What banks look for in loan applicationsRobert Waweru
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What banks look for in loan applicationsRobert Waweru
One topic that never grows old is looking at what banks look for when reviewing term loan applications. A lot of SMEs still struggle with this. This presentation should help the interested parties frame their applications better.
BSC one of the most amazing strategy tools I ever worked with. I am sure this topic been discussed many times but I try to explain it from my point of view
Current Approaches to Standardization of Business Analysis. Presentation held at PMI Romania Chapter Monthly Meeting, hosted by National School of Political and Administrative Studies, Faculty of Management 14.07.2015.
Best practice principles and guidelines for the adoption and implementation of Transformational Leadership, Balanced Scorecard and Performance Management framework
The Business Analyst Role Within Solution Driven Projects IIBA UK Chapter
Slides from a presentation given by Stuart Peek to a meeting of IIBA UK's South West branch on 22 October 2014.
Many Business Analysts cherish the opportunity to be involved in strategic thinking with business stakeholders. However, what happens when a Business Analyst is engaged in solution-driven projects with little involvement in those early stages? Furthermore, how can a Business Analyst support business change without even a BRD to put their name to? The role of a Business Analyst may differ slightly within these environments, but that does not reduce the value they add. Indeed, solid application of Business Analysis skills is fundamental to enabling success. Attendees will benefit from experience and learnings of the speaker in this field, and be more prepared should they encounter similar scenarios.
You will learn:
- The importance of Business Analysts in solution driven projects
- How Business Analysts needs to adapt
- How Business Analysts should engage with stakeholders
- The dangers of omitting Business Analysts
- The business benefits enabled by effectively utilising Business Analysts
Franko Kowalczuk on professional registration.
Presented by Franko Kowalczuk at CILIP's New Professionals Day, 10 Oct 2014 http://www.cilip.org.uk/cilip/events/cilips-new-professionals-day-2014
This presentation gives an overview of our consulting processes:
- Strategy Development and Execution
- Mergers and Acquisitions
- Organizational Culture Assessment and Intervention
- Industry/ Market Research
- Sales Transformation Processes
Business Analysis has been said to be part art, part science. Is the Business Analyst better served to have the hard skills or the soft skills? Must the Business Analyst have industry knowledge? Should the Business Analyst be a Subject Matter Expert? Do the skills needed change for an Agile project vs. Waterfall project? These are some of the questions we will investigate and answer. This audience participation, open discussion presentation will dive into these issues and look at which soft skills the Business Analyst should have to be effective. We will see which soft skills can help the Business Analyst compensate for lack of industrial knowledge as they grow in that knowledge area.
Learning points:
* Which key soft skills are truly important for the Business Analyst.
* How to effectively measure a Business Analyst in several key areas.
* How to quickly gain needed knowledge in several areas.
* How to win over an uncooperative Business Stakeholder.
* What skills are necessary for Agile practitioners.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
How to turn around in a previous agile transformation that did not give effective results? How to engage and not hurt the identity of people and teams? Working in a century-old global company, the challenge of changing the status quo in a 300-person silos department can be considered impossible but using STATIK as a Trojan Horse to initiate organizational transformation and Kanban as a change manager, little by little, the agile practices were gradually leveraged.
How was that possible? When we talk about STATIK most people already think in the system approach of implementing Kanban in the teams, right? But have you ever considered using it as a guide to organizational transformation? I will share how STATIK drove us through the changes, primarily by focusing on problem-solving and its improvements. How this helped us gain leadership and team support, so that when the time for “Kanbanization” came, there would not have the widespread resistance that we normally encounter when talking about using Kanban on teams.
This is for all those who want to explore the business analyst career path and are curious to know what a business analyst does, the role and importance in organization, why a business analyst is needed and how they can develop their skills to become a great business analyst
The course “Consultant Behaviour” was offered to Master’s students following the Master in Management from ESCP Business School as part of the specialization “Consulting dynamics and practices”. It aims at providing, through a transversal approach, a deep knowledge of the Consulting practice and the different aspects of the consulting work.
