There is a need for some agencies to re-frame the way they look at their need to evolve. Instead of the default thinking being "we need to implement X technology, hire/fire Y person or merge Z departments" they should start asking, "what is really defining the problem space we are now in and what will be the major factors of change moving forward". Only from this point, can a relevant and grounded future be established.
The 2014 Creativity In PR study, based on a survey of 600 PR people from around the world. Co-authored by the Holmes Report and Now Go Create, in conjunction with H+K Strategies.
The Truth about Tone from the Top by @EricPesikEric Pesik
Are your executives telling the truth when they say "ethics matter"? Senior executives are involved in 53% of bribery cases. And they know about 86% of corporate fraud cases. If management lies about ethics, what message does that send? What is the true "tone from the top"?
Originally presented as part of the FinanceConnect:13 Workshops on May 1, 2013, Andy Goldman and Mike Weir present a deep dive into Content Marketing and LinkedIn.
We at TBD Labs know two things about Creative Technologists.
1. They have a wealth of ability.
2. This wealth isn't well-understood.
This survey is our own geeky-way of broaching the problem. With over forty Creative Technologists responding, the results add clarity, but, more so, we hope it sparks conversation.
Please let us know what you think. We plan on making the survey an annual occurrence.
TBDLabs.nyc
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
The 2014 Creativity In PR study, based on a survey of 600 PR people from around the world. Co-authored by the Holmes Report and Now Go Create, in conjunction with H+K Strategies.
The Truth about Tone from the Top by @EricPesikEric Pesik
Are your executives telling the truth when they say "ethics matter"? Senior executives are involved in 53% of bribery cases. And they know about 86% of corporate fraud cases. If management lies about ethics, what message does that send? What is the true "tone from the top"?
Originally presented as part of the FinanceConnect:13 Workshops on May 1, 2013, Andy Goldman and Mike Weir present a deep dive into Content Marketing and LinkedIn.
We at TBD Labs know two things about Creative Technologists.
1. They have a wealth of ability.
2. This wealth isn't well-understood.
This survey is our own geeky-way of broaching the problem. With over forty Creative Technologists responding, the results add clarity, but, more so, we hope it sparks conversation.
Please let us know what you think. We plan on making the survey an annual occurrence.
TBDLabs.nyc
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
Link to sign up for Sales Mastery https://qh126.infusionsoft.com/app/manageCart/addProduct?productId=1414
Link for LEAD CONVERSION PLAYBOOK https://www.linkedin.com/pulse/lead-conversion-playbook-mortgage-coach-dave-savage/
6 Essential Elements for Leaders and OrganizationsO.C. Tanner
People in any role have the ability to create great work when they connect, question, collaborate and innovate. Here are 6 things leaders and organizations can do to help this happen.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
This is First Round's effort to provide an in-depth snapshot of what founders across the entire tech ecosystem think, feel, fear and value. We surveyed over 860 venture-backed founders who volunteered their experience and opinions.
implication of digital economy toward public sectorTas Chantree
being influenced by social media , citizen expect the same standard of services from public sector as same as other private sector. Putting citizen experience at the heart of public services design is an the imperative
Specialist or Integrated? What is The Best Agency Model Out There?
Dane Lim – Head, Marketing and Communications at Singapore Economic Development Board and Goh Shufen – Principal and Co-Founder of R3 Worldwide presented this deck at #adtechasean
Transform to perform the future of career transition ebookMichal Hatina
Lee Hecht Harrison (LHH) helps companies transform their leaders and workforce so they can accelerate performance. In an era of continuous change, successfully transforming your workforce depends on how well companies and their people embrace, navigate and lead change.
Change within the organization, and their career. At Lee Hecht Harrison we use our expertise in talent development and transition to deliver tailored solutions that help our clients transform their leaders and workforce so they have the people and culture they need to evolve and grow. We are passionate about making a difference in peoples’ careers and building better leaders so our clients can build a strong employer brand.
