The document summarizes a two-day strategic alliance conference that provides training and workshops on identifying characteristics of successful partnerships, developing alliance strategies, and managing strategic alliances. Attendees will learn best practices for launching, governing, and evaluating alliances through keynote speeches and workshops covering topics such as identifying metrics to measure alliance performance, aligning alliances with corporate strategy, and overcoming challenges in relationships. The conference aims to help participants utilize alliances to boost revenue and innovation.
The document provides information about the Strategic Alliance Conference taking place from March 15-17, 2010 in Arlington, VA. The conference will feature workshops and sessions on topics such as identifying successful partnerships, developing alliance strategy, and harnessing innovation through strategic alliances. Participants will learn best practices for launching, managing, and evaluating strategic alliances. The conference will be held at the Performance Institute Conference Center and a limited number of rooms have been reserved at a nearby hotel.
The document summarizes a two-day strategic alliance conference that will teach attendees how to successfully launch, manage, and evaluate strategic partnerships. The conference will provide best practices for identifying metrics to measure alliance performance, aligning alliances with corporate strategy, and fostering transparency between partner organizations. Speakers will discuss governance methods, communication strategies, and tools for assessing relationship health.
The document discusses how to grow a business using LinkedIn and the FAB system. The FAB system is a 3 step process to find contacts on LinkedIn, make appropriate contact with them, and build relationships. It has led to sales increases of 250-650% for clients in various industries and company sizes. The system is unique in being simple, proven, and allowing clients to test it before purchasing. Typical costs and benefits are also discussed.
25 tips for Successful Partnerships & AlliancesPeter Simoons
This ebook with 25 tips for successful partnerships and alliances contains the 25 most common elements that are often overlooked when creating a business collaboration like partnerships and alliances.
Collaboration is on the rise and will be an essential element to success in the near future. Whether it be in the collaborative economy, or through strategic alliances, partnerships or joint ventures; collaboration enables us to reach results we can otherwise not achieve alone.
This book is meant to be a quick reference; to help you think about these 25 elements and create successful partnerships and alliances.
When you want to learn more browse to http://petersimoons.com and subscribe to the newsletter for weekly partnership and alliances tips.
This document discusses how talent management technology can help organizations build and sustain a high-performance culture. It outlines a 5-step process for planning and implementing a performance management initiative: 1) Getting started by involving leadership, 2) Analyzing the current state, 3) Defining desired goals and identifying gaps, 4) Establishing consistent metrics and measurements, and 5) Aligning performance with strategic goals. Integrating performance management with learning, compensation, and other talent processes can help optimize results and ROI.
Engagement & empowerment are key to fostering cultures which THRIVE on change and unleash human & profit potential--in the corporation, classroom or community
Corporate Benchmarking Study Final White Paperkris10paris
The American Express SPG conducted a benchmarking study of 26 corporate strategy groups from Fortune 500 companies. The study found there were three main types of strategy groups: internal consulting boutiques, corporate planners, and M&A groups. Most companies have strategy functions at both the corporate and business unit levels. The optimal size and role of the corporate strategy group depends on how centralized the company's strategy function is and how much work is outsourced to external consultants.
1) The document discusses strategic meetings management programs and how they support partnership models in companies. It defines key components and objectives of strategic meetings programs, which position meeting professionals as drivers of business.
2) Successful programs require buy-in from internal stakeholders like procurement and external stakeholders like vendors. Meeting professionals ensure buy-in by understanding stakeholders' needs, inviting input, incorporating ideas, and identifying returns on involvement.
3) Strategic meetings programs demonstrate how meetings drive business through relationship building, branding, cost savings, and supporting company objectives. When woven into company operations, they position meetings at higher strategic levels of value.
The document provides information about the Strategic Alliance Conference taking place from March 15-17, 2010 in Arlington, VA. The conference will feature workshops and sessions on topics such as identifying successful partnerships, developing alliance strategy, and harnessing innovation through strategic alliances. Participants will learn best practices for launching, managing, and evaluating strategic alliances. The conference will be held at the Performance Institute Conference Center and a limited number of rooms have been reserved at a nearby hotel.
The document summarizes a two-day strategic alliance conference that will teach attendees how to successfully launch, manage, and evaluate strategic partnerships. The conference will provide best practices for identifying metrics to measure alliance performance, aligning alliances with corporate strategy, and fostering transparency between partner organizations. Speakers will discuss governance methods, communication strategies, and tools for assessing relationship health.
The document discusses how to grow a business using LinkedIn and the FAB system. The FAB system is a 3 step process to find contacts on LinkedIn, make appropriate contact with them, and build relationships. It has led to sales increases of 250-650% for clients in various industries and company sizes. The system is unique in being simple, proven, and allowing clients to test it before purchasing. Typical costs and benefits are also discussed.
25 tips for Successful Partnerships & AlliancesPeter Simoons
This ebook with 25 tips for successful partnerships and alliances contains the 25 most common elements that are often overlooked when creating a business collaboration like partnerships and alliances.
Collaboration is on the rise and will be an essential element to success in the near future. Whether it be in the collaborative economy, or through strategic alliances, partnerships or joint ventures; collaboration enables us to reach results we can otherwise not achieve alone.
This book is meant to be a quick reference; to help you think about these 25 elements and create successful partnerships and alliances.
When you want to learn more browse to http://petersimoons.com and subscribe to the newsletter for weekly partnership and alliances tips.
This document discusses how talent management technology can help organizations build and sustain a high-performance culture. It outlines a 5-step process for planning and implementing a performance management initiative: 1) Getting started by involving leadership, 2) Analyzing the current state, 3) Defining desired goals and identifying gaps, 4) Establishing consistent metrics and measurements, and 5) Aligning performance with strategic goals. Integrating performance management with learning, compensation, and other talent processes can help optimize results and ROI.
Engagement & empowerment are key to fostering cultures which THRIVE on change and unleash human & profit potential--in the corporation, classroom or community
Corporate Benchmarking Study Final White Paperkris10paris
The American Express SPG conducted a benchmarking study of 26 corporate strategy groups from Fortune 500 companies. The study found there were three main types of strategy groups: internal consulting boutiques, corporate planners, and M&A groups. Most companies have strategy functions at both the corporate and business unit levels. The optimal size and role of the corporate strategy group depends on how centralized the company's strategy function is and how much work is outsourced to external consultants.
