Diakui atau tidak, para orangtua kebanyakan mengenal anaknya secara superfisial, tidak mendalam. Presentasi ini dibuat untuk membantu orangtua mengetahui dan mengenal anak secara lebih dalam. Secara lebih spesifik, pengenalan akan anak difokuskan pada kecerdasan majemuk yang dimiliki, bukan hanya IQ. Selain itu, orangtua akan dibantu mengenal karakter anak yang dapat membantu mereka membesarkan dan mendidik anak dengan cara yang lebih sesuai.
Diakui atau tidak, para orangtua kebanyakan mengenal anaknya secara superfisial, tidak mendalam. Presentasi ini dibuat untuk membantu orangtua mengetahui dan mengenal anak secara lebih dalam. Secara lebih spesifik, pengenalan akan anak difokuskan pada kecerdasan majemuk yang dimiliki, bukan hanya IQ. Selain itu, orangtua akan dibantu mengenal karakter anak yang dapat membantu mereka membesarkan dan mendidik anak dengan cara yang lebih sesuai.
Buku Change ! manajemen perubahan dan manajemen harapan yang diterbitkan PT. Gramedia Pustaka Utama pertama kali di Jakarta pada tahun 2005. Cetakan terakhir yakni keduabelas pada November 2013 dengan 47 halaman pengantar dan 434 halaman inti yang terbagi dalam 5 Bagian dengan 14 Bab.
Presentasi disampaikan di hadapan para warga senior berusia 50 tahun ke atas. Tujuannya adalah untuk membantu mereka memahami proses menjadi tua dan bahagia, serta menerima kenyataan ini sebagai sebuah peluang untuk mencapai kepenuhan hidup dan menjadi penolong bagi sesama dan generasi yang lebih muda.
http://mindpersuasion.com/
Your beliefs are based on what happened to you as a kid. Luckily, those events are not set in stone. Here's how to change them: http://mindpersuasion.com/emotional-freedom/
Case presentation on eastman kodak organizational life cycleShekhar kumar
Powerpoint presentation on ogranizational life cycle of EASTMAN KOADAK .Learning from the case study.:
Learnings:
#External environment can be deceiving
#Change happens
#Greatest strength can be weakness
#Innovation is not the perfect solution
#Its not all over till its over
A great example of strategic failure.
Talent Management Strategies for a Vuca World for NCA HRAShirley Davis
The term "VUCA" has recently been used in the business world to refer to the volatile, uncertain, complex and ambiguous business environment that is the “new normal.” With this new reality brings new complexities and new opportunities and requires you to adopt new ways of acquiring, hiring, developing, leading, and retaining great talent. Dr. Shirley Davis, SPHR will reveal some of the top trends and complexities of the 21st century global workforce that should be top of mind for all business leaders. At the end of this session you will be able to:
Define what the VUCA world is and what the current and future conditions that characterize a VUCA world are.
Outline the strategic business implications of a VUCA world for the HR profession.
Describe 10 innovative talent management strategies that some of the world's most admired companies employ in order to attract, hire, engage and retain top talent.
List the key competencies that every HR professional and business leader should demonstrate in order to lead in a VUCA world.
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
The Story of Oliver Bloggs, a Lean Canvas Storyboarder: From the Business Mod...Rod King, Ph.D.
These days, at nearly every large gathering of entrepreneurs especially those in the Lean Startup Movement, you’ll hear the requiem for the traditional business plan being loudly played: “The traditional business plan is dead. The business plan is dead.”
Although the Business Plan thinks that reports of its death are highly exaggerated, the writing on the wall for the demise of the traditional business plan is clear. The “obese” Business Plan is slow and not very useful for organizing ideas and managing changes in today’s fast moving and unpredictable environments especially in the world of startups. So, how are startups currently organizing, managing, and sharing ideas regarding their emerging business models?
Startups are using two main tools for organizing and managing ideas. There’s one school of startups focusing on use of the Business Model Canvas while another school focuses on used of the Lean Canvas. So, which tool is better for organizing, managing, and sharing ideas: the Business Model Canvas or the Lean Canvas? See what Oliver Bloggs has to say here: http://goo.gl/Cky3nJ
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the G...Rod King, Ph.D.
There have been many world-changing organizations in the past. And there are many world-changing organizations at present. Examples of world-changing organizations include Apple, Google, Amazon, Facebook, and Twitter. But how are world-changing organizations created? How does an individual or a team move from an idea to a world-changing business?
