This course describes the management practices of German retailer Alnatura listed by Beyond-Budgeting-Principles and provides the first in the English language available publication on the management practices of Alnatura. For better understanding it is essential to have a basic understanding of Beyond-Budgeting and our recent Course “Dialog-based leadership”.
Beyond Budgeting offers a proven and coherent alternative to serious problem in management today. The main purpose is not to get rid of budgets, but to take reality seriously, both the world around us and people in the organisation. The three different (and often conflicting) budget purposes of target setting, forecasting and resource allocation are not abolished, but separated and improved in ways not possible when all three are crammed into one annual set of budget numbers.
As Associate Principal at The Monitor Group (now Monitor Deloitte) in China, part of my of my role was helping train 1st Year consultants. This is the summary presentation from a day long Masterclass in the commonly used techniques in assessing a firm's "true" value.
This course describes the management practices of German retailer Alnatura listed by Beyond-Budgeting-Principles and provides the first in the English language available publication on the management practices of Alnatura. For better understanding it is essential to have a basic understanding of Beyond-Budgeting and our recent Course “Dialog-based leadership”.
Beyond Budgeting offers a proven and coherent alternative to serious problem in management today. The main purpose is not to get rid of budgets, but to take reality seriously, both the world around us and people in the organisation. The three different (and often conflicting) budget purposes of target setting, forecasting and resource allocation are not abolished, but separated and improved in ways not possible when all three are crammed into one annual set of budget numbers.
As Associate Principal at The Monitor Group (now Monitor Deloitte) in China, part of my of my role was helping train 1st Year consultants. This is the summary presentation from a day long Masterclass in the commonly used techniques in assessing a firm's "true" value.
Annual Operations (AOP) and Long-Range (LRP) Planning ProcessDavid Niles
Outline an approach to the development of an Annual Operating Plan (AOP) and Long-Range Planning (LRP) process. Show an appropriate timeline to this process.
Describe the background to Hoshin Charts, Affinity Diagrams and how they fit into the AOP and LRP processes
Illustrate examples of Enterprise Infrastructure Goals and Objectives for a large manufacturing organization, and how they could fit into an AOP.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Portfolio Management Fundamentals training delivers the tools and methods to assist you monitor the portfolio and project sources to enhance the portfolio management implementation in your corporation.
Portfolio Management Fundamentals training offers a systematic method to generating and management of a project portfolio. It allows you comprehend the importance of portfolio management; determine and describe the portfolio stakeholder tasks and responsibilities; outline and apprehend a portfolio management procedure; determine tools, approaches, and strategies for portfolio management; and distinguish the roles of the program management office (PMO) or portfolio executive office (PEO) in effective portfolio management.
Audience:
3-day course designed for:
Program managers
Product managers
Portfolio managers
Senior executives accountable for corporation policies
Managers accountable for generating organizational policies or for offering strategic recommendations
Members of portfolio, program, or project offices
Operational managers
Project team personnel, clients, and other stakeholders of the portfolio management process
TONEX Training Format:
Portfolio Management Fundamentals training is combined of theory and hands-on modules.
Theory and concepts are delivered through interactive lectures and presentations
Practical activities are provided through hands-on workshops, seminars, and group activities
Course Outline:
Overview of Portfolio Management
Elements of Portfolio Management
Getting Started on the Project Portfolio Management
Managing the Project Portfolio
Active Portfolio Management Fundamentals
Expected Revenues and Assessment
Active Portfolio Management Performance
Investment Management Process
Computable Methodologies of Investment Assessment
Portfolio Management and Evaluation
Psychological Features of Investment Management
Optional Topics:
The Philosophy Behind Investment Portfolio
Stocks Investment
Bonds Investment Management
Learn more about course objectives, pricing, etc.
Portfolio Management Fundamentals Training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
Presenting this set of slides with name - Operational Planning PowerPoint Presentation Slides. This deck consists of total of fourty slides. It has PPT slides highlighting important topics of Operational Planning PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
Many organisations struggle to react fast when the world changes, as they often rely on top-down processes and long term strategy plans. Organisations need to reimagine how they do strategy if they want to keep up in times of uncertainty and be fit for the future.
