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          ...
m-Commerce• m-Commerce lze chápat jako každé  využití mobilních technologií pro styk s  obchodními partnery• Klíčovou tech...
Client case example – service operations excellenceSituation                         McKinsey’s role                     I...
Key focus areas by workstreamWorkstream 1                 Workstream 2             Workstream 3               Workstream 4...
3.2.2013             Profil společnosti a základní fakta• Dlouhodobě napjaté vztahy s akcionáři  – Žaloba akcionářů pro po...
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      ...
#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-...
Present to Inspire - J
Present to Inspire - J
Present to Inspire - J
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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

    1. 1. by Jakub Šafránek
    2. 2. Teachers open thedoor. You enter byyourself.師傅領進門,修行在個人。
    3. 3. We havea problem
    4. 4. Not only thetelephonetapping
    5. 5. Obsah Základní informace o SASu Porovnání SASu a Excelu Návaznost SASu a Excelu Shrnutí Zdroje3.2.2013 3MA381 5
    6. 6. 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
    7. 7. 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
    8. 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
    9. 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
    10. 10. Disengagedfrom theaudience
    11. 11. Notebooks, cellphones and Facebook –they are simply closer.
    12. 12. One more bulletpoint and I‟llshoot… 13
    13. 13. The Processa road to be taken
    14. 14. Vision trumps allothersenses.
    15. 15. Rule of thumbPrimary Oral 10% 3,5xPrimary Visual 35% 6,5xPrimary Oraland Visual 65%
    16. 16. #1 Brainstorm
    17. 17. #2 Identifythe Core
    18. 18. #3 Build Structure
    19. 19. #4 Sketch visuals
    20. 20. #5 Storyboard on thecomputer
    21. 21. Content isthe King
    22. 22. rememberSUCCESs
    23. 23. Simple
    24. 24. unexpected
    25. 25. Concrete
    26. 26. Credible
    27. 27. Emotional
    28. 28. TechnicalGoodies
    29. 29. Always usea presenter.
    30. 30. Always
    31. 31. Use the “B” key
    32. 32. “B” for black
    33. 33. For your nextpresentation packthree things.
    34. 34. Presentatio Notes Handoutn
    35. 35. Presentatio Notes Handoutn
    36. 36. Presentatio Notes Handoutn
    37. 37. Free Handouthttp://tinyurl.com/persuadeppt
    38. 38. Make a changeStart a revolutionGO
    39. 39. 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/

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