Qhuba is a network organization founded in 2007 that provides executives, IT project delivery, and consultancy services. It exists to successfully implement strategies through collaboration between competent and trustworthy individuals. Qhuba's business model involves providing interim staff to clients based on their needs and competencies within the network. The document outlines Qhuba's values, roles, strategy principles, and goals for building its network and knowledge sharing to generate over €7 million in revenue and €200 million in customer benefits by executing strategies.
IBM BC2016 - Nordea - Nordea startup accelerator IBM Sverige
This program offers you a unique opportunity to accelerate the development of your business idea together with Nordea experts, Nestholma and some of the best FinTech experts in the Nordics.
Speaker: Jan Sirich, Head of Experimentation & Learning Solutions & IT, Digital Banking, Nordea. (English)
Thomas Berglund - ´Learning by doing´ with Angel Challenge and upcoming annua...First Tuesday Bergen
Thomas Berglund, Styreleder i Angel Challenge fortalte om årets Startup Extreme og Angel Challenge. 20 investorer skal velge 1 vinner av 20 startups. Hver investor skal investere 50.000 kr slik at vinneren får 1 million. Dette er et omfattende og lærerikt program som går over tre måneder. Søknadsfrist for investorer er 1. april og 31. mars for gründere. Se her for mer informasjon: http://angelchallenge.com/ac-bergen-2017/
IBM BC2016 - Nordea - Nordea startup accelerator IBM Sverige
This program offers you a unique opportunity to accelerate the development of your business idea together with Nordea experts, Nestholma and some of the best FinTech experts in the Nordics.
Speaker: Jan Sirich, Head of Experimentation & Learning Solutions & IT, Digital Banking, Nordea. (English)
Thomas Berglund - ´Learning by doing´ with Angel Challenge and upcoming annua...First Tuesday Bergen
Thomas Berglund, Styreleder i Angel Challenge fortalte om årets Startup Extreme og Angel Challenge. 20 investorer skal velge 1 vinner av 20 startups. Hver investor skal investere 50.000 kr slik at vinneren får 1 million. Dette er et omfattende og lærerikt program som går over tre måneder. Søknadsfrist for investorer er 1. april og 31. mars for gründere. Se her for mer informasjon: http://angelchallenge.com/ac-bergen-2017/
This presentation introduces the POEM framework used by the Lagos Angel Network to evaluate investment opportunities and helps prepare entrepreneurs for engagement with Angel investors
BDPA is the premier organization focused on nurturing and developing diverse working professionals and future IT leaders in the Science, Technology, Engineering, and Math (STEM) and digital technology fields.
Entrada spent 2014 working with firms who wanted competitive advantage through better resourcing.
We learnt some lessons on what questions companies ask themselves to inform strategy, how they view the shape of their businesses, what market trends were deemed significant and the ideas on new ways to deliver great outcomes to clients without compromising on price OR quality (sorry Porter!).
We also honed our own strategy: now planning to spend 2015 focused on developing and providing versatile on-shore talent to partner with firms who want the flexibility of a contingent workforce but the integrity of a consultancy.
We look forward to continuing work with firms who want recruitment-agency free growth, strategic resourcing and augmented project delivery, who can recognise a value-add relationship when they see one.
Happy strategy.
The National Enterprise Network announced the winners of its annual awards at the Barclays sponsored National Enterprise Network Annual Conference at the British Library on the 15th November 2013. Winners of eight categories were announced by National Enterprise Network Chairman Paul McEldon and Rekha Mehr, Entrepreneur in Residence at the Department for Business, Innovation & Skills.
Awards were presented to NEN members to recognise excellence in the delivery of enterprise support and encourage the exchange of good practice in categories for: Future of Enterprise Support, Local Enterprise Agency of the Year, Enterprise Team of the Year, Enterprise Mentoring Programme of the Year, Enterprise Communicator of the Year, Member Website of the Year, Unsung Hero, as well as an award from Barclays for Trainer of the Year.
The organisation was inundated with entries across each award category - with a 73% increase in applications from its members this year. Amanda Hurford, Assistant Director, Enterprise Directorate at the Department for Business, Innovation & Skills joined Paul McEldon in judging each entry and choosing the eventual winners.
