A Day In The Life Of A Senior Manager, Strategy And Special Projects At Professional City Orchestra
A senior manager of strategy and special projects divides their time between "run the organization," improving internal processes and efficiency, and "growing the organization," which involves analyzing and developing plans for new initiatives from the CEO, executive team, or board of directors. This latter function includes "doing the due diligence and analysis to see if those ideas are viable and feasible," requiring both internal and external research and collaboration.
Project Management, Strategic Planning, Organizational Development, Business Analysis, Leadership
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Kevin Ma
Sr. Manager, Strategy & Special Projects
Professional City Orchestra
The University of Texas at Austin, 2014
MBA - UCLA Anderson School of Management
Business Management & Admin
Arts, Entertainment & Media
Business Strategy
Immigrant
Video Highlights
1. A typical day involves managing existing operations and processes to improve efficiency and measuring team success.
2. A significant portion of the work focuses on developing and analyzing new strategies for growth and sustainability, involving internal and external collaboration.
3. The role includes conducting due diligence, research, and creating plans to implement new strategies, turning ideas into actionable projects with timelines.
Transcript
What does the day in the life of a senior manager of strategy and special projects look like?
My days are generally split into two categories, though this can vary depending on the organization. One category is running the organization, or as you might hear it, running the business.
The second category, which takes up most of my time, focuses on growing the business or the organization. This involves supporting different functional teams by developing processes and procedures to help them with their day-to-day work, like producing concerts more efficiently. It also includes helping them understand how to be successful in their roles and how to measure that success.
The second piece, where most of my time is focused, is putting structure around ideas for growth and sustainability. These ideas might come from our CEO or executive team, or they might be opportunities identified by our board of directors.
My team is responsible for the due diligence and analysis to determine if these ideas are viable and feasible. This includes talking to people both inside and outside our organization, as well as doing research to help summarize those ideas.
If the decision is to pursue a certain path, it's also our team's responsibility to develop the plans to bring that idea to life over a given period.
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