All start-up companies face challenges as they seek to find their niche, establish a market presence and develop processes and procedures. Imagine dealing with the trials of a start-up while coordinating a staff of 2500+ employees, adding approximately 5-6 new employees a day while competing in one of the toughest industries in the world. That is the scenario that faced JetBlue Airways in 2002
The document summarizes Korn/Ferry's services for attracting, developing, and retaining talent at all levels of an organization. It helps companies engage top talent, integrate new hires, develop high performers, and keep valuable employees. Korn/Ferry uses assessments and programs to cultivate talent throughout a company and drive business performance through an integrated talent management approach.
JetBlue Airways & Organizational Development: Partners for ChangeDenison Consulting
The Denison Organizational Culture Change Monitor Survey allows organizations to monitor their progress by measuring progress in up to four indexes. JetBlue chose to implement the Culture Change Monitor because it promotes accountability, ensures that the group follows through with its action plans and helps test the effectiveness of the change initiative. Similar to the original survey’s debriefing sessions, a feedback meeting accompanied by an action planning session was conducted by the OD consultant with leadership to discuss the results.
Luminant Academy was founded in 2006 through a partnership with Tyler Junior College to provide technical and leadership training for Luminant's 3,500 employees. Luminant contracted with General Physics Corp. to design, develop, and implement a comprehensive workforce training program. A $2.5 million, 25,000 square foot training facility was constructed with classrooms, technical labs equipped with process simulators, and a video conference room. The academy aims to prepare employees for jobs at Luminant's power plants through hands-on experience with equipment and operating simulators that reflect Luminant's coal-fired generating stations.
Green Shoots: Preparing Leadership in Asia for Recovery and Growth Human Capital Media
This document discusses leadership development challenges in Asia. It notes that Asia is recovering from the economic crisis and returning to strong growth. However, there is a leadership vacuum as local talent pools are not yet ready to replace expatriate executives. Leadership styles also differ between Asia and the West. To develop the next generation of executives, companies need integrated approaches including hiring locals and returnees, internal moves, accelerated development programs, and international assignments. Retaining high-potentials requires commitment to development, mentoring, clear career paths, and competitive pay. The roles of CLOs may need to expand to address Asia's rapid growth in acquiring as well as developing talent.
The document is an advertisement for a three-day leadership training program called "Leadership Boot Camp" hosted by Academy Leadership. The boot camp will be held in 15 locations and teach leadership skills through workshops and lessons learned from the military. It promises to help attendees improve their leadership abilities and their organization's performance. The boot camp costs $1,995 per person and covers training, materials, meals and a leadership assessment. The document provides details on the program, dates, locations, what's included, testimonials and how to register.
This document outlines how Aéroports de Montréal (ADM) invested in its LeadAir leadership development program to enhance employee engagement and support a transformation of its corporate culture. Key aspects include:
1) ADM created the LeadAir program in 2011 to develop leadership competencies among its directors and enhance organizational performance. The program included training modules, coaching, and business case studies.
2) A module on employee mobilization highlighted gaps in strategic planning communication that hindered employee engagement. This led ADM to involve directors more in strategic planning.
3) A 2013 benchmarking identified needs to improve competitiveness. ADM addressed this through its Perform plan and continued enhancing LeadAir to prepare leaders
This document provides information about ICBM - School of Business Excellence and reasons for choosing it. It highlights that ICBM offers a PGDM program approved by AICTE and the government of India. It details five reasons for choosing ICBM: great job prospects through industry links and career support; a fantastic location in Hyderabad; personality development sessions; practical exposure through simulations and projects; and an international focus through global partnerships.
Training is the process by which researchers are triggered to learn additional skills, whereas team construction is the process by which researchers are triggered to complement their team to find additional, missing skills. The goal of training initiatives is to teach new skills to its participants in the hope that they will master them after finishing the program. The goal of team construction is to try to find a balance between technological capabilities and business expertise of the team members. The most difficult challenge within team formation is often to find the complementary business skills.
www.FITT-for-Innovation.eu
The document summarizes Korn/Ferry's services for attracting, developing, and retaining talent at all levels of an organization. It helps companies engage top talent, integrate new hires, develop high performers, and keep valuable employees. Korn/Ferry uses assessments and programs to cultivate talent throughout a company and drive business performance through an integrated talent management approach.