Commenting on the 2013 awards, awards judge, host and NEN Chairman Paul McEldon, said; “I am proud to have been able to recognise such outstanding achievements from National Enterprise Network members in this year’s National Enterprise Network Awards. The impact of these organisations is clear to see and, with over 225 delegates at today's conference, more enterprise support professionals than ever before were able to join us in congratulating the 2013 award winners for the successful projects and initiatives that have taken place over the last year. Well done and thank you to the hard working teams and individuals in the network membership for their dedication in supporting pre-start and start-up clients across the country.”
Each award winner was presented with an engraved trophy and a bottle of champagne, with highly commended organisations given framed certificates and a bottle of champagne to recognise their hard work.
Mastering the Critical Components to Effective Change Management 2016Chazey Partners
Regardless of where your organization may be on the maturity spectrum of Shared Services, change is a constant, and the ability to manage change as part of your day-to-day operations is crucial. It is essential to ensure not only successful transformation, but the refinements and the continuous improvement afterwards that furthers the benefits of Shared Services and facilitates future growth.
During this workshop we demystify change management and employee engagement techniques by exploring practical applications, tools and latest practices. This presentation help you to:
· Learn how to enable on-going change for sustainable support and business results
· Manage cultural changes while keeping employees engaged/motivated
· Understand cross-cultural considerations in managing expectations
· Master ongoing communication that is relevant and resonates with stakeholders and employees
· Gain an improved understanding of change management
· Receive practical tools or ideas that can be implemented after the conference
BBC - Leading Challenging PMOs - FuturePMO 2018Wellingtone
Presented by Ben Brownlee, Programme Assurance Director, BBC
Presentation Synopsis: Ben will talk about the challenges of setting up and leading PMOs from his career including: – managing the London 2012 PMO at the Department for Culture, Media and Sport, – directing the PMO at Oxford City Council, delivering a transformation programme and – leading a PMO at the BBC assuring a portfolio of projects in revenue management.
Change Management Initiatives That Ensure Smooth Program Transition and Deliv...Chazey Partners
Developing and managing clear-cut, yet flexible change management program initiatives is essential to your Shared Services center’s short and long-term success.
By establishing strategic partnerships that encourage optimal communication and understanding between your faculty, departments, and stakeholders, change management can be effectively managed. By attending this session, you will learn how to:
Develop and maintain a flexible approach toward your change management programs – so to ensure continual improvement
Create the proper messaging, based upon your audience type and how to ensure message consistency
Develop and implement change management programs that will engage and excite your very diverse workforce
Incorporate a positive work environment that enhances work productivity and efficiency
Leicestershire County Council - Investing in a PMO During Tough Times - Futur...Wellingtone
Presented by Scott Young, PMO Manager - LCC
Workshop Synopsis: Operating in a world of austerity has made the establishment of a PMO that explicitly and visibly adds value absolutely crucial at Leicestershire County Council. Demonstrating that the PMO is more than a ‘taking notes and setting up meetings’ function has been the challenge over the last 2 years and Scott will share some of the ups and downs of this journey, some of the key learning from his experience and how the PMO is now evolving to be sustainable beyond the end of austerity.
Critical Components of Effective Change ManagementChazey Partners
Regardless of where your organization may be on the maturity spectrum of shared services, change is a constant, and the ability to manage change as part of your day-to-day operations is crucial to ensure the cultural transformation needed for execution and growth.
Without Client Engagement There is No Shared ServicesChazey Partners
Sometimes the only thing “shared” about a Shared Services Organization is the name. Is your organization set-up for sustainable success? Learn about the four critical success factors for Shared Services and what happens when the client is not engaged in the transformation. In this interactive workshop, we combine small group work with synergistic plenary sessions to cover the nine key components of the Client Interaction Framework. This workshop is targeted at organizations with mature Shared Services or those who are just planning and launching. Participants will come away with an assessment tool that will enable them to review their own initiatives and develop a plan to close the gaps between their current state and leading practices.
Most organizations have accepted the need for a performance metrics framework. While these metrics are considered a necessity and often demand significant resources, many organizations are producing metrics reports that are not demonstrating value and do not seem to influence decision-making. This PDF document explores the key concepts, best practices and lessons learned from our years of public sector experience and other case studies. You will learn how to:
• Establish or rebuild your metrics framework
• Implement metrics that are S.M.A.R.T (Specific, Measurable, Achievable, Relevant and Time-bound)
• Identify what metrics your internal clients care and how to engage them
• Drive relevance and performance from your metrics reporting
Whether you're an experienced professional with years of exceptional delivery under your belt, or a fresh-faced graduate eager to prove yourself in the working world, BSG is a place where you can truly own your story and your career. We are a homegrown South African consulting and technology company with a proud history of using common sense to get the job done. We are anchored in South Africa and committed to its success. We've been working hard for South Africa for over 20 years, join us!
