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I am pleased to share this article about what law firms are looking for in a Chief Marketing Officer and some of the opportunities and challenges for CMO candidates. Many thanks to contributors John Lamar, Kent Zimmerman and Laura Saklad.
Hanging the shoes in style!!: Planning & Preparing SME family business for p...Browne & Mohan
Family run businesses are a significant segment of any nation’s industrial structure. Exit for family led small and medium businesses happen predominantly through three channels: M&A, IPO or natural death. Unfortunately, many SME family businesses are ill prepared for the ownership transition. Most companies change hands in emergency situations such as illness or death of an owner or partner. Consequently, many SME family businesses (or their heirs) are forced to accept a transaction that is less desirable. Preparing a business for ownership change may bring in many an upside benefits even if the business is not finally sold. The inadvertent benefits that emerge because of planned changes may unbundle the hidden value of the company. In this paper, Browne & Mohan consultants share the approach that could be used by SME family business owners to profit from planned exit.
Family business transformation is complex and messy affair. Family businesses must not only untangle the tightly intertwined family from business, but also bring business focus into the family. Successful family business transformation requires thorough planning and diligent execution. In this paper, Browne & Mohan consultants share the steps a family business must pursue to remain competitive, sustain their relevance and grow over coming generations.
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
The document discusses strategies for scaling up a business to the next level. It outlines a 5-step process for scaling up: 1) evaluate current operations, 2) determine how to scale up through new positions, 3) scale up capacities, competencies and capabilities, 4) implement new structures, processes and ownership models, and 5) establish outcome and impact measures. Key aspects of scaling up include increasing current capabilities and offerings, strengthening talent, automating tasks, and integrating functions through improved structures and processes. Measurement of outputs, outcomes and impact is important to evaluate scaling up efforts and make adjustments.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
360 Degree Marketing: How to benefit from online and offline marketing commun...Browne & Mohan
With advent of online and mobile platforms, marketing managers now have both offline and online marketing assets to increase their brand reach and customer engagement. However, many companies do not plan and execute a marketing strategy that meshes assets available on different media. Moreover, companies do not use an extensive embellished strategy to keep in continuous touch with customers. In this white paper, Browne & Mohan consultants show how to integrate offline and online marketing assets systematically and build a strong extensive content strategy to develop from low cost low information intensive assets to costly high information intensive assets.
13 lessons for sme business transformationBrowne & Mohan
Browne & Mohan has had the privilege to work with Small and medium companies that pursued business transformation to improve their market relevance and financial sustainability. In this paper, we share 13 lessons gained from successful SME business transformation.
I am pleased to share this article about what law firms are looking for in a Chief Marketing Officer and some of the opportunities and challenges for CMO candidates. Many thanks to contributors John Lamar, Kent Zimmerman and Laura Saklad.
Hanging the shoes in style!!: Planning & Preparing SME family business for p...Browne & Mohan
Family run businesses are a significant segment of any nation’s industrial structure. Exit for family led small and medium businesses happen predominantly through three channels: M&A, IPO or natural death. Unfortunately, many SME family businesses are ill prepared for the ownership transition. Most companies change hands in emergency situations such as illness or death of an owner or partner. Consequently, many SME family businesses (or their heirs) are forced to accept a transaction that is less desirable. Preparing a business for ownership change may bring in many an upside benefits even if the business is not finally sold. The inadvertent benefits that emerge because of planned changes may unbundle the hidden value of the company. In this paper, Browne & Mohan consultants share the approach that could be used by SME family business owners to profit from planned exit.
Family business transformation is complex and messy affair. Family businesses must not only untangle the tightly intertwined family from business, but also bring business focus into the family. Successful family business transformation requires thorough planning and diligent execution. In this paper, Browne & Mohan consultants share the steps a family business must pursue to remain competitive, sustain their relevance and grow over coming generations.
