The document discusses how accelerated market changes affect organizations. It notes that the most adaptable organizations are the ones that survive, not the strongest or most intelligent. It also discusses different types of changes that organizations undergo, including incremental and discontinuous changes. The document examines factors like technological developments, marketing conditions, and social changes that drive market changes externally, as well as internal deficiencies that necessitate change. It analyzes models for measuring the speed of innovation and identifies strategic and capability factors that influence a company's ability to change quickly.
How to Think Bigger About Building Back Better Edward Cotton
Use the crisis as an opportunity
A chance to make your business and the world at large better
Re-examine everything from the health of your brand to the financials to the customer experience
Find opportunities to optimize
Think about your employees and how more equitable and fairer actions can create a better workplace and a more empowered workforce
Think about the world beyond the company- those directly impacted from the economic fallout and how you might find relevance and application there and how you might think about playing a role in enhancing public institutions and structures
We help you regain the radical innovation you lost as you grew. We pull the customer back in to the heart of your company. We let you become a network again.
We shake things up. We connect. We empower.
This is our manifesto.
The ideas that zoom in on The Day After Tomorrow are the ones that change entire companies, industries and even the world. They are where ENORMOUS amounts of LONG TERM VALUE lie. They are where the truly great ones – the giants of industry, those that provoke paradigm shifts – focus a lot of attention on: the Ubers of this world, and the Googles, with their moon shots. In this eye-opening presentation, Peter explains how we need to adapt to the accelerated speed of the market and how others were able to do so, in a way that propelled them ahead of the race. He shows how companies won’t make it to the Day After Tomorrow if they don’t embed Day After Tomorrow Thinking into the DNA of their organisation.
How to Think Bigger About Building Back Better Edward Cotton
Use the crisis as an opportunity
A chance to make your business and the world at large better
Re-examine everything from the health of your brand to the financials to the customer experience
Find opportunities to optimize
Think about your employees and how more equitable and fairer actions can create a better workplace and a more empowered workforce
Think about the world beyond the company- those directly impacted from the economic fallout and how you might find relevance and application there and how you might think about playing a role in enhancing public institutions and structures
We help you regain the radical innovation you lost as you grew. We pull the customer back in to the heart of your company. We let you become a network again.
We shake things up. We connect. We empower.
This is our manifesto.
The ideas that zoom in on The Day After Tomorrow are the ones that change entire companies, industries and even the world. They are where ENORMOUS amounts of LONG TERM VALUE lie. They are where the truly great ones – the giants of industry, those that provoke paradigm shifts – focus a lot of attention on: the Ubers of this world, and the Googles, with their moon shots. In this eye-opening presentation, Peter explains how we need to adapt to the accelerated speed of the market and how others were able to do so, in a way that propelled them ahead of the race. He shows how companies won’t make it to the Day After Tomorrow if they don’t embed Day After Tomorrow Thinking into the DNA of their organisation.
Strategy selection options are relative, based on the environmental system being scanned, how they are scanned, and their relation to the business performing the scanning. Therefore, what may seem to be a positive factor of influence for one business organisation may be a negative one for another. The contextual environment can hold either opportunities or threats, as the relativity is embedded in a combination of environmental impact, the type of business, and strategic fit of the selected strategy. There must therefore be room for flexibility in design.
introduction to change management, what is change,categories of change, why change,organizational change,reaction of change,lewins theory, philosphy of change.
Organizational Change and Development - Module 1 - MG University - Organizat...manumelwin
Organizational change occurs when business strategies or major sections of an organization are altered.
It is defined as a change that has significant effects on the way work is performed in an organization.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
FastTime® Cardinal Rule - ALIGN CULTURE WITH STRATEGYLeland Russell
Alignment of culture with strategy is a leading indicator of sustainable improvement in business performance.
Common Questions:
What is an organizational “culture”? Mental norms (mindsets, values, and assumptions) about how to behave and how to run the business.
Why should we consider changing our culture?
Some aspects of our current culture undermine our ability to improve performance and remain competitive.
For more information, email Advisors@geogroup.net or call (877)-855-2050
Strategy selection options are relative, based on the environmental system being scanned, how they are scanned, and their relation to the business performing the scanning. Therefore, what may seem to be a positive factor of influence for one business organisation may be a negative one for another. The contextual environment can hold either opportunities or threats, as the relativity is embedded in a combination of environmental impact, the type of business, and strategic fit of the selected strategy. There must therefore be room for flexibility in design.
introduction to change management, what is change,categories of change, why change,organizational change,reaction of change,lewins theory, philosphy of change.
Organizational Change and Development - Module 1 - MG University - Organizat...manumelwin
Organizational change occurs when business strategies or major sections of an organization are altered.
It is defined as a change that has significant effects on the way work is performed in an organization.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
FastTime® Cardinal Rule - ALIGN CULTURE WITH STRATEGYLeland Russell
Alignment of culture with strategy is a leading indicator of sustainable improvement in business performance.
