The document discusses the historical perspectives and practices of Mennonites regarding voting and political participation in elections. Early Anabaptists believed in a separation of church and state and refused to engage in political systems. Over time, Mennonite views and participation in voting have varied, with some groups discouraged from voting while others saw more freedom to participate selectively or fully in elections. Surveys of Mennonites from the 1960s to present show shifts toward greater political participation and diversity of views within Mennonite denominations and congregations.
Finance Vision 2020 - Summer Academy Controllers InstituteKlaasjan Doeswijk
Capgemini's Finance Vision 2020 presentation of Liesbeth Bout and Klaasjan Doeswijk for the Summer Academy session of the Dutch Controllers Institute, held on August 3, 2009/
4 Startups. 2 Exits. 20 years of lessons learned!
"Seeing others benefit from my learnings makes me happy!
My current mission is to contribute to reducing the failure rate for innovation!
I do this by helping tech companies get traction & corporates to innovate"
The document discusses six critical elements for making turnarounds work: 1) Having a champion to execute the turnaround, 2) Defining the right and ambitious scope that impacts the entire business, 3) Understanding the company's value from the customer's perspective, 4) Addressing cross-influences between different parts of the company, 5) Monitoring the turnaround progress and results, and 6) Thinking outside the box with new scenarios and approaches. It also lists some common pitfalls to avoid, such as having the wrong team or overlooking communication.
Ilze Lottering is applying for a permanent position and has over 20 years of experience in office administration, materials coordination, and safety administration roles. She has a proven track record of managing daily office functions, procurement, safety compliance, and staff. Her core strengths include organization, problem solving, attention to detail, and the ability to work under pressure while meeting deadlines. References are provided from her most recent employers.
Mixing Product & Tech by Jean Lebrument, CTO & CPO at BrigadTheFamily
Brigad connects hospitality businesses with qualified & flexible staff.
Jean is Brigad’s co-founder, CTO & CPO, managing four teams: Product, Engineering, Quality and Data. Yes, all at the same time :)
He will share both his experience from 3 years of handling these functions, what he learned in the process & his beliefs about the mix: Should all startups have a CPO & a CTO?
Paolo Fontana is a senior executive with over 25 years of experience in finance, commercial, and manufacturing roles across various industries. He has a strong track record of achieving results through strategic leadership, change management, process improvement, and building high-performing teams. Paolo is motivated, flexible, and skilled in both high-level strategy and operational details. He has extensive international experience across Europe, Asia, and North and South America.
This document provides teaching instructions for a series of 20-minute sessions on the future of work. The sessions include partner and group activities to discuss how work has changed over time and predictions about how the gig economy, automation, and remote work may impact the future of work. The final session has students reflect on skills that will be important for different future work scenarios and changes to the future of work due to the COVID-19 pandemic.
The document discusses the historical perspectives and practices of Mennonites regarding voting and political participation in elections. Early Anabaptists believed in a separation of church and state and refused to engage in political systems. Over time, Mennonite views and participation in voting have varied, with some groups discouraged from voting while others saw more freedom to participate selectively or fully in elections. Surveys of Mennonites from the 1960s to present show shifts toward greater political participation and diversity of views within Mennonite denominations and congregations.
Finance Vision 2020 - Summer Academy Controllers InstituteKlaasjan Doeswijk
Capgemini's Finance Vision 2020 presentation of Liesbeth Bout and Klaasjan Doeswijk for the Summer Academy session of the Dutch Controllers Institute, held on August 3, 2009/
4 Startups. 2 Exits. 20 years of lessons learned!
"Seeing others benefit from my learnings makes me happy!
My current mission is to contribute to reducing the failure rate for innovation!
I do this by helping tech companies get traction & corporates to innovate"
The document discusses six critical elements for making turnarounds work: 1) Having a champion to execute the turnaround, 2) Defining the right and ambitious scope that impacts the entire business, 3) Understanding the company's value from the customer's perspective, 4) Addressing cross-influences between different parts of the company, 5) Monitoring the turnaround progress and results, and 6) Thinking outside the box with new scenarios and approaches. It also lists some common pitfalls to avoid, such as having the wrong team or overlooking communication.
Ilze Lottering is applying for a permanent position and has over 20 years of experience in office administration, materials coordination, and safety administration roles. She has a proven track record of managing daily office functions, procurement, safety compliance, and staff. Her core strengths include organization, problem solving, attention to detail, and the ability to work under pressure while meeting deadlines. References are provided from her most recent employers.