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
The document discusses strategies for scaling up a business to the next level. It outlines a 5-step process for scaling up: 1) evaluate current operations, 2) determine how to scale up through new positions, 3) scale up capacities, competencies and capabilities, 4) implement new structures, processes and ownership models, and 5) establish outcome and impact measures. Key aspects of scaling up include increasing current capabilities and offerings, strengthening talent, automating tasks, and integrating functions through improved structures and processes. Measurement of outputs, outcomes and impact is important to evaluate scaling up efforts and make adjustments.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
360 Degree Marketing: How to benefit from online and offline marketing commun...Browne & Mohan
With advent of online and mobile platforms, marketing managers now have both offline and online marketing assets to increase their brand reach and customer engagement. However, many companies do not plan and execute a marketing strategy that meshes assets available on different media. Moreover, companies do not use an extensive embellished strategy to keep in continuous touch with customers. In this white paper, Browne & Mohan consultants show how to integrate offline and online marketing assets systematically and build a strong extensive content strategy to develop from low cost low information intensive assets to costly high information intensive assets.
13 lessons for sme business transformationBrowne & Mohan
Browne & Mohan has had the privilege to work with Small and medium companies that pursued business transformation to improve their market relevance and financial sustainability. In this paper, we share 13 lessons gained from successful SME business transformation.
The document discusses compensation strategies that can improve employee morale in today's business environment. It outlines four such strategies: [1] Paying employees based on competencies rather than hierarchical promotions; [2] Promoting employees for development opportunities in their current roles rather than moving to new positions; [3] Offering employees "proxies" for promotion like high-profile projects to boost skills and visibility; [4] Encouraging employees to proactively manage their own careers and development. The strategies aim to motivate employees under the new "psychological contract" where lifetime employment is no longer expected.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
The document discusses how developing an M&A playbook can help HR and organizations successfully execute mergers and acquisitions. It notes that people integration issues are among the most significant challenges in M&As. An M&A playbook provides a standardized process and tools to guide HR's role at each stage of a deal. Following the playbook's practices can accelerate the integration process and closing of the deal by months, realizing cost savings and synergies sooner and meeting targets on schedule. The playbook helps ensure people issues receive the same priority as financial aspects in achieving the long-term benefits of the merger or acquisition.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
This document summarizes the key points of connecting client and employee experiences to drive business success. It discusses how engaged employees can deliver a distinctive experience that leads to greater client loyalty and financial success. Specifically, it notes that a Harvard Business Review study found teams with engaged clients and employees were 3.4 times more effective financially. The document advocates bringing together different business functions like marketing, HR, etc. to develop client and employee experiences jointly and break down organizational silos. Measuring both client and employee feedback and linking various data can provide insights into leadership behaviors and impact.
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
The document discusses challenges that financial services companies face in attracting and retaining top talent. It outlines three main challenges: 1) Recruiting candidates with highly specialized skills as traditional jobs are replaced by technology. 2) Complying with extensive regulations in online recruiting. 3) Overcoming negative perceptions of the industry's reputation and culture. It provides solutions such as developing an employer brand through blogging, using inbound recruiting strategies to engage passive candidates, vetting social media posts for legal compliance, and emphasizing culture and trust in employer branding.
Sales operations centre (SOC) is the heart of sales operations. Many companies do not realize the benefits of sales transformation because they under invest in SOC or do not plan & roll it out like a project. The result inconsistent sales reviews, inefficient controls and unrealized outcomes. In this white paper, Browne & Mohan consultants share the best practice approach to build a strong sales operations centre
Rewards & recognition alignment with Life-cycle of EmployeesBrowne & Mohan
This document discusses aligning rewards and recognition programs with employees' career stages. It outlines five career stages: pre-career, early career, mid-career, late career, and encore career. For each stage, employees have different expectations and needs. The document argues that rewards programs should be tailored to each career stage to properly motivate employees. It provides examples of rewards that would appeal to employees in the pre-career stage, such as employee of the month awards and post-it note recognition, to acknowledge their efforts and sustain an appreciative culture.