1) The document discusses strategic meetings management programs and how they support partnership models in companies. It defines key components and objectives of strategic meetings programs, which position meeting professionals as drivers of business.
2) Successful programs require buy-in from internal stakeholders like procurement and external stakeholders like vendors. Meeting professionals ensure buy-in by understanding stakeholders' needs, inviting input, incorporating ideas, and identifying returns on involvement.
3) Strategic meetings programs demonstrate how meetings drive business through relationship building, branding, cost savings, and supporting company objectives. When woven into company operations, they position meetings at higher strategic levels of value.
This document provides an overview of partnerships and frameworks for developing and managing partnerships. It discusses why organizations form partnerships, defines what a partnership is, and outlines key components of partnership development including categories of partnerships. These categories include partnerships among community-based nonprofits, public-private partnerships, and institutional sponsorship of community partnerships. The document also discusses forming partnerships through defining needs, starting processes, and setting up structures, as well as managing partnerships through communication, work plans, and evaluation.
This document provides an overview of partnerships and frameworks for working together. It discusses why organizations form partnerships, what constitutes a partnership, and key components of developing and managing partnerships. The document is meant to help organizations answer questions about the importance of effective partnerships, different partnership models, steps for establishing partnerships, and managing partnerships to achieve shared goals. It suggests partnerships allow organizations to contribute their strengths, accelerate learning, and broaden their community impact through collaboration.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
The document discusses various types of organizational structures and their strategic advantages and disadvantages. It describes functional, divisional, geographic, customer-based, and matrix structures. Strategy is a key consideration in organizational design, as the goal is to configure structures, processes, and people to effectively achieve the business strategy. The multidivisional structure emerged to address coordination problems in functional structures as companies grew more complex. Overall, the optimal structure depends on factors like the business strategy, industry environment, and organizational capabilities.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
Performance management is undergoing a revolution. Businesses around the world are adopting more flexible systems for appraising their employees.
This new trend has likely left you a bit unsettled: "Should I follow this trend?" "If so, what approach is right for my company?" "How do I align my pay strategies with a less structured performance appraisal process?" "What are the performance metrics I should be managing?"
In VisionLink's report, Pay and the Demise of Performance Management, we answer those questions...and many more. You will also learn about compensation issues that are impacted by a more fluid performance appraisal system and what adjustments you should make to your pay strategy as a result.
The document summarizes an upcoming enterprise risk management summit that will take place from June 21-22, 2010 in Arlington, VA. Attendees will learn how to [1] use key risk indicators to improve risk strategy, [2] create company-wide risk minimization initiatives, and [3] build mature ERM frameworks to mitigate risk. Specific sessions will provide guidance on examining financial and organizational risks, identifying alternative risk responses, and integrating performance measures into ERM systems. The goal is to help organizations effectively manage enterprise-wide risk and improve performance and profitability.
1) NGOs need to measure performance both financially and non-financially to align activities with objectives and meet donor accountability. Financial measures include analyzing income sources, expenditures, financial sustainability, efficiency, and effectiveness using ratio analysis and trend analysis.
2) Non-financial measures are also important to assess impact on communities served and progress toward goals. These include tracking changes in skills, relationships, jobs created, and goals achieved over time.
3) An integrated approach to performance measurement using both financial and non-financial metrics provides a balanced view of organizational performance and opportunities for continuous improvement.
The document discusses the importance of strategic partnerships for companies. It notes that strategic partnerships are becoming essential as companies can no longer possess all necessary competencies internally. Successful strategic partnerships require clearly defined mutual objectives, building trust between partners, and jointly managing decision making. The document uses Bluegreen Corporation's strategic partnership with Bass Pro Shops as a case study of a successful partnership, noting their compatible customer bases led to increased marketing opportunities and lead generation for Bluegreen.
The document discusses a study conducted by the Boston Consulting Group (BCG) to identify the organizational capabilities that are most important for business success. The study surveyed over 1,600 respondents across many industries and countries. It developed a framework of 20 organizational capabilities across six categories related to both structural and behavioral aspects of organizations. The study found that behavioral capabilities like strong leadership, engaged employees, and collaborative culture are vital for success. However, many organizations still fall short in these areas. The findings point to priorities around improving behavioral aspects of strategy execution, people practices, and aligning structure with business strategy as ways for organizations to significantly boost performance.
The document summarizes key aspects of talent management within finance functions. It discusses how effective talent management requires a holistic approach that identifies, develops, deploys, and retains talent. It also highlights that talent management is important for finance functions to meet various pressures and challenges, and help maximize people power. The report provides examples of how leading organizations take integrated approaches to talent management that include competency frameworks, learning and development opportunities, and structured career paths.
The document discusses the importance of effective leadership for organizational success and productivity. It argues that leadership impacts organizational culture and productivity, and that the quality of a company's leadership determines its fate. It also emphasizes that leadership needs to adapt to today's complex and changing business environment. Effective leadership involves influencing followers through the right leadership styles to achieve goals. Putting employees first by developing their skills and engaging them can drive productivity through an employee-centric culture. Leadership styles each impact organizational culture differently and leaders need flexibility to adapt their style to circumstances.
Leadership Development: Should Your Firm Invest in Growing Its Leaders?kcbradley
This document discusses whether law firms should invest in developing leadership skills among their lawyers. It argues that while law firms have traditionally been reluctant to do so, there are now good reasons for firms to invest in leadership development. Specifically:
1) Recent high-profile law firm failures were at least partly due to poor leadership, demonstrating the importance of strong leadership for law firm success and survival.
2) Research shows that leadership development positively impacts employee performance, client acquisition and retention, profitability, and shareholder value in corporations. While law firms are different structures, their internal practices have become more hierarchical.
