The document summarizes a presentation on performance management. It includes an agenda for the event that covers topics like building trust, creating meaningful KPIs, benchmarking, and measuring user satisfaction. Several speakers shared their expertise on these topics. They emphasized the importance of honesty, communication, and creating KPIs that are meaningful, measurable, and focused on improvement rather than penalties. The benefits of benchmarking and user satisfaction surveys were also discussed.
Lean Kanban India 2019 Conference | Agility and DevOps: Needed - an Integrate...LeanKanbanIndia
Session Title: Agility and DevOps: Needed - an Integrated view
Abstract: Why do we associate Business Agility with Kanban and Agile, and Flow of IT work with DevOps? Too much of our DevOps discussion focuses on the throughput, the flow and the automation, and not enough on alignment to Business Value in DevOps. One reason DevOps has been enthusiastically picked up by the Indian IT community is that it seems within IT’s control; the language of CALMS all seem safely within IT’s reach.
This will lead your DevOps journey into a dead end.
This session will pick very different companies on DevOps journeys, and identify the drivers that took these companies onto the Agility journey.
Lean Kanban India 2019 Conference | Lean Kanban for Non-IT Business Process ...LeanKanbanIndia
Session Title: Lean Kanban for Non-IT Business Process Automation
Abstract: Automation has now taken center stages in all facets of enterprises and business is now at the helm of implementing automation to improve quality of service, lower costs and improve productivity of their associates. Financial Planning and Accounting is the first mover where lots of back office work like PO approvals, invoice reconciliation, approval workflows/processes are repetitive and mundane that can be automated through built in rules (with little intelligence as well). I will talk about how the Lean and Kanban principles can help in improving business agility in non-it business process automation projects and deliver value to the clients based on my experience.
Lean Kanban India 2019 Conference | The Heart of Kanban | Andy CarmichaelLeanKanbanIndia
Session Title: The Heart of Kanban
Abstract: Feedback and cadence are two essential elements of control. Management of agile teams is no exception – particularly as its purpose is to help the business respond to the changing fitness landscape. Choosing the feedback loops and their cadences (the periods between feedback cycles) is the key to effective management, and this workshop will explore the actual feedback loops in participants’ businesses. Participants may be using agile methods like Kanban or Scrum, scaled frameworks like SAFe or LeSS, bespoke processes that have evolved uniquely within the business (perhaps guided by Kanban principles), or indeed no conscious or deliberate process at all. Nevertheless, feedback loops and cadences abound in controlling work. Scrum has a dominant cadence, defined by Sprint length. Kanban – described by one critic as an agile method without a cadence – in reality defines many of them. Other methods may use cadence-driven or event-driven feedback loops to achieve control, or like the “no deliberate process” approach, use instinctive feedback loops based on managers’ experience or preference. In all cases examining current processes and comparing them with a schematic feedback and cadence model, yields important insights that can generate improvements
The workshop will introduce a simple framework for applying systems thinking to management systems. Participants will be asked to apply the model to their own management systems, or those of others in their groups, and to compare results in four main areas:
Choosing the right work
Making the work flow
Ensuring the work’s right
Improving workflow
We’ll look at three typical scales – the agile team (proverbially 7 plus or minus two), and the multi-team service, and the multi-service layer, as addressed by management teams with wider responsibility.
This workshop will help leaders in organisations understand where feedback loops exist for managing the business, at what cadence these controls operate, and where opportunities exist for improvement. While providing some helpful and pragmatic models for future use, the workshop will also generate outputs that can be applied immediately and directly, and providing agendas for discussion and implementation.
The Cherished Advisor: 4 Steps to Building Your Client Advisory Services Prac...Aggregage
You’re passionate about what you do and that’s why you started or lead a client advisory practice. Combining your passion and your business can be both exhilarating and a struggle. Many professionals stumble into starting an advisory practice because of what they love to do.
But without the experience or a roadmap of how to build a new service line or practice that your clients can’t imagine living without for efficiency and scalability, it’s easy to hit pitfalls along the way. To become a “Cherished Advisor®” -- a highly valued strategic partner whom your business clients rely on to grow and thrive -- you need to have a solid business foundation yourself. It’s therefore important to put into practice the same kind of advice you give your own clients.
As a CPA, consultant and entrepreneur, Amy will share insights and best practices from her own experience starting and growing an advisory services practice on her own and as a Partner in accounting, and from her 10+ years of advising thousands of firm leaders on how to grow and scale their businesses. You will walk away with actionable tools, tips and resources for creating and maintaining a solid, scalable foundation for your business for years to come.