The document provides an overview of compensation best practices based on a survey conducted by PayScale. Some key findings include:
- More organizations are giving base pay increases above 3% with 11% giving average increases over 5% and 34% giving their highest increase of over 10%.
- Reasons for raises include performance, retention, and market adjustments while cost of living adjustments remain common.
- Having a compensation strategy is important to prioritize compensation spend and align pay with business objectives and company culture. Most organizations have or are developing a strategy with top performers being most likely to have one already.
The document provides recommendations for turning around struggling manufacturing companies. It suggests developing a quick, executable turnaround plan focusing on cash flow by cutting costs, improving processes, and pursuing operational efficiencies. Companies should also improve customer experience, implement regular reporting, recognize employee contributions, and sustain focus on the turnaround goals.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
1) The document discusses a sales transformation framework that addresses structural alignment, adherence to sales processes, and incentive systems.
2) It presents a 4-stage process for sales transformation: data collection, solution configuration, briefing stakeholders on changes, and measuring outcomes.
3) The goal of sales transformation is to increase profitability and predictability while optimizing costs through structural and process changes.
Canadian procurement is experiencing a growth of jurisdiction, which often extends to previously unmanaged categories, with travel as an outstanding example. This report, produced in cooperation with Carlson Wagonlit Travel, take a close look at trends including:
- The growing role of the CPO
- Techniques for controlling travel spend and enforcing compliance
- The role of technology in proving procurement's value
This document discusses executive compensation peer groups and appropriate methodologies for constructing them. It recommends that peer groups consist of companies similar in both industry and size to the client, as these are the biggest factors influencing pay levels and structures. Additionally, peer companies should have revenues and market capitalizations within 0.5-2.0 times of the client's, in order to provide an appropriate basis for compensation comparisons. The document cautions against using "aspirational" or "talent" peer groups that do not accurately reflect the client's current size and industry.
The Competitiveness Of Hong Kong And Asian Accounting Firms Rev May 2012Robert_Sawhney
This document provides an overview of strategic management concepts for accounting firms. It discusses that marketing is about client value rather than promotion. High performing professional service firms are client focused, innovative, understand client industries, systematically collect market information, demand information sharing, communicate clear values, are aware of competitors, and think long term. Strategy involves choosing markets and services to deliver unique value. Implementation is challenging and requires changing mindsets to view marketing as strategic. The document also discusses globalization, strategic alliances, mergers, and alternatives to billable hours for pricing services.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
The document provides information about assignments related to human resource management. It lists 7 assignment questions related to topics like the role of HR in achieving organizational goals, job analysis, social media policies during COVID-19, recommendations for an upcoming board meeting during COVID-19, HR structural alternatives, Larry Greiner's model, and corporate social responsibility. It also provides a case study on mergers and acquisitions. The case discusses how Cisco Systems handles human resource issues during acquisitions better than most companies by getting personal approval from CEOs before any layoffs and focusing on employee morale. Students are asked to investigate Cisco's approach and what makes their acquisitions successful from an HR perspective, and how Cisco differs from other organizations in handling employees
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
Elevate your enterprise cfo role reportCor Ranzijn
Companies in virtually every industry are undergoing a secular change to new, platform- based businesses. To thrive, organizations need to digitally reinvent their enterprise business
and operating models. CFO"s continue to be instrumental in providing the analytical insights to help the enterprise invest capital into new opportunities. Essential to this process is a highly collaborative, in-synch C-suite. The CFO’s newest mandate – to help steer the strategic direction
of the enterprise and do so iteratively – requires changes to their finance organizations. Startlingly, nearly half of CFOs report their own finance organizations fall short of what’s required.
Digital transformation and sustained shareholder supportGerrard Schmid
I recently collaborated with Craig Hapelt and Kilian Berz at BCG on the link between digital transformation and sustained shareholder support. A key topic for public companies as they wrestle with the implications of transforming their business models.