Building an agile strategy calls for more than organisational refinements, procedural adjustments and new tools. Challenging the status quo and igniting a discussion about new ways of strategising is the way forward.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp 2020) Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable. Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
Nick Wensley, Business Adviser, Young Enterprise Programme who will cover business cases past, present and future and consider what the future holds for developing business cases.
Effective Turnaround Strategy For Business Restructuring PowerPoint Presentat...SlideTeam
The PowerPoint template is useful tool for firms which are performing poorly for extended period of time and delivering recovering strategies by identifying critical issues existing in firm. The template is useful tool in presenting various turnaround strategies such as change in management, stakeholder support rebuilding, operational efficiency, financial turnaround strategies and handling customers. Initially, it covers details about the firm present scenario with current concerns faced by firm leading to corporate failures such as reported financial loss, increase in customer attrition rate, addressing financial ratios of firm at present, determine digital delivery gap, determine current state of firm operations such as siloed data sources and complex IT systems, etc, analyzing ownership patterns of shareholders, determine capital structure funding sources and debt equity ratio and addressing financial statements. The firm will implement turnaround plan by determining turnaround restructuring path, different stages of turnaround, addressing workstreams in turnaround plan for key functional areas of firm. The firm will change its senior management for thought leadership, restore stakeholder support through effective communication, employee management through retention initiatives and downsizing, workforce upskilling, the firm will improve critical processes through quality improvement and overall cost reduction and will perform financial restructuring through asset reduction and short-term financing. It will handle customer through customer retention and marketing initiatives. The template covers details about budget for implementing digital advancement solution and determine the impact of turnaround plan on firms growth. https://bit.ly/2KssKCI
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Aligning Budgeting To Corporate Planning - ABF Conference on Corporate BudgetingKenny Ong
ALIGNING BUDGETING TO CORPORATE PLANING
*How budgeting and strategic planning fit together in the overall business plan
*Aligning KPIs with business objectives and the budget
*Effectively identifying leading and lagging KPIs in the budget
*Identifying the gaps between the actual and the budget figure to enable allocation of resources for corporate plan
*Resolving the variances between the actual vs the budget figures
*Effective strategies to resolve the gaps to drive the strategic direction of the organisation
Eurogroup Consulting asked 250 European top-managers their experiences with Operational Excellence. Operational Excellence is still an important management-topic. However, the goals of operational excellence projects are changing. Increasing customer satisfaction has becomve more important than cost savings. Operational Excellence has become an organisation-wide way to increase create happier customers. This also means that becoming operational excellence is complicated for most (larger) organisation. Organisational silo's, complex processes and stakeholder involvement are today's obstacles for succes. This requires a balanced and integrated approach. Europe says farewell to isolated operational excellence projects that act as a cost cutting program. There's a new perspective on operational excellence.
Annual Operations (AOP) and Long-Range (LRP) Planning ProcessDavid Niles
Outline an approach to the development of an Annual Operating Plan (AOP) and Long-Range Planning (LRP) process. Show an appropriate timeline to this process.
Describe the background to Hoshin Charts, Affinity Diagrams and how they fit into the AOP and LRP processes
Illustrate examples of Enterprise Infrastructure Goals and Objectives for a large manufacturing organization, and how they could fit into an AOP.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Portfolio Management Fundamentals training delivers the tools and methods to assist you monitor the portfolio and project sources to enhance the portfolio management implementation in your corporation.
Portfolio Management Fundamentals training offers a systematic method to generating and management of a project portfolio. It allows you comprehend the importance of portfolio management; determine and describe the portfolio stakeholder tasks and responsibilities; outline and apprehend a portfolio management procedure; determine tools, approaches, and strategies for portfolio management; and distinguish the roles of the program management office (PMO) or portfolio executive office (PEO) in effective portfolio management.
Audience:
3-day course designed for:
Program managers
Product managers
Portfolio managers
Senior executives accountable for corporation policies
Managers accountable for generating organizational policies or for offering strategic recommendations
Members of portfolio, program, or project offices
Operational managers
Project team personnel, clients, and other stakeholders of the portfolio management process
TONEX Training Format:
Portfolio Management Fundamentals training is combined of theory and hands-on modules.
