Ed Batista, Interpersonal Dynamics (aka Touchy Feely) @StanfordBiz, Class 1: ...Ed Batista
This is a condensed slide deck from the first class in my section of Interpersonal Dynamics (aka Touchy Feely) at the Stanford Graduate School of Business in Winter Quarter 2017.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Ed Batista, Interpersonal Dynamics (aka Touchy Feely) @StanfordBiz, Class 1: ...Ed Batista
This is a condensed slide deck from the first class in my section of Interpersonal Dynamics (aka Touchy Feely) at the Stanford Graduate School of Business in Winter Quarter 2017.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Capacity Management Maturity: A Survey of IT ProfessionalsPrecisely
Implementing or maturing a Capacity Management process takes executive buy-in, proper planning and the tools to make it possible – plus it helps when you get to enjoy a significant return on investment from the process! Based off the results of our Capacity Management Maturity Assessment survey, we learned that organizations willing to make minor changes in their capacity management processes can reap major benefits.
View this webinar to learn the full results of the survey along with key indicators of capacity management maturity such as:
• How your organization captures key component level capacity metrics
• Where capacity reports are available and how they are generated
• If your organization stores performance and capacity data centrally in a CMIS
In this advanced business analysis training session, you will learn Stakeholder Management. Topics covered in this session are:
• Problem Description
• Stakeholder Management
• Identify your Stakeholders
• Analyze your Stakeholders
• Prioritize your Stakeholders
• Engaging your Stakeholders
• Managing Expectations
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Developing High Performance Team - the Missing Secret SauceRoshan Thiran
There is much work that has been done on high performance teams. At the recent Malaysia HR network, Roshan shared this presentation that building high performance teams requires efforts in driving business model, leadership, culture and also structure/processes. And he deep dives into a process that has long been disregarded by HR - employer branding. For more info on the Leaderonomics process of building high performance teams, email info@leaderonomics.com
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
Strategic Management Slides - Chapter 4 "the Internal Assessment"Rabia Rajput
For all business assignments, projects, slides and internship please contact me on below email:
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
ดีสู่ดีเลิศ
Good to Great เป็น Best sellers และใช้ในการอ้างอิงที่ขายได้ 2.5 ล้านเล่ม และแปลถึง 32 ภาษา
Jim Collins เป็นนักไต่เขาที่ชอบปีนป่าย West Face of El Capitan และ East Face of Washington Column ใน Yosemite Valley มลรัฐ California
Good to Great เป็นรายงานผลการวิจัยบริษัทที่มีผลประกอบการในตลาด ที่ดีกว่ากลุ่มเดียวกันหลายเท่าและมีการเจริญเติบโตอย่างต่อเนื่องในระยะเวลาที่ยาวนาน
เขาพบว่าบริษัทเหล่านี้ มีจุดเน้นที่แน่ชัดและมีบุคลากรที่มีสมรรถนะ จึงทุ่มเททรัพยากรไปยังจุดแข็งที่มีอยู่
Good to Great: Why Some Companies Make the Leap...and Others Don’t
By James C. Collins
Capacity Management Maturity: A Survey of IT ProfessionalsPrecisely
Implementing or maturing a Capacity Management process takes executive buy-in, proper planning and the tools to make it possible – plus it helps when you get to enjoy a significant return on investment from the process! Based off the results of our Capacity Management Maturity Assessment survey, we learned that organizations willing to make minor changes in their capacity management processes can reap major benefits.
