Step by step guide and roadmap to help social enterprises and social businesses plan and implement scaling of impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 00. Framework for Scaling Social Business - Rizwan TayabaliRizwan Tayabali
DIY Framework to help social enterprises and social businesses to scale their impact and operations.The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale.
PATRI 02. Applicability & Viability at Scale: A Guide for Scaling Social Busi...Rizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve viability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
The Definitive Guide to Scaling Social EnterpriseRizwan Tayabali
The Definitive Guide to Scaling Social Enterprises, outlining 12 new models for scaling social outcomes that are more effective than the traditional commercial mechanisms of organic growth, franchising, acquisition and merger.
(Click the notes tab below the slides for more detail)
PATRI 01. Defining Purpose: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses clarify their purpose, vision and targets when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
The document discusses the Organizational Maturity Index (OMI), which assesses an organization's "learning level" across 15 stages. OMI aims to address high failure rates of change initiatives by ensuring they are designed for the organization's maturity. It provides a methodology to 1) assess functioning levels throughout an organization, 2) identify gaps, 3) initiate interventions tailored to gain traction, and 4) guide sustainable development. Based on an assessment, OMI generates a report with 3 sections: immediate issues to address, next steps to promote integration, and working towards advantages and leadership. The goal is to guide organizations from lower "disintegration" stages to higher "integration" stages of learning and effectiveness.
PATRI 00. Framework for Scaling Social Business - Rizwan TayabaliRizwan Tayabali
DIY Framework to help social enterprises and social businesses to scale their impact and operations.The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale.
PATRI 02. Applicability & Viability at Scale: A Guide for Scaling Social Busi...Rizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve viability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
The Definitive Guide to Scaling Social EnterpriseRizwan Tayabali
The Definitive Guide to Scaling Social Enterprises, outlining 12 new models for scaling social outcomes that are more effective than the traditional commercial mechanisms of organic growth, franchising, acquisition and merger.
(Click the notes tab below the slides for more detail)
PATRI 01. Defining Purpose: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses clarify their purpose, vision and targets when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
The document discusses the Organizational Maturity Index (OMI), which assesses an organization's "learning level" across 15 stages. OMI aims to address high failure rates of change initiatives by ensuring they are designed for the organization's maturity. It provides a methodology to 1) assess functioning levels throughout an organization, 2) identify gaps, 3) initiate interventions tailored to gain traction, and 4) guide sustainable development. Based on an assessment, OMI generates a report with 3 sections: immediate issues to address, next steps to promote integration, and working towards advantages and leadership. The goal is to guide organizations from lower "disintegration" stages to higher "integration" stages of learning and effectiveness.
Business transformation involves fundamentally changing what an organization does, how it operates, who it serves, and how it serves them. It requires accepting periods of discontinuity and working without easy answers. True transformation is not just small changes or process tweaks but large-scale changes. Effective transformation requires assessing the need for change, planning the change, implementing projects to enable it, and embedding the changes into normal operations. It also requires developing the organizational capabilities needed, including change management, program management, and project management frameworks, as well as the skills of employees.
A roadmap will prove invaluable to a company during its lean journey. Here, this lean transformation roadmap is constructed through five phases including the areas of concern—from education to infrastructure.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
The document discusses factors ("Ps") that impact profitability for businesses. It identifies 17 Ps - Preparation, Plan, Processes, Performance, People, Passion, Progressive Thinking, Protagonists and Pioneers, Positive Thinking, Perfect versus Passable, Packaging, Price, Patience Persistence and Perseverance, Partnership, Paradigm Shifts, Pragmatic. Each P is described as an important contributor to achieving profitability. Key factors discussed include preparing by measuring profitability parameters, creating action plans, improving processes, managing people, packaging intellectual property for reuse, and maintaining a pragmatic approach.
Business transformation has become necessary for most large corporations due to significant triggers in the global environment, including globalization, economic slowdowns, technology shifts, and regulatory changes. A survey found that 93% of large US multinational companies are undergoing some form of business transformation. Transformations take various forms, with over half of companies defining it as a continuous process of aligning their business model with strategy. The main triggers for transformation according to companies are changing customer demands, domestic competitors, and technology changes. Customer demands are complex and can have various root causes like government policies, new technologies, or demands for more services.
The document describes John Kotter's eight-stage model for managing major organizational change. The eight stages are: 1) create urgency, 2) form a guiding coalition, 3) create a vision, 4) communicate the vision, 5) empower others, 6) create short-term wins, 7) build on the change, and 8) anchor new approaches in the culture. An example is provided of how Hewlett-Packard used the model to implement a customer-centered approach across its tape drive division.
