The Denison model links organizational culture to organizational performance metrics such as Sales Growth, Return
on Equity (ROE), Return on Investment (ROI), Customer Satisfaction, Innovation, Employee Satisfaction, Quality and
more. The model and culture survey are based on over 25 years of research and practice by Daniel R. Denison,
Ph.D. and William S. Neale, M.A., M.L.I.R.
The document discusses appreciative leadership and generative connections. It begins with an agenda that outlines exploring appreciative leaders through discovery and dream phases. Findings from prior research identified a model of appreciative leadership defined by worldview, practices, and values. The discovery phase involves one-on-one dialogues to share stories of appreciative leaders. The dream phase consists of group conversations to shape how appreciative leaders are formed, their capabilities to enable positive change, and how they create generative relationships. The document emphasizes practices for appreciative leaders in the 21st century like presence, interconnectedness, humility, and discipline.
The document discusses the concepts of adaptive leadership and building collaborative cultures. It covers topics like boundary spanning leadership, future leadership capabilities, and achieving the tipping point of change. Adaptive leadership is about mobilizing people to tackle tough challenges. Effective leadership requires the ability to work across boundaries to achieve a shared vision or goal.
The document summarizes three potential visual style routes for a Sakai presentation. Route 1 focuses on a timeless design. Route 2 emphasizes a smart design. Route 3 prioritizes an open design. Feedback will be gathered on all three routes to refine them down to a single final route based on strengths and weaknesses. The final five screen design will be delivered by June 16th for sign off.
Consulting involves providing expert advice to clients. It requires higher-order thinking skills like problem solving, analysis, and creativity. Successful consulting depends on developing trust-based relationships with clients and delivering results through a needs-based approach. It also requires strong social and emotional competencies to understand clients and manage relationships. Success in consulting comes from maintaining a positive attitude, continuous learning and skill-building, commitment of effort, and ensuring a good fit with the client environment.
gluetogether is a training organization that specializes in developing leaders to be more effective in changing environments. They believe small behavior changes can have a big impact on performance. Their experiential training challenges participants intellectually and emotionally to boost organizational success.
This document discusses the importance of cognitive diversity for effective decision making and problem solving. It notes that teams with greater diversity of training, experience, and perspectives tend to be more innovative. The document also discusses cognitive styles, heuristics, perspectives, and maintaining an openness to different ways of thinking through concepts like equifinality. Maintaining interaction and differences in a constructive manner can lead to learning while too much difference can cause stress.
The Denison model links organizational culture to organizational performance metrics such as Sales Growth, Return
on Equity (ROE), Return on Investment (ROI), Customer Satisfaction, Innovation, Employee Satisfaction, Quality and
more. The model and culture survey are based on over 25 years of research and practice by Daniel R. Denison,
Ph.D. and William S. Neale, M.A., M.L.I.R.
The document discusses appreciative leadership and generative connections. It begins with an agenda that outlines exploring appreciative leaders through discovery and dream phases. Findings from prior research identified a model of appreciative leadership defined by worldview, practices, and values. The discovery phase involves one-on-one dialogues to share stories of appreciative leaders. The dream phase consists of group conversations to shape how appreciative leaders are formed, their capabilities to enable positive change, and how they create generative relationships. The document emphasizes practices for appreciative leaders in the 21st century like presence, interconnectedness, humility, and discipline.
The document discusses the concepts of adaptive leadership and building collaborative cultures. It covers topics like boundary spanning leadership, future leadership capabilities, and achieving the tipping point of change. Adaptive leadership is about mobilizing people to tackle tough challenges. Effective leadership requires the ability to work across boundaries to achieve a shared vision or goal.
The document summarizes three potential visual style routes for a Sakai presentation. Route 1 focuses on a timeless design. Route 2 emphasizes a smart design. Route 3 prioritizes an open design. Feedback will be gathered on all three routes to refine them down to a single final route based on strengths and weaknesses. The final five screen design will be delivered by June 16th for sign off.
Consulting involves providing expert advice to clients. It requires higher-order thinking skills like problem solving, analysis, and creativity. Successful consulting depends on developing trust-based relationships with clients and delivering results through a needs-based approach. It also requires strong social and emotional competencies to understand clients and manage relationships. Success in consulting comes from maintaining a positive attitude, continuous learning and skill-building, commitment of effort, and ensuring a good fit with the client environment.
gluetogether is a training organization that specializes in developing leaders to be more effective in changing environments. They believe small behavior changes can have a big impact on performance. Their experiential training challenges participants intellectually and emotionally to boost organizational success.