View this webinar to learn the full results of the survey along with key indicators of capacity management maturity such as:
• How your organization captures key component level capacity metrics
• Where capacity reports are available and how they are generated
• If your organization stores performance and capacity data centrally in a CMIS
In this advanced business analysis training session, you will learn Stakeholder Management. Topics covered in this session are:
• Problem Description
• Stakeholder Management
• Identify your Stakeholders
• Analyze your Stakeholders
• Prioritize your Stakeholders
• Engaging your Stakeholders
• Managing Expectations
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Developing High Performance Team - the Missing Secret SauceRoshan Thiran
There is much work that has been done on high performance teams. At the recent Malaysia HR network, Roshan shared this presentation that building high performance teams requires efforts in driving business model, leadership, culture and also structure/processes. And he deep dives into a process that has long been disregarded by HR - employer branding. For more info on the Leaderonomics process of building high performance teams, email info@leaderonomics.com
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
Strategic Management Slides - Chapter 4 "the Internal Assessment"Rabia Rajput
For all business assignments, projects, slides and internship please contact me on below email:
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
ดีสู่ดีเลิศ
Good to Great เป็น Best sellers และใช้ในการอ้างอิงที่ขายได้ 2.5 ล้านเล่ม และแปลถึง 32 ภาษา
Jim Collins เป็นนักไต่เขาที่ชอบปีนป่าย West Face of El Capitan และ East Face of Washington Column ใน Yosemite Valley มลรัฐ California
Good to Great เป็นรายงานผลการวิจัยบริษัทที่มีผลประกอบการในตลาด ที่ดีกว่ากลุ่มเดียวกันหลายเท่าและมีการเจริญเติบโตอย่างต่อเนื่องในระยะเวลาที่ยาวนาน
เขาพบว่าบริษัทเหล่านี้ มีจุดเน้นที่แน่ชัดและมีบุคลากรที่มีสมรรถนะ จึงทุ่มเททรัพยากรไปยังจุดแข็งที่มีอยู่
Good to Great: Why Some Companies Make the Leap...and Others Don’t
By James C. Collins
Surveying 8,000 people online and 32,000 via mobile phones, the 2018 Edelman Earned Brand study shows that now 60% of consumers in Japan either buy or boycott brands based on their stances on societal issues.
The 2017 Edelman Earned Brand, a study conducted among 14,000 consumers in 14 countries, explores the rise of belief-driven buyers, who will buy a brand, switch from it, avoid it and— at the extreme — boycott it based on a brand’s stance on a controversial issue.
The 2016 EARNED BRAND study is a global online survey of 13,000 consumers in 13 countries that examines the consumer-brand relationship across 18 brand categories.
17. 17
33
37 38 38
45 47
52 52 53
58
63 63 63
67 68 69 69
2020 Edelman Trust Barometer. TRU_NAT. 次に、特定の国に本社のあるグローバル企業についてうかがいます。以下の国に本社のあるグローバル企業を、正しい行いをするという点において、あなたがどの程度信頼
しているかをお答えください。1は「全く信頼していない」、9は「大いに信頼している」を表す、1~9までの範囲で信頼度を評価してください。
9段階評価;トップ4ボックス、信頼している サンプルの半数が回答 全回答者 26カ国・地域の平均値
本拠地別のグローバル企業に対する信頼度(%)
国ブランドに対する信頼度は、全17カ国・地域において低下
l l l l l l l l l l l l l l l l l-3 -4 -2 -2 n/a -2 -2 -3 -3 -4 -3 -1 -3 -2 -3 -1 -2
信頼
されていない
中立 信頼
されている
前年比の変化
- 0
+
18. 18
8 9
21 22
27 29
35 35
42 44
47 47 49 50
54 55
64
l l l l l l ll l l l l l l ll l
日本における本拠地別のグローバル企業に対する信頼度(%)
日本人の各国ブランドに対する信頼度は、17カ国・地域中8カ国において低下
0 -4 +2 -2 n/a -1 -2 0 -5 +1 0 -1 -1 0 0 -6 0
2020 Edelman Trust Barometer. TRU_NAT. 次に、特定の国に本社のあるグローバル企業についてうかがいます。以下の国に本社のあるグローバル企業を、正しい行いをするという点において、あなたがどの程度信頼
しているかをお答えください。1は「全く信頼していない」、9は「大いに信頼している」を表す、1~9までの範囲で信頼度を評価してください。
9段階評価;トップ4ボックス、信頼している サンプルの半数が回答 全回答者 日本
信頼
されていない
中立 信頼
されている
前年比の変化
- 0
+
32. 32
-35
倫理的
35
非倫理的
- 50能力が低い 50 能力が高い
(-18, -1) (12, -1)
(-44, -27)
2020 Edelman Trust Barometer. The ethical scores are averages of nets based on [INSTITUTION]_PER_DIM r1-r4. Question asked of half of the sample. The competence score is a net based
on TRU_3D _[INSTITUTION] r1. Depending on the question it was either asked of the full of half the sample. PER_[INSTITUTION]. How well do you feel [institution] is currently doing each of the
following? 5-point scale; top 2 box, doing well. Question asked of half of the sample. General population, Japan. Data not collected in China, Russia and Thailand. For full details regarding how
this data was calculated and plotted, please see the Technical Appendix.
政府
企業NGO/NPO
(能力スコア, 倫理観スコア*)
どの企業も倫理的であるとは思われていない
*この組織は…
• パーパス・ドリブンである
• 誠実である
• ビジョンを持っている
• 公平である
メディア
X Y
n -57 -23