The Future of Employee Engagement and Positivity at Workplace WebinarQuestionPro
Learn Everything you need to know about The Future of Employee Engagement employee satisfaction and Positivity at Workplace.
Our latest research and analytical insights from our employee engagement and employee satisfaction and assessment surveys data sets on what works in making our workplaces more positive and more productive.
We will examine the key drivers for workplace motivation and well-being from the perspective of data analytics and assessments for:
Leaders, younger workers, gender breakdown and nationality.
A survey of state and local government employees to identify the top challenges facing their organizations. Launched in conjunction with Route Fifty and the Government Business Council.
RESULTS.com is widely recognized as having one of the best strategic planning templates in the world. In this workshop with our Head of Strategy, Stephen Lynch, you’ll learn a selection of our best practices to create your one-page strategic plan.
Working with thousands of clients, we’ve learned what works and what doesn’t in the real world when it comes to creating and executing business strategy. It’s not about filling in a planning template, it’s about making wise strategic choices that will set your organization up for future success, and cascading your decisions down to every role to align and focus your team using a strategy execution software tool like RESULTS.com
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
Mårten Mickos' slides from April 2011
see also http://aaltoes.com/2011/04/marten-mickos-never-work-for-a-large-company-unless-youve-created-it-yourself/
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
Link to sign up for Sales Mastery https://qh126.infusionsoft.com/app/manageCart/addProduct?productId=1414
Link for LEAD CONVERSION PLAYBOOK https://www.linkedin.com/pulse/lead-conversion-playbook-mortgage-coach-dave-savage/
6 Essential Elements for Leaders and OrganizationsO.C. Tanner
People in any role have the ability to create great work when they connect, question, collaborate and innovate. Here are 6 things leaders and organizations can do to help this happen.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
This is First Round's effort to provide an in-depth snapshot of what founders across the entire tech ecosystem think, feel, fear and value. We surveyed over 860 venture-backed founders who volunteered their experience and opinions.
implication of digital economy toward public sectorTas Chantree
being influenced by social media , citizen expect the same standard of services from public sector as same as other private sector. Putting citizen experience at the heart of public services design is an the imperative
Specialist or Integrated? What is The Best Agency Model Out There?
Dane Lim – Head, Marketing and Communications at Singapore Economic Development Board and Goh Shufen – Principal and Co-Founder of R3 Worldwide presented this deck at #adtechasean
Transform to perform the future of career transition ebookMichal Hatina
Lee Hecht Harrison (LHH) helps companies transform their leaders and workforce so they can accelerate performance. In an era of continuous change, successfully transforming your workforce depends on how well companies and their people embrace, navigate and lead change.
Change within the organization, and their career. At Lee Hecht Harrison we use our expertise in talent development and transition to deliver tailored solutions that help our clients transform their leaders and workforce so they have the people and culture they need to evolve and grow. We are passionate about making a difference in peoples’ careers and building better leaders so our clients can build a strong employer brand.
The Future of Employee Engagement and Positivity at Workplace WebinarQuestionPro
Learn Everything you need to know about The Future of Employee Engagement employee satisfaction and Positivity at Workplace.
Our latest research and analytical insights from our employee engagement and employee satisfaction and assessment surveys data sets on what works in making our workplaces more positive and more productive.
We will examine the key drivers for workplace motivation and well-being from the perspective of data analytics and assessments for:
Leaders, younger workers, gender breakdown and nationality.
A survey of state and local government employees to identify the top challenges facing their organizations. Launched in conjunction with Route Fifty and the Government Business Council.
RESULTS.com is widely recognized as having one of the best strategic planning templates in the world. In this workshop with our Head of Strategy, Stephen Lynch, you’ll learn a selection of our best practices to create your one-page strategic plan.
Working with thousands of clients, we’ve learned what works and what doesn’t in the real world when it comes to creating and executing business strategy. It’s not about filling in a planning template, it’s about making wise strategic choices that will set your organization up for future success, and cascading your decisions down to every role to align and focus your team using a strategy execution software tool like RESULTS.com
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
Mårten Mickos' slides from April 2011
see also http://aaltoes.com/2011/04/marten-mickos-never-work-for-a-large-company-unless-youve-created-it-yourself/
Have we let advertising agencies become dinosaurs? Marketers are looking for effective business solutions, speed and low cost. While many agencies are still enamored by growth in size, stature and heft.