This document discusses the importance of cognitive diversity for effective decision making and problem solving. It notes that teams with greater diversity of training, experience, and perspectives tend to be more innovative. The document also discusses cognitive styles, heuristics, perspectives, and maintaining an openness to different ways of thinking through concepts like equifinality. Maintaining interaction and differences in a constructive manner can lead to learning while too much difference can cause stress.
Solving Problems: An Agile Organization Approachtoriat123
The document discusses how adopting agile principles and practices can help teams be successful in solving problems and achieving their goals. It argues that what makes one team successful over another is not the people or the initial idea, but the practices they use. These include having daily stand-ups, time-boxed iterations, planning poker, cross-functional work teams, Kanban boards, and value stream mapping. Adopting agile practices grounded in principles like focusing on delivering value helps teams better process tensions that arise and make collaborative decisions.
Can we afford CSCL? And do we have the time? This document discusses three premises related to considering the affordances of CSCL: 1) Artifacts and our perception of them influence our behavior. 2) Behavior is determined by culture, material, and technology. 3) Education is always a combination of technological, social, and pedagogical affordances. It also examines how time impacts social awareness, trust, belonging and other factors in collaborative learning. Technological opportunities and constraints like platform features, synchronicity and bandwidth also shape the learning affordances. The document calls for analyzing the combination of educational, social and technological affordances to optimize CSCL environments and tools.
This document discusses developing talents and strengths. It identifies four categories of talents: strategic thinking, relationship building, executing, and influencing. Each category contains strengths like analytical, context, futuristic, and adaptability. The document uses Olympic athletes as examples that demonstrate strengths in these categories. It concludes by emphasizing focusing on strengths to make them more effective and weaknesses irrelevant, as quoted by Peter Drucker.
Playfulness can be observed in all areas of human activity. It is an attitude of making activities more enjoyable. Designing for playfulness involves creating objects that elicit a playful approach and provide enjoyable experiences. We have designed and evaluated a set of cards called the PLEX Cards and its two related idea generation techniques. The cards were created to communicate the 22 categories of a Playful Experiences framework to designers and other stakeholders who wish to design for playfulness. We have evaluated the practical use of the cards by applying them in several design cases. In this talk I will present an overview of the design rationale of the PLEX Cards together with a couple design cases where the PLEX Cards were used and evaluated.
This document discusses gameful design and introduces the MDA (mechanics-dynamics-aesthetics) analysis model. It begins by defining gameful design and distinguishing it from gamification. Participants then apply the MDA model to analyze existing games and design challenges. The core experience loop is introduced as a framework for designing engaging and rewarding user experiences. Finally, gameful design is positioned as a useful lens for user experience design and the MDA model is reinforced as a tool for both analysis and design.
This document discusses three types of thinking: future thinking, past thinking, and present thinking. Future thinking involves imagining possibilities, past thinking involves recalling experiences to learn from them, and present thinking involves developing strategies for managing the present. While humans can conceive of all three types of thinking, individuals differ in how much they utilize each, which is referred to as their "mindtime thinking style." The document then provides more details about each type of thinking, including how they relate to perception, motivation, behavior, and potential resistances to environments that don't align with that style of thinking.
This document summarizes a presentation on storytelling for leaders and change agents. It discusses how storytelling is crucial to human evolution and how the brain is wired for story. Stories allow us to access our resources and paint pathways of possibility. The presentation provides a framework for breakthrough leadership through story with the elements of head, heart, and hand. It also outlines a story arc with character, problem, struggle, and solution. The goal is to engage people and encourage them to see what is possible through compelling stories of breakthrough.
Slides (mix of Dutch and English) I used for the seminar "Rules, ludic spaces, and experiential learning" at Nyenrode Business Universiteit on June 20, 2012.
This document provides an overview of the Yale Graduate Student Consulting Club's interview bootcamp. It discusses the key steps in the interview process, including resume and cover letters, problem solving tests, and interviews. It then outlines the case interview structure and provides tips for each step, such as prioritizing issues, developing testable hypotheses, and managing client reactions. The goal is to prepare students for the long journey to securing a job offer at a consulting firm.
