This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/flevypro/blockchain-series-use-cases-and-industry-applications-3361
DOCUMENT DESCRIPTION
What is Blockchain Technology?
Blockchain Technology has gained incredible appeal recently across many industries, mostly notably in Banking due to the rise of Bitcoin. It provides numerous process benefits through disintermediation, including efficiency, security, transparency/openness, low cost, data integrity, among others.
This presentation is the fifth in a series of frameworks related to explaining Blockchain Technology. This one focuses on specific uses cases and industry applications. There is also a deep dive of 5 applications across distinct industries:
1. Banking
2. Insurance
3. Public Sector
4. Media & Entertainment
5. Commodity Trading
This deck also includes slide templates for you to use in your business presentations
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
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[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
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[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
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More Information:
https://mark-bridges.medium.com/the-top-101-consulting-frameworks-of-2020-3b9be58ce18e
At the end of each year, we publish a list of the top 101 consulting frameworks from the FlevyPro Library. We add new frameworks to FlevyPro each week based on market trends (e.g. Digital Transformation, Customer-centric Design) and customer demand. (See the top 101 consulting frameworks of 2019.)
Business frameworks are powerful tools consultants leverage to address their clients’ business issues in an organized, thorough, and efficient fashion. Each of our framework guides is a detailed PowerPoint presentation that provides a structured approach to analyzing and solving a common business problem, from issues in Strategy Development to Digital Transformation to Leadership Development.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/business-document/six-sigma--statistical-process-control-spc-604
DOCUMENT DESCRIPTION
The Six Sigma - Statistical Process Control (SPC) Training Module includes:
1. MS PowerPoint Presentation including 136 slides covering
- Introduction to Statistical Process Thinking,
- Basic Statistics,
- Introduction to Statistical Process Control,
- Statistical Process Control Charts,
- Sample Size & Frequency,
- Out-of-Control Action Plan, and
- Process Control Plan.
2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate confidence intervals (mean value, standard deviation, capability indices, proportion, count) and perform a Comparison of two statistics (mean values, standard deviations, proportions, counts).
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
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More Information:
https://flevy.com/browse/business-document/lean-six-sigma--process-risk-analysis-fmea-600
BENEFITS OF DOCUMENT
the systematic analysis of a manufacturing, service or administrative process,
the identification of critical and/or significant process characteristics, and
the identification of process deficiencies and development of an effective corrective action plan.
DOCUMENT DESCRIPTION
The Lean Six Sigma - Process Risk Analysis & Mistake-Proofing Training Module provides you with a step-by-step approach, as well as examples, exercises, and templates, to analyze and eliminate risks in your manufacturing, service or business processes. This training module includes:
1. 132 PowerPoint slides covering
- Introduction to Process Risk Analysis & Mistake-Proofing,
- Process Variables Map,
- Cause & Effect Matrix,
- Process Failure Mode and Effects Analysis,
- Sixteen Human Error Modes,
- Six Mistake-Proofing Principles,
- Seven Types of Poka-Yoke Devices and Examples,
- Process Control Plan,
- and 6 Workshop Exercises.
2. MS Excel Process Variables Map Template & Example
3. MS Excel Cause & Effect Matrix Template & Example
4. MS Excel Process FMEA Template & Example
5. MS Excel Process Control Plan Template & Example
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
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More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
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More Information:
https://flevy.com/browse/business-document/sales-excellence--diagnostic-tool-2877
DOCUMENT DESCRIPTION
This is a comprehensive sales excellence diagnostic tool. The capability levers are classified into the following four levels:
- Champion - Few, if any, companies consistently deliver at this level for all customer segments
- Play offs - Broadly recognised as market best practice
- Survival - Below best practice, but meets minimum standard required to compete effectively
- Relegation - Below minimum standard required to compete effectively
Got a question about this presentation? Email us at support@flevy.com.
The document discusses variance analysis and provides examples of how it can be used. Variance analysis breaks down changes in financial metrics like revenue, costs, and profits into their contributing factors. This helps identify drivers of performance and areas for improvement. Examples show how variances can be calculated for changes in revenue due to shifts in volume versus price. The analysis can also be extended to multiple variables and customer segments.
More Information:
https://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
These models/frameworks can be used to enhance your project management and process improvement projects.