The world of business literature is full of books providing frameworks that explain how world-changing organizations are created as well as operate. Popular frameworks and tools include the following:
* James Collins & Jerry Porras's Core Ideology-Envisioned Future Framework in their "Built To Last" book
* Simon Sinek's Golden Circle in his "Start With Why" book
* Michael Porter's Competitive Strategy in his book "Competitive Strategy"
* W. Chan Kim & Renee Mauborgne's Blue Ocean Strategy in their book, "Blue Ocean Strategy"
* A.J. Lafley & Roger L. Martin's Strategic Choice Cascade Framework in their book, "Playing to Win"
* Robert S. Kaplan & David P. Norton's Balanced Scorecard in their book, "The Balanced Scorecard"
* Alexander Osterwalder & Yves Pigneur's Business Model Canvas in their book, "Business Model Generation"
* Eric Ries's Vision-Strategy-Product (VSP) Pyramid and Build-Measure-Learn (BML) Loop in his book, "The Lean Startup"
In spite of the proliferation of tools that describe as well as predict how world-changing organizations are created, the frameworks and tools including those above hardly reference or "talk" to each other. The result is a piecemeal approach to describing and building world-changing organizations. The consequence is the high failure rate of about 90% of startups that attempt to create world-changing products, services, and/or organizations.
In contrast to previous approaches, this presentation introduces a holistic framework - Business DNA Pyramid - that features 3 game-changing DNA questions that can be used to comprehensively explain as well as build world-changing organizations starting from just an idea. Despite the simplicity and coherence of the framework of the Business DNA Pyramid, building a world-changing organization is complex in reality. However, answering the 3 DNA Questions, which involve vertical and horizontal integration of the DNA (Design; Needs; Aspirations) of an organization, would facilitate the creation of world-changing organizations.
Hopefully, the transparency, scalability, and common visual language of the Business DNA Pyramid would help entrepreneurs, startups, and established organizations to effectively and efficiently achieve their world-changing visions. And certainly, our world would be a much better and happier place.
What do you think?
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
Kewirausahaan adalah upaya untuk mengidentifikasi, mengembangkan dan mengintegrasikan inovasi, peluang dan cara terbaik untuk melakukannya.
Kewirausahaan dan kewirausahaan itu sendiri, dikombinasikan dengan sumber daya lain seperti sumber daya alam, modal dan teknologi, merupakan upaya untuk menciptakan kekayaan dan kemakmuran dengan menciptakan lapangan kerja, pendapatan dan produk yang dibutuhkan masyarakat.
Buku Change ! manajemen perubahan dan manajemen harapan yang diterbitkan PT. Gramedia Pustaka Utama pertama kali di Jakarta pada tahun 2005. Cetakan terakhir yakni keduabelas pada November 2013 dengan 47 halaman pengantar dan 434 halaman inti yang terbagi dalam 5 Bagian dengan 14 Bab.
Presentasi disampaikan di hadapan para warga senior berusia 50 tahun ke atas. Tujuannya adalah untuk membantu mereka memahami proses menjadi tua dan bahagia, serta menerima kenyataan ini sebagai sebuah peluang untuk mencapai kepenuhan hidup dan menjadi penolong bagi sesama dan generasi yang lebih muda.
http://mindpersuasion.com/
Your beliefs are based on what happened to you as a kid. Luckily, those events are not set in stone. Here's how to change them: http://mindpersuasion.com/emotional-freedom/
Case presentation on eastman kodak organizational life cycleShekhar kumar
Powerpoint presentation on ogranizational life cycle of EASTMAN KOADAK .Learning from the case study.:
Learnings:
#External environment can be deceiving
#Change happens
#Greatest strength can be weakness
#Innovation is not the perfect solution
#Its not all over till its over
A great example of strategic failure.
Talent Management Strategies for a Vuca World for NCA HRAShirley Davis
The term "VUCA" has recently been used in the business world to refer to the volatile, uncertain, complex and ambiguous business environment that is the “new normal.” With this new reality brings new complexities and new opportunities and requires you to adopt new ways of acquiring, hiring, developing, leading, and retaining great talent. Dr. Shirley Davis, SPHR will reveal some of the top trends and complexities of the 21st century global workforce that should be top of mind for all business leaders. At the end of this session you will be able to:
Define what the VUCA world is and what the current and future conditions that characterize a VUCA world are.