Pleased that our transformation journey at D+H formed a backdrop for this work. Hats off to all my former colleagues that helped us on that journey.
The document discusses compensation strategies that can improve employee morale in today's business environment. It outlines four such strategies: [1] Paying employees based on competencies rather than hierarchical promotions; [2] Promoting employees for development opportunities in their current roles rather than moving to new positions; [3] Offering employees "proxies" for promotion like high-profile projects to boost skills and visibility; [4] Encouraging employees to proactively manage their own careers and development. The strategies aim to motivate employees under the new "psychological contract" where lifetime employment is no longer expected.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
The document discusses how developing an M&A playbook can help HR and organizations successfully execute mergers and acquisitions. It notes that people integration issues are among the most significant challenges in M&As. An M&A playbook provides a standardized process and tools to guide HR's role at each stage of a deal. Following the playbook's practices can accelerate the integration process and closing of the deal by months, realizing cost savings and synergies sooner and meeting targets on schedule. The playbook helps ensure people issues receive the same priority as financial aspects in achieving the long-term benefits of the merger or acquisition.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
This document summarizes the key points of connecting client and employee experiences to drive business success. It discusses how engaged employees can deliver a distinctive experience that leads to greater client loyalty and financial success. Specifically, it notes that a Harvard Business Review study found teams with engaged clients and employees were 3.4 times more effective financially. The document advocates bringing together different business functions like marketing, HR, etc. to develop client and employee experiences jointly and break down organizational silos. Measuring both client and employee feedback and linking various data can provide insights into leadership behaviors and impact.
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
The document discusses challenges that financial services companies face in attracting and retaining top talent. It outlines three main challenges: 1) Recruiting candidates with highly specialized skills as traditional jobs are replaced by technology. 2) Complying with extensive regulations in online recruiting. 3) Overcoming negative perceptions of the industry's reputation and culture. It provides solutions such as developing an employer brand through blogging, using inbound recruiting strategies to engage passive candidates, vetting social media posts for legal compliance, and emphasizing culture and trust in employer branding.
Sales operations centre (SOC) is the heart of sales operations. Many companies do not realize the benefits of sales transformation because they under invest in SOC or do not plan & roll it out like a project. The result inconsistent sales reviews, inefficient controls and unrealized outcomes. In this white paper, Browne & Mohan consultants share the best practice approach to build a strong sales operations centre
Rewards & recognition alignment with Life-cycle of EmployeesBrowne & Mohan
This document discusses aligning rewards and recognition programs with employees' career stages. It outlines five career stages: pre-career, early career, mid-career, late career, and encore career. For each stage, employees have different expectations and needs. The document argues that rewards programs should be tailored to each career stage to properly motivate employees. It provides examples of rewards that would appeal to employees in the pre-career stage, such as employee of the month awards and post-it note recognition, to acknowledge their efforts and sustain an appreciative culture.
The document provides an overview of compensation best practices based on a survey conducted by PayScale. Some key findings include:
- More organizations are giving base pay increases above 3% with 11% giving average increases over 5% and 34% giving their highest increase of over 10%.
- Reasons for raises include performance, retention, and market adjustments while cost of living adjustments remain common.
- Having a compensation strategy is important to prioritize compensation spend and align pay with business objectives and company culture. Most organizations have or are developing a strategy with top performers being most likely to have one already.
The document provides recommendations for turning around struggling manufacturing companies. It suggests developing a quick, executable turnaround plan focusing on cash flow by cutting costs, improving processes, and pursuing operational efficiencies. Companies should also improve customer experience, implement regular reporting, recognize employee contributions, and sustain focus on the turnaround goals.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
1) The document discusses a sales transformation framework that addresses structural alignment, adherence to sales processes, and incentive systems.