In this session, you’ll learn how to:
• Identify your passion and purpose and determine how to align it with the focus of your client advisory services practice
• Apply the five stages of the Cherished Advisor journey to building a solid foundation that enables your practice to grow and thrive well into the future
• Feel more confident in selecting technology that will meet the needs of your practice and that of the clients/vertical industries you choose to serve
• Discover how to design an end-to-end customer experience that consistently provides the high-quality level of service and engagement your clients rely on throughout the entirety of your business relationship
• Learn how to create a B3 Innovation Plan with measurable goals to achieve your business objectives while staying true to your personal purpose.
Think Like a Customer - Value Stream Mapping to See Waste and ValueAndrea Darabos
Rather than focusing on meeting departmental objectives and KPIs, organizations need to collaborate better along value streams and understand how they create value customer to customer. Value is defined by your customers, therefore Value Stream Mapping done from their perspective will help you identify unnecessary activities (waste) as well as partially done work (WIP) and other improvement opportunities in your operations. Value Stream mapping is most powerful if it is done by the team working on the stream, in a transparent, visual way, focusing on the AS-IS practice of how you do things today. For best results, arrange a neutral facilitator to run the session.
Lean Kanban India 2019 Conference | Agility and DevOps: Needed - an Integrate...LeanKanbanIndia
Session Title: Agility and DevOps: Needed - an Integrated view
Abstract: Why do we associate Business Agility with Kanban and Agile, and Flow of IT work with DevOps? Too much of our DevOps discussion focuses on the throughput, the flow and the automation, and not enough on alignment to Business Value in DevOps. One reason DevOps has been enthusiastically picked up by the Indian IT community is that it seems within IT’s control; the language of CALMS all seem safely within IT’s reach.
This will lead your DevOps journey into a dead end.
This session will pick very different companies on DevOps journeys, and identify the drivers that took these companies onto the Agility journey.
Lean Kanban India 2019 Conference | Lean Kanban for Non-IT Business Process ...LeanKanbanIndia
Session Title: Lean Kanban for Non-IT Business Process Automation
Abstract: Automation has now taken center stages in all facets of enterprises and business is now at the helm of implementing automation to improve quality of service, lower costs and improve productivity of their associates. Financial Planning and Accounting is the first mover where lots of back office work like PO approvals, invoice reconciliation, approval workflows/processes are repetitive and mundane that can be automated through built in rules (with little intelligence as well). I will talk about how the Lean and Kanban principles can help in improving business agility in non-it business process automation projects and deliver value to the clients based on my experience.
Lean Kanban India 2019 Conference | The Heart of Kanban | Andy CarmichaelLeanKanbanIndia
Session Title: The Heart of Kanban
Abstract: Feedback and cadence are two essential elements of control. Management of agile teams is no exception – particularly as its purpose is to help the business respond to the changing fitness landscape. Choosing the feedback loops and their cadences (the periods between feedback cycles) is the key to effective management, and this workshop will explore the actual feedback loops in participants’ businesses. Participants may be using agile methods like Kanban or Scrum, scaled frameworks like SAFe or LeSS, bespoke processes that have evolved uniquely within the business (perhaps guided by Kanban principles), or indeed no conscious or deliberate process at all. Nevertheless, feedback loops and cadences abound in controlling work. Scrum has a dominant cadence, defined by Sprint length. Kanban – described by one critic as an agile method without a cadence – in reality defines many of them. Other methods may use cadence-driven or event-driven feedback loops to achieve control, or like the “no deliberate process” approach, use instinctive feedback loops based on managers’ experience or preference. In all cases examining current processes and comparing them with a schematic feedback and cadence model, yields important insights that can generate improvements
The workshop will introduce a simple framework for applying systems thinking to management systems. Participants will be asked to apply the model to their own management systems, or those of others in their groups, and to compare results in four main areas:
Choosing the right work
Making the work flow
Ensuring the work’s right
Improving workflow
We’ll look at three typical scales – the agile team (proverbially 7 plus or minus two), and the multi-team service, and the multi-service layer, as addressed by management teams with wider responsibility.
This workshop will help leaders in organisations understand where feedback loops exist for managing the business, at what cadence these controls operate, and where opportunities exist for improvement. While providing some helpful and pragmatic models for future use, the workshop will also generate outputs that can be applied immediately and directly, and providing agendas for discussion and implementation.