This document summarizes several papers to be presented at two upcoming conferences in 2016. It discusses papers on improving startup success rates using an agile entrepreneurship model, managing performance and risk with capability maturity models, and implementing collaborative performance management in digitally-enabled organizations. The impact of digital technologies on organizational governance is also addressed, specifically how social collaboration platforms can accelerate innovation but also require new management approaches.
Organization structure in international businessCitibank N.A.
The document discusses different types of organizational structures used in international business. It describes centralization versus decentralization and the tradeoffs of each. There are five main types of organizational structures covered: functional structure, international division structure, product division structure, geographic (area) division structure, and matrix division structure. Each structure has advantages and disadvantages for coordinating and responding to activities in different markets and geographies.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
This document provides a summary of key topics from a quarterly review issue including change management, mergers and acquisitions (M&A), benchmarking, and Russia. It discusses how change management can help organizations adapt more rapidly and engage employees during transitions. M&A activity is presented as essential for business growth but also highly complex, requiring swift benefit delivery. Benchmarking is portrayed as enhancing competitiveness by identifying problem areas and building confidence with facts about strengths and weaknesses.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
What organizational structures are most conducive to Lean implementation? Which ones are not?
If the existing organization is not conducive to Lean, how can one structure the Lean deployment to maximize the likelihood of success?
Organisational change, Innovation and Transformation communicationStephen Tindi
This document discusses innovation, change, and transformation in organizations. It defines each concept and explores the overlaps between them. Innovation involves new ideas that add value, change can be positive or negative, and transformation is holistic and creates something entirely new. Effective communication is key to successfully implementing innovation and managing change and transformation, which involve overcoming resistance and uncertainty. Models of the change process and strategies for communication during change are also examined.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
Business transformation is a change management strategy that aims to align a company's people, processes, and technology more closely with its new, challenging business strategy and vision. It involves 10 key steps: orientation, communication, metrics, motivation, building coalitions, identifying talent gaps, redesigning processes, leadership development, shifting business culture, and monitoring progress. The overall goal is to help a company successfully implement strategic changes.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
1) The document discusses various strategies for business including corporate strategy, directional strategy, growth strategy, concentration strategy, and stability strategy. It also discusses implementing strategies through developing programs, budgets, and procedures.
2) Evaluation and control of strategies is discussed, including determining metrics, establishing standards, measuring performance, comparing to standards, and taking corrective actions. Different types of controls like behavior controls and output controls are also mentioned.
3) Finally, the document emphasizes that while strategy implementation carries risk, successful implementation can lead to significant gains for the business.
ScaleForth is a 7-point framework that provides a holistic approach to effectively scale impact.
[ Seven tools and strategies that social enterprises can deploy to achieve more with less ]
Business transformation involves fundamentally changing what an organization does, how it operates, who it serves, and how it serves them. It requires accepting periods of discontinuity and working without easy answers. True transformation is not just small changes or process tweaks but large-scale changes. Effective transformation requires assessing the need for change, planning the change, implementing projects to enable it, and embedding the changes into normal operations. It also requires developing the organizational capabilities needed, including change management, program management, and project management frameworks, as well as the skills of employees.
A roadmap will prove invaluable to a company during its lean journey. Here, this lean transformation roadmap is constructed through five phases including the areas of concern—from education to infrastructure.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
The document discusses factors ("Ps") that impact profitability for businesses. It identifies 17 Ps - Preparation, Plan, Processes, Performance, People, Passion, Progressive Thinking, Protagonists and Pioneers, Positive Thinking, Perfect versus Passable, Packaging, Price, Patience Persistence and Perseverance, Partnership, Paradigm Shifts, Pragmatic. Each P is described as an important contributor to achieving profitability. Key factors discussed include preparing by measuring profitability parameters, creating action plans, improving processes, managing people, packaging intellectual property for reuse, and maintaining a pragmatic approach.
Business transformation has become necessary for most large corporations due to significant triggers in the global environment, including globalization, economic slowdowns, technology shifts, and regulatory changes. A survey found that 93% of large US multinational companies are undergoing some form of business transformation. Transformations take various forms, with over half of companies defining it as a continuous process of aligning their business model with strategy. The main triggers for transformation according to companies are changing customer demands, domestic competitors, and technology changes. Customer demands are complex and can have various root causes like government policies, new technologies, or demands for more services.
The document describes John Kotter's eight-stage model for managing major organizational change. The eight stages are: 1) create urgency, 2) form a guiding coalition, 3) create a vision, 4) communicate the vision, 5) empower others, 6) create short-term wins, 7) build on the change, and 8) anchor new approaches in the culture. An example is provided of how Hewlett-Packard used the model to implement a customer-centered approach across its tape drive division.
This document summarizes several papers to be presented at two upcoming conferences in 2016. It discusses papers on improving startup success rates using an agile entrepreneurship model, managing performance and risk with capability maturity models, and implementing collaborative performance management in digitally-enabled organizations. The impact of digital technologies on organizational governance is also addressed, specifically how social collaboration platforms can accelerate innovation but also require new management approaches.