JetBlue Airways & Organizational Development: Partners for ChangeDenison Consulting
The Denison Organizational Culture Change Monitor Survey allows organizations to monitor their progress by measuring progress in up to four indexes. JetBlue chose to implement the Culture Change Monitor because it promotes accountability, ensures that the group follows through with its action plans and helps test the effectiveness of the change initiative. Similar to the original survey’s debriefing sessions, a feedback meeting accompanied by an action planning session was conducted by the OD consultant with leadership to discuss the results.
Luminant Academy was founded in 2006 through a partnership with Tyler Junior College to provide technical and leadership training for Luminant's 3,500 employees. Luminant contracted with General Physics Corp. to design, develop, and implement a comprehensive workforce training program. A $2.5 million, 25,000 square foot training facility was constructed with classrooms, technical labs equipped with process simulators, and a video conference room. The academy aims to prepare employees for jobs at Luminant's power plants through hands-on experience with equipment and operating simulators that reflect Luminant's coal-fired generating stations.
Green Shoots: Preparing Leadership in Asia for Recovery and Growth Human Capital Media
This document discusses leadership development challenges in Asia. It notes that Asia is recovering from the economic crisis and returning to strong growth. However, there is a leadership vacuum as local talent pools are not yet ready to replace expatriate executives. Leadership styles also differ between Asia and the West. To develop the next generation of executives, companies need integrated approaches including hiring locals and returnees, internal moves, accelerated development programs, and international assignments. Retaining high-potentials requires commitment to development, mentoring, clear career paths, and competitive pay. The roles of CLOs may need to expand to address Asia's rapid growth in acquiring as well as developing talent.
The document is an advertisement for a three-day leadership training program called "Leadership Boot Camp" hosted by Academy Leadership. The boot camp will be held in 15 locations and teach leadership skills through workshops and lessons learned from the military. It promises to help attendees improve their leadership abilities and their organization's performance. The boot camp costs $1,995 per person and covers training, materials, meals and a leadership assessment. The document provides details on the program, dates, locations, what's included, testimonials and how to register.
This document outlines how Aéroports de Montréal (ADM) invested in its LeadAir leadership development program to enhance employee engagement and support a transformation of its corporate culture. Key aspects include:
1) ADM created the LeadAir program in 2011 to develop leadership competencies among its directors and enhance organizational performance. The program included training modules, coaching, and business case studies.
2) A module on employee mobilization highlighted gaps in strategic planning communication that hindered employee engagement. This led ADM to involve directors more in strategic planning.
3) A 2013 benchmarking identified needs to improve competitiveness. ADM addressed this through its Perform plan and continued enhancing LeadAir to prepare leaders
This document provides information about ICBM - School of Business Excellence and reasons for choosing it. It highlights that ICBM offers a PGDM program approved by AICTE and the government of India. It details five reasons for choosing ICBM: great job prospects through industry links and career support; a fantastic location in Hyderabad; personality development sessions; practical exposure through simulations and projects; and an international focus through global partnerships.
Training is the process by which researchers are triggered to learn additional skills, whereas team construction is the process by which researchers are triggered to complement their team to find additional, missing skills. The goal of training initiatives is to teach new skills to its participants in the hope that they will master them after finishing the program. The goal of team construction is to try to find a balance between technological capabilities and business expertise of the team members. The most difficult challenge within team formation is often to find the complementary business skills.
www.FITT-for-Innovation.eu
Continuing professional development (CPD) is required to maintain chartered status. CPD involves developing objectives based on your organization and career goals, planning activities to meet those objectives, and periodically checking your progress. It is a needs-based system rather than focusing only on points or activities, and allows flexibility in how you develop your skills and knowledge through methods like reading, training, and independent research. CPD plans and records should be reviewed at least annually to ensure your development remains on track and aligned with your needs and goals.
1) ICBM - SBE is a 2-year full-time PGDM program approved by AICTE with the mission of enhancing management education through excellent curriculum, faculty, infrastructure, and advisory council.