Outline the strategic business implications of a VUCA world for the HR profession.
Describe 10 innovative talent management strategies that some of the world's most admired companies employ in order to attract, hire, engage and retain top talent.
List the key competencies that every HR professional and business leader should demonstrate in order to lead in a VUCA world.
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
The Story of Oliver Bloggs, a Lean Canvas Storyboarder: From the Business Mod...Rod King, Ph.D.
These days, at nearly every large gathering of entrepreneurs especially those in the Lean Startup Movement, you’ll hear the requiem for the traditional business plan being loudly played: “The traditional business plan is dead. The business plan is dead.”
Although the Business Plan thinks that reports of its death are highly exaggerated, the writing on the wall for the demise of the traditional business plan is clear. The “obese” Business Plan is slow and not very useful for organizing ideas and managing changes in today’s fast moving and unpredictable environments especially in the world of startups. So, how are startups currently organizing, managing, and sharing ideas regarding their emerging business models?
Startups are using two main tools for organizing and managing ideas. There’s one school of startups focusing on use of the Business Model Canvas while another school focuses on used of the Lean Canvas. So, which tool is better for organizing, managing, and sharing ideas: the Business Model Canvas or the Lean Canvas? See what Oliver Bloggs has to say here: http://goo.gl/Cky3nJ
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the G...Rod King, Ph.D.
There have been many world-changing organizations in the past. And there are many world-changing organizations at present. Examples of world-changing organizations include Apple, Google, Amazon, Facebook, and Twitter. But how are world-changing organizations created? How does an individual or a team move from an idea to a world-changing business?
The world of business literature is full of books providing frameworks that explain how world-changing organizations are created as well as operate. Popular frameworks and tools include the following:
* James Collins & Jerry Porras's Core Ideology-Envisioned Future Framework in their "Built To Last" book
* Simon Sinek's Golden Circle in his "Start With Why" book
* Michael Porter's Competitive Strategy in his book "Competitive Strategy"
* W. Chan Kim & Renee Mauborgne's Blue Ocean Strategy in their book, "Blue Ocean Strategy"
* A.J. Lafley & Roger L. Martin's Strategic Choice Cascade Framework in their book, "Playing to Win"
* Robert S. Kaplan & David P. Norton's Balanced Scorecard in their book, "The Balanced Scorecard"
* Alexander Osterwalder & Yves Pigneur's Business Model Canvas in their book, "Business Model Generation"
* Eric Ries's Vision-Strategy-Product (VSP) Pyramid and Build-Measure-Learn (BML) Loop in his book, "The Lean Startup"
In spite of the proliferation of tools that describe as well as predict how world-changing organizations are created, the frameworks and tools including those above hardly reference or "talk" to each other. The result is a piecemeal approach to describing and building world-changing organizations. The consequence is the high failure rate of about 90% of startups that attempt to create world-changing products, services, and/or organizations.
In contrast to previous approaches, this presentation introduces a holistic framework - Business DNA Pyramid - that features 3 game-changing DNA questions that can be used to comprehensively explain as well as build world-changing organizations starting from just an idea. Despite the simplicity and coherence of the framework of the Business DNA Pyramid, building a world-changing organization is complex in reality. However, answering the 3 DNA Questions, which involve vertical and horizontal integration of the DNA (Design; Needs; Aspirations) of an organization, would facilitate the creation of world-changing organizations.
Hopefully, the transparency, scalability, and common visual language of the Business DNA Pyramid would help entrepreneurs, startups, and established organizations to effectively and efficiently achieve their world-changing visions. And certainly, our world would be a much better and happier place.
What do you think?
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
Kewirausahaan adalah upaya untuk mengidentifikasi, mengembangkan dan mengintegrasikan inovasi, peluang dan cara terbaik untuk melakukannya.
Kewirausahaan dan kewirausahaan itu sendiri, dikombinasikan dengan sumber daya lain seperti sumber daya alam, modal dan teknologi, merupakan upaya untuk menciptakan kekayaan dan kemakmuran dengan menciptakan lapangan kerja, pendapatan dan produk yang dibutuhkan masyarakat.