3) Critical leadership skills for law firm success include inspiring confidence, collaborating with employees, valuing learning,
This document provides a diagnostic tool to help HR and business leaders determine if restructuring is the appropriate solution to address business challenges or opportunities. The diagnostic involves interviewing functional and business unit leaders to assess challenges and goals. It then evaluates five potential root causes of performance issues: strategy, talent capabilities, rewards, processes, and structure. The responses are analyzed to identify the most pressing challenge, and action plans are provided to address non-structural issues. If structure is identified as the root cause, then restructuring should be considered.
The Head of Talent is a relatively new role emerging in companies to align business and talent strategies. Most Heads of Talent have been in their roles for 3 years on average and are still determining how to structure the role. They manage strategic challenges like globalization, skills gaps, and succession planning as well as operational issues. Heads of Talent typically oversee a small pool of around 150 top talent and aim to increase consistency in talent processes across business units while having limited direct authority.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for communication, branding, and leadership development.
This two-day training forum provides up to 12 CPE credits for improving organizational outcomes through performance management and program evaluation in social services. On day one, participants will learn to connect measures to strategic vision, evaluate efficiency and quality, and build a performance management system. Day two focuses on identifying trends in outcome-based evaluation, examining critical processes, collecting relevant data, and assessing causality between programs and results. The instructor is an expert in performance measurement and strategic planning with over 14 years of experience.
The document announces a two-day training event on April 27-28, 2009 in Washington DC about revitalizing communities using funds from the US Department of Housing and Urban Development (HUD) and the American Recovery and Reinvestment Act. The training will cover HUD programs that provide funding for affordable housing, community development, energy efficiency, and addressing homelessness. It will teach attendees how to obtain and manage HUD grants for community redevelopment programs.
The document provides information about the "Balanced Scorecard 2009" conference, including details about sessions, speakers, locations, and registration. The conference focuses on helping attendees learn strategies to define, implement, and advance organizational goals through effective use of the Balanced Scorecard approach. Key topics include developing strategic initiatives, communicating performance, linking measures to employee performance, and identifying next steps after implementation. The conference includes workshops on December 7th and the main two-day event on December 8-9th in Arlington, VA.
This document provides information about the Government Performance Management Week conference taking place from July 20-24, 2009 in Washington, DC. The conference will feature three interactive courses on strategic planning, performance measurement, and performance-based budgeting. Each course will take place over 1-2 days and cover various topics and steps within each subject area. The agenda provides details on course content, times, locations and registration information. The goal of the conference is to help government professionals increase strategic alignment of resources and programs to improve results.
This two-day conference on developing and implementing rolling forecasts will be held October 14-15, 2009 in San Diego, CA. Attendees can earn 13 CPE credits. The conference will teach how to design effective rolling forecasts to improve financial performance and profitability. Attendees will learn how to identify key business drivers, improve forecast accuracy, integrate rolling forecasts into strategic plans, and successfully implement rolling forecasts. Speakers will discuss replacing traditional budgets with more frequent targets and standardizing bottom-up forecast processes.
This document provides an overview of partnerships and frameworks for developing and managing partnerships. It discusses why organizations form partnerships, defines what a partnership is, and outlines key components of partnership development including categories of partnerships. These categories include partnerships among community-based nonprofits, public-private partnerships, and institutional sponsorship of community partnerships. The document also discusses forming partnerships through defining needs, starting processes, and setting up structures, as well as managing partnerships through communication, work plans, and evaluation.
This document provides an overview of partnerships and frameworks for working together. It discusses why organizations form partnerships, what constitutes a partnership, and key components of developing and managing partnerships. The document is meant to help organizations answer questions about the importance of effective partnerships, different partnership models, steps for establishing partnerships, and managing partnerships to achieve shared goals. It suggests partnerships allow organizations to contribute their strengths, accelerate learning, and broaden their community impact through collaboration.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
The document discusses various types of organizational structures and their strategic advantages and disadvantages. It describes functional, divisional, geographic, customer-based, and matrix structures. Strategy is a key consideration in organizational design, as the goal is to configure structures, processes, and people to effectively achieve the business strategy. The multidivisional structure emerged to address coordination problems in functional structures as companies grew more complex. Overall, the optimal structure depends on factors like the business strategy, industry environment, and organizational capabilities.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
Performance management is undergoing a revolution. Businesses around the world are adopting more flexible systems for appraising their employees.
This new trend has likely left you a bit unsettled: "Should I follow this trend?" "If so, what approach is right for my company?" "How do I align my pay strategies with a less structured performance appraisal process?" "What are the performance metrics I should be managing?"
In VisionLink's report, Pay and the Demise of Performance Management, we answer those questions...and many more. You will also learn about compensation issues that are impacted by a more fluid performance appraisal system and what adjustments you should make to your pay strategy as a result.
The document summarizes an upcoming enterprise risk management summit that will take place from June 21-22, 2010 in Arlington, VA. Attendees will learn how to [1] use key risk indicators to improve risk strategy, [2] create company-wide risk minimization initiatives, and [3] build mature ERM frameworks to mitigate risk. Specific sessions will provide guidance on examining financial and organizational risks, identifying alternative risk responses, and integrating performance measures into ERM systems. The goal is to help organizations effectively manage enterprise-wide risk and improve performance and profitability.
1) NGOs need to measure performance both financially and non-financially to align activities with objectives and meet donor accountability. Financial measures include analyzing income sources, expenditures, financial sustainability, efficiency, and effectiveness using ratio analysis and trend analysis.
2) Non-financial measures are also important to assess impact on communities served and progress toward goals. These include tracking changes in skills, relationships, jobs created, and goals achieved over time.
3) An integrated approach to performance measurement using both financial and non-financial metrics provides a balanced view of organizational performance and opportunities for continuous improvement.
The document discusses the importance of strategic partnerships for companies. It notes that strategic partnerships are becoming essential as companies can no longer possess all necessary competencies internally. Successful strategic partnerships require clearly defined mutual objectives, building trust between partners, and jointly managing decision making. The document uses Bluegreen Corporation's strategic partnership with Bass Pro Shops as a case study of a successful partnership, noting their compatible customer bases led to increased marketing opportunities and lead generation for Bluegreen.