2) The document discusses ICBM - SBE's vision, associations with organizations like AIMA and NHRD, and world-class facilities including a library, computer lab, sports facilities, and hostel.
3) It provides an overview of ICBM - SBE's experienced faculty and core strengths of excellence, versatility, and strong career opportunities for students.
1) The document provides an overview of CollabNet's agile transformation strategy and services. It discusses CollabNet's background and industry recognition. It also outlines common challenges faced by clients before adopting agile and typical results achieved after engaging CollabNet for agile transformations.
2) The document covers CollabNet's approach to agile adoption, which includes identifying pilot projects, establishing communities of practice, formalizing processes, and scaling agile enterprise-wide. It also discusses key phases in the pathway to becoming an agile enterprise.
3) Case studies are presented on agile transformations achieved with clients such as Deutsche Post, DHL, Amdocs, Nokia, and Intel that resulted in
Ms. Jerry Bishop is a passionate learning and development professional with 15 years of experience in various industries. She has expertise in needs assessment, program design, facilitation, and consulting. Her background includes work with private career colleges, credit unions, and technology companies. She is recognized for her ability to empower and inspire others to strengthen their skills and further their professional development.
The document discusses two new Air Force programs:
1) The Airmen Development Plan (ADP) system, which will now be used by civilians and a single tool for career development and opportunities for both military members and civilians.
2) The Language Enabled Airman Program (LEAP), a new program to select, develop, and increase foreign language capabilities in Airmen across all specialties. The goal is to have 5% of Airmen proficient in a foreign language to meet global mission requirements. LEAP will provide language training, practice opportunities, and testing for participants.
The Joint Warfare Centre (JWC) began optimizing its organization in 2012 in response to changing NATO training needs. The optimization process involved reorganizing JWC's structure to better deliver exercises. It faced challenges in getting skeptical staff onboard, but eventually reached a tipping point of support. The new trial organization charts key functions like scenario development to increase agility, performance, and collaboration between divisions. It represents the first fundamental review of JWC's mission to align with its role in connecting forces through training. The optimization process taught the importance of continuous refinement and having the right adaptive culture during organizational change.
The document appears to be promoting a plan called RESHAPE America which aims to bring outsourced jobs back to the US and provide employment. Key points:
- RESHAPE will establish call centers near college campuses, providing on-the-job training and experience for students and unemployed Americans.
- The call centers will provide customer service and technical support for companies, helping solve problems of outsourcing and lack of domestic jobs.
- Companies benefit from improved customer satisfaction, lower attrition through RESHAPE's leadership training model, and a pool of potential new hires already trained in their environment.
- RESHAPE is a division of Recruiters Solutions Group, a recruiting and
Agile Transitions @Agile Tour Vilnius 2011Lasse Ziegler
The document discusses considerations for transitioning to an Agile process. It notes common problems like lack of communication and leadership buy-in. A successful transition requires establishing a vision, empowering people to change, and anchoring the new approach in the culture. It also provides a process for transition, including creating a transition team, developing and communicating a vision, and generating early successes.
Life Coach Practitioner Diploma
(optional ILM Practitioner Coach Programme)
If you are new to coaching, this course is the ideal vehicle to achieve your coaching aspirations. You will engage in the development of fundamental knowledge together with the practical application and demonstration of essential coaching skills. Whatever your ultimate goal, the solid knowledge and skills base acquired through the Life Coaching course is vital to any form or arena of coaching.
It is specifically designed to offer smooth progression to students who have already completed the Practitioner Coach Certificate, and/or want to progress
onto the Executive and Corporate Coach Diploma.
If you want to commence a career in Life Coaching, or plan to integrate core coaching skills into your present working role, this programme provides you with the relevant knowledge base and core skills to achieve your aim.
Having undertaken the Diploma programme, you will be able to:
• Operate as a coach with the appropriate skills, models and mindset
• Appropriately utilise, reflect on, and explore the expanding body of coaching theory and practice
• Analytically reflect on your continuing coaching development needs and then take appropriate action to address these and develop your strengths
• Synthesise knowledge and skills in order to advance your own professional knowledge and practice.
vali@noble-manhattan.com
www.whycoachingworks.com/vali
Building on the success of our previous summits the upcoming GCC Nationalisation Summit will focus on both the newest and ongoing challenges the Gulf region faces with it's Nationalisation process.