This session focuses on the consulting commercial proposal with a comparison between two different styles (an MBB and a hybrid consulting company) to understand the differences consultants may face in their careers.
Emerging markets can counter strong dollar says Dr.V.V.L.N. Sastry (Corporate...Dr.V.V.L.N. Sastry
The dollar's strength has taken many investors by surprise, reason concerns about how much further it can run. The greenback's sharp rise can be attributed to fundamental and technical drivers, which may be short lived.
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BSC one of the most amazing strategy tools I ever worked with. I am sure this topic been discussed many times but I try to explain it from my point of view
Current Approaches to Standardization of Business Analysis. Presentation held at PMI Romania Chapter Monthly Meeting, hosted by National School of Political and Administrative Studies, Faculty of Management 14.07.2015.
Best practice principles and guidelines for the adoption and implementation of Transformational Leadership, Balanced Scorecard and Performance Management framework
The Business Analyst Role Within Solution Driven Projects IIBA UK Chapter
Slides from a presentation given by Stuart Peek to a meeting of IIBA UK's South West branch on 22 October 2014.
Many Business Analysts cherish the opportunity to be involved in strategic thinking with business stakeholders. However, what happens when a Business Analyst is engaged in solution-driven projects with little involvement in those early stages? Furthermore, how can a Business Analyst support business change without even a BRD to put their name to? The role of a Business Analyst may differ slightly within these environments, but that does not reduce the value they add. Indeed, solid application of Business Analysis skills is fundamental to enabling success. Attendees will benefit from experience and learnings of the speaker in this field, and be more prepared should they encounter similar scenarios.
You will learn:
- The importance of Business Analysts in solution driven projects
- How Business Analysts needs to adapt
- How Business Analysts should engage with stakeholders
- The dangers of omitting Business Analysts
- The business benefits enabled by effectively utilising Business Analysts
Franko Kowalczuk on professional registration.
Presented by Franko Kowalczuk at CILIP's New Professionals Day, 10 Oct 2014 http://www.cilip.org.uk/cilip/events/cilips-new-professionals-day-2014
This presentation gives an overview of our consulting processes:
- Strategy Development and Execution
- Mergers and Acquisitions
- Organizational Culture Assessment and Intervention
- Industry/ Market Research
- Sales Transformation Processes
Business Analysis has been said to be part art, part science. Is the Business Analyst better served to have the hard skills or the soft skills? Must the Business Analyst have industry knowledge? Should the Business Analyst be a Subject Matter Expert? Do the skills needed change for an Agile project vs. Waterfall project? These are some of the questions we will investigate and answer. This audience participation, open discussion presentation will dive into these issues and look at which soft skills the Business Analyst should have to be effective. We will see which soft skills can help the Business Analyst compensate for lack of industrial knowledge as they grow in that knowledge area.
Learning points:
* Which key soft skills are truly important for the Business Analyst.
* How to effectively measure a Business Analyst in several key areas.
* How to quickly gain needed knowledge in several areas.
* How to win over an uncooperative Business Stakeholder.
* What skills are necessary for Agile practitioners.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
How to turn around in a previous agile transformation that did not give effective results? How to engage and not hurt the identity of people and teams? Working in a century-old global company, the challenge of changing the status quo in a 300-person silos department can be considered impossible but using STATIK as a Trojan Horse to initiate organizational transformation and Kanban as a change manager, little by little, the agile practices were gradually leveraged.
How was that possible? When we talk about STATIK most people already think in the system approach of implementing Kanban in the teams, right? But have you ever considered using it as a guide to organizational transformation? I will share how STATIK drove us through the changes, primarily by focusing on problem-solving and its improvements. How this helped us gain leadership and team support, so that when the time for “Kanbanization” came, there would not have the widespread resistance that we normally encounter when talking about using Kanban on teams.
This is for all those who want to explore the business analyst career path and are curious to know what a business analyst does, the role and importance in organization, why a business analyst is needed and how they can develop their skills to become a great business analyst
The course “Consultant Behaviour” was offered to Master’s students following the Master in Management from ESCP Business School as part of the specialization “Consulting dynamics and practices”. It aims at providing, through a transversal approach, a deep knowledge of the Consulting practice and the different aspects of the consulting work.