Organization structure in international businessCitibank N.A.
The document discusses different types of organizational structures used in international business. It describes centralization versus decentralization and the tradeoffs of each. There are five main types of organizational structures covered: functional structure, international division structure, product division structure, geographic (area) division structure, and matrix division structure. Each structure has advantages and disadvantages for coordinating and responding to activities in different markets and geographies.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
This document provides a summary of key topics from a quarterly review issue including change management, mergers and acquisitions (M&A), benchmarking, and Russia. It discusses how change management can help organizations adapt more rapidly and engage employees during transitions. M&A activity is presented as essential for business growth but also highly complex, requiring swift benefit delivery. Benchmarking is portrayed as enhancing competitiveness by identifying problem areas and building confidence with facts about strengths and weaknesses.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
What organizational structures are most conducive to Lean implementation? Which ones are not?
If the existing organization is not conducive to Lean, how can one structure the Lean deployment to maximize the likelihood of success?
Organisational change, Innovation and Transformation communicationStephen Tindi
This document discusses innovation, change, and transformation in organizations. It defines each concept and explores the overlaps between them. Innovation involves new ideas that add value, change can be positive or negative, and transformation is holistic and creates something entirely new. Effective communication is key to successfully implementing innovation and managing change and transformation, which involve overcoming resistance and uncertainty. Models of the change process and strategies for communication during change are also examined.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
Business transformation is a change management strategy that aims to align a company's people, processes, and technology more closely with its new, challenging business strategy and vision. It involves 10 key steps: orientation, communication, metrics, motivation, building coalitions, identifying talent gaps, redesigning processes, leadership development, shifting business culture, and monitoring progress. The overall goal is to help a company successfully implement strategic changes.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
1) The document discusses various strategies for business including corporate strategy, directional strategy, growth strategy, concentration strategy, and stability strategy. It also discusses implementing strategies through developing programs, budgets, and procedures.
2) Evaluation and control of strategies is discussed, including determining metrics, establishing standards, measuring performance, comparing to standards, and taking corrective actions. Different types of controls like behavior controls and output controls are also mentioned.
3) Finally, the document emphasizes that while strategy implementation carries risk, successful implementation can lead to significant gains for the business.
ScaleForth is a 7-point framework that provides a holistic approach to effectively scale impact.
[ Seven tools and strategies that social enterprises can deploy to achieve more with less ]
This document provides an overview of social entrepreneurship and social enterprises. It begins with a quote highlighting the growing appeal of social entrepreneurship as a means to address social problems. The agenda then outlines topics on common conceptions of social entrepreneurship, defining its domain, and implications for scaling. Useful resources on the topic are also listed, followed by examples of well-known UK social enterprises. The document goes on to discuss conceptual foundations and definitions of social entrepreneurship, as well as the relationship between social entrepreneurship and the economic system.
Scaling-up Social Enterprises as a tool for Public Service deliveryOECD CFE
Presentation made during the last 11th Annual Meeting of the OECD LEED Forum on Partnerships and Local Development where local and national leaders, policy makers and practitioners discussed how inclusive growth can be built from the ground up.
Startup & Change the World: Guide for Young Social Entrepreneursxmergnc
Get a copy: https://gumroad.com/l/AOg
Simple, yet comprehensive guide on social entrepreneurship. Part of the United Nations course curriculum on social entrepreneurship.
Impact investing - which helps address social and/or environmental problems while also turning a profit - could unlock substantial for-profit investment capital to complement philanthropy in addressing pressing social challenges.
This presentation, given at the inaugural Global Impact Investing Network Investor Forum, discusses the priority barriers in scaling for-impact enterprises and examples of innovative acceleration platforms currently operating within the space.
Complete Update of All Exponential Technologies & Singularity cases and its I...Yuri van Geest
Recent cases and examples of different Exponential Technologies from Singularity University and MIT in field of biotech, nanotech, neurotech, AI, robotics, drones, 3D printing, sensors, Quantified Self, Internet of Things, solar energy, mobile, crowdsourcing.
Exponential Organizations - Why new organizations are 10x better, faster and ...Yuri van Geest
Exponential Organizations (ExOs, #ExponentialOrgs) - authored by Yuri van Geest, Salim Ismail, Peter Diamandis and Mike Malone and published by Singularity University Press - how to build exponential organizations with exponential technologies and new organizational techniques for an exponential era.
This is first book integrating all key organizational and technology trends into a new and holistic 11 attribute framework applicable for startups, mid markets and corporates. To create exponential organizations instead of classic, linear ones which were developed more than 100 years ago.
We already received the Best Business Book of the Year 2014 Award by Frost & Sullivan and are accepted in the prestigeous C-Suite Book Club.