By attending this summit, you will learn fresh perspectives and hear case studies from the industry’s thought leaders about how to successfully attract, develop and retain local talent.
Browns and Company PLC - Training and DevelopmentAnne Dias
This document provides an overview of the training and development program at Browns Group. It outlines the company's mission to enhance stakeholder value through innovation and customer focus. It also discusses the objectives of the training policy, which are to develop employees' careers and competencies. The training cycle involves identifying needs, designing programs, implementation, and evaluation. Training topics cover soft skills, financial management, and various technical areas. The goal of the program is to support the company's strategic objectives by enhancing employee effectiveness at the individual, departmental, and organizational levels.
The Consortium Middle Management Programme (CMMP) is a development program for middle managers offered by Vlerick Business School in partnership with companies. The program focuses on developing cross-functional skills over 15 days of modules taught by international faculty. Managers work on a company project between modules. The program aims to equip managers with strategic thinking, leadership, and other skills while fostering collaboration within and between partner organizations. Companies interested in the program are those seeking to develop middle managers through a cost-effective collaborative learning experience with a proven ROI. Participating managers can expect to immediately apply their learning to a real-world company project and benefit from networking opportunities.
AIESEC is a youth-run organization that provides leadership development opportunities to students through international internships and volunteer exchanges. They are seeking partners to collaborate on various projects:
1) Exchange campaigns aim to engage 100,000 Filipino youth through recruitment events, orientations, and training camps from June-August 2012 and January 2013.
2) The Global Youth Summit in August 2012 and National AIESEC Month in January 2013 provide opportunities for partners through sponsorships, booths, and promotions.
3) Conferences, fairs, and gala events throughout the year offer branding, sponsorships, and opportunities to engage AIESEC's network of over 1,000 members across 10 universities and regions in the
The document summarizes Peter Block's book "Flawless Consulting" which provides guidance on establishing collaborative relationships with clients and ensuring their commitment to implementing solutions. It discusses managing ambiguity in client relationships, defining roles for consultants and clients, and the importance of involving clients throughout the consulting process. A key focus is contracting - negotiating client wants and needs, addressing concerns about loss of control, and clarifying expectations to set the consulting engagement up for success.
We looked at the data. Here’s a breakdown of some key statistics about the nation’s incoming presidents’ addresses, how long they spoke, how well, and more.
The document discusses how startup entrepreneurs think and operate. It notes that startups like Airbnb and Uber were started due to identifying shortages or problems. It emphasizes that startups focus on providing customer benefit, eliminating waste, and creating value. It also highlights that startups operate with speed, embracing failure fast and pivoting quickly, with transparency and by breaking rules. Startups succeed by moving rapidly, with minimal processes and instead prioritizing speed above all else.
This document discusses how emojis, emoticons, and text speak can be used to teach students. It provides background on the origins of emoticons in 1982 as ways to convey tone and feelings in text communications. It then suggests that with text speak and emojis, students can translate, decode, summarize, play with language, and add emotion to language. A number of websites and apps that can be used for emoji-related activities, lessons, and discussions are also listed.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
JetBlue was founded in 1998 with the goal of bringing humanity back to air travel. It initially operated routes between New York City and destinations in the Caribbean and New England. To address operational issues like customer service problems and employee dissatisfaction, JetBlue partnered with an organizational development consulting firm to assess and improve its organizational culture. They used a survey tool to monitor changes in the culture over time in areas like adaptability, mission, consistency, and employee involvement. The project helped create a more positive work environment and efficient communications to reduce flight delays.
JetBlue's strategy was to combine technology and innovation to improve the air travel experience. It aimed to be the first paperless airline using computers for all operations. JetBlue targeted customers dissatisfied with existing airlines and offered low fares and quality service. It was heavily funded as a startup. Choosing New York as its base was strategic due to the large population. JetBlue established the world's first paperless airline using laptops for pilots and aimed for quick 30 minute turnarounds to maximize aircraft utilization. It adopted a low-cost carrier strategy and achieved success through cost reduction and revenue growth.
