The Case for a Centralized Meeting Department

It’s a short story. In late 1998, New York Life went through a companywide "sourcing project," during which two catch phrases permeated the hallways and offices: "data capture" and "dollar spend."

With some of its meetings planned by an in-house department, some done by an incentive house, and others done by the field, New York Life could neither capture companywide meeting data nor calculate its total spending on meetings. That meant:

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