A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DOCUMENT DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Osgood-Schramm's Model of Communication
13. Szpekman's Communication Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick's Four-Level Training Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Redesign (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge (PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
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[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://mark-bridges.medium.com/the-top-101-consulting-frameworks-of-2020-3b9be58ce18e
At the end of each year, we publish a list of the top 101 consulting frameworks from the FlevyPro Library. We add new frameworks to FlevyPro each week based on market trends (e.g. Digital Transformation, Customer-centric Design) and customer demand. (See the top 101 consulting frameworks of 2019.)
Business frameworks are powerful tools consultants leverage to address their clients’ business issues in an organized, thorough, and efficient fashion. Each of our framework guides is a detailed PowerPoint presentation that provides a structured approach to analyzing and solving a common business problem, from issues in Strategy Development to Digital Transformation to Leadership Development.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/business-document/six-sigma--statistical-process-control-spc-604
DOCUMENT DESCRIPTION
The Six Sigma - Statistical Process Control (SPC) Training Module includes:
1. MS PowerPoint Presentation including 136 slides covering
- Introduction to Statistical Process Thinking,
- Basic Statistics,
- Introduction to Statistical Process Control,
- Statistical Process Control Charts,
- Sample Size & Frequency,
- Out-of-Control Action Plan, and
- Process Control Plan.
2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate confidence intervals (mean value, standard deviation, capability indices, proportion, count) and perform a Comparison of two statistics (mean values, standard deviations, proportions, counts).
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
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More Information:
https://flevy.com/browse/business-document/lean-six-sigma--process-risk-analysis-fmea-600
BENEFITS OF DOCUMENT
the systematic analysis of a manufacturing, service or administrative process,
the identification of critical and/or significant process characteristics, and
the identification of process deficiencies and development of an effective corrective action plan.
DOCUMENT DESCRIPTION
The Lean Six Sigma - Process Risk Analysis & Mistake-Proofing Training Module provides you with a step-by-step approach, as well as examples, exercises, and templates, to analyze and eliminate risks in your manufacturing, service or business processes. This training module includes:
1. 132 PowerPoint slides covering
- Introduction to Process Risk Analysis & Mistake-Proofing,
- Process Variables Map,
- Cause & Effect Matrix,
- Process Failure Mode and Effects Analysis,
- Sixteen Human Error Modes,
- Six Mistake-Proofing Principles,
- Seven Types of Poka-Yoke Devices and Examples,
- Process Control Plan,
- and 6 Workshop Exercises.
2. MS Excel Process Variables Map Template & Example
3. MS Excel Cause & Effect Matrix Template & Example
4. MS Excel Process FMEA Template & Example
5. MS Excel Process Control Plan Template & Example
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/business-document/sales-excellence--diagnostic-tool-2877
DOCUMENT DESCRIPTION
This is a comprehensive sales excellence diagnostic tool. The capability levers are classified into the following four levels:
- Champion - Few, if any, companies consistently deliver at this level for all customer segments
- Play offs - Broadly recognised as market best practice
- Survival - Below best practice, but meets minimum standard required to compete effectively
- Relegation - Below minimum standard required to compete effectively
Got a question about this presentation? Email us at support@flevy.com.
The document discusses variance analysis and provides examples of how it can be used. Variance analysis breaks down changes in financial metrics like revenue, costs, and profits into their contributing factors. This helps identify drivers of performance and areas for improvement. Examples show how variances can be calculated for changes in revenue due to shifts in volume versus price. The analysis can also be extended to multiple variables and customer segments.
More Information:
https://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
These models/frameworks can be used to enhance your project management and process improvement projects.
A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DOCUMENT DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Osgood-Schramm's Model of Communication
13. Szpekman's Communication Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick's Four-Level Training Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Redesign (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge (PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
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.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Blockchain Series: Use Cases and Industry Applications
1. This is an exclusive document to the FlevyPro community - http://flevy.com/pro
Framework Primer
Blockchain Series: Use Cases
and Industry Applications
Presentation created by
Static Registry
Identity
Smart
Contracts
Dynamic
Registry
Payments
Infrastructure
Other
2. 2This document is an exclusive document available to FlevyPro members - http://flevy.com/pro
Contents
Templates
Overview
Use Cases
Industry Applications
Industry Use Case Deep Dives
The content on this page has been partially hidden.
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http://flevy.com/browse/flevypro/blockchain-series-use-cases-and-industry-applications-3361
3. 3This document is an exclusive document available to FlevyPro members - http://flevy.com/pro
Presentation Overview
What is Blockchain Technology?
