Utilizing an opportunity matrix

Adam KuceraDirector of Training

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• Provides satellite TV to approximately 14 million subscribers• Offers the highest quality programming and technology with the

most choices at the best value.• Publicly traded on the NASDAQ Exchange, ticker symbol DISH• Employs approximately 19,000 people in the U.S.• Headquartered in Englewood, Colo.

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DISH Sales Channels

Sales Partners

Distributors

National Retail

Local Retailers

Telco Partners

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Agenda• Background • Development of the Opportunity Matrix concept• Overview of the Opportunity Matrix• Putting the Opportunity Matrix into action• Results• Questions

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Background

Goal – Provide on-demand training content and delivery to anyone, anywhere. Be the single source of training delivery for all audiences.

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Background• Roadblocks:• Ability to fulfil all training needs• Very long change process/timeline• Lack of audience/customer buy-in• Lack of executive buy-in• Failure = Need for more resources (HC)• Focus on a specific project/initiative’s challenges

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Understanding “Why?”CATEGORIES DEFINITION

ProcessIf a category is not executed with efficiency, consist high performance, or visibility to leadership; a new or improved process may be needed.

Policy A rule or set of rules may be needed to insure consistent behavior/compliance to a best practice.

Resource

Resource may include: new headcount, shift in headcount, budget, software, outsourced services, reprioritization of resources, support from other departments or professional development.

Account Management Engagement

When processes, policies, resources, and tracking are available but sales channels or the employees in them are not using the tools available to them. Often solved by top down support and focus.

End User Engagement When processes, policies, resources, and tracking are available but partners are not using the tools available to them. Often solved by top down support or policy.

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Ratings/Scoring systemRATING SCALE DEFINITION

1Not working: Training category is not working and is having a negative impact on employees, partners, efficiency, or business goals.

2Unsatisfactory: Training category is unsatisfactory. There are training measures in place, but they're not adequate positive impact on employees, partners, efficiency, or business goals.

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Needs Improvement yet some components work well: Training category is working but there is still large areas of improvement to get to best-in-class. This rating may also indicate a downward trend of something that previously worked yet is not the right fit for the current or future state of the business.

4Satisfactory: Training category is satisfactory and appropriate for the current and future state of the business. Only fine tuning is needed to achieve best-in-class.

5Best-In-Class: Training category is considered best-in-class and executes efficiently for employees and partners while meeting business goals.

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The Matrix

The Matrix

Telco Nat. Retail Nat. Sales Partners Distributors Local Retail

SCT Point of Contact 2| 5| 1| 5| 2|Training Communication Plan 3.5| 5| 2| 4| 3|Development Timeline 4| 5| 2| 4| 4|Access to Content 2| 5| 3.5| 5| 5|Tracking / Reporting 1| 4| 2| 3.5| 3.5|Instructor Led Training 2| 5| 2.5| 3.5| 3.5|Computer Based Training 1| 5| 3| 5| 4|Webinar Training 2| 5| 2| 3.5| 3|Continued Learning 2| 5| 2| 3.5| 3|Coaching Training 1| 4| 2| 2| 2|Onboarding NPOS 3| 4| 2.5| 1| 1|Onboarding Employees 2| 4| 2.5| 3.5| 2.5|Training the Trainer (certification) 2| NA 3| 3| 1|

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Interviews• 1 on 1 conversations• Not rushed• Started with overview• Unbiased scoring• Executive buy-in/awareness

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Compellation

Telco Nat. Retail Nat. Sales Partners Distributors Local Retail

SCT Point of Contact 2|2 5|5 1|1 5|5 2|2Training Communication Plan 3.5|3 5|5 2|2 4|4 3|3Development Timeline 4|4 5|5 2|2 4|4 4|4Access to Content 2|4 5|5 3.5|4 5|5 5|5Tracking / Reporting 1|1 4|2 2|2 3.5|3.5 3.5|4Instructor Led Training 2|2 5|5 2.5|2 3.5|3.5 3.5|3Computer Based Training 1|1 5|5 3|3 5|5 4|4Webinar Training 2|2 5|5 2|2 3.5|4 3|3Continued Learning 2|2 5|5 2|2 3.5|3.5 3|3Coaching Training 1|1 4|4 2|2 2|2 2|2Onboarding NPOS 3|3 4|4 2.5|2.5 1|3 1|1Onboarding Employees 2|2 4|4 2.5|3 3.5|3 2.5|2.5Training the Trainer (certification) 2|2 NA 3|3 3|3 1|1

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Identify Opportunities

Telco Nat. Retail Nat. Sales Partners Distributors Local Retail

SCT Point of Contact 2|2 5|5 1|1 5|5 2|2Training Communication Plan 3.5|3 5|5 2|2 4|4 3|3Development Timeline 4|4 5|5 2|2 4|4 4|4Access to Content 2|4 5|5 3.5|4 5|5 5|5Tracking / Reporting 1|1 4|2 2|2 3.5|3.5 3.5|4Instructor Led Training 2|2 5|5 2.5|2 3.5|3.5 3.5|3Computer Based Training 1|1 5|5 3|3 5|5 4|4Webinar Training 2|2 5|5 2|2 3.5|4 3|3Continued Learning 2|2 5|5 2|2 3.5|3.5 3|3Coaching Training 1|1 4|4 2|2 2|2 2|2Onboarding NPOS 3|3 4|4 2.5|2.5 1|3 1|1Onboarding Employees 2|2 4|4 2.5|3 3.5|3 2.5|2.5Training the Trainer (certification) 2|2 NA 3|3 3|3 1|1

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Next Steps• Group review• Prioritize needs• Present recommendations• Commit to follow-up timeline

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Conclusion

Leave out bias

Create a system

Work the system

Communicate

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Thank you/Questions

• www.linkedin.com/in/adamjkucera