Mixing Product & Tech by Jean Lebrument, CTO & CPO at BrigadTheFamily
Brigad connects hospitality businesses with qualified & flexible staff.
Jean is Brigad’s co-founder, CTO & CPO, managing four teams: Product, Engineering, Quality and Data. Yes, all at the same time :)
He will share both his experience from 3 years of handling these functions, what he learned in the process & his beliefs about the mix: Should all startups have a CPO & a CTO?
Paolo Fontana is a senior executive with over 25 years of experience in finance, commercial, and manufacturing roles across various industries. He has a strong track record of achieving results through strategic leadership, change management, process improvement, and building high-performing teams. Paolo is motivated, flexible, and skilled in both high-level strategy and operational details. He has extensive international experience across Europe, Asia, and North and South America.
This document provides teaching instructions for a series of 20-minute sessions on the future of work. The sessions include partner and group activities to discuss how work has changed over time and predictions about how the gig economy, automation, and remote work may impact the future of work. The final session has students reflect on skills that will be important for different future work scenarios and changes to the future of work due to the COVID-19 pandemic.
This document discusses services for structuring family offices and family businesses. It provides an overview of the fields and frameworks they cover, including family office and family business professionalization. It also discusses how they can help with conflict solving and optimizing assets. The key services outlined are family office professionalization, family business professionalization, business family professionalization, conflict solving, and maximizing the value of assets. Contact information is provided at the end.
REBEL practices to implement innovation initiatives #RebelJam15 #vanrompay...Erik Van Rompay
As Turnaround executives, we are constantly challenging the status quo, we break the rules and are relentlessly spreading the innovation virus.
Our sole objective : DO GOOD and make a BETTER WORLD.
Leading by example is not easy but it can be done if you have to implement radical solutions, you have to execute in a chirurgical way taking care of everyone to do GOOD.
This presentation was given on June 26, 2015 through webex in a 24 hour Rebeljam.
Please free to contact me...
Publishing quickly ebooks that are accessible for ALL peopleErik Van Rompay
How creating industrially accessible eBooks readable instantly on iPAD, Android Tablets, Smartphones, Win8 tablets ? Document presented in Copenhagen on June 13, 2013
This document appears to be a collection of slides from speeches and presentations given by Erik Van Rompay between 1997 and 2002 during his turnaround missions with various companies. The slides are from meetings and speeches in Brussels, Fontainebleau, and Paris where he addressed topics like major team meetings, stopping strikes, and announcing delays in pay. The document provides a high-level overview of Erik Van Rompay's career and engagements during a 15-year period helping companies in crisis situations.
This document presents two case studies of turning around underperforming sales teams.
Case 1 involves restructuring a retail company's sales of a new entertainment product line that was failing. The action plan included auditing the market, sales process, incentives, and product quality, then structuring the sales cycle, educating reps, creating marketing materials, and solving incentive issues. Sales increased after 3 months.
Case 2 involves an internet startup with dropping revenue. The audit found no software upgrades causing unstable products. The action plan structured the sales cycle, educated reps to identify leads, implemented reporting, solved technical problems, and adjusted documents for decision makers. Sales increased 70% after 6 months though most reps left.
No summer holidays this year for French bosses as they need to prepare themselves to win extra contracts and get their 2009 numbers right in the last months of the year.
The document discusses a corporate crisis response plan called the "Corporate Impulse Plan" offered by "Les Relanceurs". It states that the current economic crisis has hit businesses hard and companies need to act before exhaustion sets in to avoid falling further. It promotes stopping the fire threatening the company and starting growth again by calling on experienced executives called "Relanceurs" who can take charge, make the right decisions, restructure departments, improve finances and sales, and optimize logistics to execute a plan that brings the company to new levels of success. It provides contact information for the service in France.
The Succes Story of a Recruiter finding a turnaround executiveErik Van Rompay
This document summarizes the story of a recruiter who was able to find a turnaround executive to help a client in need during a recession. It describes 5 successful missions where the turnaround executive saved companies in different industries that were struggling financially. These experiences gave him expertise in areas such as restructuring, innovation, growth strategies, and managing conflicts. The recruiter knows he can present this experienced turnaround executive to help clients in crisis situations.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
This document discusses services for structuring family offices and family businesses. It provides an overview of the fields and frameworks they cover, including family office and family business professionalization. It also discusses how they can help with conflict solving and optimizing assets. The key services outlined are family office professionalization, family business professionalization, business family professionalization, conflict solving, and maximizing the value of assets. Contact information is provided at the end.