The document discusses a study conducted by the Boston Consulting Group (BCG) to identify the organizational capabilities that are most important for business success. The study surveyed over 1,600 respondents across many industries and countries. It developed a framework of 20 organizational capabilities across six categories related to both structural and behavioral aspects of organizations. The study found that behavioral capabilities like strong leadership, engaged employees, and collaborative culture are vital for success. However, many organizations still fall short in these areas. The findings point to priorities around improving behavioral aspects of strategy execution, people practices, and aligning structure with business strategy as ways for organizations to significantly boost performance.
The document summarizes key aspects of talent management within finance functions. It discusses how effective talent management requires a holistic approach that identifies, develops, deploys, and retains talent. It also highlights that talent management is important for finance functions to meet various pressures and challenges, and help maximize people power. The report provides examples of how leading organizations take integrated approaches to talent management that include competency frameworks, learning and development opportunities, and structured career paths.
The document discusses the importance of effective leadership for organizational success and productivity. It argues that leadership impacts organizational culture and productivity, and that the quality of a company's leadership determines its fate. It also emphasizes that leadership needs to adapt to today's complex and changing business environment. Effective leadership involves influencing followers through the right leadership styles to achieve goals. Putting employees first by developing their skills and engaging them can drive productivity through an employee-centric culture. Leadership styles each impact organizational culture differently and leaders need flexibility to adapt their style to circumstances.
Leadership Development: Should Your Firm Invest in Growing Its Leaders?kcbradley
This document discusses whether law firms should invest in developing leadership skills among their lawyers. It argues that while law firms have traditionally been reluctant to do so, there are now good reasons for firms to invest in leadership development. Specifically:
1) Recent high-profile law firm failures were at least partly due to poor leadership, demonstrating the importance of strong leadership for law firm success and survival.
2) Research shows that leadership development positively impacts employee performance, client acquisition and retention, profitability, and shareholder value in corporations. While law firms are different structures, their internal practices have become more hierarchical.
3) Critical leadership skills for law firm success include inspiring confidence, collaborating with employees, valuing learning,
This document provides a diagnostic tool to help HR and business leaders determine if restructuring is the appropriate solution to address business challenges or opportunities. The diagnostic involves interviewing functional and business unit leaders to assess challenges and goals. It then evaluates five potential root causes of performance issues: strategy, talent capabilities, rewards, processes, and structure. The responses are analyzed to identify the most pressing challenge, and action plans are provided to address non-structural issues. If structure is identified as the root cause, then restructuring should be considered.
The Head of Talent is a relatively new role emerging in companies to align business and talent strategies. Most Heads of Talent have been in their roles for 3 years on average and are still determining how to structure the role. They manage strategic challenges like globalization, skills gaps, and succession planning as well as operational issues. Heads of Talent typically oversee a small pool of around 150 top talent and aim to increase consistency in talent processes across business units while having limited direct authority.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for communication, branding, and leadership development.
This two-day training forum provides up to 12 CPE credits for improving organizational outcomes through performance management and program evaluation in social services. On day one, participants will learn to connect measures to strategic vision, evaluate efficiency and quality, and build a performance management system. Day two focuses on identifying trends in outcome-based evaluation, examining critical processes, collecting relevant data, and assessing causality between programs and results. The instructor is an expert in performance measurement and strategic planning with over 14 years of experience.
The document announces a two-day training event on April 27-28, 2009 in Washington DC about revitalizing communities using funds from the US Department of Housing and Urban Development (HUD) and the American Recovery and Reinvestment Act. The training will cover HUD programs that provide funding for affordable housing, community development, energy efficiency, and addressing homelessness. It will teach attendees how to obtain and manage HUD grants for community redevelopment programs.
The document provides information about the "Balanced Scorecard 2009" conference, including details about sessions, speakers, locations, and registration. The conference focuses on helping attendees learn strategies to define, implement, and advance organizational goals through effective use of the Balanced Scorecard approach. Key topics include developing strategic initiatives, communicating performance, linking measures to employee performance, and identifying next steps after implementation. The conference includes workshops on December 7th and the main two-day event on December 8-9th in Arlington, VA.
This document provides information about the Government Performance Management Week conference taking place from July 20-24, 2009 in Washington, DC. The conference will feature three interactive courses on strategic planning, performance measurement, and performance-based budgeting. Each course will take place over 1-2 days and cover various topics and steps within each subject area. The agenda provides details on course content, times, locations and registration information. The goal of the conference is to help government professionals increase strategic alignment of resources and programs to improve results.
This two-day conference on developing and implementing rolling forecasts will be held October 14-15, 2009 in San Diego, CA. Attendees can earn 13 CPE credits. The conference will teach how to design effective rolling forecasts to improve financial performance and profitability. Attendees will learn how to identify key business drivers, improve forecast accuracy, integrate rolling forecasts into strategic plans, and successfully implement rolling forecasts. Speakers will discuss replacing traditional budgets with more frequent targets and standardizing bottom-up forecast processes.
The two-day training course teaches essential project, program, and portfolio management concepts and techniques for the pharmaceutical industry. On day one, participants will learn how to initiate and plan projects using work breakdown structures, execute and monitor projects, and manage risks. They will also learn about program management and how to plan and execute projects within a program structure. Day two focuses on portfolio management concepts, defining a portfolio structure, and techniques for evaluating and selecting projects to optimize resources and balance the project portfolio. The course aims to help pharmaceutical companies improve processes, increase predictability, and speed development of new products.
The document summarizes the Obama Administration's efforts to improve performance in the federal government. It outlines five key principles for a new performance management system: 1) senior leader ownership, 2) cascading goals and measurements, 3) outcome-oriented cross-agency goals, 4) relentless review and accountability, and 5) transparency. It also provides examples of initial efforts, including priority performance goals for each agency, management dashboards for IT and other functions, and more transparent customer-facing performance information for agencies. The overall goal is to drive performance gains across the federal government.
The document provides information about the College & University Performance Summit 2009 conference. The three-day conference will be held from October 26-28, 2009 in Arlington, VA and focus on improving the academic, operational, and financial performance of institutions of higher education. Attendees will learn strategies for enhancing rankings, student recruitment and retention, fundraising, and transparency. The agenda includes keynote speeches, panels, workshops and presentations on topics such as assessing university performance, strategic planning, and measuring financial resources.