The book has been thoroughly researched in the last 30 months and we looked for patterns in the most important exponentials companies in the world in the last 6 years like Waze, Tesla, Airbnb, Uber, Xiaomi, Netflix, Valve, Google (Ventures), GitHub, Quirky and 60 other companies including successful corporates like GE, Haier, Coca Cola, Amazon, Citibank and ING Bank. We interviewed 70 global leaders and thinkers like Marc Andreessen, Arianna Huffington, Steve Forbes, Philip Rosedale, Tim O'Reilly, Chris Anderson and many others.
The book is already an Amazon bestseller in the pre-order phase since June, 2014 in the categories Startups, Business Management and Innovation.
The document discusses social entrepreneurship and social entrepreneurs. It defines social entrepreneurship as applying entrepreneurial principles to creating social value rather than private gain. Social entrepreneurs pursue innovative solutions to social problems and seek to make sustainable change. The document provides examples of social entrepreneurs and their social enterprises, and discusses some of the key drivers and challenges of social entrepreneurship.
What Is Multi Channel Retail?: Benefits, Challenges and ImpactsRizwan Tayabali
Multi-channel retailing is a deceptively easy concept. Simple in terminology, but complex to
explain and even more so to deliver. This paper provides an overview of what it is about, covering the
drivers, benefits, challenges and organizational changes needed to get there.
Summary of our social media integration research project. The full paper and detailed results are also available on my slideshare profile.
This presentation describes how you can integrate social media in your organization through 4 phases and 13 strategic projects.
Powerpoint created for Holland Management ConsultantBarbara Smith
This document discusses implementing Lean in organizations. It begins with Dutch and Duke introducing topics on the implementation mechanics and people side of change. It then discusses that Lean potential means nothing without implementation, which requires communicating a vision, altering processes and equipment, and altering performance management to train employees. The four levels in an organization that are required for change are discussed: executive management, senior management, middle management, and supervisors/workers. The roles of each level are outlined, including senior management constructing capabilities, middle management validating and authorizing change, and supervisors preparing workers. Questions from a previous audience on engaging executives and incentivizing employees are also addressed.
This document provides guidance for getting started with managing a programme based on best practices from Managing Successful Programmes (MSP). The key first steps outlined are to establish the vision and scope of the programme by defining the blueprint, identifying related projects, and beginning to plan the programme. It emphasizes asking questions to understand the strategic objectives and stakeholder support, and considering the organizational framework and resources available to support programme management and change delivery. The next steps then focus on iteratively defining the programme scope and capabilities in the blueprint, identifying projects, and developing the initial programme plan to lay out the expected tasks, activities, and timelines for delivery.
Creating Competitive Advantage with Strategic Execution Capability V1.0Jon Hughes
The document discusses the Strategic Execution Framework (SEF), which is a model that helps organizations align strategy creation with execution by assessing six key capabilities: Ideation, Nature, Vision, Engagement, Synthesis, and Transition (INVEST). Conducting a diagnostic using the SEF can identify strengths and weaknesses in these capabilities and their linkages. Addressing weaknesses through initiatives to develop capabilities can help organizations more effectively execute strategies and gain competitive advantage. Common weaknesses identified include a lack of understanding interrelationships between capabilities, poor synthesis of strategies into coordinated programs and projects, and an inability to transition projects to operations.
This step provides guidance on building a preliminary vision for positive change in the target market system that is informed by stakeholder perspectives and fundable, outlining key principles of systemic thinking, participation, and facilitation to underpin the strategic design and planning process. Recommendations are given for developing a flexible strategy and fundable proposal that allows the vision and activities to evolve in response to market actor aspirations as ownership of the PMSD process is transferred to stakeholders.
Finance for strategic managers Part 4 of 4Parag Tikekar
The document provides information about Prof. Parag Tikekar, including his educational background and experience giving keynote speeches. It then outlines the agenda for the second day of a finance for strategic managers course, including definitions of strategy, assessing organizations, time horizons, Greiner's model of organizational growth phases, and capabilities. The document discusses assessing an organization's current situation, defining mission and vision statements, the three time horizons of strategy, Greiner's six phases of organizational growth, and the three types of capabilities - threshold, distinctive, and dynamic capabilities.
Unit 1 Module 1 - Overview of LASAsOverview of LASAsT.docxwillcoxjanay
Unit 1: Module 1 - Overview of LASAs
Overview of LASAs
The strategy audit is a comprehensive analysis of the company’s business strategy and operating performance, and culminates in a series of recommendations for improving your company’s performance based on the findings and conclusions of your analysis. It involves assessing the actual direction of a business and comparing that course to the direction required to succeed in a changing environment. A company's actual direction is the sum of what it does and does not do, how well the organization is internally aligned to support the strategy, and how viable the strategy is when compared to external market, competitor, and financial realities. These two categories—the internal assessment and the external or environmental assessment—make up the major elements of a strategy audit.