Here are some thoughts on how agencies can close this gap.
These factors — and the challenges they present — are fairly new or not fully understood yet, which seems to explain why they aren’t currently top-of-mind. They also garner less attention from the C-Suite because they are not easily quantifiable. Nearly all factors discussed here have deeply human and emotional traits to them, making them somewhat unique and harder to grasp. Nonetheless, we believe they are of great importance in the future of marketing and should be addressed accordingly.
Digital Engagement Journey | Keynote Jay RamsanjhalJay Ramsanjhal
Digital Engagement = Digital Transformation + Customer Engagement. in most digital projects we tend to forget what matters most and that digital is a means to create better customer experiences. Digital Engagement helps organizations align their transformational compass.
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
This presentation is about exploring social media as a process for driving BtoB lead generation But first a word of caution: Leads depend as much on the messages as they do on the media. Maybe more. So this will be a story about managing both media and messages within our Marcom Engine process. A presentation by Keith Bates
Building a new model for agencies and consultancies (en & cn) kevin lee 2011Kevin Lee
If you’re finding yourself in the insight economy, and feel the pains of the industry, start your reinvention by first asking, What’s your specific community of connection? How do you immerse to capture the right, relevant insights and build to provide a unique, value-added professional service?
The Changing Responsibilities Of The CIO.pdfCiente
A tighter economy means the enterprise needs to realize benefits even faster. Will the enterprise’s digital initiatives support the kind of tech impact CIOs want?
How Hire A Social Media Agency For Your Business?Arjoon Mehra
Interested in hiring a social media agency for your business? But don't know where to start from? Get to know the basics of hiring a social media agency for your business!
Your Digital Journey is Being Mapped by Your CustomersCapgemini
Capgemini's Scott Clarke talks with with MIT Sloan Management Review contributing editor Michael Fitzgerald about the impact of digital transformation and the reception of the research in the market.
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
In today’s marketplace agencies need a broader range of skills than ever. Yet the cost of hiring specialized talent is prohibitive. Can strategic alliances cure this dilemma?
Here are some thoughts on strategic alliances that may be helpful.
Similar to Agency of the future - beginning the transformation journey (20)
Zusammen mit der INFO GmbH Markt- und Meinungsforschung hat Facebook 500 Lehrerinnen und Lehrer aus ganz Deutschland befragt. Die Ergebnisse dieser Studie zeigen, dass soziale Netzwerke immer häufiger als Recherche- und Arbeitsmittel eingesetzt werden, bereits knapp ein Drittel der Lehrkräfte nutzt soziale Medien im beruflichen Kontext, insbesondere WhatsApp. Facebook und Instagram spielen vor allem bei den unter 40-jährigen Lehrkräften im Berufsalltag eine grosse Rolle.
Die Hälfte der Lehrerinnen und Lehrer fühlt sich im Umgang mit sozialen Netzwerken unsicher. Die Befragten waren sich einig, dass die Steigerung der Kompetenzen von Kindern und Jugendlichen bei der Nutzung sozialer Medien, eine wichtige Aufgabe der Schule sei, insbesondere auch und gerade weil die Nutzung der sozialen Medien für die Schülerinnen und Schüler so wichtig ist. Die grösste Aufgabe sehen die Lehrer in der Vermittlung von Medienkompetenz, sodass die Schülerinnen und Schüler lernen, verantwortungsvoll mit den sozialen Medien umzugehen.