2) It presents a 4-stage process for sales transformation: data collection, solution configuration, briefing stakeholders on changes, and measuring outcomes.
3) The goal of sales transformation is to increase profitability and predictability while optimizing costs through structural and process changes.
Canadian procurement is experiencing a growth of jurisdiction, which often extends to previously unmanaged categories, with travel as an outstanding example. This report, produced in cooperation with Carlson Wagonlit Travel, take a close look at trends including:
- The growing role of the CPO
- Techniques for controlling travel spend and enforcing compliance
- The role of technology in proving procurement's value
This document discusses executive compensation peer groups and appropriate methodologies for constructing them. It recommends that peer groups consist of companies similar in both industry and size to the client, as these are the biggest factors influencing pay levels and structures. Additionally, peer companies should have revenues and market capitalizations within 0.5-2.0 times of the client's, in order to provide an appropriate basis for compensation comparisons. The document cautions against using "aspirational" or "talent" peer groups that do not accurately reflect the client's current size and industry.
The Competitiveness Of Hong Kong And Asian Accounting Firms Rev May 2012Robert_Sawhney
This document provides an overview of strategic management concepts for accounting firms. It discusses that marketing is about client value rather than promotion. High performing professional service firms are client focused, innovative, understand client industries, systematically collect market information, demand information sharing, communicate clear values, are aware of competitors, and think long term. Strategy involves choosing markets and services to deliver unique value. Implementation is challenging and requires changing mindsets to view marketing as strategic. The document also discusses globalization, strategic alliances, mergers, and alternatives to billable hours for pricing services.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
The document provides information about assignments related to human resource management. It lists 7 assignment questions related to topics like the role of HR in achieving organizational goals, job analysis, social media policies during COVID-19, recommendations for an upcoming board meeting during COVID-19, HR structural alternatives, Larry Greiner's model, and corporate social responsibility. It also provides a case study on mergers and acquisitions. The case discusses how Cisco Systems handles human resource issues during acquisitions better than most companies by getting personal approval from CEOs before any layoffs and focusing on employee morale. Students are asked to investigate Cisco's approach and what makes their acquisitions successful from an HR perspective, and how Cisco differs from other organizations in handling employees
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
Elevate your enterprise cfo role reportCor Ranzijn
Companies in virtually every industry are undergoing a secular change to new, platform- based businesses. To thrive, organizations need to digitally reinvent their enterprise business
and operating models. CFO"s continue to be instrumental in providing the analytical insights to help the enterprise invest capital into new opportunities. Essential to this process is a highly collaborative, in-synch C-suite. The CFO’s newest mandate – to help steer the strategic direction
of the enterprise and do so iteratively – requires changes to their finance organizations. Startlingly, nearly half of CFOs report their own finance organizations fall short of what’s required.
Digital transformation and sustained shareholder supportGerrard Schmid
I recently collaborated with Craig Hapelt and Kilian Berz at BCG on the link between digital transformation and sustained shareholder support. A key topic for public companies as they wrestle with the implications of transforming their business models.
Pleased that our transformation journey at D+H formed a backdrop for this work. Hats off to all my former colleagues that helped us on that journey.
This document discusses four critical elements of a marketing strategy: brand promise, marketing analytics and automation, referrals, and leadership. It argues that a strong brand promise that is embraced by the entire organization is very important. It also stresses the importance of utilizing analytics of member data to better understand the most profitable members and focus marketing efforts. Developing a referral strategy that encourages existing members to refer others is also recommended. Strong leadership is needed to successfully implement all elements of the marketing strategy.
This document discusses strategies for building a learning organization, including goal alignment, skill development, and talent mobility. It emphasizes that the only sustainable competitive advantage is an organization's ability to learn faster than its competition, and that managers must be lifelong learners. It provides examples of how goal alignment, skill development through training opportunities, and talent mobility through cross-training can improve employee engagement, productivity, and company profitability.