Throughout this capstone course, you will work on a strategy audit for a selected organization. This will provide a summative learning experience that allows you to demonstrate your understanding of most of the MBA program learning outcomes and concepts in the various courses within the program. You will write this report as though you are a consultant to your selected company and are addressing the executive officers of this company. In each module, you will collect and analyze data in producing your report, but your final product will be condensed and focus on presenting your analysis findings and conclusions. You will submit two parts of a course project related to the strategy audit. You will submit these two parts in Modules 3 and 5.
Here is a list of tasks you will complete for your course project.
M1: Assignment 3—Market Position Analysis: You will assess the product portfolio of your selected organization by analyzing its value proposition, market position, and competitive advantage. You will identify the business unit of your company and the product(s) and service(s) you will focus on in this report. To gain a better understanding of these factors you will conduct at least one interview with a mid-level or senior manager.
M2: Assignment 2—External Environmental Scan: You will conduct a comprehensive external environment scan of your business unit along with a five forces analysis. Your analysis will incorporate any key customer-related factors and trends. You will use this information for a strengths, weaknesses, opportunities, and threats (SWOT) analysis in Module 4.
M3: Assignment 2—LASA 1: Preliminary Strategy Audit: This is where you submit the first part of your course project assignment. You will develop a preliminary strategy audit, in which you will include an analysis of the company’s value proposition, market position, competitive advantage, and an external environmental scan/five forces analysis. You will also identify the 5–7 most important strategic issues facing the organization or business unit and include a preliminary set of recommended tactics for improving your company’s strategic align ...
The document provides information for managers at ACI including:
1) Details about the upcoming 2013 Employee Engagement Survey from March 11-24 and its importance.
2) A reminder to discuss ACI's 2013 Operating Plan with teams and key talking points.
3) Tips for becoming a more effective resource manager including training staff, aligning with career plans, and providing learning opportunities.
Active brand management is critical to driving trust in the marketplace. The brand management maturity model will help you optimize the essential assets of your brand.
The brand management maturity model helps Widen CollectiveⓇ customers optimize investments in their brand management practice by examining the five dimensions of strategy, people, process, technology, and impact.
Use this tool as a guide to developing your brand strategy to get more out of your marketing investments. Learn more at https://www.widen.com/blog/the-widen-brand-management-maturity-model-your-path-to-greater-roi.
The Disaster Recovery Plan Sumanth Lagadapati[email protecte.docxtodd241
The Disaster Recovery Plan
Sumanth Lagadapati
[email protected]
Introduction
Many companies don’t have a disaster recovery plan often there is a desire for a DRP.
The level of effort and\or cost required to create DRP can cause this project to have a low priority relative to other more immediate projects.
A DRP is viewed as "nice to have" or "just insurance that will not be used ", and not as a critical business component.
That is, until there is a failure that causes a significant outage or loss of data (often at a significant cost to the business).
It is my opinion that every company could benefit from both a disaster recovery plan and a business continuity plan (BCP)
Investing in a DRP and BCP is just as an important for most business in my opinion.
Where do you start?
The first step is to create a DR team and this includes an:
Executive sponsor.
DR coordinator.
Team leaders (there will be several groups and possibly subgroups).
Team members.
This people should be designated as either primary or backup for position, with every position having more than one person assigned this to minimize people as a single point of failure.
The goal is to have the expertise to help develop the various recovery procedures, and is committed to success of the overall effort.
Where do you start? cont…
The next step is to define business goals.
The goal should address items such as:
What functional areas need to be recovered?
What length of time is acceptable for recovery?
What amount of data loss is acceptable?
This often involves prioritization and a cost-benefit analysis to determine the worth of recovery (i.e. something that may be premature at this phase of the project).
Understand the business goals and objectives
To find out what that really entails you must know:
What are the critical systems?
What are the key processes and applications?
What are the dependencies on other systems?
This includes:
Data transfers.
Manual processes
Remote processing
Then documents these processes.
Because there is interaction with dependencies on other systems and user interface, and the sensitivity of the data.
Once the systems have been identified, attempt to quantify their impact relative to the overall business goals.
Identify specific requirements
Everyone involve with this effort (including upper management within a company) needs to have a single vision of what success look like, without this you risk wasting time and money on a plan that may be viewed as a failure.
Identify key personnel
These people may not be part of the DR team, but they are important. (For example who has the authority to declare a disaster?)
This list should be maintained both by name and by role; it should be validated and updated frequently.
Identify single point of failure
The overall goal of this step is to mitigate unnecessary risk.
The scope of this effort includes people, software, equipment, and infrastructure.
It i.