Blockchain Technology has gained incredible appeal recently across many industries, mostly
notably in Banking due to the rise of Bitcoin. It provides numerous process benefits through
disintermediation, including efficiency, security, transparency/openness, low cost, data
integrity, among others.
This presentation is the fifth in a series of frameworks related to explaining Blockchain
Technology. This one focuses on specific uses cases and industry applications. There is also
a deep dive of 5 applications across distinct industries:
Banking Media & Entertainment
Insurance Commodity Trading
Public Sector
This deck also includes slide templates for you to use in your business presentations.
The World Economic Forum (WEF) predicts at least 10% of the global GDP will be stored in
Blockchain Networks by 2025.
This deck presents an overview to Blockchain Technology—as well as
specific uses cases (both in practice and theory) and industry applications
1
2
3
4
5
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First, let’s provide a quick overview of what Blockchain Technology what
is—Blockchain is a shared database that removes intermediaries
Blockchain Overview – Definition and Disintermediation
The key value proposition of Blockchain Technology is the elimination of the
intermediary—i.e. disintermediation.
Wikipedia defines a Blockchain as:
DEFINITION
“ A distributed database that maintains a continuously-growing list of ordered
records called blocks. By design, blockchains are inherently resistant to
modification of the data. Once recorded, the data in a block cannot be altered
retroactively.
• In layman's terms, Blockchain is a technology that allows people or
organizations who don't know each other to trust a shared record of events.
• This shared record, or ledger, is distributed to participants in a network and
thereby removes the need for a 3rd party intermediary (e.g. a bank in a credit card
transaction).
”
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5. 5This document is an exclusive document available to FlevyPro members - http://flevy.com/pro
Blockchain is just a type of database—it’s unique in that in that database
is copied to all computers in the network instead of centrally stored
Blockchain Overview – Distributed Ledger
As the number of participants in the network grows, it becomes increasingly
more difficult for a hacker to overcome the verification activities of the majority.
DATABASE BLOCK DESIGN
Technically, a Blockchain is just a type of database for recording transactions.
By design, this database is copied to all the computers in a participating network.
As such, Blockchain is also referred to as a distributed ledger.
Data in a Blockchain is stored in a structured called a “block.” Each block
contains 2 core components:
− Header – This includes the block reference ID, the time the bloc was created,
a link back to the previous block, and other metadata.
− Content – This a typically a validated list of digital assets and instruction
statements.
With the latest block, we can access all previous blocked linked together in its
“chain.”
This ensures the data is verifiable and independently auditable.
9
8
7
6
5
4
3
2
1
Original
genesis block
Main block
chain
Orphan
block
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In the absence of trust, public Blockchains would need to
implement an additional mechanism to arbitrate disputes among
participants and to protect the integrity of the data. The bitcoin
network uses a process known as “mining” to achieve this.
Public vs. Private Blockchains
PUBLIC
Like many other types of databases, Blockchains can either be public or
private—here is a comparison between these 2 models
Some technology companies offer Blockchain-as-a-Service (BaaS) on their cloud
platforms, which allow organizations to deploy private Blockchains.
PRIVATEVS
A public Blockchain is a network where anyone can read or
write data from or to the ledger, as long as they are running the
appropriate software
Bitcoin is an example of a public Blockchain.
Anyone can participate
There are significant opportunities for companies to adopt
Blockchain Technology internally that interact with public
Blockchains (e.g. Bitcoin), while adding new functionality
A private Blockchain is a network where participants are
already known and only these approved participants have
permission to update the ledger.
Private Blockchains can be created for an organization (e.g.
access to employees of a company), an association of
organizations, or an industry (of approved participating
businesses). Although processing is private and restricted to
select participants, the Blockchain can open up use to
consumers
Restricted participation Consumer usageThe content on this page has been partially hidden.
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Contents
Templates
Overview
Use Cases
Industry Applications
Industry Use Case Deep Dives
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Blockchain can be configured in many ways to meet the commercial
requirements of an application—use cases fall into 6 broad categories
Blockchain Use Cases
Leadership needs to understand the nuances of these components to decide which use
case will generate a solid return on investment.
Blockchain Technology can be configured in multiple ways to meet the objectives and commercial
requirements of a particular application. There is an excess of use cases for Blockchain for companies to
choose which opportunities to pursue.
In evaluating whether using Blockchain makes
sense for a particular situation, the first step
involves assessing whether there is sufficient
value at stake for a given use case.
Companies need to then rigorously investigate
specific problem areas, which enables
granular analysis of the potential commercial
value within the constraints of the overall
feasibility of Blockchain solution.
