Overview of Marguerite Orane as a coach who gets results from her heart-based, joyous approach to coaching executives, backed by experience and expertise in Strategic Planning and Implementation
Do you & your team really know how to boost your organisational performance and agility?
We are your key international partners for your business transformation and your talent development strategy. We consult and co-create with you innovative, bespoke and added-value solutions that will meet and exceed your expectations, .
Rethinking Retrospectives: Beyond the Three ColumnsCraig Smith
Talk delivered by Craig Smith and Michael Huynh at Agile Online Summit 2021 on 26 October 2021.
The concept of continuous improvement is to stop, pause, reflect, and make small adjustments for the team to improve. But are retrospectives really enough for your teams to improve sprint to sprint? What if your best retrospective still doesn’t yield the results desired and doesn't move your team out of first gear? What often happens is a narrow view from a team’s perspective on the last sprint or retrospectives don’t provide enough coverage on the broader topics beyond the last iteration.
Simply put, retrospectives are no longer enough!
Join Craig and Michael as they both share their experience and taking your teams to the next level!
Overview of Marguerite Orane as a coach who gets results from her heart-based, joyous approach to coaching executives, backed by experience and expertise in Strategic Planning and Implementation
Do you & your team really know how to boost your organisational performance and agility?
We are your key international partners for your business transformation and your talent development strategy. We consult and co-create with you innovative, bespoke and added-value solutions that will meet and exceed your expectations, .
Rethinking Retrospectives: Beyond the Three ColumnsCraig Smith
Talk delivered by Craig Smith and Michael Huynh at Agile Online Summit 2021 on 26 October 2021.
The concept of continuous improvement is to stop, pause, reflect, and make small adjustments for the team to improve. But are retrospectives really enough for your teams to improve sprint to sprint? What if your best retrospective still doesn’t yield the results desired and doesn't move your team out of first gear? What often happens is a narrow view from a team’s perspective on the last sprint or retrospectives don’t provide enough coverage on the broader topics beyond the last iteration.
Simply put, retrospectives are no longer enough!
Join Craig and Michael as they both share their experience and taking your teams to the next level!
Women in Science & Tech Businesses put on this event, inviting Knightsbridge to talk about the importance of coaching.
See www.womenintechbiz.com for more information
Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
Move from knowing to doing and solve the specific as well as unique challenges of your business in order to develop and implement an effective strategy that will help you meet your desired objectives.
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
Peace Is Every Laugh: The Role of Laughter and Humor on the Path to Peacestephknox24
This presentation gives the foundation of peace and nonviolence theory and explores the connections between humor, laughter and peace. Presented at the Humor Academy peace lunch at the Association for Applied Therapeutic Humor in Philadelphia, PA.
Women in Science & Tech Businesses put on this event, inviting Knightsbridge to talk about the importance of coaching.
See www.womenintechbiz.com for more information
Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
Move from knowing to doing and solve the specific as well as unique challenges of your business in order to develop and implement an effective strategy that will help you meet your desired objectives.
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
Peace Is Every Laugh: The Role of Laughter and Humor on the Path to Peacestephknox24
This presentation gives the foundation of peace and nonviolence theory and explores the connections between humor, laughter and peace. Presented at the Humor Academy peace lunch at the Association for Applied Therapeutic Humor in Philadelphia, PA.
Tienes que resolver el crucigrama del tiempo con las pistas que te damos al pinchar sobre el número de la fila o de la columna del crucigrama. Te aparecerá la pista para que intentes averiguar la palabra relacionada con el tiempo. Ojo palabras relacionadas con el tiempo de todo tipo, pueden ser épocas, estaciones, periodos de tiempo, etc.
The famous design deck from Arnell for the 2009 Pepsi redesign. This is an amazing work of linkage and inference that is highly polarizing... And a fascinating read.
Short set of slides in which I demonstrate what I call the Layering technique--where dense text and graphic slides are split into multiple slides. The technique can help improve how you communicate your ideas and result in more effective presentations. Please note: This presentation is meant for online viewing and is not devised for a live presentation.
Juran Global on Developing an Internal Consultant Teamwhitneyjregan
Self-sufficiency and sustainability are some of the keys to success of any performance improvement program. To attain these, an organization must develop a core group of internal experts that can master, teach, and coach others on the use of the performance improvement strategy and tactics. Participants will learn the process for developing these internal experts, simultaneously establishing a support network that will propel the organization forward. With a properly structured system, performance goals will be met and improvement sustained for the long run.
In this presentation, you will learn:
* How to establish a plan to sustain your performance improvement plan.
* What criteria are necessary to select the right people for strong internal support teams.
* How to educate and apprentice your candidates to be certified internal consultants.
* How to structure the internal consulting office and what they do to sustain results.
* How to decide how much self-sufficiency is right for you.
To watch the full webinar by Juran Global CEO Joseph DeFeo, please go to Slide 22.
For more information, go to: http://www.juran.com or call 800-338-7726
A brief presentation about Annual Performance Management. Performance Appraisal cycle, how to set objective, how to give constructive feedback, and finally feedback Dos and Don'ts
Detecon Strategy Accelerator with WorkboardMarc Wagner
“Without a strategy the organization is like a ship without a rudder - going around in circles.”
Our Detecon Strategy Accelerator enables you to radically change your strategy process within a very short time and thereby significantly increase the ambition level of your entire organization. The focus here is on the consistent introduction of OKRs and their technical mapping with the help of our partner "Workboard". In line with our #CompanyReBuilding organization, you will also succeed in creating the basis for an agile and dynamically robust organization. Interested? We are looking forward to your inquiry.