6 Ways To Realize Your Potential Rex Bothwellbyeakey
1) The document outlines six steps to manage employees' full potential: define goals to guide hiring, use behavioral interviews to assess fit for goals, thoroughly review performance with 360 feedback, invest in developing strengths and weaknesses, determine positions based on competencies, and recognize both individual and group contributions.
2) It emphasizes defining company goals and vision to guide hiring of employees with critical competencies. Behavioral interviews assess how applicants demonstrate needed skills through examples.
3) 360 reviews provide employees feedback from multiple perspectives to identify development areas and align goals, improving engagement and retention.
How can we help each other think better? How can we help each other avoid
mistakes, traps, and blind spots? How can we help each other see all sides of issues?
Openness: How else might we think about this? What are we leaving out? What are we
overlooking? What are we not seeing because of how we've been taught to think?
Context: How does this fit with everything else we know? What's the context, the whole
story? What's around and behind this?
Connections: How is this similar to other things? Can thinking about those other things
help us understand this even better? What does this remind us of?
Complexity: How complicated
This slide-show discusses habit 3 from the series: the 7 habits of highly effective decision makers. It shows how the great decision makers use the power of visualisation to combat complexity, clarify communication and catalyse creativity.
Cultivating an imaginative culture that behaves creativelyHumanCentered
This document discusses cultivating an imaginative culture that behaves creatively. It argues that organizations need to create conditions that foster organic growth, social innovation, integrative thinking and creative behavior. Design thinking and human-centered approaches can help organizations change how they think about risk, opportunity and defining the future in adaptive ways. Social innovation is a human phenomenon that requires understanding people more than technology or business models.
Building Serious Games for Medical Intervention and TrainingBrock Dubbels
This document provides an overview of the G-ScalE game development lab at McMaster University led by Brock R. Dubbels. It discusses using games to improve reading comprehension, sustained engagement, cooperative learning and more. It also touches on applying games to math, science, dance and other subjects. The document outlines elements of game design like roles, rules and imagery/visualization. It emphasizes the need for serious games to provide quantifiable evidence that they are achieving desired outcomes.
The document provides an overview of service design methodology, outlining the 5 phases of the process: inspiration, understanding, shaping, mapping, and presentation. It discusses various tools and methods that can be used in each phase, such as conducting user research to build empathy, creating a composite user profile, brainstorming techniques, and mapping customer journeys. The goal is to design human-centered services by understanding user needs through co-creation with all stakeholders.
The document describes a paid focus discussion group called Goshthi offered by Saarthi Integrated Consulting LLP. Goshthi is intended for emerging leaders to interact, learn from each other's collective experiences, and discuss real-life challenges. It is moderated by Manish Singhal and offers both technical and people leadership groups. Half the proceeds from Goshthi are donated to fund education for underprivileged children.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
Solving Problems: An Agile Organization Approachtoriat123
The document discusses how adopting agile principles and practices can help teams be successful in solving problems and achieving their goals. It argues that what makes one team successful over another is not the people or the initial idea, but the practices they use. These include having daily stand-ups, time-boxed iterations, planning poker, cross-functional work teams, Kanban boards, and value stream mapping. Adopting agile practices grounded in principles like focusing on delivering value helps teams better process tensions that arise and make collaborative decisions.
Can we afford CSCL? And do we have the time? This document discusses three premises related to considering the affordances of CSCL: 1) Artifacts and our perception of them influence our behavior. 2) Behavior is determined by culture, material, and technology. 3) Education is always a combination of technological, social, and pedagogical affordances. It also examines how time impacts social awareness, trust, belonging and other factors in collaborative learning. Technological opportunities and constraints like platform features, synchronicity and bandwidth also shape the learning affordances. The document calls for analyzing the combination of educational, social and technological affordances to optimize CSCL environments and tools.
This document discusses developing talents and strengths. It identifies four categories of talents: strategic thinking, relationship building, executing, and influencing. Each category contains strengths like analytical, context, futuristic, and adaptability. The document uses Olympic athletes as examples that demonstrate strengths in these categories. It concludes by emphasizing focusing on strengths to make them more effective and weaknesses irrelevant, as quoted by Peter Drucker.