Theory and concepts are delivered through interactive lectures and presentations
Practical activities are provided through hands-on workshops, seminars, and group activities
Course Outline:
Overview of Portfolio Management
Elements of Portfolio Management
Getting Started on the Project Portfolio Management
Managing the Project Portfolio
Active Portfolio Management Fundamentals
Expected Revenues and Assessment
Active Portfolio Management Performance
Investment Management Process
Computable Methodologies of Investment Assessment
Portfolio Management and Evaluation
Psychological Features of Investment Management
Optional Topics:
The Philosophy Behind Investment Portfolio
Stocks Investment
Bonds Investment Management
Learn more about course objectives, pricing, etc.
Portfolio Management Fundamentals Training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
Presenting this set of slides with name - Operational Planning PowerPoint Presentation Slides. This deck consists of total of fourty slides. It has PPT slides highlighting important topics of Operational Planning PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
Many organisations struggle to react fast when the world changes, as they often rely on top-down processes and long term strategy plans. Organisations need to reimagine how they do strategy if they want to keep up in times of uncertainty and be fit for the future.
Building an agile strategy calls for more than organisational refinements, procedural adjustments and new tools. Challenging the status quo and igniting a discussion about new ways of strategising is the way forward.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp 2020) Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable. Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
Nick Wensley, Business Adviser, Young Enterprise Programme who will cover business cases past, present and future and consider what the future holds for developing business cases.
Effective Turnaround Strategy For Business Restructuring PowerPoint Presentat...SlideTeam
The PowerPoint template is useful tool for firms which are performing poorly for extended period of time and delivering recovering strategies by identifying critical issues existing in firm. The template is useful tool in presenting various turnaround strategies such as change in management, stakeholder support rebuilding, operational efficiency, financial turnaround strategies and handling customers. Initially, it covers details about the firm present scenario with current concerns faced by firm leading to corporate failures such as reported financial loss, increase in customer attrition rate, addressing financial ratios of firm at present, determine digital delivery gap, determine current state of firm operations such as siloed data sources and complex IT systems, etc, analyzing ownership patterns of shareholders, determine capital structure funding sources and debt equity ratio and addressing financial statements. The firm will implement turnaround plan by determining turnaround restructuring path, different stages of turnaround, addressing workstreams in turnaround plan for key functional areas of firm. The firm will change its senior management for thought leadership, restore stakeholder support through effective communication, employee management through retention initiatives and downsizing, workforce upskilling, the firm will improve critical processes through quality improvement and overall cost reduction and will perform financial restructuring through asset reduction and short-term financing. It will handle customer through customer retention and marketing initiatives. The template covers details about budget for implementing digital advancement solution and determine the impact of turnaround plan on firms growth. https://bit.ly/2KssKCI
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Aligning Budgeting To Corporate Planning - ABF Conference on Corporate BudgetingKenny Ong
ALIGNING BUDGETING TO CORPORATE PLANING
*How budgeting and strategic planning fit together in the overall business plan
*Aligning KPIs with business objectives and the budget
*Effectively identifying leading and lagging KPIs in the budget
*Identifying the gaps between the actual and the budget figure to enable allocation of resources for corporate plan
*Resolving the variances between the actual vs the budget figures
*Effective strategies to resolve the gaps to drive the strategic direction of the organisation
Eurogroup Consulting asked 250 European top-managers their experiences with Operational Excellence. Operational Excellence is still an important management-topic. However, the goals of operational excellence projects are changing. Increasing customer satisfaction has becomve more important than cost savings. Operational Excellence has become an organisation-wide way to increase create happier customers. This also means that becoming operational excellence is complicated for most (larger) organisation. Organisational silo's, complex processes and stakeholder involvement are today's obstacles for succes. This requires a balanced and integrated approach. Europe says farewell to isolated operational excellence projects that act as a cost cutting program. There's a new perspective on operational excellence.
Secrets to Accelerate and Maximise the Value of Your Procurement Investment: ...SAP Ariba
Value realization starts with identifying, properly prioritizing, and justifying opportunities that include a plan for success. Enabling value includes not only technology deployment, but using process/policy definition, awareness and education to get internal and external stakeholders on-boarded. But value enablement will only lead the horse to the water. Achieving compliance requires an effective governance model, a well-staffed operations team, an aligned incentives program as well as a highly professional attitude towards change management. Join this session to hear from leaders as they discuss their business commerce programs and the steps they took to realize maximum value.
