Small excerpt of a big work product from a multi-year project for a multinational IT company. The project affected every employee, globally, and had implications for organization structure, promotions, and compensation.

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Some context: the Organization Development group was re-architecting the company's entire career development system; this system included tiered matrices -- one for each of the hundred+ professional tracks in the company -- that employees could refer to in managing their career paths. These matrices used a framework in which a set of key expectations for a professional role were stage-stepped according to the level of seniority. As part of the overall project, each one of these matrices was revisited (and in most cases, rebuilt from scratch).

Wait -- does that sound confusing? Here's how it worked, using a Cook as stand-in: A basic expectation is that a Cook should be able to prepare food. And what an entry-level Cook is expected to do differs from an Executive Chef; how those responsibilities are described, and how they change along the spectrum of a Cook's career, is what these matrices were about.

My part in the project was to work with an internal consultant on re-engineering the career framework for a subset of professions. The process for this differed depending on the relative size and impact of the profession on the company; in some cases I'd participate in multi-day offsites where profession stakeholders would collaborate and identify the important concepts. In these cases, I'd then thread themes and create working technical copy for a series of reviews and iterations. In other cases, I'd conduct independent industry research, interview subject-matter-experts, and do forensic reviews of legacy documentation before creating the architecture myself (for subsequent collaborative review, and iteration).

I also created a infographic for participants that outlined the complex, staged process in a single view, along with a wayfinding system that visually associated the various working documents involved to their appropriate stage in the process.

With that context (whew!), the text below represents a small outtake from a single, finished professional matrix. It illustrates the technical nature of the subject matter (which changed according to the profession), and the need for clear (though specialized) language. 

Key Discipline Results Stage 3 Stage 4 Stage 5 Stage 6
Trusted Technology Relationships: Build trusted technology advisor relationships with technical decision makers Researches customer organization charts, identifies and proactively contacts technical decision makers, learns about their needs, and begins positioning Company solutions. Results are demonstrated by identifying strategic contacts, and establishing key relationships with technical decision makers (TDMs). Seeks to supplement existing technical decision maker (TDM) relationships with additional ones at the C- direct-report level by researching organization charts, identifying and contacting TDMs, and beginning to position Company solutions. Results are demonstrated by identifying strategic contacts, establishing relationships with critical senior level TDMs, and ensuring key condition of satisfaction agreements are in place. Has established, long-term relationships with technical decision makers (TDMs) at the C-level (to the extent the customer will call for consultation without being prompted). Results are demonstrated by establishing long-term, strategic TDM relationships, with formal conditions of satisfaction agreements in place, and participation in customer events as a subject matter expert. Has established, long-term relationships with technical decision makers (TDMs) at the C-level, and uses professional credibility to create extended relationships beyond core customers, and into the IT ecosystem. Results are demonstrated by establishing long-term, strategic TDM relationships at C-level, with formal conditions of satisfaction agreements in place, and participation in customer or industry events as a trusted subject matter expert.
Business-to-Technology Strategy: Build customer technology strategies and roadmaps; drive deployment and adoption of products and/or solutions that the customer owns, and unlock gaps and opportunities for future Company sales Engages in ad hoc conversations with customers at assigned accounts (often during technology engagements) to prospect for short-term opportunities to sell Company products. Results are demonstrated by the sale and deployment of Company products. Develops plans to engage in conversations with customers at complex (e.g. large geography, multi-technology, etc.) accounts to prospect for short- and long-term opportunities to sell Company products and/or solutions. Provides analysis of overall customer IT maturity, and then advises on gaps that would benefit from Company solutions. Results are demonstrated by a thorough, long-term roadmap and strategy for engaging with the customer, and by the sale and deployment of Company products and/or solutions. At the customer’s request, provides an analysis of overall customer IT maturity at the largest, most complex accounts, and advises on gaps that would benefit from Company solutions. Provides short- and long-term strategic technology roadmaps based on a deep understanding of a customer’s business and IT priorities. Results are demonstrated by the sale and deployment of Company solutions, and by securing customer case studies or references. Shifts Company’s relationship with large and/or global customers from vendor to key strategic partner. Focuses on providing analysis, and architecting solutions for entire sectors or industries. Provides trusted, long-term strategic technology roadmaps that align to key customers’ business priorities. Results are demonstrated by the quality of customer- and partner relationships, and by showcasing technology solutions at customer or industry events.
Opportunity Initiation and Orchestration: Identify and qualify opportunities for growth, and then hand off to appropriate Company and/or partner resources Identifies and qualifies ad hoc opportunities for product sales or deployment while engaged with a customer. Results are demonstrated by handing off qualified opportunities to the appropriate Company and/or partner resources. Develops a plan (as part of a broader strategy) to identify and qualify a set number of opportunities for product and/or solutions sales or deployment with existing customers. Results are demonstrated by handing off qualified opportunities to the appropriate Company and/or partner resources, while coaching them to ensure customer needs are met. Responds to customer requests for strategic solutions to complex business and IT scenarios. Results are demonstrated by engaging Company and/or partner resources to execute on opportunities for deployment and sales growth, while coaching them as trusted advisor to customer. Responds to customer requests for new architectures to solve the most strategic, complex business and IT scenarios. Engages Company and/or partner resources to execute on complex and high value opportunities, and continues to engage as a trusted advisor and solution architect to customers through the entire opportunity lifecycle. Results are demonstrated by establishing long-term, trusted partnerships with customers (as a precursor to future solution sales).