The document proposes three courses of action for implementing a mentorship program for CELE (Air) officers of the rank of Major and below. The first option is to continue ad hoc arrangements, while the second suggests instituting a semi-formal program within the existing DGLPD mentorship framework utilizing volunteer mediators. The recommended third option is to create a formal CELE mentoring program with a hired coordinator to match mentors and mentees. The goal is to support CELE succession planning through a structured mentoring culture as recommended by various leadership guidelines and programs from other militaries that have found success formalizing mentorship.
Continuing professional development (CPD) is required to maintain chartered status. CPD involves developing objectives based on your organization and career goals, planning activities to meet those objectives, and periodically checking your progress. It is a needs-based system rather than focusing only on points or activities, and allows flexibility in how you develop your skills and knowledge through methods like reading, training, and independent research. CPD plans and records should be reviewed at least annually to ensure your development remains on track and aligned with your needs and goals.
1) ICBM - SBE is a 2-year full-time PGDM program approved by AICTE with the mission of enhancing management education through excellent curriculum, faculty, infrastructure, and advisory council.
2) The document discusses ICBM - SBE's vision, associations with organizations like AIMA and NHRD, and world-class facilities including a library, computer lab, sports facilities, and hostel.
3) It provides an overview of ICBM - SBE's experienced faculty and core strengths of excellence, versatility, and strong career opportunities for students.
1) The document provides an overview of CollabNet's agile transformation strategy and services. It discusses CollabNet's background and industry recognition. It also outlines common challenges faced by clients before adopting agile and typical results achieved after engaging CollabNet for agile transformations.
2) The document covers CollabNet's approach to agile adoption, which includes identifying pilot projects, establishing communities of practice, formalizing processes, and scaling agile enterprise-wide. It also discusses key phases in the pathway to becoming an agile enterprise.
3) Case studies are presented on agile transformations achieved with clients such as Deutsche Post, DHL, Amdocs, Nokia, and Intel that resulted in
Ms. Jerry Bishop is a passionate learning and development professional with 15 years of experience in various industries. She has expertise in needs assessment, program design, facilitation, and consulting. Her background includes work with private career colleges, credit unions, and technology companies. She is recognized for her ability to empower and inspire others to strengthen their skills and further their professional development.
The document discusses two new Air Force programs:
1) The Airmen Development Plan (ADP) system, which will now be used by civilians and a single tool for career development and opportunities for both military members and civilians.
2) The Language Enabled Airman Program (LEAP), a new program to select, develop, and increase foreign language capabilities in Airmen across all specialties. The goal is to have 5% of Airmen proficient in a foreign language to meet global mission requirements. LEAP will provide language training, practice opportunities, and testing for participants.
The Joint Warfare Centre (JWC) began optimizing its organization in 2012 in response to changing NATO training needs. The optimization process involved reorganizing JWC's structure to better deliver exercises. It faced challenges in getting skeptical staff onboard, but eventually reached a tipping point of support. The new trial organization charts key functions like scenario development to increase agility, performance, and collaboration between divisions. It represents the first fundamental review of JWC's mission to align with its role in connecting forces through training. The optimization process taught the importance of continuous refinement and having the right adaptive culture during organizational change.
The document appears to be promoting a plan called RESHAPE America which aims to bring outsourced jobs back to the US and provide employment. Key points:
- RESHAPE will establish call centers near college campuses, providing on-the-job training and experience for students and unemployed Americans.
- The call centers will provide customer service and technical support for companies, helping solve problems of outsourcing and lack of domestic jobs.
- Companies benefit from improved customer satisfaction, lower attrition through RESHAPE's leadership training model, and a pool of potential new hires already trained in their environment.
- RESHAPE is a division of Recruiters Solutions Group, a recruiting and
Agile Transitions @Agile Tour Vilnius 2011Lasse Ziegler
The document discusses considerations for transitioning to an Agile process. It notes common problems like lack of communication and leadership buy-in. A successful transition requires establishing a vision, empowering people to change, and anchoring the new approach in the culture. It also provides a process for transition, including creating a transition team, developing and communicating a vision, and generating early successes.