Ganz schlimm wird es, wenn es um verlagsweite Projekte wie die Einführung von CRM- oder Verlagssystemen geht. Marco Ripanti greift dies in seinem Artikel "Der Faktor Mitarbeiter bei der Digitalisierung" auf, mit dem Ergebnis: „Es ergibt sicher einen Sinn, dass moderne Lösungen eben NICHT genau die Prozesse abbilden, die man in den letzten Jahren ohne Tools abgearbeitet hat. Werft also alles über Bord, setzt alles auf null und geht auf die neuen Möglichkeiten ein!“
2019 Edelman Trust-Barometer Global Report42medien
- Mehr Vertrauen im Vergleich zum Vorjahreszeitraum haben die Deutschen in folgende Akteure gewonnen: Wirtschaft (plus drei Prozentpunkte/insgesamt 47 Prozent), NGOs (+7 %Pkt./44%) und Medien (+2 %Pkt./44%)
- Dagegen ist das Vertrauen in die Regierung gesunken: -3 %Pkt./40%
- 73 Prozent der Deutschen geben an, dass sie ihrem Arbeitgeber vertrauen. Global sind es 75 Prozent.
- 39 Prozent der Deutschen halten CEOs für einen glaubwürdigen Absender von Informationen, 56 Prozent Mitarbeiter
- In Deutschland liegt der Vertrauensindex der informierten Öffentlichkeit in Bezug auf Institutionen mit 60 Punkten weit über dem der breiten Öffentlichkeit (42 Punkte). Höher war der Unterschied in Deutschland noch nie.
(via Dr. Holger Schmidt)
Defensive Digitalisierer
Digitale Transformation dient überwiegend der kurzfristigen Produktivitätssteigerung, aber immer noch (zu) wenig für Innovationen und Entwicklung neuer Geschäftsmodelle, zeigt eine aktuelle Deloitte-Umfrage unter 361 großen Industrieunternehmen. Dabei mangelt es weder am Investitionswillen noch am Geld, denn durchschnittlich fließen 30 Prozent des IT-Budgets in Digitalisierungsprojekte. Dagegen werden aber nur 11 Prozent des Innovationsbudgets für Digitalprojekte eingesetzt.
94 Prozent der Befragten sehen den digitalen Wandel als eines der wichtigsten strategischen Ziele ihrer Organisation. Das bedeutet aber noch nicht, dass sie die strategischen Möglichkeiten vollständig ausloten. Tatsächlich sehen 68 Prozent die Transformation lediglich als Mittel, um die Rentabilität zu steigern. Investitionen in digitale Technologien haben primär das Ziel, das Gleiche zu tun wie bisher, nur eben besser oder effizienter.
Auf diese Weise lassen sich keine dauerhaften Wettbewerbsvorteile erschließen. Denn die vielleicht wichtigste Erkenntnis der vergangenen 20 Jahre digitaler Transformation lautet: Nur die Unternehmen, die erfolgreich digitale Geschäftsmodelle etabliert haben, erobern neue Märkte und setzen sich von der Konkurrenz ab.
Die vielleicht beste GWA Studie in diesem Jahr.
So vielfältig und heterogen der Agenturmarkt auch sein mag, so klar zeichnen sich dennoch bestimmte Tendenzen ab, wohin die Reise in Zukunft geht.
The 2016 state of digital content von Altimeter42medien
Eine tolle Zusammenfassung hinsichtlich digitaler Inhalte heute und in Zukunft. Wer sich gerne mit uns darüber unterhalten möchte, ist herzlich eingeladen und zu kontaktieren.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Agency of the future - beginning the transformation journey
1. The Agency
of the Future
How can agencies begin the
transformation journey
they require?
5 Guiding principles.
February, 2019
2. You
Broad, motherhood statements that
‘agencies must change or die’, are not
helpful, nor needed.
After almost 100 interviews with agency leaders globally
and 20+ interviews with clients over three continents, we
wanted to share our insight about how agencies can
transform into a future vision of themselves. At the end
of 2018, we released two initial sections of this white
paper. Now, we’d like to share the remaining thinking.
This is not a white paper which will provide the definite
answer for which model to follow. Simply, because there
is no one answer. It will however show a path and several
tools of how to get there from what we saw as the
common needs of agencies across our investigations.
Drop us a line at hello@alonsopoli.com to keep in touch.