The Cherished Advisor: 4 Steps to Building Your Client Advisory Services Prac...Aggregage
You’re passionate about what you do and that’s why you started or lead a client advisory practice. Combining your passion and your business can be both exhilarating and a struggle. Many professionals stumble into starting an advisory practice because of what they love to do.
But without the experience or a roadmap of how to build a new service line or practice that your clients can’t imagine living without for efficiency and scalability, it’s easy to hit pitfalls along the way. To become a “Cherished Advisor®” -- a highly valued strategic partner whom your business clients rely on to grow and thrive -- you need to have a solid business foundation yourself. It’s therefore important to put into practice the same kind of advice you give your own clients.
As a CPA, consultant and entrepreneur, Amy will share insights and best practices from her own experience starting and growing an advisory services practice on her own and as a Partner in accounting, and from her 10+ years of advising thousands of firm leaders on how to grow and scale their businesses. You will walk away with actionable tools, tips and resources for creating and maintaining a solid, scalable foundation for your business for years to come.
In this session, you’ll learn how to:
• Identify your passion and purpose and determine how to align it with the focus of your client advisory services practice
• Apply the five stages of the Cherished Advisor journey to building a solid foundation that enables your practice to grow and thrive well into the future
• Feel more confident in selecting technology that will meet the needs of your practice and that of the clients/vertical industries you choose to serve
• Discover how to design an end-to-end customer experience that consistently provides the high-quality level of service and engagement your clients rely on throughout the entirety of your business relationship
• Learn how to create a B3 Innovation Plan with measurable goals to achieve your business objectives while staying true to your personal purpose.
Think Like a Customer - Value Stream Mapping to See Waste and ValueAndrea Darabos
Rather than focusing on meeting departmental objectives and KPIs, organizations need to collaborate better along value streams and understand how they create value customer to customer. Value is defined by your customers, therefore Value Stream Mapping done from their perspective will help you identify unnecessary activities (waste) as well as partially done work (WIP) and other improvement opportunities in your operations. Value Stream mapping is most powerful if it is done by the team working on the stream, in a transparent, visual way, focusing on the AS-IS practice of how you do things today. For best results, arrange a neutral facilitator to run the session.
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
The business environment is changing fast. Change wrought by the pace and complexity of digital adoption and creating fundamental changes in customer behaviour, challenging the traditional environment. Bringing significant opportunities for those who embrace and adapt; but real consequences for those who don’
Andew Marks Agile Business Analytics How A New Generation Bi Is Reducing ...Andrew Marks
One of the challenges many companies have in delivering an adoptable Business Intelligence solution is ensuring that the solution meets the “current” and “future” information needs of the stakeholders. Traditional waterfall implementation methods don’t work in the world of BI. The speed at which the business climate moves and changes these days warrants a rapid and agile deployment approach towards business intelligence solutions. This presentation discusses some of the key aspects of taking an agile deployment strategy towards your organizations BI solution.
Product Idea - A Meeting Place of the Future
Where Humans do what they are best at Interactions and Let Software, Bot, AI
Computers do their Best at Notes, Action Items, Tracking, Automatic Linking and so on...
Learn how Operations Performance Management will clarify your business objectives, focus your employees on the activities that matter, and have tenants singing your praises!
Watch the webinar on-demand: http://be.buildingengines.com/Performance-Management-Webinar-OnDemand-Reg.html
Rethinking the Concept of the Employee: How Outsourcing Can Help Grow Your Ac...Aggregage
The very mention of the word "Outsourcing" is enough to send shivers down the employee spine. However, this gut reaction - while understandable - is merely based on misconceptions. Outsourcing does not necessarily mean mass layoffs and transplanting offshore. Rather, it could be utilized as an employee-friendly way to assuage an overburdened staff, relieve productivity bottlenecks, and stimulate growth.
In this post-COVID world, clients are reevaluating their expectations as far as an in-person relationship with their CPAs and accounting professionals. Currently, both firms and smaller practices can take advantage of this remote work culture and use Outsourcing to drive growth.