Life Coach Practitioner Diploma
(optional ILM Practitioner Coach Programme)
If you are new to coaching, this course is the ideal vehicle to achieve your coaching aspirations. You will engage in the development of fundamental knowledge together with the practical application and demonstration of essential coaching skills. Whatever your ultimate goal, the solid knowledge and skills base acquired through the Life Coaching course is vital to any form or arena of coaching.
It is specifically designed to offer smooth progression to students who have already completed the Practitioner Coach Certificate, and/or want to progress
onto the Executive and Corporate Coach Diploma.
If you want to commence a career in Life Coaching, or plan to integrate core coaching skills into your present working role, this programme provides you with the relevant knowledge base and core skills to achieve your aim.
Having undertaken the Diploma programme, you will be able to:
• Operate as a coach with the appropriate skills, models and mindset
• Appropriately utilise, reflect on, and explore the expanding body of coaching theory and practice
• Analytically reflect on your continuing coaching development needs and then take appropriate action to address these and develop your strengths
• Synthesise knowledge and skills in order to advance your own professional knowledge and practice.
vali@noble-manhattan.com
www.whycoachingworks.com/vali
Building on the success of our previous summits the upcoming GCC Nationalisation Summit will focus on both the newest and ongoing challenges the Gulf region faces with it's Nationalisation process.
By attending this summit, you will learn fresh perspectives and hear case studies from the industry’s thought leaders about how to successfully attract, develop and retain local talent.
Browns and Company PLC - Training and DevelopmentAnne Dias
This document provides an overview of the training and development program at Browns Group. It outlines the company's mission to enhance stakeholder value through innovation and customer focus. It also discusses the objectives of the training policy, which are to develop employees' careers and competencies. The training cycle involves identifying needs, designing programs, implementation, and evaluation. Training topics cover soft skills, financial management, and various technical areas. The goal of the program is to support the company's strategic objectives by enhancing employee effectiveness at the individual, departmental, and organizational levels.
The Consortium Middle Management Programme (CMMP) is a development program for middle managers offered by Vlerick Business School in partnership with companies. The program focuses on developing cross-functional skills over 15 days of modules taught by international faculty. Managers work on a company project between modules. The program aims to equip managers with strategic thinking, leadership, and other skills while fostering collaboration within and between partner organizations. Companies interested in the program are those seeking to develop middle managers through a cost-effective collaborative learning experience with a proven ROI. Participating managers can expect to immediately apply their learning to a real-world company project and benefit from networking opportunities.
AIESEC is a youth-run organization that provides leadership development opportunities to students through international internships and volunteer exchanges. They are seeking partners to collaborate on various projects:
1) Exchange campaigns aim to engage 100,000 Filipino youth through recruitment events, orientations, and training camps from June-August 2012 and January 2013.
2) The Global Youth Summit in August 2012 and National AIESEC Month in January 2013 provide opportunities for partners through sponsorships, booths, and promotions.
3) Conferences, fairs, and gala events throughout the year offer branding, sponsorships, and opportunities to engage AIESEC's network of over 1,000 members across 10 universities and regions in the
The document summarizes Peter Block's book "Flawless Consulting" which provides guidance on establishing collaborative relationships with clients and ensuring their commitment to implementing solutions. It discusses managing ambiguity in client relationships, defining roles for consultants and clients, and the importance of involving clients throughout the consulting process. A key focus is contracting - negotiating client wants and needs, addressing concerns about loss of control, and clarifying expectations to set the consulting engagement up for success.
We looked at the data. Here’s a breakdown of some key statistics about the nation’s incoming presidents’ addresses, how long they spoke, how well, and more.
The document discusses how startup entrepreneurs think and operate. It notes that startups like Airbnb and Uber were started due to identifying shortages or problems. It emphasizes that startups focus on providing customer benefit, eliminating waste, and creating value. It also highlights that startups operate with speed, embracing failure fast and pivoting quickly, with transparency and by breaking rules. Startups succeed by moving rapidly, with minimal processes and instead prioritizing speed above all else.