11%
1 Billion
The level of mistrust between advertisers
and their media agencies increased to 40%
in 2018, from 29% in 2016.*
P&G cut $1 Billion USD from ad and
production spend and still sees organic
growth of up to 6% in last 4 years.**
*ID Comms, 2018, **AdAge, 2018
know
this
3. The Agency of the Future challenge needs to be
looked at via the broader mega-trend of societal and
business transformation being driven by exponential
disruption which technological change brings.
Framing the challenge any differently will
sub-optimise any strategic moves made.
4. Our wretched species is so made that those who walk on
the well-trodden path always throw stones at those who
are showing a new road.
Thoughts on starting the journey correctly.
Your Agency of the Future
Without the correct starting point, framing the
challenge imposed by the question of what should
be the Agency of the Future, is meaningless.
Too much of the debate and discussion we have observed on this
topic, by quite senior people in the advertising industry, is binary.
These are discussions of more/less digital, more/less data, more/less
social, production, in-housing, outsourcing, AI, consulting etc., etc.
Most limiting, is that the majority of the discussion is based on a
narrow view of how the world has changed, how the world is
changing and what the agency’s personal vision for the future is.
Some agencies seem to be able to create future visions for their
client’s brands, but, not for themselves.
It is important that an agency’s view of the future and what it means
is deeply imbedded in reality and shared by the leaders and change
agents in the agency. It needs to be a future which is visceral, honest,
based on well-considered evidence, and one agencies and clients are
willing to move towards. There also needs to be a recognition that
the future is not a definitive point in time to be reached.
There will be different futures for different agencies. The reality that
most traditional and large agencies are coming from a similar
starting point, tends to obscure this fact.
The Agency of the Future challenge needs to be looked at via the
broader mega-trend of societal and business transformation being
driven by the pace, density and unpredictability that technological
change brings. Framing the challenge any differently will
sub-optimise any strategic moves made.
A strategic direction, based on a subset view of the actual challenge,
will mean any direction taken will become exponentially more
irrelevant over time.
Alonso//Poli
- Voltaire
5. Signposts to enable the best future outcomes
5 Guiding Principles
Be careful of ‘wisdom’ such as “we just need to get back to what we
do best, create” or “it is really a data and influence game on social we
need to play” or, “we need to own customers again through knowing
their journeys”, and least of all, “the world will always need stories
and storytellers, that is what we do”. Such do-it-yourself wisdom,
which doesn’t have transformation at the heart, is at best
self-serving, at worst fatal in an industry which is beset by complex
change.
We see the 5 Guiding Principles in this document as fundamental
ingredients for any Agency of the Future transformation. Why
these? In our research, we saw many agencies simply ‘jumping in
the deep-end’ with their transformation approach - with limited
thinking. Agencies were implementing new, marginal technologies;
up-turning structures; hiring in avant-garde job titles and firing
‘legacy’ talent. These moves were largely without a strong sense of
why or where the agency was going, let alone a strong plan of how
to implement change. What was also missing was any deep
thinking of how culture change (crucial for sustainability) would
occur.
This white paper talks to these gaps and the discussion looks to
highlight the 5 principles which should be considered on any journey
to create your Agency of the Future and overcome the pitfalls above.
Abundant thinking. Immune responses
How can technology bring abundant growth? How do you
harness resistance against the change new growth
brings?
03
Frame the problem correctly
Do the analysis. Understand future scenarios and what
drives change. Don’t limit thinking from the beginning.
01
It is complex. Think Core & Edge
Explore many solutions. Build a roadmap with solutions
that disrupt (Edge) & those which enable evolution (Core).
02
Don’t go it alone
Collaboration and internal and external ecosystems are
core aspects of successful change. Create yours.
04
Make change human centric, dynamic
You are probably going to have to change, a lot, then
change again. Iterate, learn & adapt with your people.
05
Alonso//Poli
6. The real impact of technology is not the disruption - we
have been dealing with that for centuries. It is the pace,
density and unpredictability that disruption brings.