Playfulness can be observed in all areas of human activity. It is an attitude of making activities more enjoyable. Designing for playfulness involves creating objects that elicit a playful approach and provide enjoyable experiences. We have designed and evaluated a set of cards called the PLEX Cards and its two related idea generation techniques. The cards were created to communicate the 22 categories of a Playful Experiences framework to designers and other stakeholders who wish to design for playfulness. We have evaluated the practical use of the cards by applying them in several design cases. In this talk I will present an overview of the design rationale of the PLEX Cards together with a couple design cases where the PLEX Cards were used and evaluated.
This document discusses gameful design and introduces the MDA (mechanics-dynamics-aesthetics) analysis model. It begins by defining gameful design and distinguishing it from gamification. Participants then apply the MDA model to analyze existing games and design challenges. The core experience loop is introduced as a framework for designing engaging and rewarding user experiences. Finally, gameful design is positioned as a useful lens for user experience design and the MDA model is reinforced as a tool for both analysis and design.
This document discusses three types of thinking: future thinking, past thinking, and present thinking. Future thinking involves imagining possibilities, past thinking involves recalling experiences to learn from them, and present thinking involves developing strategies for managing the present. While humans can conceive of all three types of thinking, individuals differ in how much they utilize each, which is referred to as their "mindtime thinking style." The document then provides more details about each type of thinking, including how they relate to perception, motivation, behavior, and potential resistances to environments that don't align with that style of thinking.
This document summarizes a presentation on storytelling for leaders and change agents. It discusses how storytelling is crucial to human evolution and how the brain is wired for story. Stories allow us to access our resources and paint pathways of possibility. The presentation provides a framework for breakthrough leadership through story with the elements of head, heart, and hand. It also outlines a story arc with character, problem, struggle, and solution. The goal is to engage people and encourage them to see what is possible through compelling stories of breakthrough.
Slides (mix of Dutch and English) I used for the seminar "Rules, ludic spaces, and experiential learning" at Nyenrode Business Universiteit on June 20, 2012.
This document provides an overview of the Yale Graduate Student Consulting Club's interview bootcamp. It discusses the key steps in the interview process, including resume and cover letters, problem solving tests, and interviews. It then outlines the case interview structure and provides tips for each step, such as prioritizing issues, developing testable hypotheses, and managing client reactions. The goal is to prepare students for the long journey to securing a job offer at a consulting firm.
6 Ways To Realize Your Potential Rex Bothwellbyeakey
1) The document outlines six steps to manage employees' full potential: define goals to guide hiring, use behavioral interviews to assess fit for goals, thoroughly review performance with 360 feedback, invest in developing strengths and weaknesses, determine positions based on competencies, and recognize both individual and group contributions.
2) It emphasizes defining company goals and vision to guide hiring of employees with critical competencies. Behavioral interviews assess how applicants demonstrate needed skills through examples.
3) 360 reviews provide employees feedback from multiple perspectives to identify development areas and align goals, improving engagement and retention.
How can we help each other think better? How can we help each other avoid
mistakes, traps, and blind spots? How can we help each other see all sides of issues?
Openness: How else might we think about this? What are we leaving out? What are we
overlooking? What are we not seeing because of how we've been taught to think?
Context: How does this fit with everything else we know? What's the context, the whole
story? What's around and behind this?
Connections: How is this similar to other things? Can thinking about those other things
help us understand this even better? What does this remind us of?
Complexity: How complicated
This slide-show discusses habit 3 from the series: the 7 habits of highly effective decision makers. It shows how the great decision makers use the power of visualisation to combat complexity, clarify communication and catalyse creativity.
Cultivating an imaginative culture that behaves creativelyHumanCentered
This document discusses cultivating an imaginative culture that behaves creatively. It argues that organizations need to create conditions that foster organic growth, social innovation, integrative thinking and creative behavior. Design thinking and human-centered approaches can help organizations change how they think about risk, opportunity and defining the future in adaptive ways. Social innovation is a human phenomenon that requires understanding people more than technology or business models.
Building Serious Games for Medical Intervention and TrainingBrock Dubbels
This document provides an overview of the G-ScalE game development lab at McMaster University led by Brock R. Dubbels. It discusses using games to improve reading comprehension, sustained engagement, cooperative learning and more. It also touches on applying games to math, science, dance and other subjects. The document outlines elements of game design like roles, rules and imagery/visualization. It emphasizes the need for serious games to provide quantifiable evidence that they are achieving desired outcomes.
