Got a question or thought related to leadership in AV? Submit it to the brAVe [skills] podcast using the form below. All submissions are anonymous.  A new show by Britt Yenser and Leon Prather! This new show is a part of the award-winning brAVe [space] podcast founded by Britt Yenser, CTS!  On this show, we tackle the topics that are most helpful for you and the concepts that you want to hear about, so we want to hear from YOU! We’ve already taken questions from this community, and we will continue do so with each short episode! Click to submit your question here!

Hi All, I've been tasked with generating a much-needed strategic plan for AV/Collab in my organization's rooms/spaces.  It's a timely discussion internally and we'll be using the finished product to inform strategic direction and funding priorities.  So, no pressure. Since we're moving from a "keep the lights on and fight fires as they flare" mentality to a more strategic one, I'm hoping to pick some brains out there. I have a few questions and, beyond answers to these questions, would appreciate any additional insights all you beautiful AVTweeps might have and are willing to share.  I have answers in-mind for all of these questions, but want to check myself against the industry and avoid group-think within my team.  For reference, we are a large healthcare system, approximately 11-13 hospitals (depending on how you count). Questions in no particular order: What equipment lifecycle do you use for planning/refresh/replacement purposes? What KPIs do/can you use to justify/explain the ROI for AV projects? What are the common objections you see to an AV strategic plan, and the corresponding expenditures if implemented, and how do you counter them? Do you have an objective way to prioritize decision-making when the Urgent competes with the Important?  For example:  Limited dollars are available.  Two rooms are in discussion.  A frequently-used training space that is experiencing ongoing equipment/usability issues....AKA "Urgent".  An infrequently used executive space, but it's an executive space and while functional it isn't as up-to-date as other spaces...AKA "Important".  Only an example...any relationship to real-life events is purely coincidental... What am I not asking?  (AKA, what do I not know that I don't know?) Lastly, a bonus question.  Do any of you have a framework for a comprehensive AV/Collab strategic plan that you would be wiling to share to get my creative juices flowing? I appreciate you all and thank you in-advance for any help you might be able to provide.  This is a great opportunity for my team and organization and I want to make the most of the possibility to shift to a strategic perspective. With Gratitude, John