Salim Ismail, co-author, “The Exponential Organisation” &
Founding Executive Director, The Singularity University
7. Start here. How
is your agency
evolving in the
competitive
landscape?
To get the thinking juices flowing,
challenge yourself to ask “Where is my
agency in relation to the various
models which are evolving?”
Each model has a hypothesis of
agency-landscape change which can
inform thinking further down the
track. An insight from this analysis, is
that agency types are evolving in
multiple streams. We are not seeing a
race by scaled agencies to regress
back to older models or new models
trying to mimic traditional agencies at
scale. Where does you agency stand
now?
TRADITIONAL AGENCY MODELS
Alonso//Poli, Agency Competitive Landscape Analysis,, December 2018
EMERGING AGENCY MODELS
Alonso//Poli
*
Changing positively through acquisition
*
8. The problem space
If an agency does not properly define its current reality,
nor have a solid understanding of the important
realities which will impact its future, its ability to
understand ‘the problem to solve’ is diminished to
virtually zero.
When do you know that you are really getting under
the skin of knowing your reality? Honestly, when you
and other people start feeling uncomfortable with the
questions being asked, and the evidence being shown.
The definition of the problem space needs to be
visceral; felt emotionally and known intellectually.
Be concerned if leaders in your agency are saying any of
the following about understanding the problem space.
“It is ok. I know what we need. We just need to implement x.”
“There is no problem with us, its because of <insert client /
technology / competitor / GAAFA / etc.”
“Our people are just not good enough, we need new people.”*
“This is all noise. I have seen this before. This will pass.”
*
Some leaders don’t realise the irony inherent in this statement until too late.
Be encouraged if leaders in your agency are saying any of
the following about understanding the problem space.
“Who can we work with to better understand what’s
happening and how we could change?”
“Let’s go and really speak to our clients, what do they need
moving forward?”
“Let’s deeply understand the scenarios which will impact us.”
01
9. How can an
agency better
understand its
problem space?
There are various approaches to really
understand and define the problem
space an agency finds itself in. Many
are not revolutionary, the right one for
an agency depends on many factors
(largely cultural and internal). When
assessing which methodology is best
for your agency make sure the
following elements are present.
Ensure the methodology:
1. Creates a visceral
understanding of reality
2. Provides clarity with potential
options for change
3. Has the power to engage and
align the agency
Alonso//Poli
Creates a visceral
understanding of reality
Has the power
to engage and
align the agency
Provides clarity
with potential
options for change
Ensures a deeply felt
need for change is
created which will be
implemented
Reality
Ignites people to
implement change as
it is clear and agreed
Motivation
Gives a clear way forward
based on sound
knowledge of the
situation and scenarios
Direction
The
right
model
Approaches to defining a
problem space vary. The
following, if used
correctly, hit the three
key points above
Methodologies
Duval Union Consulting &
Alonso//Poli
Executive Journey
Exo Lever
Exo Sprint
The Corporate StartUp
Innovation Thesis
11. Core & Edge
This is a story about battleships and speedboats. No
organisation can change all the things it wants to at
the same time - nor should it. The disruption and
dislocation this would cause would likely destroy the
business. Of course, if the situation is absolutely dire,
then drastic measures may well be the only option.
Duel speed transformation is a proven way to effect
transformational change. Keep the core of the agency
stable with lower impact change (so the Battleship can
provide stability) and disrupt with highly innovative
initiatives at the edge (send idea speedboats out to
quickly test/learn/scale new business
models/markets/customers/technologies etc.)
What characterises a Core Initiative ?
● Aligned to agreed upon problem space
● Improves the agency’s primary business model
● Relatively quick to implement
● Fall into more traditional ‘business improvement /
enhancement’ initiatives
● Lower risk of failure
● Not necessarily technology focused
● Typically referred to as Horizon 1 projects. See next
What characterises a Edge Initiative ?