REBEL practices to implement innovation initiatives #RebelJam15 #vanrompay...Erik Van Rompay
As Turnaround executives, we are constantly challenging the status quo, we break the rules and are relentlessly spreading the innovation virus.
Our sole objective : DO GOOD and make a BETTER WORLD.
Leading by example is not easy but it can be done if you have to implement radical solutions, you have to execute in a chirurgical way taking care of everyone to do GOOD.
This presentation was given on June 26, 2015 through webex in a 24 hour Rebeljam.
Please free to contact me...
Publishing quickly ebooks that are accessible for ALL peopleErik Van Rompay
How creating industrially accessible eBooks readable instantly on iPAD, Android Tablets, Smartphones, Win8 tablets ? Document presented in Copenhagen on June 13, 2013
This document appears to be a collection of slides from speeches and presentations given by Erik Van Rompay between 1997 and 2002 during his turnaround missions with various companies. The slides are from meetings and speeches in Brussels, Fontainebleau, and Paris where he addressed topics like major team meetings, stopping strikes, and announcing delays in pay. The document provides a high-level overview of Erik Van Rompay's career and engagements during a 15-year period helping companies in crisis situations.
This document presents two case studies of turning around underperforming sales teams.
Case 1 involves restructuring a retail company's sales of a new entertainment product line that was failing. The action plan included auditing the market, sales process, incentives, and product quality, then structuring the sales cycle, educating reps, creating marketing materials, and solving incentive issues. Sales increased after 3 months.
Case 2 involves an internet startup with dropping revenue. The audit found no software upgrades causing unstable products. The action plan structured the sales cycle, educated reps to identify leads, implemented reporting, solved technical problems, and adjusted documents for decision makers. Sales increased 70% after 6 months though most reps left.
No summer holidays this year for French bosses as they need to prepare themselves to win extra contracts and get their 2009 numbers right in the last months of the year.
The document discusses a corporate crisis response plan called the "Corporate Impulse Plan" offered by "Les Relanceurs". It states that the current economic crisis has hit businesses hard and companies need to act before exhaustion sets in to avoid falling further. It promotes stopping the fire threatening the company and starting growth again by calling on experienced executives called "Relanceurs" who can take charge, make the right decisions, restructure departments, improve finances and sales, and optimize logistics to execute a plan that brings the company to new levels of success. It provides contact information for the service in France.
The Succes Story of a Recruiter finding a turnaround executiveErik Van Rompay
This document summarizes the story of a recruiter who was able to find a turnaround executive to help a client in need during a recession. It describes 5 successful missions where the turnaround executive saved companies in different industries that were struggling financially. These experiences gave him expertise in areas such as restructuring, innovation, growth strategies, and managing conflicts. The recruiter knows he can present this experienced turnaround executive to help clients in crisis situations.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
2. 2009 has been rich in:
- high Stress levels
- suicides on the job
- massive lay-offs
- illegal confinement of bosses
- offshore relocations
- violent strikes
7. SERGE – Head of an engineering
service (3 engineers) in a large
group gets promoted… by
supervising a MUCH larger team…
He becomes the...
HEAD OF THE INTERNAL
RESTAURANT
Result : Serge can’t support this situation
and leaves the company 2 weeks later
9. « Like pressing an orange… »
Laurent, Director General Services
30% of his pay depends on his achievement
Goal Year 1 : cutting operating costs by 30%
Mission achieved with 34%
Goal Year 2 : cutting operating costs by 35%
Mission achieved with 37%
Goal Year 3 : cutting operating costs by 40%
Failure – with only 34%. Laurent has been fired for
lack of result…
11. Patrice, Sales director
Implemented an atmosphere of constant war
The 5 sales persons (newly arrived) have to chase
new prospects…
But Patrice steals in the end the signature of new
contracts…. And it is Patrice who collects all
contract incentives !