Common Questions:
What is an organizational “culture”? Mental norms (mindsets, values, and assumptions) about how to behave and how to run the business.
Why should we consider changing our culture?
Some aspects of our current culture undermine our ability to improve performance and remain competitive.
For more information, email Advisors@geogroup.net or call (877)-855-2050
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Accelerated speed in market changes affects organization
1.
2. Accelerated speed in market
changes affects organization
Iqra Naseer
MP/2013-40
University of The Punjab, Lahore ,
Pakistan
3. Change
• “It is not the strongest of the species that
survives, nor the most intelligent that survives.
It is the one that is the most adaptable to
change.”
Charles Darwin
4. Change in market
• There is no permanent organizational chart for
the world… It is of supreme importance to be
ready at all times to take advantage of new
opportunities.
Roberto C. Goizueta
Former Chairman and CEO
Coca-Cola Company
5. Market Change
“market change" is:
• to give a different position, course, or
direction to organization
• to make a shift from one to another
• to undergo a modification in market
• to undergo transformation, transition or
substitution of things
6. Types of change in organization
• incremental change “may involve
adjustments, tuning, enhancing in systems,
processes, or structures, but it does not
involve fundamental change in strategy, core
values, or corporate identity.”
• discontinuous change “is transformational,
re-orientation, re-creation and fundamentally
alters the organization at its core.”
7. Speed of change
• Two streams of change
• In the first stream, speed refers to the rate at
which an innovation is diffused throughout a
population of organizations (Rogers, 1983).
• In the second stream, speed refers to the rate
at which a product is transformed from an
idea to a marketable entity (Stalk & Hout,
• 1990).
8. Principles of Change
1. Challenging emotions should be greater than
positive emotions.
2. Change only happens when each person
makes a decision to implement the change.
3. Confidence of getting tough any where.
4. Truth" is more important during periods of
change and uncertainty than a’ good news’.
9. Twelve Principles of Change
Contd…
5. The intrinsic rewards of a project are often more
important than the material rewards and
recognition.
6. The change process must be linked to business
and performance goals
7. The change process involves both organizational
and personal participation
10.
11. Model of innovation speed
Need for
speed
+ Economic
competitiveness
+ Technological
dynamics
+ Demographic
dynamics
Strategic orientation for
speed
+ Speed emphasis
+ Goal clarity
+ Project support
- Project stream breadth
+External sourcing
Organizational capability for
speed
+Champion pressure
+Leader strength
+Member experience
+Team representativeness
+Project integration
+Project orientation
Product
quality
Innovation
speed
Cost of
development
Project
success
ERIC H. KESSLER
Pace University
ALOK K. CHAKRABARTI
New lersey Institute of Technology
12. Factors affecting market change
• Change is inevitable in the life of an organization.
• Organizations that learn and cope with change
will thrive and flourish and others who fail to do
so will be wiped out.
• Technological changes
• Marketing conditions,
External
• Social changes,
factors
• Political and legal market changes,
13. Conti..
• Changes in the managerial personnel
• Deficiency in Existing organization:
Internal
factors
14. Recent major market changes
• INCOME CHANGES
• The marketing man is primarily interested in whether
people have money to spend, who these people are,
how much they have to spend and where he can find
them.
• They are also interested in the amount of money
available for discretionary spending beyond the
essentials of food, clothing, shelter, essential medical
care, incidental business expenses, and so on.
15. Conti…
• POPULATION SHIFTS
• This is a nation which has never hesitated to
move on to new frontiers,
• shift of people from place to place during war
time change the market.
• Change in rationing and income sources.
16. Conti..
• OCCUPATIONAL SHIFTS
• There has always been some movement from
place to place and from occupation to
occupation.
• Women and youths of school age have
contributed to work.
17. Conti..
• SAVINGS AND DEFERRED DEMAND.
• A very high reservoir of savings has been
accumulated by individuals in the form of
cash, property, bank deposits, and war savings
bonds.
• Deferred demand is to make decisions for the
six months. i.e upcoming elections, war.
18. Conti..
• CHANGED LIVING STANDARDS AND BUYING
HABITS
• The increase in family income has been much
greater than the increase in the cost of the
basic goods and services to which they have
been accustomed.
• Families are more conscious about standards,
buying greater varieties of rationing,
automobiles, dresses, homes, etc
19. References
• Everett R. Smith & Himmel, C. Some Major Recent Market Changes. Journal of Marketing,
Vol. 9, No. 3 (Jan., 1945), pp. 225-233.
• Eric H. Kessler & Alok K. Chakrabarti, INNOVATION SPEED: A CONCEPTUAL MODEL OF
CONTEXT, ANTECEDENTS, AND OUTCOMES. Academy of Management review (1996). Vol. 21,
No. 4, 1M3-1191.
• www.wikipedia.com
• http://www.evancarmichael.com/Small-Business-Consulting/3776/5-External-Forces-That-
Affect-Sales-and-Marketing-Success.html
• www.slideshare.com