Fujitsu - Shared Knowledge is Power - Building a Project Management Community...Wellingtone
Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.
Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.
As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.
Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.
An incredibly powerful and often underutilized resource within business incubation community is the Small Business Development Center (SBDC). Deploying an SBDC analyst with a strong technical education/background as an onsite business counselor in an incubator as well as the development of a jointly-operated student incubator presents a tremendous opportunity to amplify both programs.
This presentation offers insight on how to maximize the impact of both a business incubation program and a Small Business Development Center by establishing a robust partnership between the organizations that benefits of the business and entrepreneurial community.
Presented at the NACCE Conference, Tuesday, October 14, 2014, by Nancy Sanders and Greg Bullock
This presentation introduces the POEM framework used by the Lagos Angel Network to evaluate investment opportunities and helps prepare entrepreneurs for engagement with Angel investors
BDPA is the premier organization focused on nurturing and developing diverse working professionals and future IT leaders in the Science, Technology, Engineering, and Math (STEM) and digital technology fields.
Entrada spent 2014 working with firms who wanted competitive advantage through better resourcing.
We learnt some lessons on what questions companies ask themselves to inform strategy, how they view the shape of their businesses, what market trends were deemed significant and the ideas on new ways to deliver great outcomes to clients without compromising on price OR quality (sorry Porter!).
We also honed our own strategy: now planning to spend 2015 focused on developing and providing versatile on-shore talent to partner with firms who want the flexibility of a contingent workforce but the integrity of a consultancy.
We look forward to continuing work with firms who want recruitment-agency free growth, strategic resourcing and augmented project delivery, who can recognise a value-add relationship when they see one.
Happy strategy.
The National Enterprise Network announced the winners of its annual awards at the Barclays sponsored National Enterprise Network Annual Conference at the British Library on the 15th November 2013. Winners of eight categories were announced by National Enterprise Network Chairman Paul McEldon and Rekha Mehr, Entrepreneur in Residence at the Department for Business, Innovation & Skills.
Awards were presented to NEN members to recognise excellence in the delivery of enterprise support and encourage the exchange of good practice in categories for: Future of Enterprise Support, Local Enterprise Agency of the Year, Enterprise Team of the Year, Enterprise Mentoring Programme of the Year, Enterprise Communicator of the Year, Member Website of the Year, Unsung Hero, as well as an award from Barclays for Trainer of the Year.
The organisation was inundated with entries across each award category - with a 73% increase in applications from its members this year. Amanda Hurford, Assistant Director, Enterprise Directorate at the Department for Business, Innovation & Skills joined Paul McEldon in judging each entry and choosing the eventual winners.
Commenting on the 2013 awards, awards judge, host and NEN Chairman Paul McEldon, said; “I am proud to have been able to recognise such outstanding achievements from National Enterprise Network members in this year’s National Enterprise Network Awards. The impact of these organisations is clear to see and, with over 225 delegates at today's conference, more enterprise support professionals than ever before were able to join us in congratulating the 2013 award winners for the successful projects and initiatives that have taken place over the last year. Well done and thank you to the hard working teams and individuals in the network membership for their dedication in supporting pre-start and start-up clients across the country.”
Each award winner was presented with an engraved trophy and a bottle of champagne, with highly commended organisations given framed certificates and a bottle of champagne to recognise their hard work.
Mastering the Critical Components to Effective Change Management 2016Chazey Partners
Regardless of where your organization may be on the maturity spectrum of Shared Services, change is a constant, and the ability to manage change as part of your day-to-day operations is crucial. It is essential to ensure not only successful transformation, but the refinements and the continuous improvement afterwards that furthers the benefits of Shared Services and facilitates future growth.