Avante Logixx (XX.V / ALXXF) has built its reputation as a preeminent security company by providing premium security services through the use of advanced technology and a focus on client service. Avante’s security business provides a complete suite of security services ranging from system design, sales, installations, and monitoring to services such as alarm response, patrols, personal protection and secure transportation. We were initially attracted to the company because of the significant growth in both revenues and earnings. The company has shown consistent revenue growth over the last three years and was able to grow sales by 43% in the last 12 months from $6.15 million to $8.82 million and earnings from a loss of $57,000 to a profit of just over $1.3 million giving evidence to the leverage within the business. Management and directors are well vested in the company and own approximately 45% of the 59 million shares issued and outstanding. Shares in Avante currently trade at a price earnings ratio of 15.8 times, significantly below the industry average of 29. The company has a solid balance sheet and has accumulated over $1.5 million in cash and has zero debt. We expect growth to continue both organically and now with a healthier balance sheet through accretive acquisitions.
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
Top 10 Challenges for Corporate & Investment BanksLapman Lee ✔
Ten themes around regulation, restructuring, and revolution in corporate & investment banking impacting the business, compliance & risk, IT and the way you make business with your customers
Does Your Company Have an Innovation Strategy? What every Board Member should know.
In light of the changing competitive landscapes, the role of the Board in directing strategy and ensuring long term value growth and marketplace relevance has never been more important.
The Transformation Office - A new organisational capability for the digital e...Rafael Lemaitre
In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
Similar to [EN] Beyond Budgeting Implementation Case Study: Telenor (English) (20)
This course describes the three phases of organizational development/evolution (pioneering phase, differentiation phase, and integration phase) developed by Bernard Lievegoed in 1969 and expanded by the fourth associative phase by Friedrich Glasl in 1993 accompanied by Beyond-Budgeting-Organizations that reached the integration phase or the associative phase either by transformation or sustaining the alternative model since the pioneering phase. Required knowledge is a basic understanding of the Beyond-Budgeting-Model, knowledge of Theory X and Theory Y from Douglas McGregor and basic knowledge of open innovation and crowdsourcing/collective intelligence.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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[EN] Beyond Budgeting Implementation Case Study: Telenor (English)
1. Telenor.
Going Dynamic.
International Center for
Page 1
Outperformance
2. Telenor.
Going Dynamic.
quot;Going Dynamic is more a philosophy, it is an overarching framework of what Telenor
expects to do. We are not so revolutionary that we break with all that
have been. We see the change more as an evolution and an adaptation of management
within a new, more dynamic market. We are well perhaps as a company, related to
tasks, something different from Handelsbanken and StatoilHydro. It means that we must
find our own way to do this, which fits in the complex world we are
in. We operate in dynamic and rapidly changing markets, which means that
companies today are acting very independently. That is, we must find a model
that provides the company management at the same time that companies have room for
action.quot; Kenneth Hauge
Table of Contents
Introduction to the Case Study..........................................................................................................................3
About Telenor....................................................................................................................................................4
The Beyond-Budgeting-Implementation...........................................................................................................5
Organizational scope...................................................................................................................................5
The reasons for moving Beyond Budgeting.................................................................................................5
Implemented Beyond-Budgeting-Principles.................................................................................................7
Success factors for implementation.............................................................................................................8
Resources.........................................................................................................................................................9
License.............................................................................................................................................................9
Version 1.0: March 2009
Page 2
3. Introduction to the Case Study
In Autumn 2006 Telenor started with the advice from the BBRT its Beyond-Budgeting-Initiative “Going
Dynamic” under the project leader Kenneth Hauge. Contrary to the consultative transformation approach of
the BBTN, Telenor presents a typical evolutionary BBRT Beyond Budgeting implementation. However it is an
interesting case of one of the largest Beyond-Budgeting-Transformations nowadays besides StatoilHydro's
journey Beyond Budgeting. It is to note that Telenor's Beyond Budgeting Implementation is very young and
under development. From our point of view currently the following principles have been implemented:
resources, planning, goals, controls, autonomy, responsibility.