Join Dixie McCurley, Principal, Digital Advisory at Cherry Bekaert LLP, for this enlightening discussion on the ins and outs of outsourcing, and what it can do for your practice. In this webinar you will learn:
• The top 3 reasons to embrace outsourcing
• How to determine if outsourcing is the right solution for your business
• Why outsourcing can help yield growth by augmenting your current model
• Methods to measure and track your success so you can watch yourself improve
• What a supplemental "gig economy" looks like for an accounting firm
Lean Portfolio Strategy Part 1: Visualizing your Strategy Flow for Transparen...Cprime
How can you adopt lean portfolio management in a way that's not disruptive to current operations? What are the minimum steps to get maximum value?
Managing your epics correctly, connecting strategy to execution, and reducing overall waste by introducing thresholds and guardrails at your Epic level is a good place to start.
In this first webinar in our four-part series on Lean Portfolio Strategy we’ll join Cprime’s Michiko Quinones and Jesse Pearlman to discuss the fundamental 3 steps and how to:
- Build a strategy “placemat” to visualize current state
- Connect your “placemat” to strategic initiatives
- Establish an optimal synchronization cadence
We'll share best practices, actionable examples, and suggest a well-laid “garden path’ to adopting sound lean portfolio management.
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
The business environment is changing fast. Change wrought by the pace and complexity of digital adoption and creating fundamental changes in customer behaviour, challenging the traditional environment. Bringing significant opportunities for those who embrace and adapt; but real consequences for those who don’
Andew Marks Agile Business Analytics How A New Generation Bi Is Reducing ...Andrew Marks
One of the challenges many companies have in delivering an adoptable Business Intelligence solution is ensuring that the solution meets the “current” and “future” information needs of the stakeholders. Traditional waterfall implementation methods don’t work in the world of BI. The speed at which the business climate moves and changes these days warrants a rapid and agile deployment approach towards business intelligence solutions. This presentation discusses some of the key aspects of taking an agile deployment strategy towards your organizations BI solution.
Product Idea - A Meeting Place of the Future
Where Humans do what they are best at Interactions and Let Software, Bot, AI
Computers do their Best at Notes, Action Items, Tracking, Automatic Linking and so on...
Learn how Operations Performance Management will clarify your business objectives, focus your employees on the activities that matter, and have tenants singing your praises!
Watch the webinar on-demand: http://be.buildingengines.com/Performance-Management-Webinar-OnDemand-Reg.html
Rethinking the Concept of the Employee: How Outsourcing Can Help Grow Your Ac...Aggregage
The very mention of the word "Outsourcing" is enough to send shivers down the employee spine. However, this gut reaction - while understandable - is merely based on misconceptions. Outsourcing does not necessarily mean mass layoffs and transplanting offshore. Rather, it could be utilized as an employee-friendly way to assuage an overburdened staff, relieve productivity bottlenecks, and stimulate growth.
In this post-COVID world, clients are reevaluating their expectations as far as an in-person relationship with their CPAs and accounting professionals. Currently, both firms and smaller practices can take advantage of this remote work culture and use Outsourcing to drive growth.
Join Dixie McCurley, Principal, Digital Advisory at Cherry Bekaert LLP, for this enlightening discussion on the ins and outs of outsourcing, and what it can do for your practice. In this webinar you will learn:
• The top 3 reasons to embrace outsourcing
• How to determine if outsourcing is the right solution for your business
• Why outsourcing can help yield growth by augmenting your current model
• Methods to measure and track your success so you can watch yourself improve
• What a supplemental "gig economy" looks like for an accounting firm
Lean Portfolio Strategy Part 1: Visualizing your Strategy Flow for Transparen...Cprime
How can you adopt lean portfolio management in a way that's not disruptive to current operations? What are the minimum steps to get maximum value?
Managing your epics correctly, connecting strategy to execution, and reducing overall waste by introducing thresholds and guardrails at your Epic level is a good place to start.
In this first webinar in our four-part series on Lean Portfolio Strategy we’ll join Cprime’s Michiko Quinones and Jesse Pearlman to discuss the fundamental 3 steps and how to:
- Build a strategy “placemat” to visualize current state
- Connect your “placemat” to strategic initiatives
- Establish an optimal synchronization cadence
We'll share best practices, actionable examples, and suggest a well-laid “garden path’ to adopting sound lean portfolio management.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
The Power of Discovery for Increasing Win RatesMike Kunkle
This is the webinar I delivered on 11/08/2017 on how to conduct a highly-effective consultative discovery to improve sales effectiveness and win rates.
IT Service Catalog: Customer, Provider and Manager Views of a Service CatalogEvergreen Systems
Please join us for a 30,000 foot view of the customer, provider and manager’s views of the Service Catalog. We will combine high level content from over 20 webinars we presented this year as we consider 3 success keys and 3 critical challenges to overcome, from each perspective.
