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| Client Case Studies |
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Transition from Standalone Operation
International Nortel Networks User Association (INNUA)
Established in 1980, INNUA was established to educate, develop, and inform its 7,200 members in all areas of telecommunications with an emphasis in the Nortel Networks product line.
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| Challenge: |
When the INNUA Board of Directors made the decision to retain SmithBucklin to provide full-service management, it represented a big step for the association. Understandably, once the decision was final, the volunteer leaders were eager to start the new model - as soon as possible. |
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| Solution: |
The SmithBucklin transition team was immediately pulled together, including the appointment of an Interim Executive Director and Transition Operations Manager who began 12 weeks of work at the Dallas offices of the organization. A transition checklist that included 400 "To-Dos" helped define the budget for the transition period. The two team leaders were backed up by senior staffers from SmithBucklin's service units, including Convention & Trade Show, Marketing & Communications, Technology Services, and Financial Management & Accounting. In addition, SmithBucklin's Human Resources department provided valuable counsel and extensive support regarding personnel matters.
The team's goal for INNUA'S transition was two-faceted: to effect a smooth transition of people, property and processes, while at the same time minimizing the loss of momentum for the many projects and initiatives in which INNUA was engaged. Some of the particularly challenging transition issues were managed with support from INNUA's volunteer leaders. Some of these challenges included design and execution of a caring and respectful employee separation program; management of termination of employee benefits and corporate insurance programs; movement of the Web site to SmithBucklin's hosting; conversion of the out-dated Access database to iMIS; and development of a comprehensive scope of service document. With the assistance of SmithBucklin's in-house legal services team, the remaining 2+ plus years of the office lease were successfully converted to a sub-lease with a new tenant.
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| Results: |
A number of major milestones were reached during the transition period, including management of a name change; a new communications initiative with the 76 International Chapters; review and, in some cases, re-negotiation of five years of future conference commitments to better serve the association's needs and budget; implementation of a fully-allocated, program-based, annual budget with a net gain instead of loss; and revitalization of the relationship and related initiatives with INNUA's vendor partner, Nortel Networks.
The keys to success included:
- A committed staff team
- Regular communication with volunteer leaders via weekly update reports to the entire board
- A board of directors that had confidence in their decision to make this change
- Regular communication among the staff team
- SmithBucklin senior management involvement and support
- A continuing re-affirmation by the INNUA leaders that they had made the right decision, for the right reasons, to attain a new future for the organization
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