During this workshop we demystify change management and employee engagement techniques by exploring practical applications, tools and latest practices. This presentation help you to:
· Learn how to enable on-going change for sustainable support and business results
· Manage cultural changes while keeping employees engaged/motivated
· Understand cross-cultural considerations in managing expectations
· Master ongoing communication that is relevant and resonates with stakeholders and employees
· Gain an improved understanding of change management
· Receive practical tools or ideas that can be implemented after the conference
BBC - Leading Challenging PMOs - FuturePMO 2018Wellingtone
Presented by Ben Brownlee, Programme Assurance Director, BBC
Presentation Synopsis: Ben will talk about the challenges of setting up and leading PMOs from his career including: – managing the London 2012 PMO at the Department for Culture, Media and Sport, – directing the PMO at Oxford City Council, delivering a transformation programme and – leading a PMO at the BBC assuring a portfolio of projects in revenue management.
Change Management Initiatives That Ensure Smooth Program Transition and Deliv...Chazey Partners
Developing and managing clear-cut, yet flexible change management program initiatives is essential to your Shared Services center’s short and long-term success.
By establishing strategic partnerships that encourage optimal communication and understanding between your faculty, departments, and stakeholders, change management can be effectively managed. By attending this session, you will learn how to:
Develop and maintain a flexible approach toward your change management programs – so to ensure continual improvement
Create the proper messaging, based upon your audience type and how to ensure message consistency
Develop and implement change management programs that will engage and excite your very diverse workforce
Incorporate a positive work environment that enhances work productivity and efficiency
Leicestershire County Council - Investing in a PMO During Tough Times - Futur...Wellingtone
Presented by Scott Young, PMO Manager - LCC
Workshop Synopsis: Operating in a world of austerity has made the establishment of a PMO that explicitly and visibly adds value absolutely crucial at Leicestershire County Council. Demonstrating that the PMO is more than a ‘taking notes and setting up meetings’ function has been the challenge over the last 2 years and Scott will share some of the ups and downs of this journey, some of the key learning from his experience and how the PMO is now evolving to be sustainable beyond the end of austerity.
Critical Components of Effective Change ManagementChazey Partners
Regardless of where your organization may be on the maturity spectrum of shared services, change is a constant, and the ability to manage change as part of your day-to-day operations is crucial to ensure the cultural transformation needed for execution and growth.
Without Client Engagement There is No Shared ServicesChazey Partners
Sometimes the only thing “shared” about a Shared Services Organization is the name. Is your organization set-up for sustainable success? Learn about the four critical success factors for Shared Services and what happens when the client is not engaged in the transformation. In this interactive workshop, we combine small group work with synergistic plenary sessions to cover the nine key components of the Client Interaction Framework. This workshop is targeted at organizations with mature Shared Services or those who are just planning and launching. Participants will come away with an assessment tool that will enable them to review their own initiatives and develop a plan to close the gaps between their current state and leading practices.
Most organizations have accepted the need for a performance metrics framework. While these metrics are considered a necessity and often demand significant resources, many organizations are producing metrics reports that are not demonstrating value and do not seem to influence decision-making. This PDF document explores the key concepts, best practices and lessons learned from our years of public sector experience and other case studies. You will learn how to:
• Establish or rebuild your metrics framework
• Implement metrics that are S.M.A.R.T (Specific, Measurable, Achievable, Relevant and Time-bound)
• Identify what metrics your internal clients care and how to engage them
• Drive relevance and performance from your metrics reporting
Whether you're an experienced professional with years of exceptional delivery under your belt, or a fresh-faced graduate eager to prove yourself in the working world, BSG is a place where you can truly own your story and your career. We are a homegrown South African consulting and technology company with a proud history of using common sense to get the job done. We are anchored in South Africa and committed to its success. We've been working hard for South Africa for over 20 years, join us!
Fujitsu - Shared Knowledge is Power - Building a Project Management Community...Wellingtone
Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.
Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.
As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.
Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.
An incredibly powerful and often underutilized resource within business incubation community is the Small Business Development Center (SBDC). Deploying an SBDC analyst with a strong technical education/background as an onsite business counselor in an incubator as well as the development of a jointly-operated student incubator presents a tremendous opportunity to amplify both programs.
This presentation offers insight on how to maximize the impact of both a business incubation program and a Small Business Development Center by establishing a robust partnership between the organizations that benefits of the business and entrepreneurial community.
Presented at the NACCE Conference, Tuesday, October 14, 2014, by Nancy Sanders and Greg Bullock
Fall in love with beautiful Oriental cats.