The right management approach will always differ between
companies. lean has recently been breaking down barriers
in its application to a range of industries stemming from its
strong manufacturing background. But how does it compete
against similar, yet slightly different management practices
such as agile? and more so, can the two happily co-exist?
agile coach karl scotland, explains how cloud-based
solutions provider, Rally Software, used both lean and agile practices
together to best meet its customer’s needs.
The 9-step proposal outlines an approach for mid to large product companies to adopt Agile methodologies. Step 0 involves performing value stream mapping to identify organizational gaps and determine if Agile could help. Step 1 includes creating cross-functional leadership and transition teams. Step 2 has the teams create vision and transition backlogs. Step 3 suggests segregating projects into innovation, incremental, and support categories. The remaining steps cover building teams, implementing practices, celebrating successes, and continuously improving. The overall goal is to transition the organization to Agile and achieve higher value delivery through improved flow.
The Social Dynamics model: how to integrate social media in your companySteven Van Belleghem
This is a research paper in which we describe how companies should integrate social media into their entire company. this paper is based on more than 25 in-depth interviews with senior executives working on the integration of social media.
The document outlines the 6 phases of the SAP ASAP 8 implementation methodology: project preparation, business blueprint, realization, final preparation, go-live and support, and operate. It then describes the role of an SAP functional consultant in more detail, including evaluating business requirements, configuring the system, documentation, testing, training, and support. The consultant is responsible for transforming requirements into logical and technical models, customizing the system, and ensuring the new processes work as intended.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
6 Steps to Confirm Successful Workday DeploymentZaranTech LLC
Workday HCM Training & Certification provided Online from USA industry expert trainers with real time project experience
Workday HCM Tutorial for Beginners | Learn Workday HCM Online | Workday HCM training - This is a video recording of a Live Webinar presentation by our Sr. SAP Solution Architect and trainer who is also a Manager in handling SAP Implementation projects.
Get More Free Videos - Subscribe ➜ https://goo.gl/5ZqDML
COURSE PAGE: https://www.zarantech.com/workday-hcm-training/
REGISTER FOR FREE LIVE DEMO: http://promo.zarantech.com/free-webinar-workday-hcm/
CONTACT: +1 (515) 309-7846 (or) Email - info@zarantech.com
"workday hcm tutorial"
"free workday hcm training"
"online workday hcm training"
"Best workday hcm training"
"workday hcm training for Beginners"
"Best workday hcm Training"
Reviews / Testimonials from past trainees are saying: https://goo.gl/ZVfnE4
Refer your friends to ZaranTech - http://www.zarantech.com/be-a-friend-tell-a-friend.
The document discusses portfolio analysis as a tool for associations to evaluate their programs and services and allocate resources effectively. It provides a 10-step process for conducting portfolio analysis: 1) Identify lines of business, 2) Group lines of business, 3) Compare to mission, 4) Define products/services, 5) Apply evaluation matrix, 6) Determine product fit, 7) Assess ease, 8) Evaluate alternatives, 9) Competitive position, and 10) Determine best course. Programs are evaluated on factors like fit, ease, competition, and position. They are then mapped on a portfolio matrix to identify the optimal strategy as aggressive growth, divestment, building strength, etc. This helps associations focus resources on
Universal Association provides consulting services to help small and mid-sized businesses select optimal communication and collaboration platforms. They conduct in-depth analyses of client needs and the available platforms to make recommendations. Their services include an initial consultation, platform installation, and training. A cost-benefit analysis found their services have a projected 51% return on investment over three years. Client feedback was positive and they were receptive to Universal Association's flexible services and daily training rates.
Chick-fil-A Training Program DevelopmentRunning head .docxchristinemaritza
Chick-fil-A Training Program Development
Running head: CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
1
CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
2
Chick-fil-A Training Program Development
Introduction
Chick-fil-A is an organization that continues to grow and expand nationwide and as a result, the organization must develop a training program that can be utilized at every location. As a consultant, one of the first steps to complete when starting a new project is to assemble a SWOT Analysis as well as to prepare a Balanced Scorecard and Casual Chain Score card.
SWOT analysis
To ensure a successful consulting project the consultants must conduct an in depth analysis of the company and where the training program will lead it. The analysis of strengths, weakness, opportunities and threats will provide guidance to develop the program and other tools to evaluate its performance. The consulting project strengths will attract new customers and maintain already existing fans. The consulting project will add to their current position in the industry by focusing on personalized customer service. The second strength is employee involvement. Involvement of all levels will provide higher approval and success percentages. The program will also provide employees a completion timeline, and require them to evaluate the training they received. Evaluation will provide feedback on the training programs pertinence to restaurant operations.