This session focuses on the consulting commercial proposal with a comparison between two different styles (an MBB and a hybrid consulting company) to understand the differences consultants may face in their careers.
Emerging markets can counter strong dollar says Dr.V.V.L.N. Sastry (Corporate...Dr.V.V.L.N. Sastry
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US tariffs could signal global downturn - Corporate India, October 15th, 2018Dr.V.V.L.N. Sastry
The Trump administration's trade war with China added $200 Bn worth of tariffs on imported Chinese goods and the same was swiftly retaliated to by China. Further, Trump has promised another $267 billion in import tariffs. It is estimated that around 35% of companies worldwide may get affected by tariff wars says Dr.V.V.L.N. Sastry
Unabashed populism, fiscal failure be damned says Dr.V.V.L.N. SastryDr.V.V.L.N. Sastry
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Roller coaster season for markets - October 31st, 2018Dr.V.V.L.N. Sastry
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Modi 2.0 has little fiscal space to step up public spending to bolster faltering growth, although the government had predicted a 17% increase in public spending in 2019. (Corporate India, June 15th, 2019 edition).
The world economy could be heading towards a crash much like the great depression of 1930's as advanced countries are working at cross purposes, unless avoided, heading for trouble, says Dr.V.V.L.N. Sastry in his column in "Corporate India", dated August 31st, 2014.
Policy direction importance for budget - V.V.L.N. SastryDr.V.V.L.N. Sastry
Dr.V.V.L.N. Sastry says that policy direction is of importance rather the rhetoric on the part of numbers in the budget. He articulated his views for Budget 2014-15 in Corporate India, dated: July 15th 2014.
Dr. V.V.L.N. Sastry in his column in "Corporate India" June 30, 2014; says Fundamental growth in the economy is what everyone is aspiring to see in the days to come for any stock indices to move up before budget.
Dr.V.V.L.N. Sastry articulates that the growth of secondary market will be of no use unless capital creation happens and for that he says there is need to revitalize primary market in his column in "Corporate India" dated: June 15th, 2014.
Populist policies in India always create a chaos, and derail growth.
Article of Dr.V.V.L.N. Sastry published in Corporate India Magazine, January 31, 2014 edition.
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ABC International -rqs, methodology, advantages and disadvantages
1. WHAT TYPES OF CHANGES ARE
NECESSARY FOR ABC INTERNATIONAL
TO STAY COMPETITIVE IN THE
SHIFTING MARKETPLACE?
Research Question
By
V.V.L.N. Sastry, Sarah Burke, Shanti Limbu, & Elizabeth Budney
RKC &York St. John University
2. OBJECTIVES OF STUDY
Main Objective
• Understanding the changes happening across the industry and suggest a
strategic solution to ABC International
Sub-Objectives
• To meet the main objective, conduct a strategic analysis of ABC International
• Frame the future (business) strategy for ABC International
• Report back to company with findings and recommendations
3. PROPOSED METHODOLOGY
MIXED METHODS
SURVEY AND INTERVIEWS
Anonymous surveys of customers n=100
• Satisfaction of ABC International services
• Perception of services
• Service gaps by ABC International
• Services required in the future
• Open-ended opportunity to list any other
thoughts
Interviews with senior leadership team
including CEO n=10
• Present key findings
• Verifying if leadership and customer
feedback aligns
• Engagement in change management process
Strategic Analysis Comprises
• SWOT analysis
• Internal assessment
• Porter’s 5 forces analysis
• Market analysis
• Ansoff Matrix
• Competitor analysis
• PESTEL Analysis
• Holistic ecological approach
4. ADVANTAGES AND LIMITATIONS
• Advantages
• Assessing leadership, customer and
competitors
• Mixed methods
• Flexible
• Company support providing access
• Established theories leading to evidence-
based recommendations
• Limitations
• Time lengths to complete
• Data reliability
• Cross-culture communication due to
International context