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The document discusses closing the gap between strategy and performance in companies. It finds that company performance often falls below strategic projections, and strategic plans are rarely tracked against actual multi-year results. To address this, the document recommends seven rules to close the gap: keep strategies simple and concrete; debate assumptions rather than forecasts; use a rigorous and common framework; discuss resource needs early; clearly identify priorities; continuously monitor performance; and reward and develop execution capabilities. Following these rules can increase company performance by 60-100% and create a culture of confidence and over-performance.
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Outline and describe the steps in the strategic management process.
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Answers should reflect knowledge of course content (text , class discussion & handouts)., include personal judgment and reference to current trends/ events.
Each answer should be formatted to highlight key concepts, be grammatically correct and be at least a page & a half in length, double spaced.
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Organization/ Clarity
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Strategic Management
BUS 469
Midterm Examination
Spring 2015
1. -
Outline and describe the steps in the strategic management process.
Which do you consider the most difficult? Why?
Provide an example of company that failed due to neglect one of the steps.
Session #1, Chapter 1
2. -
Why is it important to integrate both intuition and analysis into the
strategic management process? Describe a example from your
experience (work or personal) in which both were applied to make a
decision. Session #1 - Chapter 1, Handout
3. -
Identify and discuss three leading current trends / issues that affect
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conducting business? Session 2, Chapter #3, Handout
4. -
What can be done to improve communication and coordination within an organization to insure that people are working together to achieve the firm’s goals?. Session 3, Chapter 4, Handout
5.-
Which of the concepts in Developing a Vision did you find especially helpful? How have you applied the techniques? Session 4, Chapter #2, Handout on Vision
6. -
Describe three business strategies. In a recessionary economy which ones are most companies implementing? Why? Sessions 5 & 6,
Exams are due at session #7
Rubrics
Answers should reflect knowledge of course content (text , class discussion & handouts)., include personal judgment and reference to current trends/ events.
Each answer should be formatted to highlight key concepts, be grammatically correct and be at least a page & a half in length, double spaced.
Category
5 Excellent
3 Adequate
1 Poor
1. -Writing Process
Organization/ Clarity
*Writing engages reader and enhances
his/her understanding of the topic.
*Vocabulary & sentence structure are
sophisticated and appropriate for the
discipline
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pattern of organizing that facilitates the
reader’s understanding.
*Papers have an effective beginning,
sophisticated development, and thoughtful
conclusion.
*Demonstrates use of a carefully executed
writing process.
* Writing enables reader to
understand ideas with little or
no re-reading.
* Vocabulary and sentence
structure are adequate,
especially for discipline, but
may lack sophistication.
* Writing follows an appropriate
pattern of organization.
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process.
* Writing requires reader to frequently
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
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This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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Taking AI to the Next Level in Manufacturing.pdf
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8889443.ppt
- 1. TURNING GREAT STRATEGY INTO GREAT PERFORMANCE Mankins and Steele
- 2. The Strategy-to-Performance Gap • Performance is often well below what strategy predicts • Survey of executives found that – Companies rarely track performance against long- term plans – Multiyear results rarely meet projections – A lot of value is lost in translation (i.e., no one clearly knows how effective a strategy is) – Performance bottlenecks are frequently invisible to top management – The strategy-to-performance gap fosters a culture of underperformance (lack of performance becomes acceptable and the norm)
- 3. Closing the Strategy-to- Performance Gap • Rule 1: Keep it simple, make it concrete – (not too abstract and unclear to many) • Rule 2: Debate assumptions, not forecasts – (understand the fundamentals and performance drivers) • Rule 3: Use a rigorous framework, speak a common language – Use a very thorough and sound framework – Make it possible for corporate center and units to use this framework in their communications
- 4. Closing the Strategy-to- Performance Gap (2) • Rule 4: Discuss resource deployments early (avoid last minute shortages of resources) • Rule 5: Clearly identify priorities (don’t give equal importance to all tactical actions) • Rule 6: Continuously monitor performance • Rule 7: Reward and develop execution capabilities (need to motivate and develop employees)
- 5. The Results? • An increase in performance of anywhere from 60% to 100%. • More confidence among employees and managers • Emergence of a culture of over performance • Enhanced reputation within the industry