Disgusted, no sales person finishes his trial-
period
(but as revenue increases constantly… the board
keeps this insane situation)
12. Mission trimestre2
Management by the 5 S
(japanese)
Seiri = get rid
Seiton = get things into trim
Seiso = wipe, rub
Seiketsu = keep neat
Shitsuke = strictness
14. Hubert, COO has to close a critical
subsidiary having a lot of internal
problems
- Solution… execution of an employee
satisfaction survey
Conclusion
- Publication of a small note, confirming some
of the minor problems but without real
explanations…
- Nomination by the group of an extra director
(oriented trouble-tracking not operations).
Impact
Team completely unsatisfied and in less than 4
months, all 5 managers resigned !
Successful operation as the subsidiary closed 2
months later
16. Goal : loose focus
Carlos, GM of a business unit,
receives constantly new goals… (through a very
complex matrix-organisation)
- Sales goal changes every 15 days
- The SLA he has to respect changes every 2 months (due
to restructuring in Europe, EMEA …)
- After each European board meeting, the priority of the
product portfolio changes radically
- He has full P&L responsibility but the group is engaging
major expenses he can not refuse
A company without focus or clear
settings… after doing a great job, all GM’s
leave after one year… just like Carlos.
18. Patrick, President of a subsidiary
He is doing well but he has a strong personality
and does not necessarily follow the group-rules.
Several group executives don’t like him.
Launching of a very negative buzz (articles on a
so-called bad performance, sending of tax-
inspectors, legal inspectors… ).
Result : the employees have lost confidence in
their boss and internal conflicts ignite.
Patrick resigns 6 months later … and the unit is
integrated inside the group as a “department”.
19. Mission quarter3
Management by the
5M
Management by stress
3-yearly Mobility plan
Perpetual Move-on (change)
Manipulating Redundancy
Multiply “kick-out” forces
(early-retirement, relocation…)
21. Sylvain, director of an IT field
service
- learned how to use the annual assessment
discussions to destabilize certain people.
- his goal : make people leave without firing
“You work hard but you are not efficient”
“The market has changed so you need to adapt quickly”
“Our clients ask us to work 10% faster… so do it”
“We expect you to execute, not to talk…”
“The market conditions are not longer present to pay you
any training”
“The team is filling up your inexperience”
Result:
The number of resignations has …tripled
23. Francine, site manager (distribution) –
executing a major critical contract (but money-losing activity)
She reads in the written press :
- A project to unite several sites
- A project to offshore several services
Her site is not impacted… but this has not been
written
Returned from holidays, she finds her company on
strike. One week later, her critical contract has
been cancelled by the client…
Result:
- Close down of the site (- 54 people)
- The group ended a money-losing contract
without penalties
25. Gérard, director of operations
His mission : divide by 2 his team without firing
He :
- changes the team priorities 3 to 4 times a day
- never explains his decisions
- does not share information neither forecasts
- reduced office cleaning (and decoration)
- always focuses on speed of execution and the
restriction of resources
- is always searching for the person responsible
for a delayed intervention…
Result : 50% of his team left in less than 12
months time
26. Mission quarter4
Management by the
5S
In French :
Stresser g
Sévir S tr essin
g
Stigmatiser
terin
déStabiliser Splin zing
mati
Subordonner
Stig g
ilizin
de stab g
inatin
S ubord
28. The eternal monitoring
Hubert, GM of a software house
He is monitoring everyone
He knows of each person the number of cups of
coffee, the number of cigarette-breaks, the time
spend on the Web, the number of personal phone
calls…
It allows him to knock down people by
increasing (in a clever way) their stress-level so
he/she will resign as quickly as possible.
30. THE ETERNAL COMPETITION
Jean and Philippe, two directors at 2
different engineering offices but in the same
group (both working under a fixed term contract)
They both work – without really knowing - on the
same files and have to prove their efficiency by
delivering to the Group the best products at the
best price (and at the shortest delay).
This constant battle is tough … and stressfull.
No director stayed more than 2 years in the
company… but the Group got extreme fine
products !
31. DECEMBER 2010
THANKFULLY… THERE ARE STILL
SOME GOOD BOSSES
32. @ND YOU C@N FIND THOSE HONEST
@ND PEOPLE C@RING EXECUTIVES
TO @SSIST YOU ON IMPORT@NT
CH@NGE @ND/OR RESTRUCTURING
PROJECTS ON :
email : interim-executives@lesrelanceurs.fr
33. All pictures are royalty free and
from :
- www.freedigitalphotos.net
- www.dreamstime.com
All the stories in
this presentation
are real and
happened in
France. Not one
single boss got
legal problems…