Blockchain use cases address 2 major needs:
The 6 broad categories of Blockchain applications include:
1 Record Keeping – which relates to
storage of static information
2 Transactions – which registers trade-
able information
Static registry
Identity
Smart
contracts
Dynamic
registry
Payments
Infrastructure
Other
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Now, let’s look at specific examples of Blockchain being used across
these 6 use case categories
Blockchain Use Cases – Examples
Organizational capabilities and industry characteristic impact the decision to use
Blockchain.
From the numerous possible applications for Blockchain, it’s up to an organization’s leadership to decide
which opportunities to pursue by narrowing down their options. Let’s look at specific examples of Blockchain
Technology being leveraged across these 6 categories.
Source: Blockchain beyond the Hype, McKinsey, 2018
Static
registry
Identity
Smart
contracts
Dynamic
registry
Payments
Infrastructure
Other
Distributed database
for storing reference
data
Distributed database
with identity-related
information
Particular case of
static registry treated
as a separate group
of use cases due to
extensive set of
identity-specific us
cases
Set of conditions
recorded on a block-
chain triggering
automated, self-
executing actions
when these
predefined
conditions are met
Dynamic distributed
database that
updates as assets
are exchanged on
the digital platform
Dynamic distributed
database that
updates as cash or
cryptocurrency
payments are made
among participants
Use case composed
of several of the
previous groups
Standalone use case
not fitting any of the
previous categories
Identify fraud
Civil-registry and
identity records
Voting
Insurance-claim
payout
Cash-equity trading
New-music release
Fractional investing
Drug supply chain
Cross-border peer-
to-peer payment
Insurance claim
Land title
Food safety and
origin
Patent
Initial coin offering
Blockchain as a
service
Example
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FINANCIAL
Now, let’s examine some specific use cases—in fact, extensive use cases
exist of Blockchain Applications in both the financial and non-financial
Blockchain Use Cases
Source: Let’s Talk Payments
NON-FINANCIAL
Other
Gold & silver
Ride
sharing
Data
Storage
Gaming
Currency
exchange &
remittance
P2P
transfers
Trading
platforms
Spritzle
MUNA
PlayCoin Play
Stella
r
Fundrs
.org
Cryptosigm
a
BitnPlay
App deve-
lopment
Blockchain
in loT
Network
Infra-
structure &
APIs
Reviews/
Endorsement
Asimo
v
Assembly
ePlu
g
BitHealt
h
Follow
my vote
Digital
Tangible
Diamonds
Real estate
Smart
Contracts
Otonomos
Marketplace MyPowers
Digital
Identity
UniquI
D
One
name
Authen-
tication &
Authorization
Degree of
Trust
Everpass
Digital
Content/
documents,
storage &
delivery
Bitproof Ascribe ArtPlus
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Contents
Templates
Overview
Use Cases
Industry Applications
Industry Use Case Deep Dives
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The effect of Blockchain in terms of Revenue, Cost, Capital, and Social
impacts vary across industries
Industry Application – Financial Impact (1/2)
Cost and operational efficiencies leverage capturing lost revenues and creating new revenues for Blockchain
users.
According to a McKinsey & Company analysis on the quantification of monetary impact of more than 90 Blockchain use
cases, it was estimated that about 70% of the value in the short term is in cost reduction followed by revenue
generation and capital relief.
Below, we can see and compare the financial impact of Blockchain implementation across different industries.
Source: Blockchain beyond the Hype, McKinsey, 2018
Revenue Cost Capital Social
Impact of Blockchain by Industry
Agriculture
Arts and recreation
Automotive
Financial services
Health care
N/A Limited Low Medium High
Insurance
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Revenue Cost Capital Social
Impact of Blockchain by Industry
N/A Limited Low Medium High
The effect of Blockchain in the near term is to drive operational
efficiencies
Industry Application – Financial Impact (2/2)
The value from Blockchain varies across the different industries.
Source: Blockchain beyond the Hype, McKinsey, 2018
Manufacturing
Mining
Property
Public sector
Retail
Technology, media, and
telecommunications
Transport and logistics
Utilities
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Health care
Insurance
Manufacturing
Mining
Various factors affect the viability of Blockchain
Industry Application – Asset, Technology, Standards, Ecosystem (1/2)
The type of asset, technology maturity, regulations/standards, and ecosystem govern the feasibility of
Blockchain in an industry.
