Challenges 

 The restructuring in an organization is a great challenge as well as an opportunity . My organization   has seen a recent restructuring where global sales team performance tracking teams had been   centralized under the umbrella of one Centre of Excellence . This had been a strategic step to   improve the efficiency and effectiveness of the organizations and the new team formed , had new   personnel who had to take over the new roles under new guidance . The change management   around the new operating environment has been enormous as there was very less transparency in   the previous operating environment . The internal customers ( Sales team ) have been apprehensive   about the changes as this will impact the performance based calculations of incentives – a direct   monetary impact . My task as the project manager was to create a framework where cross functional   teams such as IT , product development team , incentive calculation team , Sales team and some more   partner teams worked together to help the sales organization that drives > $ 20B revenue for the   company . The challenge was to tell a story to build trust and transition to normal day - to - day   operations quickly . 

 Tool Selection 

 The communication is the heart of the change management . However the simplicity of the   communication is downright critical when it comes to buy - ins from stakeholders and ongoing trust in   the process . I have engaged with a consulting team to extract information about how the transaction   data stored in the Big data platform that circle around the organization and tell a visually compelling   story about the dependency on each party ’s role for making the timely and accurate payments for   sales team incentives . The tool of choice was to have visualization for enhanced transparency for   different parties involved who are located in multiple locations globally . Face to Face conversations   was not efficient and timely for such a large undertaking . So we have built a standardized and highly   visual communication framework . 

 Tool Application 

 There were different visualization templates created for different parties ( one for senior leaders and   decisions makers , one for a big internal ecosystem including all the partners ( IT , product etc . ) who   are contributors in the whole chain and final one for frontline sales team ) 

 Senior leader visualization tools are a summarized version of the status of the transition , ongoing   quantification of categorical risks and steps taken to mitigate . 

 The second ( more detailed ones ) was for key contributors in the E2E chain who gets to receive the   health of ongoing cycles and challenges to critical path of execution . This visualization was important   to identify initial challenges and repeatable fallouts and publish the quantifiable issue , challenges   and drivers and provide an opportunity to each party in the big ecosystem to re - evaluate their   internal process . The simplicity of a consistent simple message about the process from the beginning   is important to build trust on the new COE . The Use Case diagrams for all critical paths were shared 

 with this ecosystem . This included everyone ’s roles , responsibilities and SLA and was communicated   to these internal partners as rules of engagement . 

 Finally , an ongoing simple message to Sales team on the status of incentives and payout dates was   devised . 

 Insight and Approach 

 Building out the tool for the first time , the message has more verbal sections in it . Additionally , the   face to face storytelling technique was employed in the beginning of transition to have more   engagement and stronger relationship , but later on as the COE story settled in for good , the verbal   meetings were less frequent and mode of status - based - storytelling were converted into pictorial   format . 

 Based on feedback from different individuals , the template was made less wordy and more intuitive .   Additionally the insights were based on one single visualization template too . But as one size does   not fit all , the intent of communication and the change management was overlooked by many as the   language was not customized to the way they can respond to e.g. the sales team leadership was   spending way too much time in the detailed working of the internal workings of partner teams , the   frontline sales teams were aggravated to see way too much information that do not impact their day   to day jobs and the internal ecosystem partners did not see what actions they need to take . Finally ,   after separating the communication and visualization technique for each group , we have nailed the   desired actions from each party i.e. the sales team and their leadership got back their time to focus   on building more sales pipeline and found transparency ( without too much details that threw them   way ) and finally every partner in the ecosystem identified actionable insights that help them change   their process to align in the new operating environment . 


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: Challenges 

 The restructuring in an organization is a great challenge as well as an opportunity . My organization   has seen a recent restructuring where global sales team performance tracking teams had been   centralized under the umbrella of one Centre of Excellence . This had been a strategic step to   improve the efficiency and effectiveness of the organizations and the new team formed , had new   personnel who had to take over the new roles under new guidance . The change management   around the new operating environment has been enormous as there was very less transparency in   the previous operating environment . The internal customers ( Sales team ) have been apprehensive   about the changes as this will impact the performance based calculations of incentives – a direct   monetary impact . My task as the project manager was to create a framework where cross functional   teams such as IT , product development team , incentive calculation team , Sales team and some more   partner teams worked together to help the sales organization that drives > $ 20B revenue for the   company . The challenge was to tell a story to build trust and transition to normal day - to - day   operations quickly . 

 Tool Selection 

 The communication is the heart of the change management . However the simplicity of the   communication is downright critical when it comes to buy - ins from stakeholders and ongoing trust in   the process . I have engaged with a consulting team to extract information about how the transaction   data stored in the Big data platform that circle around the organization and tell a visually compelling   story about the dependency on each party ’s role for making the timely and accurate payments for   sales team incentives . The tool of choice was to have visualization for enhanced transparency for   different parties involved who are located in multiple locations globally . Face to Face conversations   was not efficient and timely for such a large undertaking . So we have built a standardized and highly   visual communication framework . 

 Tool Application 

 There were different visualization templates created for different parties ( one for senior leaders and   decisions makers , one for a big internal ecosystem including all the partners ( IT , product etc . ) who   are contributors in the whole chain and final one for frontline sales team ) 

 Senior leader visualization tools are a summarized version of the status of the transition , ongoing   quantification of categorical risks and steps taken to mitigate . 

 The second ( more detailed ones ) was for key contributors in the E2E chain who gets to receive the   health of ongoing cycles and challenges to critical path of execution . This visualization was important   to identify initial challenges and repeatable fallouts and publish the quantifiable issue , challenges   and drivers and provide an opportunity to each party in the big ecosystem to re - evaluate their   internal process . The simplicity of a consistent simple message about the process from the beginning   is important to build trust on the new COE . The Use Case diagrams for all critical paths were shared 

 with this ecosystem . This included everyone ’s roles , responsibilities and SLA and was communicated   to these internal partners as rules of engagement . 

 Finally , an ongoing simple message to Sales team on the status of incentives and payout dates was   devised . 

 Insight and Approach 

 Building out the tool for the first time , the message has more verbal sections in it . Additionally , the   face to face storytelling technique was employed in the beginning of transition to have more   engagement and stronger relationship , but later on as the COE story settled in for good , the verbal   meetings were less frequent and mode of status - based - storytelling were converted into pictorial   format . 

 Based on feedback from different individuals , the template was made less wordy and more intuitive .   Additionally the insights were based on one single visualization template too . But as one size does   not fit all , the intent of communication and the change management was overlooked by many as the   language was not customized to the way they can respond to e.g. the sales team leadership was   spending way too much time in the detailed working of the internal workings of partner teams , the   frontline sales teams were aggravated to see way too much information that do not impact their day   to day jobs and the internal ecosystem partners did not see what actions they need to take . Finally ,   after separating the communication and visualization technique for each group , we have nailed the   desired actions from each party i.e. the sales team and their leadership got back their time to focus   on building more sales pipeline and found transparency ( without too much details that threw them   way ) and finally every partner in the ecosystem identified actionable insights that help them change   their process to align in the new operating environment .
### Output: 