This document discusses how emojis, emoticons, and text speak can be used to teach students. It provides background on the origins of emoticons in 1982 as ways to convey tone and feelings in text communications. It then suggests that with text speak and emojis, students can translate, decode, summarize, play with language, and add emotion to language. A number of websites and apps that can be used for emoji-related activities, lessons, and discussions are also listed.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
JetBlue was founded in 1998 with the goal of bringing humanity back to air travel. It initially operated routes between New York City and destinations in the Caribbean and New England. To address operational issues like customer service problems and employee dissatisfaction, JetBlue partnered with an organizational development consulting firm to assess and improve its organizational culture. They used a survey tool to monitor changes in the culture over time in areas like adaptability, mission, consistency, and employee involvement. The project helped create a more positive work environment and efficient communications to reduce flight delays.
JetBlue's strategy was to combine technology and innovation to improve the air travel experience. It aimed to be the first paperless airline using computers for all operations. JetBlue targeted customers dissatisfied with existing airlines and offered low fares and quality service. It was heavily funded as a startup. Choosing New York as its base was strategic due to the large population. JetBlue established the world's first paperless airline using laptops for pilots and aimed for quick 30 minute turnarounds to maximize aircraft utilization. It adopted a low-cost carrier strategy and achieved success through cost reduction and revenue growth.
The document proposes three courses of action for implementing a mentorship program for CELE (Air) officers of the rank of Major and below. The first option is to continue ad hoc arrangements, while the second suggests instituting a semi-formal program within the existing DGLPD mentorship framework utilizing volunteer mediators. The recommended third option is to create a formal CELE mentoring program with a hired coordinator to match mentors and mentees. The goal is to support CELE succession planning through a structured mentoring culture as recommended by various leadership guidelines and programs from other militaries that have found success formalizing mentorship.
Dell was facing challenges with employee training and development not keeping pace with the company's hyper growth. This led to declining performance and increased turnover. Dell addressed this by establishing a centralized corporate training team to develop comprehensive training programs. It adopted a 70/20/10 training model focusing on on-the-job learning, learning from others, and formal training. Dell also utilized stealth learning and online tools to make training part of employees' daily work in a cost-effective manner. These strategies helped Dell successfully train and develop employees to support its rapid expansion.
Presentatie Roland Teixeira - VKW Zakenlunch - Leadership & LearningETION
General Electric is a global conglomerate with about 300,000 employees worldwide. It operates in over 150 countries across industries like power, aviation, healthcare and more. GE believes success is based on talent, governance and innovation. It is committed to leadership development through programs at all levels to inspire employees and drive its culture of continuous learning and growth. Crotonville is GE's leadership development center where leaders come together to share knowledge and develop future leaders.
For the world to be a preferred global village, countries in different continents need to get closer to
each other not only through the demolition and removal of borderline barriers that separate them, but through
international trade and integrated economy. The country’s prosperity is a consequence of the ability by state
owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these
companies to perform and operate competitively, their visions and missions require visionary leaders who have
appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular
can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that
leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate
leadership development programs are keys to focused business intent. A company that retracts from developing
its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should
identify the problem area so as to decisively and proactively deal with the operational challenges. For the
challenges that hamper leadership development to be overcome, it is critical to lay down the background of the
problem area, so as to have focused solutions.
The CEO Connect program is a year-long leadership development program for C-level executives consisting of six half-day sessions and two dinner events. It is designed to help participants transform themselves, their leadership teams, organizations, and ability to manage their external environment by exposing them to different perspectives on seeing, thinking, planning, and problem-solving from other executives, experts, and researchers. The program is limited to 12 executives and takes place at the University of Melbourne's Graduate School of Business and Economics.
This document discusses succession planning at General Electric (GE). It provides background on GE and describes its business structure. It then defines succession planning and explains how GE implements it through processes like identifying potential successors, developing them, and promoting from within. The document presents GE's succession chart from 1892 to the present and analyzes the succession planning under former CEO Jack Welch and current CEO Jeff Immelt. It compares their leadership styles and comments on GE's performance under Immelt's leadership. Finally, it examines the need for succession planning in companies and potential issues without it.
