-Challenge-    The main criteria for selection of the challenge scheme was : 

 ●   Complexity handled 

 ●   Relevance to business ( at the point in time ) 

 ●   Impact created 

 GCE - TAC ( Globalisation Centre East – Technical Assistance Centre ) was just about finding its way into the India hub and was by   design mandated to be the largest , most cost efficient and qualitatively superior centre as compared to its counterparts in the   Americas , Europe and Australia . The mantra was to be super quick in all aspects and to not wait for the perfect structure to emerge   prior to execution but to let it evolve over the various stages of its growth . 

 One of the foremost action plans subsequent to a speedy head count ramp up was to start operations and in doing so , migrate large   chunks of businesses from the other global centres . Having secured a reasonable quantum of business , it was imperative that one   had to get into the most minute detail to ensure operational success . No , we did not have to reinvent the wheel here but to simply   mirror the other centres across all aspects of conducting business while also adapting the methodology to local scenario and   convenience . 

 -Selection-    Gathering context to the situation from the IBM example cI have selected LEARNING LAUNCH . Here 's why : 

 While working in a high speed , high energy environment that is perenially on overdrive mode , we often tend to override basic   values , systems , procedures , design and in doing so arrive at quick fix solutions . Now , these may never be wrong and may be more   than serving the purpose at those points in time , but from a long term perspective , it was clear that the fast pace should never be an   excuse for non compliance to the basics . 

 Business analytics & metrices suggested that we were indeed lagging behind specifically in the adoption of certain protocol tools   that were the backbone of every successful TAC centre and since this was in line with the objective of mirroring other centres ,   project " back to basics " took shape . 

 -Application-    Effective and constant engagement    with our young audience ( the bread winners for TAC ) ensured that not only did they not 

 detest    change but embraced the same in a bid to outdo their peers and counterparts , ensuing in healthy competition and 

 ensuring alarming results . 

 The launch approach was simple yet effective . 

 ●   It piloted over a very limited emerging geography , the India centre . 

 ●   It worked on a set of assumptions derived from an iterative approach observing other global centres as well as adapting   for local context . 

 ●   The " competition " approach tugged at the sensibility of the young raring to go population and worked well to secure   participation . 

 -Insight-    Significantly enhanced team performances by driving process tool adoption programmes with Global centres as benchmarks .   ( from 49 % to 87 % in 6 weeks ) 

 While " back to basics " covered just a single performance metric in terms of process adoption , it paved the way to run multiple small   projects using the learning launch tool as it catered to a ) mirroring the immediate business needs b ) converting resistance to a   competitve streak and bringing together the team and business objective cohesively . 

 While " back to basics " covered just a single performance metric in terms of process adoption , it paved the way to run multiple small   projects using the learning launch tool as it catered to a ) mirroring the immediate business needs b ) converting resistance to 

 I felt this -Approach -    served us perfectly on the following counts : 

 ●   Launch quickly : instead of going back and forth to the discussion board , learning launch hrlped test the environment , be a 

 part of the live environment , iterate approach and adapt and learn and hence test and improvise .    ●   As indicated in the problem definition / challenge , it helped us converge high energy of the young populace to deliver within   the framework of basic values and process integrity . 

 ●   Value creation : The pilot proved that selection of the right tool kit was essential and crucial to value system . It ensured   total involvement , engagement and quickly paved the way for the India unit to not lose sight of framework while hurrying   to building the business . 

 I would therefore conclude that the approach more than optimal having aided in the current objectives as well as pave the way for   iterations and developments in wider aspect range . Thank You . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: -Challenge-    The main criteria for selection of the challenge scheme was : 

 ●   Complexity handled 

 ●   Relevance to business ( at the point in time ) 

 ●   Impact created 

 GCE - TAC ( Globalisation Centre East – Technical Assistance Centre ) was just about finding its way into the India hub and was by   design mandated to be the largest , most cost efficient and qualitatively superior centre as compared to its counterparts in the   Americas , Europe and Australia . The mantra was to be super quick in all aspects and to not wait for the perfect structure to emerge   prior to execution but to let it evolve over the various stages of its growth . 

 One of the foremost action plans subsequent to a speedy head count ramp up was to start operations and in doing so , migrate large   chunks of businesses from the other global centres . Having secured a reasonable quantum of business , it was imperative that one   had to get into the most minute detail to ensure operational success . No , we did not have to reinvent the wheel here but to simply   mirror the other centres across all aspects of conducting business while also adapting the methodology to local scenario and   convenience . 

 -Selection-    Gathering context to the situation from the IBM example cI have selected LEARNING LAUNCH . Here 's why : 

 While working in a high speed , high energy environment that is perenially on overdrive mode , we often tend to override basic   values , systems , procedures , design and in doing so arrive at quick fix solutions . Now , these may never be wrong and may be more   than serving the purpose at those points in time , but from a long term perspective , it was clear that the fast pace should never be an   excuse for non compliance to the basics . 

 Business analytics & metrices suggested that we were indeed lagging behind specifically in the adoption of certain protocol tools   that were the backbone of every successful TAC centre and since this was in line with the objective of mirroring other centres ,   project " back to basics " took shape . 

 -Application-    Effective and constant engagement    with our young audience ( the bread winners for TAC ) ensured that not only did they not 

 detest    change but embraced the same in a bid to outdo their peers and counterparts , ensuing in healthy competition and 

 ensuring alarming results . 

 The launch approach was simple yet effective . 

 ●   It piloted over a very limited emerging geography , the India centre . 

 ●   It worked on a set of assumptions derived from an iterative approach observing other global centres as well as adapting   for local context . 

 ●   The " competition " approach tugged at the sensibility of the young raring to go population and worked well to secure   participation . 

 -Insight-    Significantly enhanced team performances by driving process tool adoption programmes with Global centres as benchmarks .   ( from 49 % to 87 % in 6 weeks ) 

 While " back to basics " covered just a single performance metric in terms of process adoption , it paved the way to run multiple small   projects using the learning launch tool as it catered to a ) mirroring the immediate business needs b ) converting resistance to a   competitve streak and bringing together the team and business objective cohesively . 

 While " back to basics " covered just a single performance metric in terms of process adoption , it paved the way to run multiple small   projects using the learning launch tool as it catered to a ) mirroring the immediate business needs b ) converting resistance to 

 I felt this -Approach -    served us perfectly on the following counts : 

 ●   Launch quickly : instead of going back and forth to the discussion board , learning launch hrlped test the environment , be a 

 part of the live environment , iterate approach and adapt and learn and hence test and improvise .    ●   As indicated in the problem definition / challenge , it helped us converge high energy of the young populace to deliver within   the framework of basic values and process integrity . 

 ●   Value creation : The pilot proved that selection of the right tool kit was essential and crucial to value system . It ensured   total involvement , engagement and quickly paved the way for the India unit to not lose sight of framework while hurrying   to building the business . 

 I would therefore conclude that the approach more than optimal having aided in the current objectives as well as pave the way for   iterations and developments in wider aspect range . Thank You .
### Output: 