The document provides an overview of service design methodology, outlining the 5 phases of the process: inspiration, understanding, shaping, mapping, and presentation. It discusses various tools and methods that can be used in each phase, such as conducting user research to build empathy, creating a composite user profile, brainstorming techniques, and mapping customer journeys. The goal is to design human-centered services by understanding user needs through co-creation with all stakeholders.
The document describes a paid focus discussion group called Goshthi offered by Saarthi Integrated Consulting LLP. Goshthi is intended for emerging leaders to interact, learn from each other's collective experiences, and discuss real-life challenges. It is moderated by Manish Singhal and offers both technical and people leadership groups. Half the proceeds from Goshthi are donated to fund education for underprivileged children.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
This document discusses selecting the right team for projects. It emphasizes that a team requires individuals with different skills and perspectives working together toward common objectives. The type of team structure needed depends on factors like the innovation level, product architecture complexity, and fit with organizational culture and values. Integrated teams are often best for complex projects with high interdependency between disciplines. The conclusion recommends first defining objectives and needed competencies before organizing the appropriate team structure.
Making Business Human: Delivering Great Experiences in a Connected AgePeter Merholz
Slides from my talk at IA Summit 2012. Won't make much sense of you were there.
In it, I discuss how business must engage in humanist practices and values in this messy and complex Connected Age.
Expoiting Cognitive Biais - Creating UX for the Irrational Human MindYu Centrik
The document discusses how cognitive biases can be used to create more effective user experiences. It argues that while computers are strictly logical, human minds are irrational, subjective, and prone to cognitive biases. To design for humans, user-facing elements need a psychological approach that accounts for how people actually think, feel, and make decisions based on both logic and a variety of non-logical factors. Understanding cognitive biases can help predict human irrationality and apply specific biases to improve the user experience.
This document summarizes a presentation given to accounting students on the future of the CPA profession. It discusses trends identified by CPAs, including change, complexity, compliance and competition. The top challenges for young professionals are also outlined. The core purpose of CPAs is defined as "making sense of a changing and complex world". CPAs are envisioned to be trusted professionals who help people and organizations shape their future by providing clarity, translating complex information, anticipating opportunities, and designing pathways to transform visions into reality.
CPA Vision 2025 - Vision of CPA in the future with Vision, Purpose, Values & Competencies & Top Trends to Watch (and the time to address is NOW).
The Top 10 trends identified by grassroots CPAs from across the country who participated in 30 future forums including over 1,000 participants. Using the i2a: Insight to Action Future Forums process to engage and develop the trends. Part of the AICPA's CPA Horizons 2025 Project.
1. AEC Méthode is a behavioral assessment tool that analyzes personality types, motivations, and behaviors based on DISC and Jungian theories.
2. It provides a personalized 24-page report within 10 seconds, assessing factors like dominance, influence, steadiness, and compliance.
3. The report helps with self-development, communication, team building, and leadership by identifying one's own and others' work styles and how to blend styles effectively.
This document discusses the relationship between organizational culture and strategic human resource management. It provides frameworks for analyzing organizational culture, including Hofstede's cultural dimensions model, the competing values framework, and the cultural web. The case study of Dicom Group plc is presented, which has a culture characterized by flat structures, integrity and respect in treating employees, and motivating workers to outcompete rivals. For Dicom, aligning its flexible and loose culture with its goals of acceleration, transformation, and maintaining market share supports high performance. The document concludes that organizational culture can enhance performance and satisfaction if it provides shared behavioral styles, approaches to problem-solving, and norms to guide rewards and prevent undesired behaviors.
The document provides an overview of an approach to developing a clear and inspiring vision for an organization. It discusses the importance of having a unified vision that all stakeholders can understand and get behind. An effective vision tells a story that inspires and explains the organization's direction in a way that resonates with people. It should be future-oriented and help guide strategic decision-making. Developing a vision is portrayed as an iterative process that involves imagining future scenarios and grounding ideas in reality. Communicating the vision widely and continually is emphasized so it can act as a guiding light and catalyst for change across the organization.
This document provides a manifesto and overview of Group Partners' approach to delivering strategic transformation and achieving lasting impact. It emphasizes the need for an inspired vision, decision quality, a shared roadmap, and optimal platforms delivered through collective effort and strong leadership. Lasting change requires commitment, expertise, and understanding what it takes for change to stick across all dimensions. Any transformation requires conscious will, a clear direction, focused commitment from the workforce, and the capabilities and resources to implement changes. The future belongs to leaders who challenge conventions and continually explore new contexts with curiosity to manage increasing complexity.