The document summarizes a two-day strategic alliance conference that will take place on March 15-16, 2010 in Arlington, VA. Attendees will learn best practices for launching, managing, and evaluating strategic alliances through workshops, presentations, and keynote addresses. Specific topics that will be covered include identifying metrics to evaluate alliance performance, aligning alliances with corporate strategy, fostering transparency between partners, and overcoming challenges in relationships.
The document summarizes a two-day strategic alliance conference that will take place from March 15-16, 2010 in Arlington, VA. Attendees will learn best practices for launching, managing, and evaluating strategic alliances through workshops, presentations, and keynote addresses. Specific topics include identifying alliance metrics, aligning alliances with corporate strategy, and fostering transparency between partner organizations.
The document summarizes a two-day conference on strategic alliances held on March 15-16, 2010 in Arlington, VA. Attendees would learn best practices for launching, managing, and evaluating strategic alliances. The conference included workshops, presentations, and discussions on topics such as identifying metrics to evaluate alliance performance, aligning alliances with corporate strategy, and fostering transparency between alliance partners.
The document summarizes a two-day strategic alliance conference that will take place from March 15-16, 2010 in Arlington, VA. Attendees will learn best practices for launching, managing, and evaluating strategic alliances through workshops, presentations, and keynote addresses. Specific topics include identifying metrics to evaluate alliance performance, aligning alliances with corporate strategy, and fostering transparency between partner organizations.
This two-day conference provided information on developing and managing strategic alliances. Participants would learn best practices for launching new alliances, evaluating alliance performance using metrics, and aligning alliances with corporate strategy. Speakers addressed identifying characteristics of successful partnerships, overcoming cultural differences between organizations, and harnessing innovation through collaboration. The goal was to help companies utilize strategic alliances to enhance opportunities for growth in challenging economic times.
Growth Through Strategic Alliances (wecompress.com).pptxPearlShell2
Here are the teams assigned for the strategic alliance project:
Team 1: FMCG
Team 2: Airlines
Team 3: Automobiles
Team 4: E-Commerce
Team 5: Banking
Team 6: Railways
Team 7: Healthcare
Team 8: No industry specified
The document discusses Organization Development (OD) interventions implemented at Tata Consultancy Services (TCS). It first outlines the objectives and characteristics of OD. It then describes the pre-OD scenario at TCS, including strengths and problems. Various OD interventions are discussed, including workshops, surveys, and awards to align goals, improve communication, and recognize employees. The outcomes included enhanced employee satisfaction, pride, and empowerment. The post-OD scenario saw a shift to teamwork and valuing employees over self-sacrifice. OD helped foster systems thinking and create dialogue to encourage leadership.
Strategic alliances allow businesses to gain competitive advantages through accessing a partner's resources like markets, technologies, capital and personnel. The document defines strategic alliances as partnerships between two or more businesses that join together for a set period of time to pursue mutual interests while retaining independence. It discusses the characteristics, stages of formation, types, advantages and disadvantages, risks, success factors and provides an example of Apple's strategic alliance with Clearwell. In conclusion, strategic alliances can be a cost-effective growth strategy if managed properly to help companies develop and exploit their unique strengths through team efforts.
BS 11000 provides a framework for collaborative business relationships to help companies work together effectively. It uses an eight stage approach to establish partnerships, select partners, create value, and manage the relationship. Certification to the standard can improve partner integration, risk management, and consistency. It establishes a baseline for collaboration and provides proof of best practices through independent assessment.
Fhyzics - a global leader in business analysis - offers business consulting, business analysis, business analytics, process improvement, product development and supply chain services to organisations in India and abroad. Today’s businesses are under tremendous pressure to adopt to the changes in regulatory framework, constantly changing customer preferences and disruptive business models. This mandates the business leaders to continuously upgrade their knowledge in various areas that could potentially help or affect their businesses. Keeping this in mind, Fhyzics has launched One-Day, Case Study Based Executive Development Programs, where the business leaders can upgrade their skill and can implement in their organisations. These programs are designed after intense research on international best practices.
Behaviors of the Most Effective Corporate Communications TeamsEdelman
Edelman’s Corporate practice has identified what experience and research tell us about these truly mission-critical functions. We see three qualities that these “best of” teams foster for their enterprises: Audience-centricity, Behavioral Stewardship and Insight-based Evolution. This presentation demonstrates specific actions to take to exhibit these.
We welcome dialogue and engagement. Do you agree? What do you see differently?
The EFQM Excellence Model is a framework that helps organizations understand and manage complexity by assessing performance and driving continuous improvement. It comprises fundamental concepts, criteria to apply them, and RADAR logic for systematic assessment and refinement. The Model allows organizations to understand relationships between what they do, as defined by enablers like leadership and processes, and the results achieved in areas like customer satisfaction, people outcomes, and business results. Over 30,000 organizations in Europe use the Model, which EFQM maintains and updates based on member experience.
How adding structure helps improve the value and results of strategic partnerships and alliances. Structure is a set of standardized processes to evaluate and manage partnerships
This presentation summarizes ways to add structure at three key phases: Choosing the right partners; Rolling-Out – Launching new partnerships; Managing existing partnerships to achieve your goals.
Strategic partnerships and alliances help organizations enter new markets, deliver enhanced service and build customer loyalty. Using structure with partnerships increases results.
The document discusses how strategic alliances can help non-profit organizations increase their social impact by combining forces and eliminating duplication. It provides a framework for strategic alliances, including different types of partnerships and a step-by-step process for planning an alliance from assessing potential partners to evaluating the partnership. The presentation aims to help non-profits understand how strategic alliances can benefit their organization.
This document discusses organizational issues that can impede integration and effective integrated marketing communication. It recommends that organizations shift from an internal to external focus, develop horizontal communication systems across departments, install reward systems based on customer acquisition and retention rather than just sales, and focus on building long-term customer value rather than short-term outputs. Effective organizational design for IMC requires clear responsibilities and coordination between internal communication teams and any external vendors.
