Intrapreneurship is a major driver for accelerating culture change and organizational transformation. Intrapreneurs help develop the capability to capitalize on opportunities of change: developing a culture where risk-taking, acceptance of failure, and consequently, learning from it - are promoted.
The creation of intrapreneurship programs require a strong component of Human-centered design, so the program takes into account the needs and challenges of the different stakeholders involved.
Enjoy this deck if you want to learn more about the trends, pitfalls and best practices to foster intrapreneurship effectively in your organization.
For more info: www.babele.co
Social Intrapreneurship: Circle of Intrapreneurs BucharestEmanuele Musa
How Social Intrapreneurship came into play, how it is transforming organizations into work-places of passion, creativity, energy and purpose. Ultimately, Social intrapreneurship has the potential to fostering more fair capitalism, driven by the greater good.
I conducted a workshop on intrapreneurship for IEEE in Bangalore, 28-29 July. In the larger interest of the practitioners and learners, I decided to share the workshop deck. Hope you find it useful in your work!
The Concept of Corporate Entrepreneurship - IntrapreneurshipGaurav Singh Bisen
Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Social Intrapreneurship: Circle of Intrapreneurs BucharestEmanuele Musa
How Social Intrapreneurship came into play, how it is transforming organizations into work-places of passion, creativity, energy and purpose. Ultimately, Social intrapreneurship has the potential to fostering more fair capitalism, driven by the greater good.
I conducted a workshop on intrapreneurship for IEEE in Bangalore, 28-29 July. In the larger interest of the practitioners and learners, I decided to share the workshop deck. Hope you find it useful in your work!
The Concept of Corporate Entrepreneurship - IntrapreneurshipGaurav Singh Bisen
Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Our Company ReBuilding approach enables companies to perform a "soft transformation" towards agile, decentralized and highly customer-focused structures. Our approach includes organizational elements of very successful Asian companies. After all, it is in Asia that we are observing companies taking completely new and very successful paths in order to be as adaptable and innovative as possible. The presentation highlights some very successful Asian company examples, their organizational structure and founder personalities.
We are proud to announce our twenty-fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
We are proud to announce our fourth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Intrapreneur is a person who helps entrepreneur in business activities.He is a person who is very innovative and creative in the business field .After getting experience he can become entrepreneur
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
Innovation Excellence is proud to announce the Top 40 Innovation Bloggers of 2014, some of the most popular and prolific innovation writers on the Internet.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our seventeenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce a downloadable PDF version of our popular list of the Top 40 Innovation Bloggers of 2010. Is your favorite innovation author or blogger on the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from the site's main menu.
Our Company ReBuilding approach enables companies to perform a "soft transformation" towards agile, decentralized and highly customer-focused structures. Our approach includes organizational elements of very successful Asian companies. After all, it is in Asia that we are observing companies taking completely new and very successful paths in order to be as adaptable and innovative as possible. The presentation highlights some very successful Asian company examples, their organizational structure and founder personalities.
We are proud to announce our twenty-fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
We are proud to announce our fourth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Intrapreneur is a person who helps entrepreneur in business activities.He is a person who is very innovative and creative in the business field .After getting experience he can become entrepreneur
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
Innovation Excellence is proud to announce the Top 40 Innovation Bloggers of 2014, some of the most popular and prolific innovation writers on the Internet.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our seventeenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce a downloadable PDF version of our popular list of the Top 40 Innovation Bloggers of 2010. Is your favorite innovation author or blogger on the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from the site's main menu.
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
Research Paper titled “Innovation through Intrapreneurship – A Management’s Perspective” on how manager's can foster an environment of innovation & spirit of startups in an Enterprise.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
ITS 835Chapter 22JAA Inc. – A Case Study in Creating Val.docxvrickens
ITS 835
Chapter 22
JAA Inc. – A Case Study in Creating Value from Uncertainty
Enterprise Risk Management
Professor Michael Solomon
Introduction
• Business background
• Initial steps
• Evolution of Risk Management
• Introduction of ISO 31000 and HB 436 to JAA
• Bringing everything together
Business Background
• JSS is a clothing wholesaler and retailer
• Founded in 1972
• Went public in 1998
• Three operating segments
•
•
•
U.S. wholesale
U.S. retail
International (wholesale and retail)
• 57 retail stores in 10 countries
Initial Steps
•
•
Strategic objectives
• Maintain market leadership
• Sustain technology leadership
• Strengthen global presence
• Deliver quality service
• A leader in compliance with all laws and
regulations
Establish a governance system
• Multiple committees, each with specific
responsibilities
Governance
Framework
Evolution of Risk
Management
• Lack of strategic risk management led to
many problems
• Communication
•
•
•
Missed/lost opportunities
Lack of commitment to objectives
Declining quality
• Identified gaps in risk management
• Engaged in aggressive internal training
•
•
•
Soft skills
Team building
Management planning
Introductions of ISO 31000 and
HB 436
• JAA adopted ISO 31000
• HB 436 provided extensive implementation
guidance
• ISO 31000 was basically an upgrade of the
framework JAA was already using
• ISO 31000 framework formalized JAA’s ERM
• Defined organization and process
Using Context for Risk
Criteria
Bringing Everything
Together
Risk Map
Risk Atitude
A minimum of 100 words each question and References Response #1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1) I enjoyed reading your post. I think you made many great points about how embedding innovation into the DNA of the company can be important. You addressed importance’s such as promoting innovation through recruitment, identify margins of significant gain or loss for the organization and to obtain metrics to help identify solutions for decisions making. These are all really great points and I think that they can make a huge difference in the success of an organization. I think that innovation starts from the culture of the organization. If employees can sense that innovation is valued and sought after, they are more likely to put efforts there.