How to Engage the Workforce to Drive Operational ExcellenceJuran Global
What You'll Learn:
* What Value Engagement Teams are and what their strategic purpose is
* How these teams fit into organizational design
* The tactical execution plans used for these teams
* How to determine when they are successful
Key Topics:
* The fundamentals of Value Engagement Teams
* Understanding the benefits of Value Engagement Teams
* Strategic plans for Value Engagement Team success
Balanced Scorecard (BSC) for cultural projects and institutions
Balanced Scorecard Process for Small and Mid-Sized Companies
1. Yes … you too can have a Balanced Scorecard!
Developing and Implementing the Balanced
Scorecard in Small and Mid-Sized Companies
Marguerite Orane
www.margueriteorane.com
www.freeandlaughing.com
http://ca.linkedin.com/in/margueriteorane
2. APPLYING THE BSC TO SMALLER
ORGANIZATIONS
OUR SOLUTION:
Process of facilitation
+ high level of participation
+ our expert knowledge
= simple and effective BSC
THE CHALLENGE:
BSC is:
-Proven Strategy tool for breakthrough performance
-Seen as complex, for large companies only.
-How to apply to smaller organizations?
Marguerite Orane & Associates, June 2012 2
3. BALANCED SCORECARD APPROACH:
The 5-A Process
Be
Action Accountable
Align for
Action
Articulate
the
Strategy
Activate
the team
Marguerite Orane & Associates, June 2012 3
4. BALANCED SCORECARD PROCESS – TIME
COMMMITMENT
Activating 1-day BSC
the team training
Articulating 2-day offsite
the Strategy
Aligning for 1-day validation
1-day Initiatives
Action action planning
6-month one-
Action on-one
Coaching
Being 6-month follow-
Monthly
Strategy Review
Accountable up coaching
meetings
Marguerite Orane & Associates, June 2012 4
5. BALANCED SCORECARD PROCESS
PHASE COMPONENTS PARTICIPANTS OUTCOMES
Activating the Assess CEO readiness CEO CEO and senior team
team 1-day BSC training for senior Senior team committed
team
Data gathering
Articulating 2-day retreat CEO Vision, Mission, Values
the Strategy Senior team Strategic Destination
Value Gap
Strategy Map
Balanced Scorecard
Aligning 1-day Validation CEO Targets set
Senior Team Priority initiatives identified
1-day Initiative planning Initiative Owners Action plans for initiatives
Action 6-month coaching program CEO Action plans implemented
Initiative Owners
Being First Report CEO First Report
Accountable First Strategy Meeting Senior team Team held accountable
Marguerite Orane & Associates, June 2012 5
6. 1. ACTIVATE!
People don’t do what you tell them to do - they do what they are moved to do.
FIRST STEP?
Get your team on board!
HOW?
We use variety of techniques, tailored to your needs –
workshops, interviews, surveys, focus groups, training.
RESULTS?
– Clarity around the issues
– Commitment of the team to participate fully
– Sense of anticipation and excitement for the next stage
Marguerite Orane & Associates, June 2012 6
7. 2. ARTICULATE!
• In a series of consultations&offsites, we take you through probing processes to:
– Bring out your winning strategy
– Get clear on the long-term vision and the results you want,
– Decide on your strategic choices for achieving them
– Determine how you communicate your plans and priorities to entire
organization.
Marguerite Orane & Associates, June 2012 7
8. 3. ALIGN!
We work with your team to
• Cascade the strategy to the operational level
• Ensure alignment with corporate strategy and between Business Units and
Support Units.
• Align your CULTURE to your new strategy
– Define most important values to create a culture that supports and
nourishes the strategy
– Drill down to the individual behaviours and underlying beliefs to get at the
crux of culture change.
Marguerite Orane & Associates, June 2012 8
9. 3. ALIGN!
We work with your team to
• Cascade the strategy to the operational level
• Ensure alignment with corporate strategy and between Business Units and
Support Units.
• Align your CULTURE to your new strategy
– Define most important values to create a culture that supports and
nourishes the strategy
– Drill down to the individual behaviours and underlying beliefs to get at the
crux of culture change.
Marguerite Orane & Associates, June 2012 9
10. 3. ALIGN!
We work with your team to
• Cascade the strategy to the operational level
• Ensure alignment with corporate strategy and between Business Units and
Support Units.
• Align your CULTURE to your new strategy
– Define most important values to create a culture that supports and
nourishes the strategy
– Drill down to the individual behaviours and underlying beliefs to get at the
crux of culture change.
Marguerite Orane & Associates, June 2012 10
11. 4. ACTION!
This is where "the rubber hits the road”
• True test of good strategy?
IMPLEMENTATION!
We work with your team leaders individually and with their team members to
• define key initiatives
• develop clear action plans
Our "Next Steps" approach ensures team members always know what to do ....
Starting from the very next day!
Marguerite Orane & Associates, June 2012 11
12. 5. ACCOUNTABILITY!
We work with you to:
• Design simple yet effective reporting and monitoring mechanisms
• IMPLEMENT the reporting system
• Facilitate the Strategy Review meetings
• Shift the conversation from telling and justifying what happened, to asking "what
did we learn and what are we going to do next"
Marguerite Orane & Associates, June 2012 12
13. Marguerite Orane
Consultant, Speaker, Coach
If you are committed to achieving breakthrough performance
in your organization, contact Marguerite now:
marguerite@margueriteorane.com
www.margueriteorane.com
http://ca.linkedin.com/in/margueriteorane
Marguerite Orane & Associates, June 2012 13