The document discusses challenges faced by Chief Strategy Officers (CSOs) in fulfilling their role. It finds that only 25% of CSOs feel very successful in creating value for their company. Common issues CSOs face include unclear priorities, spending too much time on tactical tasks instead of strategy, and not having a strong voice at the leadership table. It provides recommendations for companies to better utilize their CSO, such as making strategy a top executive priority, improving the strategic planning process, and clarifying the CSO's role and focus on strategic questions. When implemented, these recommendations can help CSOs unlock their full potential to drive company strategy and competitive advantage.
Catalyft Mergers and Acquisitions ExperiencesTom Atwood
Our operational perspective: Whether kicking the tires in the consideration stage or making the right moves after the deal is done, make sure your mergers and acquisitions create a beautiful, growth-oriented team. Ensure your new firm silences the doubters by minding these 12 operational building blocks of M & A success
1) The document discusses alignment gaps between firm-wide leader expectations and marketing/business development capabilities during the pandemic, based on a survey.
2) The survey found that while traditional marketing/BD services require minor enhancements, larger gaps exist for commercial advisory skills like developing new services and pricing strategies.
3) The largest gaps were for sourcing new client opportunities and direct client approaches, indicating a need for recruiting specialists or consultants in sales and business development.
4) The Managing Partners' Forum chair recommends more frequent communication between marketing/BD directors and firm-wide leaders to ensure resources are aligned with shifting needs in the volatile market.
1) Getting talent on the right track requires a long term talent strategy rather than quick fixes, which can perpetuate a cycle of catching one's own tail.
2) Building a robust talent bench through a 5+ year strategy that identifies critical capabilities and allows flexibility is key to absorbing short term issues.
3) Developing a talent culture through leadership commitment, measurement, and forums for discussing talent can help ensure the right people are identified and developed for key roles.
292018 Getting organizational redesign right McKinsey & Co.docxtamicawaysmith
2/9/2018 Getting organizational redesign right | McKinsey & Company
https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right 1/12
Article
June 2015
McKinsey Quarterly
Getting organizational redesign right
By Steven Aronowitz, Aaron De Smet, and Deirdre McGinty
“I
Companies will better integrate their people, processes, and
structures by following nine golden rules.
f at first you don’t succeed, try, try, try again.” If W. E. Hickson, the British
author known for popularizing that familiar proverb in the mid-19th century,
were alive today, he might easily be applying it (disparagingly) to the efforts of modern
corporations to redesign their organizations.
Recent McKinsey research surveying a large set of global executives suggests that many
companies, these days, are in a nearly permanent state of organizational flux. Almost 60
percent of the respondents, for example, told us they had experienced a redesign within
the past two years, and an additional 25 percent said they experienced a redesign three or
more years ago. A generation or two back, most executives might have experienced some
sort of organizational upheaval just a few times over the course of their careers.
One plausible explanation for this new flurry of activity is the accelerating pace of
strategic change driven by the disruption of industries. As a result, every time a company
switches direction, it alters the organization to deliver the hoped-for results. Rather than
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https://www.mckinsey.com/business-functions/organization/our-insights
2/9/2018 Getting organizational redesign right | McKinsey & Company
https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right 2/12
small, incremental tweaks of the kind that might have been appropriate in the past,
today’s organizations often need regular shake-ups of the Big Bang variety.
Frustratingly, it also appears that the frequency of organizational redesign reflects a high
level of disappointment with the outcome. According to McKinsey’s research, less than a
quarter of organizational-redesign efforts succeed. Forty-four percent run out of steam
after getting under way, while a third fail to meet objectives or improve performance after
implementation.
The good news is that companies can do better—much better. In this article, we’ll
describe what we learned when we compared successful and unsuccessful organiza ...