One of Chik-fil-A’s weaknesses is the public relations nightmare which occurred when the CEO, Dan Cathy, admitted to opposing same-sex marriage. As a result the company faced public scorn and a lost profits. Employees and customers alike also took this as acceptance of bigoted behavior towards LGBT employees or customers. The new training program will need to address the side effects of their CEOs comments. The consultant’s must ensure the program addresses a culture of inclusion and acceptance to counteract the CEO’s comments. Failure to do so could exacerbate the public’s view of the company’s attitude towards the communities they serve. The program’s second weakness will be the time required for each employee to complete the training program, learning the new procedures and standards of performance, and then any time spent afterwards providing an evaluation.
The company has various opportunities such as the increase of menu items, expansion and customer service improvement. The consulting project will develop a training program focused on adding to the customer experience. The biggest opportunity offered by the training program is the opportunity to develop a way to evaluate employee’s performance. Finding a way to evaluate performance is essential to evaluating overall productivity (Markham, 2005, p.33).
It will also allow the company to improve on operational processes affecting customer service. Re-enforcing the customer service experience by new training procedures will increase the market share and brand relevanc ...
Similar to PATRI 05. Implementation at Scale: A Guide for Scaling Social Business (20)
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
4. The PATRI framework takes you step by step
through all the aspects of diligence needed to
understand whether or not scaling is feasible
for you and if so, to produce an effective scaling
plan that you can follow during implementation.
4
6. An overview of the complete
PATRI Framework, is provided in a
linked presentation called ...
“PATRI Framework for Scaling
Social Business”
6
PATRI
Framework
7. Caveats
1. The following guide is specifically targeted at social
businesses and therefore places an emphasis on
financial viability along with impact i.e. It is
designed for organisations that create their impact
through the use of business models.
2. The PATRI Framework is focused on scaling rather
than incremental growth. If you are simply aiming
to set up operations in another location or enter
another market, then the framework will still offer
you value, but some aspects of it may only be
applicable a bit further down the line.
7
8. The 1st step of the Framework is to define
purpose and targets, without which you have no
useful basis for planning or design.
If you haven’t already got clarity around
these, more support is provided in a
linked presentation called ...
“Defining Purpose: A Guide To
Scaling Social Business”
Purpose
9. The 2nd step of the Framework, is to understand
whether or not your model will be applicable at
scale, and if not, how you could adjust it to
make it more relevant and viable.
If you haven’t already considered
applicability, support is provided in a
linked presentation called ...
“Applicability at Scale: A Guide To
Scaling Social Business”
Applicability
(Viability)
10. The 3rd step of the Framework is to
improve your solution and model’s ability to
be replicated or delivered by others i.e. to
ensure that it is systematic and transferable
for use in scaling, either by your own teams
or by external partners.
If you haven’t already addressed
transferability, support is provided in a
linked presentation called ...
“Transferability for Scale: A Guide To
Scaling Social Business”
Transferability
11. The 4th step of the Framework helps you
establish whether or not your organisation
and people are ready for scaling, and if not,
what you can do about it.
If you haven’t already addressed
readiness, more support is provided in a
linked presentation called ...
“Readiness to Scale: A Guide To
Scaling Social Business”
IV
Readiness
12. Once you have understood what is required to
get your organisation and people ready for
scaling, you can move on to the final piece of
the planning process, which is to prepare for
implementation.
13. This guide thus focuses specifically on the
5th and final step of the Framework, which
helps you plan the journey and manage
implementation when scaling.
15. The actual process of scaling needs to be
managed like a complex project with
wide-reaching organisational implications.
Implementation
16. A robust scaling plan will therefore be
essential if you are to be successful in
raising the support needed to scale.
It will also be critical in helping you scale
without all the usual growing pains that
organisations typically suffer from.
Implementation
17. A good place to start is with a
roadmap for implementation.
Implementation
18. A roadmap is an outline of all the different
activities that comprise implementation, laid
out in dependency order, over whatever
timeframe you believe is sensible for execution.
It is a useful visual aid for planning, and if
converted into a Gantt chart, should become
your primary implementation management tool.
Implementation
21. While these phases have a chronological order
of dependency, in practice various aspects can
and do happen in parallel.
For clarity however, it is worth starting with a
plan that clearly shows dependencies and
delineates between the phases.
Implementation
22. If you've worked your way through the previous
sections of this framework, you should already
have most of the thought process, design and
organisational aspects of planning covered.
Implementation
1
Planning
23. All that should be left at this stage is to
1. Aggregate your requirements for scaling
from the previous sections
(skills, capacity, technology, infrastructure etc).
2. Aggregate the costs of those requirements.
Implementation
1
Planning
24. Once you’ve got your overall costs and
requirements together, the next step is to
find the necessary resources.
Implementation
2
Resourcing
25. If these resources are not already available
to your organisation, you may need to raise the
funds to finance the set-up and execution
stages.
Implementation
2
Resourcing
26. For this you will need to create formal
business plans and develop financing proposals
or fund-raising campaigns, depending on
whether or not your social business has a
commercial or non-profit status.