● Aligned to agreed upon problem space
● Develops a new business model into existing or new markets
● Higher risk of failure
● Takes iterative/design thinking/agile approaches
● Medium/long term, timeframes to implement and see ROI
● Typically applies technology first thinking
● Typically referred to as Horizon 2 or 3 projects. See next
02
12. Use ‘Horizon
Planning’ to
map Core vs
Edge initiatives
Capturing the initiatives so that the
business gets a sense of their impact
and timeframes is important. Horizon
planning is one way of achieving this
and give a sense of drastic the
imagined changes will be for the
agency.
Horizons speak both to how the
initiatives impact the business, and
the likely time frame being looked at
to implement the initiatives, adding at
least 12 months at each Horizon step is
not an unrealistic first assumption on
timing.
● Core : Horizon 1 / 2 initiative
● Edge: Horizon 2 / 3 initiatives
Alonso//Poli
Horizon 1 solutions
Horizon 2 solutions
Horizon 3 solutions
Products / Services / Technology / Business Models
Markets
Source: Adapted from McKinsey ‘Horizons’ Thinking
13. Abundance & Immunity
Two concepts, at first seemingly unrelated, have been a
strong and recent part of the thinking when
organisations are looking at creating their version of the
future.
Abundance is about examining your agency and
reframing the way you look at its pieces to see
abundance, where once you saw liability or
fragmentation. Capitalising on abundance in your
agency is created primarily by examining how, through
the application of technology, your agency can flourish.
Don’t just think about the ‘standard’ agency technologies
either - what about innovation, culture, learning, talent
management and productivity technologies? See next.
Immunity responses are seen in all types of organisms, including
organisations and agencies when stressed by change. People are
resistant to change and exhibit various behaviours in response to
it - many of these behaviours are not constructive. If not
harnessed, they can derail any change initiative or process.
Developing and engaging a ‘change agent’ strategy (see section 5)
is a powerful way to work with immune responses to aid change.
A story to inspire abundant thinking..
In 1990, delivering letters accounted for 70% of the France Post service turnover;
in 2020 it will be less than 20%. The company is looking for new ways to make a
profit from its 73,000 postal workers. Instead of seeing them as a cost, it
imagined what forms of abundance this network could bring. So, they
launched a new service called “Watch Over My Parents” which allows
customers to pay for postal workers to check on their elderly relatives. Since its
launch in 2017, more than 6,000 customers are paying approximately 250 Euros
a year for the service. The ‘abundant’ idea was enabled through technology. All
communication is via a custom app which offers direct communication
between the elderly person, their family and the postal worker, it tracks and
manages the entire service.
03
14. What types of
technologies
could agencies
consider?
Often, when agencies think about the
introduction or use of technology, it is
largely a discussion on enhancing
existing business models (ie.
programmatic platforms, social media
tools etc) or applying technology to
functions and processes once done
without technology (ie. media plan
development and management).
Transforming your agency will mean
needing to look a lot more broadly at
the role technology can and should
play. The diagram to the right helps to
capture both tried-and-tested and
newer technologies to consider
outside of the ‘default’ technologies
often cited first.
Alonso//Poli
Periodic Table for ‘Agency of the Future’ Technologies
15. Better together
Undertaking the task of agency transformation is best
done in partnership. Not only in partnership with
clients, but, with other key stakeholders relevant to
bringing your specific Agency of the Future vision to
fruition. Some things to keep in mind:
● Depending on what that vision is, the
partnerships will vary
● Don’t limit your thinking regarding which
partnerships to include
● The design process you choose should have
partnership thinking baked into its process via the
identification and inclusion of key ‘users’
● Partners will play one or more roles - support,
advise, beta-test initiatives, investment, etc.
Clients
TechnologyConsultants
Sister
Agencies
Internal
Teams
Your Agency
04
16. Being human
Arguably, the most important aspect of any agency
transformation process is people. The reasons for this
are broad, deep and largely self-evident.
Without involving the right people in the business,
iimagining , implementing and sustaining any
change initiatives will have failure baked in from the
outset. What you may see, by railroading change
through your agency, are perhaps a one or two year
financial uptick, but, a deep loss of faith, motivation
and talent which will undermine sustainability and
further change down the track. We’ve seen this too
often.