This document provides an overview of CMCS, a company that aims to help organizations eliminate failed projects through professional project management practices. It discusses CMCS's vision, values, approach, industries and regions served, partners, and offices. CMCS's approach involves assessing clients' current project management capabilities, developing improvements like training and tools, establishing a PMO, and providing support. The document outlines CMCS's work with over 1500 clients across industries and 14 countries.
Cross-Functional Collaboration: A Comprehensive Guide | Enterprise WiredEnterprise Wired
In this comprehensive guide, we explore the principles, benefits, and best practices of cross-functional collaboration and how it can propel businesses toward success.
Cross-Functional Collaboration: A Comprehensive Guide | Enterprise WiredEnterprise Wired
In this comprehensive guide, we explore the principles, benefits, and best practices of cross-functional collaboration and how it can propel businesses toward success.
Introduction to Strategic alliance & it's meaningdiyaparikh152
This document provides information about a strategic alliance formed between various group members. It lists the names and roll numbers of group members. It then defines strategic alliance and provides characteristics, reasons, types, tasks in startup phase, benefits, risks, and measures of success for strategic alliances. Strategic alliances allow firms to enter new markets, reduce costs, and develop technology through cooperation rather than competition. Success requires clarity, commitment, communication and shared values between alliance partners.
Strategies in Corporate Communications: Fostering a Collaborative Culture in ...Greenfield/Belser Ltd.
Strategies in Corporate Communications: Fostering a Collaborative Culture in the Partnership Ranks
No question about it: culture is defined by the leadership of the firm. But if collaboration is a hallmark of the firm's culture, communications can play a large role in energizing collaboration. This session offers three valuable strategies to help facilitate clear, effective communication and foster creativity between law firm partners. Our presenters will address:
• The Vampire Syndrome: Killing Off Deadly Communications Permanently
A step-by-step program to remove impediments to collaboration that include dreadful practice descriptions, chilly biographies, pale internal updates and bloodless newsletters
• Beyond the Drum Circle
Creative ideas that foster and sustain collaboration.
• What's Your Partner's Elevator Pitch?
How to enable lawyers to "sell" one another through collaborative learning.
Facilitators:
Burkey Belser, President, Greenfield/Belser Ltd.
Joe Walsh, Principal, Greenfield/Belser Ltd.
This document is an image file without any text content. Therefore, I am unable to provide a meaningful summary in 3 sentences or less based on the information given. The document appears to be an image but I cannot determine the subject or essential details of the image from the file itself.
The document discusses five common workplace legal pitfalls and provides strategies to avoid them. It addresses issues related to employee classification, health and safety litigation, equal employment opportunity laws, social media use, and limiting supervisor liability. For each pitfall, it provides tips such as carefully auditing employee classifications, establishing clear expectations and accountability, asking consistency questions during EEO investigations, defining appropriate social media use policies, and conducting harassment training for supervisors.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and drive business results. The conference will provide an overview of Lean Six Sigma and the DMAIC process, techniques for selecting and managing Six Sigma projects in IT, and case studies on implementing Six Sigma in IT departments. Sessions will also address change management, integrating Six Sigma with ITIL, and migrating from waterfall to lean development models. Attendees can earn up to 18 CPE credits. The conference will be held in Arlington, VA on September 29-30, 2010.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This 3-day course provides comprehensive exam preparation for the Project Management Professional (PMP)® certification exam. Participants will learn the essential terminology, tools, and techniques to navigate the five process groups and nine knowledge areas of the PMBOK® Guide. The course covers key topics like scope, time, cost, quality and risk management, and communication skills. Participants receive a complimentary copy of the PMBOK® Guide and take practice questions and a full-length mock exam to prepare for the real PMP® exam.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, and integrating Six Sigma with other frameworks like ITIL. Attendees will learn techniques for enhancing the quality, efficiency and results of their IT operations through Lean Six Sigma.
This document provides information about a 3-day training course on preparing for the Project Management Professional (PMP) certification exam. The course will cover the key concepts and processes needed to understand the PMP exam, provide sample questions and a practice exam, and help attendees create a personalized study plan. It will be held in Arlington, VA in October 2010. Attendees will learn about the latest PMBOK guide, tips for passing the exam, and how to apply and prepare to take the PMP exam.
This document provides an agenda for a three-day training on implementing a balanced scorecard for government. The training will cover developing a strategy map, identifying key performance measures, building balanced scorecards, setting targets, and creating strategic initiative maps. Attendees will learn best practices for rolling out a balanced scorecard and creating a strategy-focused organization through presentations, exercises and case studies.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation. Performance auditing focuses on achieving maximum impact through relevant program measures and improving program objectives. Program evaluation teaches how to determine if a program is accomplishing its intended outcomes and how to build an evaluation system. Attendees will learn how to use performance information to drive decision making and capture accurate data to prove government programs are achieving their goals.
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation, with the goal of helping participants use performance information to drive decision making and prove that government programs are achieving intended outcomes. The performance auditing course will cover creating successful auditing strategies, developing relevant program measures, and learning how to improve program objectives. The program evaluation course will teach how to determine if a program is accomplishing its goals and how to build an evaluation system within an organization.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, innovation, and combining Six Sigma with the ITIL framework. Attendees include IT professionals seeking to enhance quality, efficiency and results. CPE credits are offered.
