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STRATEGIC PLANNING AND ORGANIZATIONAL DEVELOPMENT
Nexus Associates works with public and quasi-public clients to develop strategic plans, resolve organizational issues, and improve operating efficiency.
- Development of a statewide science and technology strategy for Massachusetts.
Nexus Associates completed a two-part study entitled "Technology Development in Massachusetts" for the Massachusetts Technology Collaborative and the Massachusetts Executive Office of Economic Affairs examining the competitive positions of Massachusetts' technology-intensive industries and the role of its universities in regional economic development. The study identifies factors that underlie the growth of key industries and describes relative advantages with respect several measures of economic performance. It includes an assessment of key industrial sectors, including electronics, software, pharmaceuticals and medical devices. It also contains a detailed examination of the role that universities, research institutions and teaching hospitals play in the regional economy. The project's findings are based on statistical analyses and extensive interviews and focus groups with business executives, university officials and government leaders. The study culminates in a series of policy initiatives designed to ensure the continued health and vitality of technology-intensive industries in Massachusetts.
- Strategic planning for the Enterprise Florida Technology Development Corporation (TDC) .
Nexus Associates assisted the board of directors of the TDC to develop a strategic plan for developing Florida's high tech industries. Nexus Associates interviewed all board members and conducted an interactive workshop to draw out strategic issues the corporation faces in fulfilling its mission.
- Organizational assessment for Delaware Manufacturing Alliance (DMA).
Nexus Associates was asked by the board of directors of DMA to provide a comprehensive analysis of the organization's performance relative to that of other manufacturing extension centers. Nexus Associates reviewed all relevant program records and conducted in-depth interviews with all staff members and executive committee members of the board of directors. DMA staff and executive committee were presented with findings in a day-long workshop.
- Strategic planning and organizational development workshops for Connecticut Innovations, Inc. (CII).
In two concurrent reports, Nexus Associates prepared an analysis of trends in R&D spending nationwide and two case studies of initiatives undertaken in Maryland and Michigan to promote growth of those states' biotech industries. The findings of both reports were presented in a day-long planning workshop with CII's board of directors concerning the organization's role in the development of the Connecticut economy.
- New York Manufacturing Extension Partnership strategic plan.
Nexus Associates developed a strategic plan for the New York MEP based on a series of workshops involving all major program stakeholders. The firm conducted twenty-six hours of telephone interviews preceding the workshops and constructed a comprehensive overview of the major issues facing the statewide manufacturing modernization system. As a result of the strategic planning process, specific recommendations on needed organizational changes were developed and subsequently implemented. One year after developing the strategic plan, Nexus Associates was invited back to assess the organization's implementation of the strategic plan and
- Organizational assessment of the New Hampshire Regional Manufacturing Technology Center.
Through a series of interviews, Nexus Associates identified major areas of disagreement among critical stakeholders concerning the mission, governance and strategy of the organization. Nexus Associates findings led to major program improvements when these issues were addressed by the Board of Directors.
- Strategic plan for the Neuroengineering and Neuroscience Center (NNC) at Yale University.
NNC and Connecticut Innovations Inc. asked Nexus Associates to develop a strategic plan for a state-supported center of excellence. The project included an assessment of core capabilities at NNC, an assessment of commercial applications of artificial neural networks (ANN), the formulation of key objectives and operating principles, and the development of activities designed to advance the state-of-the-art in ANN as well as increase the rate of adoption of ANN by Connecticut industry.
- Strategic plan for NASA Regional Technology Transfer Centers (RTTCs).
As part of a project to redefine the mission of the six RTTCs, Nexus Associates designed a performance monitoring system linked to the RTTC goal of transferring technology from NASA to private companies. This included the development of data collection forms and procedures related to client intake, project initiation, client / project tracking, client surveys, and project closure.
- Development of a consultant tool kit for manufacturing extension centers (MECs).
In association with the Modernization Forum, Nexus Associates developed a set of guidelines and tools for identifying, selecting, and using outside consultants more effectively. The product, which contains case studies, recommended approaches, reference materials, sample management tools, and document templates, was published by the US Department of Commerce and distributed to all NIST MEP centers.
- Reports on the relationships between manufacturing extension centers (MECs) and private consultants. Nexus Associates prepared a report entitled, "Manufacturing Extension Centers and Private Consultants: Collaboration or Competition" for the Modernization Forum. Based on the results of a survey of 200 manufacturers, the report examined the extent to which MECs compete with private consultants, the specific types of assistance provided by MECs to help companies use consultants, and the effect of MEC assistance on the actions planned by companies to strengthen their performance.
Nexus Associates conducted a follow-up study in 1997 to update and expand upon this research. This study surveyed over 350 MEC consultants, MEC customers, and a comparison group of non-customers. It report found that most consultants see their relationships with consultants as collaborative and that MECs reduce barriers to manufacturers' use of consultants and thereby expand the total market for consulting services.
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