Cats with attitude!
* need to download presentation to hear accompanying music that goes with the presentation.
Wireless systems have been under an evolutionary process along the time, in order
to satisfy the demanding user needs of these types of systems. Those needs and inquiries
of wireless markets have grown considerably in a short time. This fast market growth
has pushed companies to employ state of the art technology in order to use and share
trustworthy databases in an instantaneous and imperceptible way for the *nal user.
Ad Hoc mobile networks are being developed and implemented in order to solve and
satisfy the needs and problems of mobile users. This technology can be an actual solution
in which users demands good quality of service (QoS) in their personal communications
and internet devises, according to the current and future market needs.
Code Division Multiple Access (CDMA) seems to be the future wireless interface and,
because of its characteristics, it could play an important role in future communications
systems. Operational characteristics allow CDMA to be considered an adequate access
method for conventional and Ad Hoc networking systems. As a mentioned above, this work
will base its access method on CDMA, where the main limiting factor is the interference,
so here we will characterize the interference and the outage probability for an ad hoc linear
network for di*erent scenarios and di*erent physical conditions.
We look forward to partnering with you as your IT service provider and as performance enhancement business consultants. We are here to offer you the support you need to bring innovation and value to your clients guiding them along the way to their next digital transformation destination
This is Toni Keskinen's introduction to Behavioral Economics, Future CMO's services and pricing. In case you are interested in giving an assignment, please contact Mr. Keskinen.
These are some examples of typical assignments or outcomes of projects:
Customer Journey Mapping, Analytics, Research and Design – Customer Experience design with full customer behaviour view to the market place. Strategic approach to actionable customer insights and topsight
Customer interface design and channel strategy > Holistic approach to customer interfaces based on thorough customer journey mapping and analysis. Service blueprinting main customer journeys for superb customer experience as effectively as possible
Social Media Strategy and Implementation > Technical solutions, operations & organisation, focus and goals for branding, customer service, -experience and sales
Inbound marketing strategies and implementation – Content marketing, publishing, social media engagements and translating the impact to leads and customer acquisition
Innovation ignite – customer interface driven innovation, open innovation opportunities and employee innovation generation
Lean Business Process design – Designing customer centric operations across touchpoints, enabling selfservice for improved customer experience and operationalizing the customer experience with lean processes
Corporate structure and organisation design – Often companies have organized their operations in to silos that effectively kill collaboration and shared learning, hinder change for better and strangle innovation. Unleashing the corporate capacity starts with structural change for better customer experience, continuous learning and improvement. The goal is to help create a workplace culture that supports trust, transparency and cross-functional collaboration.
Customer Value optimization – Unleashing the company’s full potential to deliver customer value and designing Symbiosis Strategy
IT infrastructure design for lean processes and optimal customer experience – Choosing and implementing right and sustainable technical solutions for efficiency and operational efficiency improvement
Inspiring employees and help them grow outside their current comfort zone - Inspirator and Catalyst for corporate culture change for sustainable growth and competitive advantage
RATIO: You need to develope the know how inside your company, outsourcing doesn’t grow your competitive advantage in sustainable way. This is why it is wise to hire an accelerator for change, who can train your team to deliver excellent performance and innovative development.
CORE SERVICE: EaaS-Executives as a Service
http://hbr.org/2012/05/the-rise-of-the-supertemp/
We've put together a few slides to show you who we have worked with and what they have said about their experience of working with us.
If you would like to find out more about what we can do for you, call us on +27 (0) 11 475 1450.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. great people, practical knowledge, corporate success
1. Where do we come from?
Qhuba, founded in 2007, is a fast-growing network organisation with
more than sixty Partners, Staff and Associates (‘Qhubans’). Qhuba
means drive, the drive to work together, to learn, to grow and to
succeed.
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3. great people, practical knowledge, corporate success
2. Why do we exist?
We exist because we believe running companies can be fun and
strategies can be implemented successfully when people of
character and competence work together and take collective
responsibility. As an organization we create recognized value for all
stakeholders by leveraging the competencies, network and even
idiosyncrasies of individuals.
4. great people, practical knowledge, corporate success
3. What do we do?
When people look for support in the execution of their strategies, we
provide (introductions to) people with the right character and
competence, based on temporary assignments, on the client’s
payroll, based on Client Value Pricing, for a success fee or without a
fee.
