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  • I can give you the tools, the principles but you have to the work.You can’t hire someone else to do your push-ups for you. -Jim Rohnshīfulǐngjìnmén, xiūxíngzàigèrén
  • odposlouchávání
  • If we don’t want to dance 1990’s music during our next presentation, we need to change your PowerPoint attitude and the next rule is…

Present to Inspire - J Present to Inspire - J Presentation Transcript

  • by Jakub Šafránek
  • Teachers open thedoor. You enter byyourself.師傅領進門,修行在個人。
  • We havea problem
  • Not only thetelephonetapping
  • Obsah Základní informace o SASu Porovnání SASu a Excelu Návaznost SASu a Excelu Shrnutí Zdroje3.2.2013 3MA381 5
  • m-Commerce• m-Commerce lze chápat jako každé využití mobilních technologií pro styk s obchodními partnery• Klíčovou technologií pro m-Commerce je GSM (Global system for Mobile Communications)3.2.2013
  • Client case example – service operations excellenceSituation McKinsey’s role Impact System description • Launched 3-month service • Immediate reduction in • $1.6 billion non-profit operations effort targeted on number of delayed cases academic health care the end-to-end care process from 21% to 5% system (ER, OR, ICU, impatient • Network of 35 member units) • Immediate reduction in hospitals • Detailed impact of variability number of cancelled • Over 6,000 physicians and and mix of demand on cases from 8% to <1% 2,200 available beds system capacity • Evaluated ability to alter • Liberated 23% capacity Challenges scheduling processes to: for strategic growth • High capacity utilization – Minimize demand and – Reduced length of stay levels (ICU utilization was variability by day of week while improving clinical >90%) – Maximize capacity across outcomes and • 21% of surgery cases the entire end to end satisfaction delayed process • 8% of surgeries cancelled • Instituted evidence based • Eliminated delays for • Growth aspirations likely to treatment plans for common radiology and ancillary cause additional pressure diseases testing by staffing – “Ensure that the right according to demand Objectives patient is in the right bed • Liberate effective capacity receiving the right care at • Developed foundation to • Reduce delays and the right time” leverage new skills in cancelled surgeries payor negotiations 8
  • Key focus areas by workstreamWorkstream 1 Workstream 2 Workstream 3 Workstream 4 Design and facilitate Implement targeted Define and launch new Build up KFSH&RC‟s strategic planning operational services/ businesses change management process improvements capabilities • Internal diagnostic of • Launch • Evaluate • On-the-job training of KFSH&RC‟s implementation of attractiveness and KFSH&RC staff clinical, administrativ selected „quick win‟ feasibility of new e, and reputation services/businesses • Training workshops – Operational on healthcare and performance that can generate performance functional topics additional income for • External diagnostic assessment that assesses key KFSH&RC • Outline of the key – Identification of – Clinical requirements to local, regional, and improvement – Research establish an internal international market areas – Ancillary healthcare trends and – Other consultancy and an KFSH&RC current – Definition of positioning performance • Provide a framework implementation plan for assessing future targets • Definition of business ideas mission, vision, and – Action plan for KPIs implementation • Focus areas and priorities for KFSH &RC moving forward • Implementation roadmap 9
  • 3.2.2013 Profil společnosti a základní fakta• Dlouhodobě napjaté vztahy s akcionáři – Žaloba akcionářů pro porušení zákona, ke kterému mělo dojít v roce 1996 při navýšení základního jmění společností Bass, která měla mít povinnost navrhnout odkup ostatních, veřejně obch. akcií. – V roce 1999 představenstvo nesplnilo povinnosti stanovené v § 193 (1) zákona č. 513/1991 Sb. ČR, Obchodní zákoník • Představenstvo svolá valnou hromadu bez zbytečného odkladu poté, co zjistí, že celková ztráta společnosti na základě jakékoliv účetní závěrky dosáhla takové výše, že při jejím uhrazení z disponibilních zdrojů společnosti by neuhrazená ztráta dosáhla poloviny základního kapitálu nebo to lze s ohledem na všechny okolnosti předpokládat • Zatajování negativního trendu vývoje hospodaření společnosti… 10
  • Disengagedfrom theaudience
  • Notebooks, cellphones and Facebook –they are simply closer.
  • One more bulletpoint and I‟llshoot… 13
  • The Processa road to be taken
  • Vision trumps allothersenses.
  • Rule of thumbPrimary Oral 10% 3,5xPrimary Visual 35% 6,5xPrimary Oraland Visual 65%
  • #1 Brainstorm
  • #2 Identifythe Core
  • #3 Build Structure
  • #4 Sketch visuals
  • #5 Storyboard on thecomputer
  • Content isthe King
  • rememberSUCCESs
  • Simple
  • unexpected
  • Concrete
  • Credible
  • Emotional
  • TechnicalGoodies
  • Always usea presenter.
  • Always
  • Use the “B” key
  • “B” for black
  • For your nextpresentation packthree things.
  • Presentatio Notes Handoutn
  • Presentatio Notes Handoutn
  • Presentatio Notes Handoutn
  • Free Handouthttp://tinyurl.com/persuadeppt
  • Make a changeStart a revolutionGO
  • Photos bywww.compfight.comwww.flickr.comwww.sxc.hu3MA381 – Archiv prezentací, http://lorenc.info/3MA381/archiv-prezentaci-3MA381.htmCredit to:. byy jneuberger, http://www.flickr.com/photos/54943750@N00/3651678437/.just let me iN by27147, http://www.flickr.com/photos/33645693@N08/3801723103/