2) It would be highly important for the team to have, and embrace several attributes, adaptability , effective communication, they would have to be a servant leader, someone who understands that they might have to push the weight instead of telling others how much weight to push, they would have to have imagination, and vision, and be committed to the goal as well as the team, and the leaders. I would need them to be team players who are not worried about being a star ...
Outside inc - is social intrapreneurship the new driver for innovation?Anis Bedda
Outside Inc - Marieke den Nijs
Title: Is Social Intrapreneurship the new driver for innovation?
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
Skills needed to Manage your SubordinateEmanuele Musa
What are the skills needed to manage your subordinates?
COMMUNICATION - Leaders help communicate the firm's vision and mission to employees. This provides direction and helps everybody identify the roles that best fit their skills and experiences. Through clear communication, leaders encourage their subordinates to act for the actualisation of objectives.
ACTIVE LISTENING - Healthy communication between leaders and team members establishes a foundation for trust. When your team members know that they will be heard, they can openly share their ideas and provide honest feedback. This, in turn, drives employee engagement and positive business outcomes, including innovation, productivity and profitability.
TEAMWORK - Teams can achieve higher levels of performance than individuals because of the combined energies and talents of the members. Collaboration can produce motivation and creativity that may not be present in single-contractor projects. Individuals also have a sense of belonging to the group, and the range of views and diversity can energise the process, helping address creative blocks and stalemates. By involving team members in decision-making, and calling upon each member’s area of contribution, teams can produce positive results.
FLEXIBILITY- Flexible leaders are those who can modify their style or approach to leadership in response to uncertain or unpredictable circumstances. In addition, flexible leaders can adapt to changes as they come. They can revise their plans to incorporate new innovations and overcome challenges while still achieving their goals.
SELF CONFIDENCE- To teach leadership without first building confidence is like building a house on a foundation of sand.leadership is about having the confidence to make decisions. If someone is afraid to make and commit to decisions, all of the communication and empowerment in the world won't make a difference.
ENTHUSIASM - Your attitude will determine your direction. Successful people are passionate about their work and the activities they engage in. For successful people, enthusiasm is a key driver of passion and achievement. While Enthusiasm comes from within, whether you’re enthusiastic or not is a choice.
We have proposed to the EU a virtual incubation program aimed at helping Micro and small social enterprises (spread across 9 Countries) that are highly affected by the Covid 19 crisis. The ambition is to help these companies increase their business + financial + sustainability literacy while working side by side with stakeholders to review strategy and increase their business model resilience. Several organizations started reaching out to propose the same program locally: we are currently planning cohorts in Greece and Uganda. For more info: manu@babele.co
Babele - accelerator management software for impact innovation programsEmanuele Musa
A network and a digital incubator to manage impact innovation programs, engage stakeholders in business modeling, online mentoring, co-creation and peer-collaboration.
Bt masterclass 2 - Value proposition developmentEmanuele Musa
What creates value?
Execution, Price, Cost Reduction, Risk Reduction, Novelty, Performance, Customization, Design & Usability, Convenience & Accessibility, Brand or Status, Feels Good, Positive Impact.
Focus on one proposition or create your own perfect mix.
Level up - First SDGs accelerator in CEEEmanuele Musa
Babele.co & Nod Makerspace are launching the first SDGs accelerator in Central & Eastern Europe, aimed at supporting the Sustainable Development Goals of the UN.
Here is the model:
- We invite different corporation choose 1 or more SDGs that they wish to support;
- We scout for different NGOs and social ventures promoting these SDGs;
- We let the corporate choose the venture that they want to adopt for the program;
Both venture and up to 10 employees from the sponsor company will attend the accelerator. The goal is three-fold:
- Support the social enterprise to scale its impact;
- Foster the entrepreneurial mindset of corporate employees;
- Use the program as a platform to develop a corporate-startup collaboration, focused on the SDG that both wish to support.
