New ways of doing and thinking evolves as the world changes. During the first half of the 19th century operational efficiency and productivity were the most important ingredients in manufacturing, that’s way Taylor’s Scientific Management was popular and was actually working. The fact was, the need for change was low. But after 80’s things have started to change faster than ever. Hence, the market became turbulent and responding to change has become a necessity for the enterprises. Taylor’s thinker and doer separation was no longer working as a result of need for thinking and acting fast. This fact brought us to ‘Agility'. Agility is about responding to change fast and efficiently. Enterprises need to learn the new way of managing and doing things without wasting time with bureaucracy, command-and-control and too much audit to gain Agility which requires a mindset shift in management at all level. Enterprises need to explore the value in flexible strategical management, self-organization, bottom-up intelligence and having highly motivated individuals. The point is: shift will happen. Where will you position your organization? On the Agile side or the old-school side.
StartUp Economy Analysis - Ecosystem PerspectiveGokul Alex
Excerpts from my session on Global StartUp Economy, Worldwide Ecosystems and the Emerging Trends in Kerala Ecosystem in the MANIA 2017 symposium organised by University of Kerala, Department of Management Studies and Institute of Management in Kerala.
New ways of doing and thinking evolves as the world changes. During the first half of the 19th century operational efficiency and productivity were the most important ingredients in manufacturing, that’s way Taylor’s Scientific Management was popular and was actually working. The fact was, the need for change was low. But after 80’s things have started to change faster than ever. Hence, the market became turbulent and responding to change has become a necessity for the enterprises. Taylor’s thinker and doer separation was no longer working as a result of need for thinking and acting fast. This fact brought us to ‘Agility'. Agility is about responding to change fast and efficiently. Enterprises need to learn the new way of managing and doing things without wasting time with bureaucracy, command-and-control and too much audit to gain Agility which requires a mindset shift in management at all level. Enterprises need to explore the value in flexible strategical management, self-organization, bottom-up intelligence and having highly motivated individuals. The point is: shift will happen. Where will you position your organization? On the Agile side or the old-school side.
StartUp Economy Analysis - Ecosystem PerspectiveGokul Alex
Excerpts from my session on Global StartUp Economy, Worldwide Ecosystems and the Emerging Trends in Kerala Ecosystem in the MANIA 2017 symposium organised by University of Kerala, Department of Management Studies and Institute of Management in Kerala.
This presentation was given by Nawaf Dhubaib, MHRMgt. On the 7th Nationalization summit that was held in Qatar on September 2011. It argues that HR systems should accommodate the changes in the workforce in the GCC who are now mostly from Generation Y.
This presentation is made to bring clear understanding and gives answers to questions like: What is AIESEC? What do we envision as an organization? What is our impact? And in what way do we make that impact possible? It is through what we called "The AIESEC Way" and it's actually Product Leadership that guides the how, why, when and where of product strategy and makes our vision become reality.
This presentation was given by Nawaf Dhubaib, MHRMgt. On the 7th Nationalization summit that was held in Qatar on September 2011. It argues that HR systems should accommodate the changes in the workforce in the GCC who are now mostly from Generation Y.
This presentation is made to bring clear understanding and gives answers to questions like: What is AIESEC? What do we envision as an organization? What is our impact? And in what way do we make that impact possible? It is through what we called "The AIESEC Way" and it's actually Product Leadership that guides the how, why, when and where of product strategy and makes our vision become reality.
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7. Localcommittee (LC) Offices of AIESEC in local universities (sometimes more than 1 per university) It’s lead byLC EB, directedbyLCP. Theycreatestrategies and implementplanstodeliverresultsthorughtheirmembers, alignedtoNationalPriorities and in thatorderto Global ones. AIESEC becomesaction at thislevel
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17. Membercommittee (MC) Countries are Members of AIESEC, that's why AIESEC at national levels receives this name. These teams guide the strategy of AIESEC in each country in order to achieve high impact and growth.EachAIESEC country has a National Group of leaders who guide the organization according to national reality and opportunities
22. GrowthNetwoks (GN) Accordingto similar countriesrealities and conditions AIESEC countries are grouped in GNs and each of themis lead by a VP Country Development Manager ( A part of AI Team)
24. AIESEC International Team of 22+ passionated and experienced AIESECers who lead AIESEC globally. They are lead by the PAI (President of AIESEC international). Part of this team are : 7 Vice-presidents of AIESEC main functional areas The rest are manager of specific projects or strategic areas