Engaging team members can take many forms. Baked into
solid design thinking is the continual feedback and involvement
of team members. Any sound design process will facilitate
teams being involved through all initiatives. Through this
involvement, a culture of agility and learning will also be built.
There are many approaches to engendering team involvement
as part of an agency transformation process, some of these are
outlined below with tools to support.
Change
Leads
Change
Teams
Change
Agents
Change
Partners
● CDO
● Chief Innovation
Officer
● Agile teams
● MVP teams
● Champions
across agency
● HR Department
● Consulting
Partners
Change
systems /
approaches /
tools to support
teams &
individuals
1. Human centered design principles and approaches
2. Transformational Readiness Audits across agency. See next
3. Digital training and upskilling
4. Implementation of communication processes and channels (road shows,
lunch & learn sessions, innovation excursions etc.)
05
17. How ready is
your agency to
change?
Transformational readiness factors in
people, operations, the context of the
business and the crucial element of
leadership. The example to the right,
is an extract from a more
comprehensive Alonso//Poli audit
framework.
These audits are not just about ticking
boxes and providing scores. They
perform the helpful task of beginning
and aligning the internal dialogue on
the need and direction of the
transformation required. It helps you
understand, ‘Where to start?’
Used properly, they break down walls,
bring disparate mindsets together,
can offer tracking on progress when
repeated over time and begin
creating shared language for change. Alonso//Poli
The degree to which the real 'Problem Space' is known, considered, and
included in the agency change process.
Market & Customer Insights
What is the degree to which change direction is based on a clear
customer and market reality and insight?
The majority of our
new product or service
development is from
the 'inside-out'
New project teams
have a validated
external market need
they are addressing
To what degree is there a language of customer centricity from
senior management?
Language of customer
centricity does not
exist
Customers are in the
middle of the decision
making process across
the agency
18. The discussion isn’t about
the Agency of the Future model,
it is about moving towards
your Agency of the Future model.
19. Monica is passionate about designing new services & experiences that
humans love, as well as the value propositions & business models behind
them. Her areas of expertise are Design Thinking, Innovation Facilitation,
Customer Experience & Product Development.
Over the last 15 years, Monica has led strategic digital initiatives for global
brands such as Bombardier, Takeda, Virgin & Nissan, as well as managed
CX/Design teams & Innovation Labs across Europe & Asia.
MONICA ALONSO
#INNOVATIONFACILITATOR
#STRATEGY #DESIGNTHINKING
#CX #PRODUCT&SERVICES
Piero has been assisting medium & large organisation’s on their digital
transformations since the early 2000’s. He is passionate about the human
impact of change & aligning an organisation to affect the change
required - in the most human way possible.
Piero has led digital transformation efforts globally for companies such as
Telstra, the Australian Government, Emirates Airlines, Swarovski, Warner
Music, Ladbrokes & Takeda. He has also built & managed regional teams
of over 60 people to deliver integrated transformation & consulting
services for these clients. Piero has build and lead creative, media and
digital agencies and held senior positions in Havas and Omnicom
agencies in London, Spain and Dubai.
PIERO POLI
#STRATEGY #CHANGEMANAGEMENT
#BUSINESSDEVELOPMENT
#MEDIA #COMMUNICATIONS #ADVERTISING
Who we are
We work with businesses
on how to transform.
Alonso//Poli was formed because, after 30+ years of combined
business transformation and innovation experience, we got
too far away from “the doing”. We exist to make ideas
happen. We work closely with our clients to tackle the
obstacles between vision and reality in order to materialise
transformation.
We’re growing. Recently, we partnered with Duval Union
Consulting, a transformation consultancy with offices in
Amsterdam, Ghent and Dubai. Our combined experience
means over 40 passionate and experienced individuals who
can partner on your agency’s transformation needs.
We hope you found the read useful, most of all, inspiring.
Drop us a line at hello@alonsopoli.com to start a
conversation, we’d love to hear your thoughts.