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
This document provides instructions for an assignment for an MBA program. It tells students to submit their assignments by August 16th electronically and August 17th as a hard copy. It warns that assignments submitted late will lose 10% per day. It also warns against plagiarism and instructs students to reference sources properly. The assignment contains 8 questions worth a total of 60 marks covering topics like mobile applications, data vs. information, information systems for a growing company, package tracking systems, RFID, GIS, CRM systems, analyzing internet usage statistics, e-commerce website concerns, and benefits of technologies like OLAP and cloud computing.
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Most of the International B Schools (Distance Learning) they provide Home base exams. And they provide only few days to write case study solutions / Question answers. For Students, working employees it’s very difficult to finding the answers and to write. So we are here to help all Candidates (PHD, MBA, EMBA, DMS, BMS, GDM, MIS, MIB, PGDM…). We are a team of highly committed professionals will help you to write Answer sheets.
ASSIGNMENT HELP:
Assignment preparation is very big task for working professional. Because the main thing is time. Here are the skills for Preparing Assignment.
What sort of writer are you?
Writing University-level assignments
Where and when to work on writing tasks
Understanding the question: Process words
Focusing on the content or topic
Course and subject-specific types of writing
Planning your writing
Types of planning – spider diagrams / Mind Mapping, outlines, lists
Planning assignments by paragraphs
“Help! Planning does not work for me!”
Gathering information and keeping good records
Building your list of sources
Preparing for writing: presentation and style
Academic conventions
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Nearly everyone encounters an essay exam sometime at some point in their schooling. Essay exams are especially common in secondary school. Depending on the subject and person, it may take a lot of studying and preparation or it may be very simple. In either case, knowing if you are prepared is important for being confident and calm to write the exam.
Custom Essay help is another similar service provided under the brand of Case study solutions. With our essay writing service you can expect to get top quality essay in no time and achieve academic excellence.
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The marketing function has changed profoundly in recent years, thanks to its position atop growing mountains of valuable customer data. The Chief Marketing Officer’s influence is growing, too, along with expectations to deliver business results. Indeed, the pressure’s on for Marketing to improve its analytics game – big time.
A new CMO role: leveraging an organization’s purpose for strategic advantageTata Consultancy Services
Sales & marketing has seen a digital transformation & solving customer issues has become vital. These shifts will now reshape the jobs of CMOs, CEOs, & CFOs.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
1. 1
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SBS – MBA
Human Resource Management
Assignment II
QAR 2018
UNIT TITLE UNIT CODE
Name (in Full)
____________________________________________________________
GENERAL INSTRUCTIONS
All assignmentsare tobesubmittedon18thOctober2018toexaminationboard@atmsedu.organd
cc to afatima@atmsedu.org.
Hardcopy submissions to be done on 19th October 2018
If assignmentisnotsubmittedondate,will followwithpenaltyof10% deductionofmarksforevery
day.
Similaritybetweenstudentsworkisstrictlynotaccepted,anystudentfoundwithsimilarworkwill
be gradedZeroandfail forthe course.However,Plagiarismisanacademicoffence andwill notbe
tolerated under SBS
Assignment once submitted to exam board is final for marking.
PRESENTATIONOF ASSIGNMENT
You should include a title page and list of contents.
Use headingsandsub-headingstoorganize yourreportand include supportingmaterial inthe
document file.
2. 2
Number all pages sequentially.
Anypublishedmaterialyourefertoshouldbe properlyreferencedandincludedinareference
list at the end of your assignment (see Plagiarism notice overleaf).
Total Marks: _______ / 60
4. 4
Mergers and Acquisitions
In the past, the decisioncriteriafor mergersand acquisitionswere typicallybasedonconsiderations
such as the strategic fit of the merged organizations, financial criteria, and operational criteria.
Mergers and acquisitionswere oftenconductedwithoutmuchregard for the human resource issues
that would be faced when the organizations were joined.As a result, several undesirable effects on
the organizations’ human resources commonly occurred.