If you wish to learn more, please reach out to manu@babele.co
Babele - accelerators for greater impactEmanuele Musa
A network and a digital tool to manage accelerator programs, engage stakeholders in business modeling, online mentoring, co-creation and peer-collaboration.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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9. “People need more than a
pay-check in their lives
to gratify them.”
Ricardo Semler
Tap into your
reservoir
of Talent
Excitement
Living VS. Making a Living
11. Purpose beyond profit
“Every company must not only deliver
financial performance, but also show
how it makes a positive contribution to
society.
Companies must benefit all of their
stakeholders: including shareholders,
employees, customers, and the
communities in which they operate.”
Larry Fink, CEO, BlackRock
12. The role as a leader in this case it
is not to instruct dictatorship "to
proceed in this direction“.
Rather, where the
organization wants to
head… It is to listen. In
other words, leadership
18. Organizations are getting there…
of multinational companies see a value in opening their
innovation process to internal & external stakeholders.83%
Who are these stakeholders?
Employees Clients Universities Partners
& suppliers
Local
Authorities
Startups
& SMEs
Research
Labs
81% 70% 70% 62% 54%
32% 30% 17%
Multinationals
19.
20. Corporate - startup collaborations
of corporates believe startups
have a positive impact on innovation80%
23. Organizations are getting there…
of multinational companies see a value in opening their
innovation process to internal & external stakeholders.83%
Who are these stakeholders?
Employees Clients Universities Partners
& suppliers
Local
Authorities
Startups
& SMEs
Research
Labs
81%
70% 70% 62% 54%
32% 30% 17%
Multinationals
24. “To create an organisation
that is adaptable and
innovative, people need
the freedom to challenge
precedent, to ‘waste’time,
to go outside of channels,
to experiment, to take risks
& to follow their passions.”
Gary Hamel
Management Expert
25. In 1978, US entrepreneur Gifford Pinchot III
coined and defined the term intrapreneur as:
“The dreamers who do: those who take hands-on
responsibility for implementing an idea within a
business.”
34. It depends...
New Business models
Improve Process
& internal culture
Social Change
What do managers
see as the purpose of
intrapreneurship?
*Study conducted for the Pulse-on intrapreneurship accelerator
35. Intrapreneurship is a major driver for
accelerating culture change and
organizational transformation.
36. Intrapreneurship requires a Safe environment
where people trust each other, it’s safe
to take initiative, test and fail.
37. Myriam Sidibe
Global social mission
director of Lifebuoy soap Tamara diCaprio
Reporting to make everyBU fiscally
accountable for its energy consumption
40. 1. Speed Boat Model
Autonomous team of internal experts,
10–20 people as an individual department.
Goal: generate new business ideas, validate
these, and in a next step, return these ideas
back to the operating business areas or to
start with the execution.
41. 2. Entrepreneur in Residence
“Entrepreneurs in Residence” are given the
freedom and the resources to build up holistic
and visionary projects.
The focus of this program is on:
• implementing innovative projects faster,
• bringing specific expertise to the company,
• integrating entrepreneurial behavior into the
company culture
Adrian Treuille
Team Leader Google X
43. 4. Intrapreneurship accelerator
Each cohort involves 15 intrapreneurs from 4 countries; there
are 20 days of training over 4 months, which participants
follow in parallel with their usual job.
They are allocated 20% of their
time to develop the projects,
which address issues such as
disability, employment
integration, responsible
consumption & climate change.
44. 4. Intrapreneurship accelerator
My project is to make mindfulness as
well known as possible within the
Group.
The employees reported improvements
in their well-being at work, their
performance, and their relationships
with their colleagues.
45. 5. Intrapreneurship Division
It’s a company within a company
Daimler’s Lab1886 has a global innovation
network, with locations in Stuttgart, Berlin,
Beijing and Atlanta. Created many business
models: car2go, moovel or Mercedes me.
Barclays, the international bank, launched a
£25 million Social Innovation Facility in
2012 that provides intrapreneurs with an
average of £500,000 to help get their ideas
off the ground.
46. 6. Working with Startups
Benoit Bonello
Social Innovation Director
Partnerships between SUEZ and socents.
• They have a socent they have accompanied for 2 years.
• They recover the fruits and legumes from supermarket, to
transform them in food for disadvantage people.
• Suez has helped them, fund them, and now work together,
to propose a new service to SUEZ clients (Partnership)
Startup-corporate program have many hurdles that can only
be overcome by having a strong partner rooted deep inside
the corporate structure!