Steve Jobs was an exemplary and unconventional business leader as the CEO of Apple. He ensured open communication between management levels to encourage new ideas. Jobs delivered criticism but also supported workers to further develop their ideas. He understood the importance of corporate social responsibility and ethics. Jobs was a charismatic leader who inspired people about technology and was passionate about Apple's success. He made strategic decisions based on passion for his work and an insistence on products succeeding. Jobs fostered teamwork, innovation, and rewarding top performance. Under his leadership, Apple thrived.
Steve Jobs was an exemplary and unconventional business leader as the CEO of Apple. He ensured open communication between management levels to encourage new ideas. Jobs delivered criticism but also supported workers to further develop their ideas. He understood the importance of corporate social responsibility and ethics. Jobs was a charismatic leader who inspired people about technology and was passionate about Apple's success. He made strategic decisions based on passion for his work and an insistence on products succeeding in the market. Jobs fostered teamwork, innovation, and rewarded top performance. Under his leadership, Apple thrived.
The document presents a strategy for developing management and leadership skills of maritime management level officers (MLOs). It identifies the current and future challenges MLOs face, including issues with their professional image, shortage of personnel, and lack of career development programs. It analyzes the knowledge and skills MLOs need to address these challenges, and finds they need more development in human relations and conceptual/strategic skills than the technical skills focused on in most recent training programs. It also finds gaps between the importance of different types of intelligence for MLOs and their current competence levels. The document concludes with recommendations for improving MLO training, evaluation, and development.
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
The document discusses nine practices that top companies use to develop strong leadership. These include investing significant time and money in leadership programs, identifying promising leaders early in their careers, choosing assignments that allow leaders to develop new skills, providing feedback and support, developing teams rather than just individuals, leading through inspiration, encouraging community involvement, and making leadership development part of the organizational culture. It also profiles the top ten companies for leadership development and some of their best practices.
Tandem Computers under CEO Jimmy Treybig prioritized employee engagement through its leadership, technology, and corporate culture. It established clear strategic direction and performance metrics, treated all employees with respect, and cultivated innovation through customer focus and environmental scanning. Its values-driven approach lowered turnover and created an engaged workforce that saw Tandem as the best place to work. These lessons remain relevant for attracting and retaining top talent today.
The newsletter provides an overview of Globalinx Corp.'s activities in Q1 2013 and plans for the future. Key points include:
1) Globalinx saw increased demand in 2012 for cross-cultural training and will continue focusing on developing these programs.
2) In 2013, Globalinx will offer its management seminars publicly for the first time and expand its eLearning offerings.
3) The president expresses excitement about reaching a wider audience and providing essential skills for global business.
Learning Pool Public Sector Learning Conference Charles Jennings FinalLynn Jennings
1. The document discusses building successful technology-enabled learning and development strategies. In 2007, US organizations spent $134.39 billion on employee learning and development but only 10% of training expenditures resulted in actual job transfers.
2. It outlines seven underpinning principles for effective learning and development strategies, including aligning with business strategy and focusing on real adult learning. Learning strategies must contribute to business growth, productivity, transformation, and be cost-constrained.
3. Speed to competence is a critical measure for learning and development strategies to effectively and efficiently help employees learn and apply new skills.
Southwest Airlines faced challenges in the early 2000s as legacy carriers had for some time. As long-time employees retired, there was a risk the company's low-cost culture could change. An analyst from Morgan Stanley noted in 2004 that Southwest may face the same issues other carriers experienced as a new generation of employees joined without experiencing the early struggles. While Southwest had success for 31 years, labor problems, rising costs, and new low-cost competition threatened its model in the 2000s, requiring a shift in practices to preserve the unique culture at the airline's core.
This document provides information about an upcoming Chief Learning & Development Officer Conference in Nairobi, Kenya on July 23-24, 2015. The conference will focus on framing learning and development as a source of competitive advantage and optimizing the transfer of learning. Key speakers from various organizations in Kenya and Ghana will provide case studies and discuss topics like cultivating a learning culture, leadership development, the changing role of L&D, and using learning for succession planning and talent retention. Attendees will learn practical strategies for ensuring learning is aligned with business needs and enhancing organizational capabilities. Compelling case studies will be presented from Safaricom, Kenya Airways, Groupe Nduom Ghana, Kenya Airports Authority, and Central
Similar to JetBlue Airways: Developing Leaders in a Fast-growing Start-up (20)
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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