This document provides an agenda and information for the "Budgeting and Forecasting Conference 2010" event being held from September 13-15, 2010 in San Diego, CA. The agenda outlines keynote speeches and sessions on each day that will discuss implementing tools for budgeting and forecasting, utilizing balanced scorecard techniques, developing rolling forecasts, and identifying key business drivers to improve forecasts. A post-conference workshop on September 15th will focus on modeling and forecasting key business drivers. The document provides information on registration, CPE credits, hotel accommodations, and pricing for the conference and workshop.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing estimates and schedules, and more. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution, develop performance measurements, understand factors for improving troubled projects, and prepare
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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Cover Story - China's Investment Leader - Dr. Alyce SU
B314
1. March 15 – 16, 2010 | Arlington, VA
Strategic Alliance Conference
Learn to Identify the Characteristics of a
Successful Partnership
Strategic
Alliance Conference
Discover Best Practices to Launch, Manage and Evaluate Strategic Alliances
You Will Learn How To:
Successfully Launch a New Alliance
Offset the financial stress of the current economy by collaborating with other organizations
Identify Metrics and Analytics to Evaluate Alliance Performance
Make informed decisions with clear performance indicators
Align Organizational Alliances to Corporate Strategy
Combine partner expertise and capabilities to enhance opportunities for growth and results in a tough economy
Foster a Transparent and Truthful Company Culture
Overcome corporate cultural differences and generate buy-in through effective communication strategies
In Association with:
Get the Most out of your Most Valuable
Generate Innovative Ideas
through Collaboration
Projected Management Resource…Your People!
www.ASMIweb.com/Alliance
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2. day one Strategic Alliance Conference
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March 15, 2010
8:30
Conference Registration and Continental Breakfast
9:00
morning workshop
Optimize Partner Relationships to Enhance Alliance Success
These days, most businesses are unable to drive down costs and sustain business growth without the help of external
resources. However, how do companies form a mutually-beneficial relationship while keeping all employees at
ease and productive? A solid relationship between organizations and employees is the greatest building block
of strategic alliances. Through the collaboration of best-practice tools and methodologies for managing and
evaluating strategic relationships, successful partnerships can develop. During this workshop, you will:
• Discuss governance methods that work - and those that don’t
• Gain effective tools for measuring alliance progress and relationship health
• Examine the critical role of human interaction in alliances
12:00
Lunch Break
1:00
Identify Successful Partnerships
• Evaluate which resources your organization is looking to obtain through a partnership
• Learn what characteristics make your organization a partner of choice
• Learn how to truly understand your alliance partner’s goals when building a joint business plan
2:00
Break and Refreshments
2:15
Alliance Strategy Development
• Clearly define an alliance strategy in your organization and who owns the initiative
• Learn to identify your top alliances based on market resources
• Make informed decisions on whether to enter into specific alliances based on overall company objectives
3:15
Alliance Metrics and Analytics
• Identify correct vs. incorrect measures of performance
• Define methods for evaluating success at various stages of the alliance lifecycle
• Identify metrics to build an effective alliance “scorecard”
4:00
Day One Adjourns
top five reasons to attend:
Implement Overcome Improve Evaluate alliance Identify innovative
effective company- challenges with business processes performance opportunities
wide governance relationship through resource using the correct through alliances
practices remediation collaboration measures
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day two
March 16, 2010
8:30
Continental Breakfast
9:00
keynote address
Understand the Role of Business Alliances in Today’s Marketplace
Alliances are critical in today’s challenging business environment. The combination of resources and
expertise can assist both organizations in improved decision making and growth to ultimately strengthen
corporate strategy. During this Keynote Address, you will learn to:
• Combine internal expertise and capabilities with effective partnership opportunities
• Utilize alliances to boost corporate revenue and market value
• Maintain independence while collaborating with other organizations
10:00
Break and Refreshments
10:15
Identify Top Strategies for Launching a New Alliance
• Ensure clarity and alignment around alliance goals and strategy
• Develop guidelines for working effectively together
• Understand the importance of communication, commitment and trust to alliance success
11:15
Alliance Management Program Design
• Define key processes and activities in the alliance lifecycle
• Specify roles and responsibilities for execution of alliance activities
• Create management groups to facilitate change management
“There is much to be learned from
companies that understand the perils
of venturing, and govern alliances with
discipline and the desire to measure
venture performance properly.”
CFO MAGAZINE
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4. day two Strategic Alliance Conference
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March 16, 2009
12:15
Lunch Break
1:00
Harness Innovation through Strategic Alliances
• Think outside the four walls of your organization to develop new ideas and perspectives
• Leverage core competencies to achieve something new and innovative
• Learn how to collaborate to strengthen innovation skills and opportunities
2:00
Break and Refreshments
2:15
Strategic Relationship Remediation
• Learn a diagnostic framework for identifying the roots of challenges and advanced tools for conflict resolution
• Evaluate under-performing alliances and damaged relationships
• Create action plans to put at-risk alliances back on track to delivering more value
3:15
Navigate Corporate Cultural Differences
• Build trust and transparency throughout your organization’s management system
• Achieve company-wide buy-in to guarantee a team effort in making a strategic alliance work
• Harness expertise within the company to smoothly facilitate strategic alliances
4:00
Conference Adjourns
“The benefits of forming alliances to achieve
growth while reducing new product
development and marketing costs are as real
as ever.”
CFO MAGAZINE
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In-House Training
One of the more popular vehicles for accessing the Institute’s educational offerings is the delivery of on-site trainings and
management facilitations. Bringing a training or facilitation in-house gives you the opportunity to customize a program that
addresses your exact challenges and provides a more personal learning experience, while virtually eliminating travel expenses.
Whether you require training for your department of for an organization-wide initiative, the advanced learning methods
employed by The Performance Institute (PI) will create an intimate training atmosphere that maximizes knowledge transfer to
enhance the talent within your organization.
Customization
We realize that not all obstacles can be overcome by applying an “off-the-shelf solution”. While many training providers will
offer you some variation of their standard training, The Institute’s subject matter experts will work with you and your team to
examine your programs and determine your exact areas of need. The identification of real life examples will create a learning
atmosphere that resonates with participants and provides immediate return on your training investment. Using interactive
exercises that employ actual projects or scenarios from your organization, instructors can address specific challenges and align
the curriculum of each session to your objectives. While the majority of on-site trainings are focused on smaller groups, The
Institute also has the ability to accommodate organization-wide training initiatives. Utilizing multiple instructors, The Institute
has the capacity to deliver courses to groups of up to 300 participants per day.