49. Run a 3 months
acceleration program
• 3-6 months long, outside
the company (coworking)
• Give intrapreneurs 100%
time to work on project
• Focus: SCRUM Product
development + Customer
acquisition.
• Goal: product-market fit!
• Format: assignments +
online & offline mentoring
Run a 2 months
incubation program
• 2 months long
• Give 20% of the time to
work on project
• Focus: Strategic planning,
Validation, Prototype, test
• Goal: get business case!
• Format: master classes,
assignments + online &
offline mentoring
Launch open Research
& ideas competition
• Empathize: engage people
in a psychological &
emotional level
• Define: Gather all data
from first stage to define
the problem.
• Ideate: ideation sessions
Selection criteria are KEY
Run campaigns to
present the program
& phylosophy behind
• Organize inspiring
presentations to engage
people in a psychological
& emotional level
• Define: Gather all data
from first stage to define
the problem.
1. Recruitment
DIVERGING FOCUS CONVERGINGAWARENESS
3. Hackaton2. Open Ideation 4. Incubation 4. Proposal5. Acceleration
Host a 2/3 days
Bootcamp or Hackaton
• Board members involved
to gain confidence and get
key feedback
• Further research,
personas, ideation, value
prop canvas, refinement,
BMC, prototype,
• Output: BMC + prototype +
Customer Journey
2. Process
50. 1. Which stakeholders do you want to involve?
2. How does each create and capture value through the process?
3. What are the motivators (intrinsic vs. extrinsic)
and constraints for each stakeholder group?
Customers Partners
Corporate
mentors
Field
experts
Managers Employees
Academics
& researchers
Shareholders
3. People
51. How many resources can you dedicate to
your employees to turn their ideas into
success?
How much time and budget can you allocate
toward your intrapreneurship program?
4. Resources
52. 4. Duration
What is the starting point of the program?
Do you start from trends, customer pains, ideas,
or do employees already come up with first
prototypes or a first business concept?
What do you need to transfer the project
successfully to the next step within your
organization? Spin off? Roll-out via BU?
53. 5. Space for new ideas
How can you create spaces that support the individual while promoting feelings
of group ownership and encouraging the shared sense of group purpose?
54. 6. Reward
What makes the program attractive
for your employees?
Are intrinsic motivations enough or what forms of
extrinsic rewards exist within your organization or
can you offer additionally?
How committed is the top management to the
program and does it set a good example as
a role model?
58. 9. Track progress
«If you can’t measure it,
you can’t manage it»
Peter Drucker
What quantitative and qualitative indicators you
need in order to track your organization’s
capability to operate with a thiel perspective?
60. 1. Validate the engagement model;
2. Pre-populate the platform’s activity;
3. Model the behavior for future members.
Privilege quality over quantity
In your first pilots, involve only the connectors
and the early adopters of your organization
YOUR
IS TO...
You must be LEAN
65. Your plan is a bunch
of assumptions
You test the
most important
Keep on testing Pivot and try again
OK NO
A new forma mentis rooted on AGILITY
66. If we’re building something that no-body wants,
what does it matter if we accomplish it…
On time
On budget
With high quality
With beautiful design?
Achieving Failure: successfully executing a bad plan
Stop achieving Failure!
83. 1Assess Pain Points
What are your company’s pain
points? How do they get measured
/what are their performance
indicators? E.g. Trust?
2Make It Stick
Amidst meeting notes, agendas,
emails, and Power Point
presentations, how do you really
get your message to stick
3Connect With
corporate Priorities
Scan CEOs statements or other
corporate PR for publicly declared
vision, mission and projects.
4Be Authentic
Human beings have a finely tuned
bullshit detector. As a result, much
of the art of persuasion boils down
to being authentic (e.g. Nike N7)
5Back Up Your Hunch
with Evidence
Make it easy for people to believe –
show them it’s been done before,
it’s not a new idea ….
6Practice Your Pitch
Practice makes perfect. But, don’t
practice your story or pitch in
isolation.
7Find Partners To
Share Risk (& Opps)
No one wants to take 100% of the
risk. Find someone to share the
risk (internally or externally)
8Listen
Listening is the cornerstone of
empathy. Take time to listen to
people and understand their needs,
priorities and motivations.
9Guard Against
Mission Drift
Be clear from the start about your
initiative’s non-negotiables and
don’t compromise on these.
10Speak the language
of your audience
A key skill is ‘code switching’ or
knowing how to speak the
language of your audience.
90. “The company of the future will look very
different from the tight-rein, centralized
management approach of today.
Organizations that thrive will embrace
democracy, loose hierarchies, and will
focus on improving collective intelligence
amongst their teams.”
Professor Thomas Malone | MIT