The following material on Telenor has been mainly excerpted from Håkon Mathias Rønning's and Andreas
Lysne Ervik's master thesis “Implementering av Beyond Budgeting - En kvalitativ studie av Handelsbanken,
StatoilHydro og Telenor sin implementering av Beyond Budgeting” with a kind contribution from our voluntary
translator who made it possible to share the Norwegian master thesis the first time in the English language.
The complete material originally is based on a personal interview with Telenor's Beyond Budgeting Project
leader Kenneth Hauge and further with Else Hermansen from Telenor on 07.04.2008 by Håkon Mathias
Rønning and Andreas Lysne Ervik.
Page 3
4. About Telenor
Norwegian Telenor is the world's 7th largest, and in the Nordic region the leading provider of mobile
communications. The service and product offerings include telephony from fixed-line to mobile or IP
telephony , Internet and broadband, TV services and mobile content and telecommunication-related
services. With about 38.000 people it operates in 13 countries – Norway, Denmark, Sweden, Finland,
Ukraine, Serbia, Montenegro, Hungary, Russia, Pakistan, Bangladesh, Malaysia, and Thailand. The Telenor
Group is listed on the Oslo Stock Exchange, with headquarters in Oslo, Norway. and was ranked top
performer by the Dow Jones Sustainability Indexes in 2007 and 2008. Telenor started out as a public
company in 1855 and builds on more than 150 years of telecommunication experience now reaching a global
turnover of NOK 111 billion in 2008.
The Telenor group itself has financial control over its vast amount of member organizations, which like e.g.
Telenor Broadcast act as a group within the Telenor group comprising several subsidiaries with different
business areas.
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5. The Beyond-Budgeting-Implementation
Organizational scope
The implementation started with an assessment of the existing leadership model accompanied by a vision of
the new model. Three companies and the corporate group within Telenor had been selected in the beginning
of the initiative as pilots. The complete Telenor group is going to implement Beyond Budgeting in 2009.
Because the corporate group has been included into the pilot phase, no consolidated budget was used in
2008.
The reasons for moving Beyond Budgeting
quot;In Telenor we have historically seen that the budget process is time-consuming for those who are involved.
Nevertheless, we will say that to remove the budget itself is not necessarily time-saving. The difference is
that the future will be used in a completely different way than previously. We are still to plan ahead, and the
time that was previously used in the budget process, and opinions about why we do not always deliver on
budget, is now used to assess how Telenor can best adapt to the future competition and customer needs.
Our background is thus that we do not think we dedicate significant time out of the devices by freeing us
from the budget, but we use time more wisely, and focus on what we can influence, rather than explain the
story.quot;
Kenneth Hauge, Telenor
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6. quot;One of the main purposes of implementing the new management is to strengthen operationalization of the
strategy down the units and make organization responsible to a greater extent in relation to compliance with
the strategic direction and the ambitions set. Many companies are experiencing a comprehensive strategy
that ends up in a strategy paper presented to the Board, but which unfortunately is not given sufficient weight
when you start work on next year's plans and budget. This is usually more of the conditions changed, for
example, can competitive intensity in the market for the past, and the strategy may be set for detailed
financial planning. The strategy to integrate backwards in organization is one of the main benefits that we
have emphasized by Going Dynamic. We want to Going Dynamic no longer to focus on how we deliver
against a fixed budget, but want to focus on how we will deliver in the future against ambitions and strategy.
We do reporting to come, and focus on what we will deliver in the coming quarters, and considers this
against ambitions. One of the instruments we use is to implement a rolling quarterly forecasts for the five
next quarters. We try to facilitate a strategy that contributes to the ambitious goals, but that still is not
concrete to be used as a guiding star, and reference. When it comes to follow-up, we want to do this as a
relatively as possible in relation to other external actors, or other companies internally. We link input with the
output of the goals as set, so that we not only focus on results, but what actually runs the results. Telenor
does not stop to report on historical numbers even if we remove the budget, but the focus for historical
reporting is to capture for example, trends in costs. We will continue to keep an eye on what we perform in
both market and operational. Here, however, it is important to balance outcome of both types of reporting.