Areas of Expertise
On-site delivery of single courses, certification programs and entire packages of specialized courses are available in the
following areas:
• Strategic Planning • Performance-Based Contracting
• Performance Measurement • Performance Reporting
• Project Management • Program Evaluation
• Lean Six Sigma • Administrative Management
• Workforce Management • Leadership and Change
• Performance-Based Budgeting
For more information about in-house training options available to you, please contact Blake Zach at 877-992-9521 or email
him at Blake.Zach@ASMIweb.com
sponsorship opportunities
ASMI offers four different pre-designed sponsorship packages:
Event Co-Sponsor Session Sponsor Luncheon Sponsor Exhibit Booth Sponsor
To learn more about exhibiting and sponsorships at the Strategic Alliance Conference please contact
Meredith Mason at 202-739-9707 or Meredith.Mason@ASMIweb.com
www.ASMIweb.com/Alliance 5
6. Strategic Alliance Conference
Strategic Alliance Conference
Logistics
Venue & Hotel Cancellations
For live events: ASMI will provide a full refund less $399
The Strategic Alliance Conference will be hosted at The administration fee for cancellations four weeks before the event.
Performance Institute’s Training Center in Arlington, VA, If cancellation occurs within two weeks prior to conference start
just one block east of the Courthouse stop on the Orange date, no refund will be issued. Registrants who fail to attend
Line of the D.C. Metro. A public parking garage is located and do not cancel prior to the event will be charged the entire
registration fee.
inside of the building for $10/day. Continental breakfast and
refreshments will be provided for delegates on each day. For webinars: ASMI will provide a full refund less $50
administrative fee for cancellations four weeks before the event.
The Performance Institute Conference Center If cancellation occurs within two weeks prior to conference start
1515 North Courthouse Rd., Suite 600 date, no refund will be issued. Registrants who fail to attend
Arlington, VA 22201 and do not cancel prior to the meeting will be charged the entire
registration fee.
703-894-0481
All the cancellation requests need to be made online. Your
A limited number of rooms have been reserved at the confirmation email contains links to modify or cancel registrations.
Arlington Rosslyn Courtyard by Marriott at the prevailing Please note that the cancellation is not fi nal until you receive a
rate of $209 until February 16, 2010. Please call the hotel written confirmation.
directly and reference code “Strategic Alliance” when
Payment must be secured prior to the conference. If payment
making reservations to get the discounted rate. The hotel is not received by the conference start date, a method of
is conveniently located three blocks from the Rosslyn Metro payment must be presented at the time of registration in order to
station. Please ask the hotel about a complimentary shuttle guarantee your participation at the event.
that is also available for your convenience.
Quality Assurance
Arlington Rosslyn Courtyard by Marriott ASMI strives to provide you with the most productive and
effective educational experience possible. If after completing
1533 Clarendon Blvd., Arlington, VA 22209
the course you feel there is some way we can improve, please
Phone: 703-528-2222 / 1-800-321-2211 write your comments on the evaluation form provided upon your
http://www.CourtyardArlingtonRosslyn.com arrival. Should you feel dissatisfied with your learning experience
and wish to request a credit or refund, please submit it in writing
Hotel and travel costs are not included in conference tuition. no later than 10 business days after the end of the training to:
ASMI Corporate Headquarters: Quality Assurance
Tuition & Group Discounts 805 15th Street NW, 3rd Floor
The tuition rate for attending the Strategic Alliance Washington, DC 20005
Conference is as follows:
Note: As speakers are confirmed six months before the event,
some speaker changes or topic changes may occur in the
program. ASMI is not responsible for speaker changes, but will
Regular Rate Early Bird Rate
work to ensure a comparable speaker is located to participate in
$1599 *$1499 the program.
If for any reason ASMI decides to cancel this conference, ASMI
*For the Early Bird Rate, please register by January 4, 2010 accepts no responsibility for covering airfare, hotel or other costs
incurred by registrants, including delegates, sponsors and guests.
For information on Group Discounts and Rates, please Please make checks payable to: The Performance Institute
contact David Yerks at 858-866-9381 or email him at
David.Yerks@ASMIweb.com Discounts
• All ‘Early Bird’ Discounts must require payment at time of
registration and before the cut-off date in order to receive
any discount.
• Any discounts offered whether by ASMI (including team
discounts) must also require payment at the time of
registration.
• All discount offers cannot be combined with any other offer.
• Discounts cannot be applied retroactively
6 www.ASMIweb.com/Alliance
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Registration
Visit Fax this form to Call
www.ASMIweb.com/Alliance 866-234-0680 877-992-9521
Registration Form
Yes! Register me for the Strategic Alliance Conference
Please call me. I am interested in a special Group Discount for my team
Delegate Information
Name Title
Organization Dept.
Address
City State Zip
Telephone Fax
Email
Payment Information
Check
Purchase Order/Training Form
Credit Card
Credit Card Number Expiration Date Verification no.
Name on Card Billing Zip
Please make checks payable to: The Performance Institute
Priority Code: B314-WEB
www.ASMIweb.com/Alliance 7
8. ASMI’s vision
In this challenging economic landscape, organizations must develop and execute
innovative strategies to survive and thrive. Performance and process improvement
methodologies give managers the tools they need to run leaner, more efficient businesses.
The mission of the American Strategic Management Institute (ASMI) is to connect business
leaders with best-in-class practices and training to address management challenges
and improve results. ASMI has grown into one of the nation’s most innovative training
providers, combining market research and industry insight to deliver experiences and tools
to inspire leaders and grow businesses. Through virtual sessions, national summits, training
programs and consulting services, ASMI brings together leaders to share insights, ideas
and actions to transform organizations.
Areas of Focus:
• Performance Management: Using business analytics to drive strategy
• Process Improvement: Leaning processes for efficiency and quality improvement
• Financial Management: Budgeting and forecasting for better decision-making
• Project Management: Managing projects to deliver results on time, within scope and in budget
• Leadership Development: Building leadership skills to manage in times of change and conflict
Services:
Virtual Training Briefings 90-minute training sessions for the latest tools and
techniques to deliver results.
National Summits National events allowing business leaders to share best practices
and strategies for success.
Training Programs Methodology-based training modules in management
competencies, offered publicly or custom-designed for your organization
Consulting Services Field experts who can bring bold change to your workforce,
planning processes.
ASMI Corporate Headquarters
805 15th Street, NW, 3rd Floor
Washington, DC 20005
Ph: 877-992-9522 Fax: 866-234-0680
www.ASMIweb.com