This document discusses lean innovation and knowledge-based development. It begins with several quotes highlighting how innovation has changed over time. It then discusses the challenges institutions face in accommodating truly revolutionary changes. The rest of the document discusses lean thinking and knowledge management as it relates to technology development. It emphasizes the importance of respecting people, continuous improvement, and skilled individuals.
XPE Incorporated is a professional services firm that specializes in human capital management solutions like executive recruiting, permanent placement, and consulting to help clients optimize their talent and drive business performance. They take an analytical, strategic approach to hiring, managing, and retaining talent to maximize a client's competitive advantage and achieve goals like increased productivity and revenue. XPE commits to understanding each client and candidate's unique needs, maximizing their investment, and guaranteeing their work through a 30-day conditional guarantee on all hires.
The document discusses cultivating meaningful experiences through online communities. It emphasizes that user experience design should focus not just on functionality, usability, and reliability, but also on creating experiences that are pleasurable, memorable, convenient, and meaningful to users. To do this, designers must prioritize aesthetics, design for flow states, leverage game mechanics and learning theory, and create experiences with personality that empower users and elicit desire. The goal is to build products that bring joy to people's lives rather than just functioning as programmed.
The document discusses the challenges of modern team-oriented corporations and proposes empathic leadership as a solution. It argues that empathic leadership incorporates social skills, emotional intelligence, and empathy. Leaders must understand employees' emotions, treat people according to their emotional reactions, and intelligently act on feedback. Empathic leadership trademarks include listening, encouraging perspective-taking, fostering multicultural understanding, and adapting leadership styles to situations. Empathy can be taught by listening, understanding other perspectives, receiving feedback, and providing feedback to convince others based on a shared corporate vision.
The topic includes a comparative examination of the theories espoused by acknowledged management scientist, Peter Drucker, author of Management Challenges for the 21st Century and concepts posited by Profiles International, Inc. founders, Bud Haney and Jim Sirbasku, authors of Leadership Charisma: Step by Step to Being a More Successful Charismatic Leader.
Join us for a lively discussion of theories and practical applications for enhancing leader readiness for this century. You may be surprised and challenged by this approach to examining leader effectiveness. Come join in the sharing. Bring your favorite theory or theorist and let’s talk about L-E-A-D-E-R-S-H-I-P.
Topics will include:
Old versus New Leadership Assumptions (Signs of the Times)
Leaders of Change versus Sustainability (Organized Abandonment)
Fidelity in Feedback (Are we asking the right questions?)
Are You a 21st Century Leader? If. . .then. . .what? (Moving toward greater effectiveness)
Insight Executive Search is a leading HR and management consultancy that provides executive recruitment services. They offer bespoke recruitment solutions through extensive networking and research capabilities. Insight listens to client needs and conducts a comprehensive initial brief to fully understand requirements. Candidates are carefully evaluated and communication is prioritized. The goal is to make successful, lasting executive appointments that benefit both the organization and individual.
The document discusses designing user experiences to move beyond usability and functionality to create experiences that are meaningful, pleasurable, and memorable. It presents the User Experience Curve model which outlines a hierarchy of needs from basic tasks to more subjective experiences involving aesthetics, flow, and emotional engagement. The goal is to cross the "chasm" from task-focused design to experience-focused design that brings joy and excitement to users.
The document discusses five key initiatives to reinforce corporate agility: 1) Simplify and clarify processes, policies, and priorities to reduce unnecessary effort. 2) Build feedback loops through honest and frequent feedback to enable adapting to changes. 3) Expand horizons by looking outside the organization and testing boundaries. 4) Empower employees by pushing decisions down, holding people accountable, and rewarding performers. 5) Build a winning culture with no weak links, a focus on self-improvement, and an expectation of success. Practical tools and techniques are provided for each initiative.
Accenture: Der Weg zur Social Enterprise – Best Practices für CIOsSalesforce Deutschland
Der Gedanke der Social Enterprises verändert den Umgang der Unternehmen mit ihren Kunden. Begleiten Sie Jörg Besier, Accenture Cloud Lead in ASG, und Daniel Le Jehan, wie Sie über Best Practices bereits heute den Weg zum Social Enterprise beschreiten können und wie das Salesforce Innovation Center die Kunden hierbei unterstützt.
Similar to Billion dollar win changing the context to improve stakeholder engagement (20)
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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