area ready for the proposed innovation? Are there already appropriate suppliers and distribution channels?

The Challenges facing Districts  Data demand, complexity, and urgency has EXPLODED!  Typically don’t focus on the core business processes within the district o Enrollment process, follow student through the application tree  Typically don’t leverage technology to automate processes o Improves accuracy and timeliness of data  Sustainability of district knowledge o Staff attrition, role changes

The Approach Discuss and analyze the knowledge stores o Best of breed application suite o The spawning tentacles of new applications Act as a change-agent to promote process work flow within the District culture o The connected TEAM starts with- Student Information, Food Service, Transportation, Library, Network, Instructional/Assessment  Work collaboratively with application vendors.

Sample Application List KeyTrainWinnebago Meal Magic Active Directory PowerSchoolMoodle MS Life Touch Career Cruising Connect EDU Docufide Poly Plot BenchmarkInform Accelerated Reader Schedule Star Armed Forces Recruiting

Benefits to District Administration  No redundant data entry  Clean and accurate data, the first time and every time.  District personnel should spend time interpreting data, not cleaning it.  Data people in the district should be focusing on reporting information, not moving data between applications  Real time access to information

Benefits to Vendors Application Vendor Perspective  Vendors are uniformly supporting this initiative o Reduces their cost o Can result in higher client satisfaction o Much more flexible than SIF o No support o Maintain competitive edge  Vendors don’t see payback in SIF o Too costly for districts to buy and MAINTAIN o No ROI for vendors o Not enough data movement to justify costs

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