Istilah kewirausahaan acap kali disebut dengan “entrepreunership” sebuah istilah yang lahir dari bahasa Perancis “entrependre- to undertake”. Dalam realitas sosial seorang orang yang melakukan enterprise adalah one who organize, manage, and assumes the risk of business or entreprice
DI AMBIL DARI JURNAL: Relationship Bonding Tactics, Personality Traits, Relationship Quality and Customer Loyalty: Behavioral Sequence in Retail Environment
Hafedh Ibrahim* and Faouzi Najjar**
Jasa Cuci Sofa Terdekat Bogor Barat Bogor.PDFRajaclean
Jasa Cuci Sofa Bogor Barat Bogor, Cuci Sofa Terdekat Bogor Barat Bogor, Laundry Sofa Bogor Barat Bogor, Cuci Sofa Jakarta Bogor Barat Bogor, Cuci Sofa Kulit Bogor Barat Bogor, Cuci Sofa Panggilan Bogor Barat Bogor, Cuci Sofa Di Rumah Bogor Barat Bogor, Jasa Cuci Sofa Terdekat Bogor Barat Bogor, Cuci Sofa Fabric Bogor Barat Bogor, Laundry Sofa Terdekat Bogor Barat Bogor,
Jasa cuci sofa kini semakin diminati karena kepraktisannya. Dengan menggunakan jasa ini, Anda tidak perlu repot mencuci sofa sendiri. Profesional dalam bidang ini dilengkapi dengan peralatan modern yang mampu membersihkan sofa hingga ke serat terdalam, menghilangkan kotoran dan bakteri yang tidak terlihat.
Forex, atau Foreign Exchange, adalah pasar global untuk perdagangan mata uang yang merupakan yang terbesar dan paling likuid di dunia, dengan volume perdagangan harian mencapai triliunan dolar. Pasar ini beroperasi 24 jam sehari melalui jaringan komputer global yang melibatkan bank, pialang, institusi, dan individu. Di forex, mata uang diperdagangkan berpasangan, seperti EUR/USD, dan nilai tukar mata uang ditentukan oleh permintaan dan penawaran di pasar bebas. Trader forex menggunakan analisis teknis dan fundamental untuk membuat keputusan perdagangan, serta berbagai strategi seperti day trading, swing trading, dan scalping untuk memaksimalkan keuntungan. Manajemen risiko, termasuk penggunaan stop-loss order dan diversifikasi, sangat penting dalam trading forex. Broker forex berperan sebagai perantara dan menawarkan berbagai platform trading seperti MetaTrader dan TradingView. Meskipun menawarkan peluang besar, trading forex juga memiliki risiko yang signifikan dan memerlukan edukasi serta disiplin yang baik.
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ppt metodologi penelitian bisnis digital Al faizAlfaiz21
Perkembangan teknologi saat ini telah memasuki segala bidang atau aspek, kita diperhadapkan dengan berbagai teknologi salah satunya pada investasi atau trading secara real-time. Salah satu bidang investasi yang cukup populer saat ini adalah perdagangan valuta asing atau Foreign Exchange (Forex). Pasar Foreign Exchange (forex) adalah inter-bank atau inter-dealer yang didirikan pada tahun 4971 ketika nilai tukar mengambang (floating rate) mulai diberlakukan. Tingginya minat dan ketertarikan masyarakat dunia terhadap dunia valuta asing atau forex (foreign exchange) meningkat cukup drastis dari tahun ke tahun. Hal tersebut dapat kita lihat dari data statistik yang diolah oleh BIS (Bank for International Settlement), yang mana menunjukkan data turnover foreign exchange market dari tahun 2001 yang hanya berkisar 1.239 billion menjadi 5.067 billion di tahun 2016 (Bank of International Settlement, 2016).
Forex merupakan sebuah investasi yang tergolong high risk dan high return investment program. Sebuah investasi yang memiliki risiko tinggi, tentu timbal baliknya juga profit yang tinggi, jadi kedua sisi, baik itu profit maupun risiko ini tidak dapat dipisahkan satu sama lainnya. Investasi menempatkan modal pada suatu perusahaan atau aset dengan harapan menghasilkan keuntungan dalam jangka waktu tertentu. Dalam berinvestasi, harapan utama investor adalah memperoleh keuntungan dari transaksi yang dilakukannya. Transaksi yang dilakukan di Pasar Forex adalah antara dua pihak yang sepakat untuk melakukan perdagangan melalui fasilitas telepon atau electronic network sehingga investor dan pihak perusahaan tidak harus bertemu secara langsung untuk bertransaksi kecuali ketika penyerahan modal. Dalam melakukan investasi tersebut setiap perusahaan umumnya akan berusaha agar perluasannya dapat berkembang sesuai dengan tujuan perusahaan yaitu untuk mendapatkan laba sebesar-besarnya untuk kelangsungan hidup perusahaan.