Nonetheless, competitive conditions favor mergers and acquisitions and they remain a frequent
occurrence. Examples of mergers among some of the largest companies include the following:
Honeywell and Allied Signal, British Petroleum and Amoco, Exxon and Mobil, Lockheed and Martin,
BoeingandMcDonnell Douglas,SBCand PacificTelesis,AmericaOnlineandTime Warner,Burlington
NorthernandSantaFe,UnionPacificandSouthernPacific,Daimler-BenzandChrysler,FordandVolvo,
and Bank of America and NationsBank.
Layoffs often accompany mergers or acquisitions, particularly if the two organizations are from the
same industry. In addition to layoffs related to redundancies, top managers of acquiring firms may
terminate some competentemployeesbecause theydonotfitinwiththe new culture of the merged
organizationorbecause theirloyaltyto the new managementmaybe suspect.The desire fora good
fitwiththe cultural objectivesof the new organizationandloyaltyare understandable.However,the
depletion of the stock of human resources deserves serious consideration, just as with physical
resources. Unfortunately, the way that mergers and acquisitions have been carried out has often
conveyedalackof concern forhumanresources.A sense of thisdisregardisrevealedinthe following
observation:
Post combination integration strategies vary in tactics, some resemble to “marriage & love’ but in
reality collaborative mergers are much more hostile in implementing forceful decision and financial
takeovers. Yet, as a cursory scan of virtually any newspaper or popular business magazine readily
reveals, the simple fact is that the latter are much more common than the former.
The cumulative effects of these developments often cause employee morale and loyalty to decline,
and feelingsof betrayal maydevelop.Nonetheless,suchadverse consequencesare notinevitable.A
fewcompanies,suchasCiscoSystems,whichhasmade over50 acquisitions,are veryadeptinhandling
the human resource issues associated with these actions. An example of one of Cisco’s practices is
illustrative. At Cisco Systems, no one from an acquiredfirm is laid off withoutthe personal approval
of Cisco’s CEO as well as the CEO of the firm that was acquired.
Questions:
Executive summary:Inthe past,the decisioncriteriaformergersandacquisitionsweretypicallybased
on
Introduction: Layoffs often accompany mergers or acquisitions,particularly if the two organizations
are from the same industry. In
Conclusion:The cumulative effectsof these developmentsoftencause employeemorale andloyalty
to decline, and feelings of betrayal may
5. 5
Question 1: Investigate the approach that Cisco Systems has used in
its many successful acquisitions. What are some of the human
resource practices that have made its acquisitions successful?
Answer: Cisco Systems plans to dominate its market and is well on the way, having acquired 14
companiessince 1993.While manyacquisitionsbringwiththemattendantstress,Ciscohasmore than
doubled its sales and net income in 1996. The secret: not just buying, but finding organizational
synergies prior to the purchase.
Question 2: If human resources are a major source of competitive
advantage and the key determinant of an organization’s ability to
pursue a given strategy, why have the human resource aspects of
mergers and acquisitions been ignored or handled poorly in so many
instances in the past?
Answer: To kill Competitors ( Vodafone & Hutch) To increase market share (Bharati & Zain) To
strengthen its functions which are related to the core functions (Capgemini & Kanbay, acquisition)
most companies forget that M&As are not just about balance sheets, cash flows or marketing
synergies;theyare alsoaboutpeople whomake the synergieshappen. One majorfalloutof M&As is
often the flight of top-quality people.
Question 3: Interview someone who has been through a merger or
acquisition. Find out how they felt as an employee. Determine how
they and their coworkers were affected. Ask about the effects on
productivity, loyalty, and morale. Find out what human resource
practices were used and obtain their evaluations of what was helpful
or harmful.
Answer:For Ciscomanagement,the challengeliesinretainingcontrol andbalance amidthe euphoric
growthrates.Thusfar,Ciscohas retainedthe entrepreneurial spiritof astartup.Butthe companyhas
mushroomed from 500 employees in 1991 to
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