5. great people, practical knowledge, corporate success
4. What do we sell?
Executives for Strategy Execution, IT Project Delivery and
Consultancy
6. great people, practical knowledge, corporate success
5. What is Strategy Execution?
A: Business Blueprint
B: Strategy Map
C: Scorecard
1. Strategy
Development
(Why)
2. Context
(Where)
3a. Organisation &
Leadership (Who)
3b.Objectives per
Theme (What)
4a. Portfolio &
Funding( How)
4b. Planning
Operation( When)
5a. Execution
5b. Evaluation
8. great people, practical knowledge, corporate success
7. What are our values?
We are
Independent,
Reliable,
Uncompromising,
Connected
9. great people, practical knowledge, corporate success
8. What do we look for in Qhubans ?
From everyone in our network we expect:
• Character (Integrity and Intentions)
• Competencies (Hard and soft skills)
• Practical Knowledge
• Network
• Track record and realistic growth ambition
• A drive for Autonomy, Mastery, Contribution and working with
Peers.
10. great people, practical knowledge, corporate success
9. What roles are needed?
De Ondernemer/The Entrepreneur – The Growth guy
The Professor/The Expert – The Content guy
The Headhunter/The Networker – The Network guy
De Voetbal Makelaar/The Broker – The Revenue guy
The Journalist/The Writer – The Text guy
Supporting Roles
The Gofer (Enablement)
The Mamma (HR and Field Management)
The Teacher (Knowledge Management)
11. great people, practical knowledge, corporate success
10. What are our Strategy Principles?
Strategy Principle 1:
Make Qhuba less about uniqueness and propositions, more about character,
competences, practical knowledge, cooperation and ability to adapt, through Effectuation
Strategy Principle 2:
Provide Clarity and Simplicity about what differentiates Qhuba:
Over Qualified and over-performing on all levels
Low-cost low-risk entrepreneurial model
Close, Long-term, Personal and multi-role relationships with network
Strategy Principle 3:
Set of Non-negotiables
Character
Capabilities
References
Delivery process
Partner criteria
12. great people, practical knowledge, corporate success
Network (Tjibbe)
Goal: Build intimate network of self-aware
capable executives,
• At least 24 Linqhu invoices per year for €500.000
• Recruit at least 12 staff, 36 Associates
• Get to know at least 30 CFO’s, 15 CEO’s in 2013
• 100 % of associates/staff checked by 2 references
• 100 % of associates/staff and partners assessed
• 80% Integration of new Qhubans social network
contacts (Linkedin, Facebook) into Salesforce
• Every Partner active on at least 2 Network Events a
year
Knowledge (QSO)
Goal: Make available knowledge in active
network transparent and accessible
• All Qhuba resources’ knowledge categorized
• Interactive platform for knowledge sharing and
collaboration filled and used
• Ensure personal contact every 4 months with
every Partner/Associate to stimulate participation
(customer -, project-, practice-information, etc)
• Knowledge sharing platform for customers
Research (QSO)
Goal: Active control of process for sharing and
growth of knowledge in designated disciplines
All Qhubans at least one training a year
Stimulate research by asking Qhubans to publish:
12 publications per year
All Qhubans at least one contribution to
knowledge database on new subject,
competition, etc
Strategy (Wouter)
Goal: Generate €7M revenue for Qhuba and
€200M benefits for customers
• Strategy and Execution alignment: 50 MT
meetings, 2 Partner meetings, 2 Advisors meetings
• Extend capabilities in Strategy, Finance and HR
resulting in at least 10% in total of all turnover
• Permanent positive cash position through
refinancing and cash flow
Marketing (Wouter)
Goal: Make Qhuba known in CIO, CFO and CEO
community as “Network of Strategy Execution
Professionals” and for “Great People, Practical
Knowledge & Corporate Success”
• Update website resulting in average monthly
visitors/searches ratio of 3000
• New Intranet weekly visited by all Qhubans
• 10 Newsletters per year
• Weekly Blog/Article re-distributed by all Partners
• Weekly response to publications (2nd alinea)
• Ten Third Thursday diners, Six external events, 45
Newsrooms
Enablement (Dennis)
Goal: Support individuals and ensure smooth
running at minimal cost
• Overhead (Indirect cost) excluding
Managementfees under 20% of revenue
• Solvability ratio >25%.