1. MEMBUAT KELEDAI MENGAUM !!!
Dwi Hastho
14020115410009
MAGISTER ILMU ADMINISTRASI
KONSENTRASI ADMINISTRASI BISNIS
UNIVERSITAS DIPONEGORO 2015
DI ADAPTASI DARI BUKU
AGILITY
RHENALD KASALI: 2014
2. Sebuah hal yang sangat penting
Harus dimulai dari yang paling
sederhana, paling kecil dan yang
selalu berada di lingkungan sekitar
kita
3. POTRET KETANGKASAN SEORANG
SHEIK RASHID (UEA)
Berawal dari rasa cemas, Sheik
RashidMembuat transformasi ekonomi
yang Jenius dan Cermat !!!
4. Uni Emirat Arab
Merupakan Potret Sebuah Negara yang
tangkas (Agility Country)
Bukan hanya sekedar merespon
lingkungan,
Tapi juga menatap masa depan
5. Peran penting Sheik Rashid
Mendorong BUMN penerbanganya menjadi
maskapai kelas dunia
Dubai International Airport memiliki peran
yang sangat penting bagi belahan dunia
Timur Tengah, posisinya sama persis
dengan Changi International Airport
Singapore
7. Lalu Benarkah Perusahaanyang sudah
besarmenjadi sulit bermanuver???
Lihat kasus Exxon Mobil,
perusahaan migaspaling
menguntungkandan terbesar
sepanjang 1980-an
8. Diversifikasi tak menghasilkan keuntungan,
dengan cepat Exxon memangkasnya
Harga minyak jatuh, cepat-cepat Exxon
menyusutkan bisnisnya
Berbagai macam bencana telah membuat Exxon
secara dramatis meningkatkan kinerja Safety,
lingkungan dan kesehatannya
Mereka terus meningkatkan efisiensi, memangkas
3% karyawan per tahun
Menggenjot upaya eksplorasi migas dan
memperbaiki kapasitas teknisnya
11. Kemampuan yang menonjol pada peran SDM
adalah kemampuannya untuk mengubah hal-hal
yang rutin
Adanya resistensi pada perubahan sistem baru
yang akan diberlakukan bukanlah merupakan sifat
SDM yang AGILE
SDM yang AGILE tidak pernah terkunci pada
RIGIDITY
12. Ciri-ciri SDM AGILE
Mereka berinteraksi satu sama lain
Kemampuan mereka dalam mengorganisasi
diri sendiri
Mampu melakukan Co-Evolution
Mampu untuk selalu berada dalam kondisi
edge of chaos
13. Leadersip Agility, perusahaan yang merasa
dirinya mampu merespon peluang-peluang
baru dan mampu secara cepat mengambil
keputusan ditengah kondisi yang kurang
menentu mempunyai kesamaan karakter.
Jajaran manajemen puncaknya mampu
mengambil keputusan secara cepat tanpa
keraguan
Strategy Agility, kombinasi antara kesabaran
dalam menanti datangnya peluang dengan
keberanian dalam mengambil keputusan dan
mengeksekusi. Ada tiga faktor penting :
mengintai peluang, mitigasi resiko,
mengeksekusi secepat mungkin
14. Operational Agility, kapasitas perusahaan
untuk mampu mengidentifikasi dan
menangkap peluang lebih cepat ketimbang
para pesaingnya
Finance Agility, menekankan pentingnya
mengelola casgflow dan persyaratan
pembayaran tidak hanya untuk mengurangi
resiko tetapi untuk menangkap peluang
Inovation Agility, menekankan kompleksitas
dan ketidakpastian yang biasa terjadi jika
berada dalam kondisi edge of chaos
15. System Agility, untuk menjadi world class
company, sebaiknya memang kita
menerapkan sistem yang berkelas dunia pula
dan mengadopsinya sebagai kebutuhan
Portofolio Agility, menggambarkan
kemampuan perusahaan untuk dengan cepat
dan efektif mengalokasikan sumber dayanya
Kejujuran adalah myelin. Namun kejujuran
juga personal agility yang bisa di konversi ke
leadership, operational agility dan strategy
agility. Kalau agility dan myelin bisa
terbentuk, kita bisa menggunakannya sebagai
modal untuk meraih mimpi-mimpi besar kita.