This content rich webinar is enhanced by our newest intellectual property, as we unveil our Evergreen's “Service Governance Design Principles” guide. Another tool from Evergreen’s consulting toolkit, it covers the roles, responsibilities, KPIs and makeup of a Service Governance capability & process. With it you can build a clear, direct governance process correctly, which you can rely upon to create and manage high quality, consistent services for your Service Catalog efforts.
As always, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
For full webinar recording including ServiceNow demo please visit http://content.evergreensys.com/webinar-it-service-catalog-customer-provider-manager-views-turkey
Learn about the importance of embracing new technology for successful implementation of outcomes measurement by watching this free webinar presented by Maya Romic, Consultant at Results Leadership Group Australia.
By watching this webinar recording you will learn:
Why it is important to invest in new technology for measuring outcomes
How to use technology to implement and maintain outcomes measurement
How the new Results Scorecard® Module in Efforts to Ou
IT Service Catalog: 5 Steps to Prepare Your Organization for Successful Servi...Evergreen Systems
Few Organizations have deep experience in planning for a successful Service Catalog project. Questions abound:
"What are the best practices? How will we measure success? What roles & responsibilities will we have? What are the customer & executive expectations...and how do we address them? What options do we have for getting started? Can we start simply and grow as we learn?"
Successful Service Catalog projects are dramatically different than many other IT projects. Please join Don Casson, CEO of Evergreen as he answers these questions and explains the 5 steps to prepare your team for success with your IT Service Catalog project.
Jeff Benedict, ITSM Practice Leader, will demo our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Webinar recording with demo available at http://content.evergreensys.com/it-service-catalog-project-steps-prepare-organization
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
CallidusCloud Webinar: 5 Steps to Better Sales Performance ManagementErika Alexander
Recent opinions in leadership articles and blogs have made the statement that you can't necessarily motivate sales people - but you certainly can demotivate them by setting them up for failure. Leaner teams and tighter budgets require sales leaders to deploy coaching and motivation tactics that go beyond basic incentive plans. To stay competitive, best-in-class sales organizations are rolling out data-driven coaching plans paired with gamification. In this webinar, we will cover five areas to ensure your sales reps are set up for success - not failure.
Hear about best practices in:
- On-boarding
- Effective territory & quota planning
- Coaching and appraisals
- Compensation and rewards
- Gamification techniques
Similar to BIFM North Key Learning Event 3 14 May 2015 (20)
BIFM North Region: Smarter Workplaces Seminar, April 2018Whitbags
Seminar at Manchester Central on 18 April 2018, discussing smarter workplaces and the proposed changes to BIFM, with Ian Ellison, Mark Catchlove and Steve Roots
BIFM Event at the University of Bolton 25 June 2015Whitbags
BIFM Lancashire and Manchester Group event at University of Bolton looking at "Can FM deliver social and economic benefit in the communities in which we work"
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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
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.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
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15. What is Trust?
• To have confidence / hope
• To entrust
• To rely upon or place confidence in someone or something
• A belief that someone or something is reliable, good,
honest and effective
• Integrity
16. Trust
“…trust refers to one party's willingness to be
vulnerable to another party based on the belief that
the latter party is competent open, concerned and
reliable” (Kramer et al 1996)
17. Why do we need it?
• To believe
• To build relations
• To build credibility
• To share values and understanding
• To be content
• To know they care
Are we surprised when clients, contractors and we want it?
19. So why don’t clients “Trust”
• Previous bad experiences
• Previous breakdown of relations
• Hidden agendas identified
• Lack of honesty in operations
• Lack of honesty in sales
• Identifying problems, before the contractor does
• Identifying hidden problems that should have been raised
20. How can it be achieved?
• Honesty
• Communication
• Consistency
• Openness
• Transparency
• The whole truth
• If in doubt, ask
• Be loyal
• Did I mention honesty?
22. Meaningful KPI’s?
• Now we have trust, let us create performance measures
that:
• Create separation
• Show we aren’t trusted
• Penalise us at all levels when we make a mistake
• Create sleepless nights
• Force us to be “creative” in reaching targets
23. Why do we do it to ourselves?
• Create numerous KPI’s that become irrelevant
• Create KPI’s that are not easily understood at all levels
• Outsource all our services, to then employ an in-house
team to monitor the monitor
• Create KPI’s that force contractors to take a hit on one, in
favour of another
• Make them too complex, more data then needed
24. So what are they for?
• To manage performance - By the Contractor?