Implementation
2
Resourcing
27. If you have a fully commercial structure,
there are a number of financing options
you could consider ...
Implementation
2
Resourcing
28. Financing Options for Social Businesses
Seed investors
Angel investor groups
Patient capital groups (Acumen, etc.)
RSF Social Finance
Net Impact, Echoing Green
Peer to peer lending (Prosper, etc.)
Business plan competitions
Microfinance institutions
Banks/credit unions (USDA, Shorebank, Vancity etc.)
Pension funds
Business co-op networks
Investors Circle
Community alliances
RISE Investing
Mondragon / Evergreen Cooperatives
Social Capital Partners
Investeco
Renewal Partners
Source – Open Source Green: Overview of Brainstorming Sessions, 2010.
Implementation
2
Resourcing
29. But first it is worth establishing the type of
funding that you will need ...
Implementation
2
Resourcing
30. Identifying Your Ideal Funding Structure
Source – Chelwood Capital
PE/VC = Private equity / venture capital
SRI = Socially responsible investments
WC =Working capital
Implementation
2
Resourcing
31. If you are structured as a non-profit on the
other hand, you might find it a little harder to
raise commercial finance.
However, there are still philanthropic options
available to you ...
Implementation
2
Resourcing
32. Philanthropic Funding for Social Business
Source – From Blueprint to Scale - Case for Philanthropy in Impact Investing. Koh, Karamchandani & Katz 2012
Implementation
2
Resourcing
33. While it is obvious that you may need finance to
increase production or service delivery, a key
aspect that shouldn’t be overlooked is the funds
needed to boost your skills and capacity
towards your optimal operating size.
Implementation
2
Resourcing
34. Depending on your approach, you may then
need to restructure teams, recruit as
necessary, improve technological scalability
and run any change management programs
that are needed to help get your people ready to
start scaling.
Implementation
2
Resourcing
35. Set-up is where you get your operations
ready and make them scalable.
Implementation
3
Setup
36. At this stage you will need to start increasing
the capacity of your output, production,
platforms, technologies and physical
infrastructures to make them capable of
supporting the full roll-out of your scaling
ambitions.
Implementation
3
Setup
37. You will also need to consider messaging and
materials to recruit and enable any commercial
and non-commercial partners you plan to work
with when scaling.
Implementation
3
Setup
38. If using delivery partners or franchisees,
you will need to expand and formalise
the operating manuals you developed
during the transferability stage.
Implementation
3
Setup
40. Finally, for social businesses that choose to
scale through the use of external partners or
franchisees, contracts and other formal
agreements need to be drawn up at this stage.
Implementation
3
Setup
42. Execution involves the actual process of
delivering or rolling out your model and impact
to reach the scale you have planned for.
Implementation
4
Execution
43. This stage primarily involves boosting
the distribution or delivery of your
products or services.
Implementation
4
Execution
44. To support this, you may need to
1. Enable your wider delivery network
with support and technology.
2. Launch any marketing campaigns
to drive and support take-up.
3. Manage any partners or third-parties
you are working with.
Implementation
4
Execution
45. You will also need to boost your impact
monitoring and quality control team so that it is
ready to cope with the increase in workload as
your reach expands.
Implementation
4
Execution
46. Once you’ve scaled up, and your new operations
are reaching need and servicing demand as
planned, you will reach the final stage, which
essentially involves maintaining quality and
supporting your ongoing rate of expansion.
Implementation
5
Impact
Monitoring
& Quality
Control
47. Here you will need to manage finances,
logistics, technology and third parties
(partners, manufacturers, distributors, agents,
franchisees etc.) as applicable to your model.
Implementation
5
Impact
Monitoring
& Quality
Control
48. In parallel you will need to monitor and collect
impact data, manage quality, collate and share
learning across your organisation and/or
network, and finally use that learning to drive
continuous improvement and greater
efficiencies as you scale.
Implementation
5
Impact
Monitoring
& Quality
Control
49. When visualising your roadmap you may
need to break your activities into a series
of work-streams that reflect different
operational aspects ...
Implementation
53. Once you have the roadmap visualised, you can
combine it with your business plans or funding
proposals for added robustness.
Implementation
54. When it comes to actually project managing the
process of scaling, simply convert the roadmap
into a Gantt Chart. Fill in timeframes, and major
and minor milestones, and you should have a
practical way to manage, track and monitor the
implementation of your scaling journey.
Implementation
55. To summarise, many of the pitfalls in scaling
can be overcome simply by considering the
factors involved. However, it isn’t necessary to
address them all to prohibitive levels of detail.
If done reasonably well, in combination with a
good roadmap, you should be able to inspire
confidence both within your organisation and
also amongst the supporters that you need to
back your scaling endeavours.
55
PATRI
Framework