The operational follow-up further down in organization will probably still use the historical results, but
difference is that the devices will no longer measure the actual figures against a budget. We hope that the
emphasis will be on the forward looking part of the follow-up. There we see forward in relation to how we are
going to deliver, assess what we will initiate the measures to make it better, is what will be the main focus.
This is central in Going Dynamic.”
Kenneth Hauge, Telenor
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7. Implemented Beyond-Budgeting-Principles
Autonomy and responsibility
Before the Beyond-Budgeting-Implementation Telenor had already a decentralized organizational structure,
but the with the implementation increased responsibility presented something completely new in comparing
with the old leadership model.
quot;The whole model is based on the local units and departments to gain authority and responsibility for running
their area. This delegation of responsibility must be inserted in a holistic perspective where the individual is
in agreement with the new framework.”
Kenneth Hauge, Telenor
Goals and Controls
Telenor's Going Dynamic reporting does take place on several levels and along more dimensions than just
the capital and includes internal and external benchmarks.
quot;On an equal basis with other telecommunication companies, we make extensive internal and external
benchmarking. We benchmarked against the corresponding players in each country, in addition to internal
benchmarking between the companies where this is natural. We stock not internal league tables
corresponding Handelsbanken, but we use benchmarking more as an information base in relation to set
targets. However, we will look at opportunities to take the step forward.quot;
Hauge, Telenor
Planning
Telenor is working with a rolling five-quarter forecast that covers both financial and non-financial metrics. The
rolling forecast is updated each quarter, accompanied by a three-year outlook that's revised annually.
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8. Resources
Instead of a top-down and annual budgeting process, Telenor allocates resources dynamically closely related
to the strategic direction the organization choses any time to take on. But much of this mind-set had already
been present in Telenor before the Beyond-Budgeting-implementation began in Autumn 2006.
quot;We still have authority measures which places limitations on the use and cost using investment committees
to consider the significant investments. This is not changed from previous administration. We must still
consider the projects and their profitability. Previously, there was never such that the investment committee
under the known good projects solely because the budget was used up. Thus one can say that we do not
longer operated for a clean budget model, since we had a government that already had elements that
challenged the established budget.quot;
Kenneth Hauge, Telenor
Success factors for implementation
quot;We've made us up some thoughts about what will be the success factors for implementation. When it
comes to senior anchoring it is important to focus both from the CEO, CFO, HR, in addition to the market
and technology, without it so wrong implemented. This is a golden opportunity for companies to renew and
adapt their management and the entire leadership must rethink how they can best change their company.
We emphasize a holistic and integrated approach in relation to all aspects of management. From strategy
and ambitions, to action plans and forecasts, the business reviews, expertise, and to end the incentives and
rewards. In addition, we focus on that in the run-through fails to design a management, and that the biggest
challenge is that all you need through a attitude in relation to how to continuously make decisions. This will
clearly not happen within one calendar year, but perhaps in the longer term. We view this as a continuous
change, which also chose the name Going Dynamic as internal resources for the project. This is not solely a
financial project to ensure that the implementation does not end up with a quarterly budget disguised in a
forecasting process. Finally, it is important to distinguish between what is the strategy / ambition and what is
forecast, and it is not easy. These forecasts should not be binding in relation to what is provided, nor is it an
acceptance of the demand for future periods. A forecast should be realistic, but the strategy should be
ambitious. That to design a model that gets at this in a way is difficult.quot;
Kenneth Hauge, Telenor
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9. Resources
Online Resources (accessed 27th February 2008):
• Rønning, Håkon Mathias; Ervik, Andreas Lysne: “Implementering av beyond budgeting : en kvalitativ
studie av Handelsbanken, StatoilHydro og Telenor sin implementering av beyond budgeting”:
http://hdl.handle.net/2330/1970
• Jason Karaian (CFO Europe): “Go with the flow”:
http://www3.cfo.com/article.cfm/9935438/2/c_2984364?f=archives
• http://www.telenor.com (all subpages)
Pictures (accessed 27th February 2008):
• http://telenor.com/en/resources/images/Telenor-host-ute04_tcm28-30128.jpg (Telenor)
License
This paper except all logos and the front cover picture (Telenor HQ) is licensed under a Creative Commons
BY-SA License. Credit: quot;International Center for Outperformance (www.intco.org): Telenorquot; within the
reference list
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