• Enable invoicing within 5 workdays; reporting
within 10 workdays of each month.
• Deliver Dashboard (monthly) and earnings of all
Qhubans (quarterly).
• Compliance: meet all legal regulations (especially:
VAT, WKR)
• Arrange new Qhuba Office
• Fill Administrator role with resource on payroll
Portfolio (Maarten
Goal: Initiate, supported by knowledge and
research, potentially viable propositions. Propose
and pre-organize possible practices
• All current services documented and measurable
• At least 10 new themes documented and
discussed
• At least 5 services ranked in Partner meeting
Revenue (Mario)
Goal: Generate profitable leads
• Engage Qhubans through Miller Heiman approach,
training and tooling
• €1,5M Partner revenue with 15% margin
• €1,5M PPM revenue with 50% margin and 30% of
leads through Practice
• €0,5M Linqhu revenue
• €3,5M revenue from Associates, with 25% margin
Delivery & QA (Wouter)
Goal: Satisfied Customers who are willing to be
active referents
• External: Q1 NPS baseline, Q2 Every account in
NPS approach. Q3 improvement suggestions
• Internal NPS: Q2 Suggestion for implementation
• All assignments in dashboard and delivery process.
• Delivery meetings within first 3 weeks
• Q2 developed Benefitsmanagement-model to
integrate part of assignment
• All Qhuba resources have identified buddy.
• Delivery response time on support requests 48 h
13. great people, practical knowledge, corporate success
The Business model 2013
What are we selling
Executives for Strategy
Execution, IT Project
Delivery and
Consultancy
Roles:
IT Management
Programme
Management
ICT Project
Management
PMO
ITIL Process Manager
BI specialist
Enterprise Architect
Change Manager
Why are we here
(Mission)
we believe running
companies can be fun
and strategies can be
implemented
successfully when
people of character and
competence work
together and take
collective responsibility
To Whom are we
selling
C- and C-1 level in:
• Telecom
• Utilities
• Online retail &
media
• Financial services
• Technology
Providers
• Investors
Values
Independent,
Reliable,
Uncompromising,
Connected
Revenues streams:
Interim Management – Day rates
Executive Search – Client Value Pricing
Services – Fixed price
Cataclyctic Mechanism
Client Value Pricing
We create 20 times
more benefits than
costs
Where are we going
(Vision)
Become an
international renowned
company, top of mind
for “Executives, Projects
and Consultancy”
X-Factor
The Unique Don’t tell
anybody Tradesecret
“Your future success
depends on whether
you are a client now”
Cost Structure (which cost do we make to make the model
work)
• Management/Network cost; Support& Overhead cost
• Sales & Marketing cost
• Investments in (staff of) practices
14. great people, practical knowledge, corporate success
The Successfactors 2013
Key Partners
- Clients
- Thought Leaders
- Associates
- Partners
- Practice
Entrepreneurs
- Staff
- Candidates
- Network Partners
- Advisors
- Suppliers
Key activities (to make
the model work)
• Over-deliver
• Treat staff and
Associates as clients
• Maintain Network
• Share content
• Focussed Sales
• Demonstrate and
measure Success
• Be an incubator of
practices
Who do we need
• Subject matter
experts in our fields
• Industry experts
• Commercial
professionals with
content
One-phrase Strategy
How are we sure we are
going to make money
For clients we provide
practical knowledge and
people with proven
experience, and
guarantee success; for
Professionals we
provide a platform for
personal and
professionals growth
and success. We keep
overhead low and
flexible, and focus on
supporting Qhubans
who want to invest
their time, knowledge
and network
Key Resources
• Network of Qhubans
• Knowledge
• Practices
• Cash
Customer relationships
Long term close and
personal relations
Enabler in Network
Channels
• Direct sales in
network only
• Network & Media
platforms marketing
• Qhubans become
clients
The words we own
The two-five words that define our Why
• Strategy Execution
• Network Company
• Programma Management
• Benefits Realisation
• Intrapreneurs
• Interim management
• Executive Search
Brand Promise (Use three times 15 words)
Who: Ambitious capable executives, who want access to trusted
people and opportunities to execute their strategies
What: An intimate network of reliable people who provide
execution capabilities and access to insights and opportunities
How: Get our customers connected and make them successful
inside and outside their current companies