• To monitor performance – By the Client?
• To Identify potential areas of improvement – By the Client
& Contractor?
• To ensure strategies are on the right path
• Highlight critical success AND failure points
25. What they are not for?
• A large stick
• A justification to keep “some” in-house teams
• An opportunity for a contractor to show how creative they
can be by fudging the numbers
• A tick box exercise
• An opportunity to get rid of a contractor / contract
26. So what should they be?
• Measurable and actionable
• Critical to the success of the business and the facility
• Linked to the business strategies and goals
• Limited to 10
So what shouldn’t they be?
• Unclear
• Not measurable
• Unimportant
• Long winded / pointless
29. Now, lets start again….
• Be honest
• Work together
• Make it meaningful
• Communicate
• Don’t be drawn in by emotions
• Be realistic
• And follow through……
• emma@interimFMsolutions.com
• @InterimFM
30. Lucy Black
Facilities Analysis Ltd
Deputy Chair BIFM Members’ Council
Sustainability SIG
Measuring performance to
deliver improved services
31. What have you done to to review
whether the services you are
providing or buying are as good
as they should or could be?
What have you done to to
review the costs of services you
are providing or buying?
32. Benchmarking
“Benchmarking is part of a process
which aims to establish the scope for,
and benefits of, potential improvements
in an organisation through systematic
comparison of its performance with that of
one or more other organisations.”
BS EN 15221:7
34. What can we measure?
• Space used
• Compliance
• Premises services eg utilities, maintenance
• “Soft” services eg cleaning, security, catering
• User satisfaction
• Management
35. How shall we measure?
• Per m2
• Per person
• Per £ income
• Satisfaction level
• Compliance rates
36. Decide on the classification protocol and
rules of measurement
37. Gather the data
• Meter readings
• Contract information
• Bills
• Surveys
• DEC
• HR data
• Interviews
48. Benchmarking
“Benchmarking is part of a process
which aims to establish the scope for,
and benefits of, potential improvements
in an organisation through systematic
comparison of its performance with that of
one or more other organisations.”
BS EN 15221:7
49. So what next?
• Understand the differences
• Strategy for improvement
– Action plans
– Include in contracts
• Implementation
• Monitor
• Re-assess
50. Communications
• With your team
• With your contractors and partners
• With senior managers
• With service users
51. FMQ Index Offer
People attending the Key Learning Event 14th
May
FREE
User Satisfaction Survey, tailored to your needs
www.facilitiesanalysis.com
lucy@facilitiesanalysis.com
57. Setting the Scene
Image is reality
It is the result of our actions
If the image is false and our
performance is good, it’s our fault for
being bad communicators
If the image is true and reflects our
bad performance, it’s our fault for
being bad managers
Company image & reality - David Bernstein
59. Service Level Agreement
“Defines agreed expectations against which
service or supply is provided”
“An agreement between the service
provider and its customer quantifying the
minimum acceptable service to the
customer”
(Larch Consulting)
(Andrew Hiles -Service Level Agreements)
60. Paying for performance
1. Safelite windscreen installers used to be paid an
hourly wage. Their bosses believed that
performance pay would reduce “intrinsic
motivation”, and that “peer pressure” would avoid
mistakes which would have to be rectified
afterwards.
They plan to introduce a piecework rate – and
mistakes have to be rectified without pay.
What do they need before they can do this?
What happens to performance?
Freakonomics – Steven Levitt
61. Recent Contracts
“The Contractor is to continually seek
innovation which will lead to cost reductions
for the Company. Where proposals are
implemented, the Contractor will receive 40%
of any savings achieved in Year 1”.
“Penalty for not producing Monthly Report,
including performance tracking against KPIs,
breakdowns of activity and cost, by site, by
region and by activity: £750”
63. Goodhart’s Law
“When a measure becomes a target, it
ceases to be good measure”.
Any observed statistical regularity will
tend to collapse once pressure is
placed upon it for control purposes
66. Things to Consider
“If you can’t measure it, you can’t
manage it”.
Tom Peters
“Don’t measure it just because you can”.
Lucy Jeynes
67. Things to Consider
“If you can’t measure it, you can’t
manage it”.
Tom Peters
“Don’t measure it just because you can”.
Lucy Jeynes
Measure smarter.