Asset Technology Standards and
regulations
Ecosystem
Feasibility of Blockchain by Industry
Agriculture
Arts and recreation
Automotive
Financial services
Limited Low Medium High
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… including the asset, technology, standards & regulations, and
ecosystem in place
Industry Application – Asset, Technology, Standards, Ecosystem (2/2)
The practicability of Blockchain across industries may be achieved only if viable solutions
can be deployed at scale.
The type of asset, technology maturity, regulations/standards, and ecosystem govern the feasibility of
Blockchain in an industry.
Asset Technology Ecosystem
Feasibility of Blockchain by Industry
Limited Low Medium High
Property
Public sector
Retail
Technology, media, and
telecommunications
Transport and logistics
Utilities
Standards and
regulations
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Contents
Templates
Overview
Use Cases
Industry Applications
Industry Use Case Deep Dives
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Beyond cryptocurrency applications, Blockchain can also be used in
Banking to fulfill Know Your Customer (KYC) processes and regulations
Blockchain Applications in Banking
INDUSTRY
OVERVIEW
Blockchain has achieved the greatest adoption and acceptance in the Banking industry. The notion of
Blockchain to facilitate the exchange of money is a well established idea, driven by Bitcoin and other
digital currencies. Beyond Bitcoin, there are other opportunities for banks to leverage Blockchain
Technology to improve other services and compliance activities less likely to be subject to
disintermediation.
EXAMPLE: KNOW YOUR CUSTOMER (KYC)
DESCRIPTION
As the name suggests, Know Your Customer (KYC)
refers to the process of a business identifying and
verifying the identity of its customers.
KYC applies to many industries, but in Banking,
KYC is enforced and regulated. In fact, KYC is
mandatory for banks in many developed countries.
The objective of KYC guidelines is to prevent banks
from being used by criminal organizations for money
laundering activities.
BENEFITS OF BLOCKCHAIN TECHNOLOGY
1. Reduce compliance errors by automating
processes.
2. Enforce compliance by linking together multiple
banks.
3. Remove the duplicative efforts in multiple
organizations carrying out KYC checks.
4. Allow for near real-time distribution of encrypted
updates of customer information—this creates a
“single” source of truth for all participating banks.
5. Identity culprits who attempt to create fraudulent
histories.
6. Other criminal activity can also be minimized by
analyzing the block data
A private
Blockchain
network across
multiple (ideally
most) banks
creates
numerous
process
efficiencies.
Compliance is
increased,
criminal activities
decreased, and
customer data
standardized.
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INDUSTRY
OVERVIEW
The Insurance industry can utilize Blockchain Technology to stream
payments of premiums and claims
Blockchain Applications in Insurance
Similar to banks, insurers can also be viewed as intermediaries. Likewise, the Insurance industry can
leverage Blockchain Technology to stream payments of premiums and claims. Data is also widely used in
Insurance—e.g. in calculating risk and calculating pricing accordingly—and this data can be migrated to a
Blockchain network.
EXAMPLE: CLAIMS HANDLING
DESCRIPTION
For customers, the claims process is complex and
drawn out. Insurance contracts are difficult to
understand due to the legal language used.
For insurers, the industry is facing growing
challenges
in tightening regulation and fraud activity. Fake car
cash scams cost the Insurance industry over
$400MM annually.
When claims are made against multiple policies
held by different insurance companies, sharing of
cross-industry data becomes useful—e.g. when
combating fraud.
BENEFITS OF BLOCKCHAIN TECHNOLOGY
1. Use Blockchain Technology to create “smart
contracts.” Smart contracts are computer protocols
that facilitate, verify, or enforce the negotiation or
performance of a contract.
2. Smart contracts allow customers and insurers to
manage claims in a transparent, responsive, and
irrefutable way.
3. Ensure only valid claims validated by the
Blockchain network are paid.
4. Trigger payments automatically when certain
conditions are met and validated.
5. Stream the claims process and reduce manual
effort.
6. Improve the customer experience.
7. Reduce fraud via identity management as part of
the solution.
An industry-wide
Blockchain
network would
allow all insurers
and customers to
enjoy a more
efficient,
streamlined, and
automated
process.
Furthermore, by
storing claims
and customer
data on a
Blockchain, we
would greatly
mitigate (if not
eliminate)
insurance fraud.
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INDUSTRY
OVERVIEW
In the Public Sector, we can use a Blockchain Network to store and
manage the Housing Asset Registry
Blockchain Applications in the Public Sector
The public sector is an extremely large and fragmented organization. Its organizational structure,
systems, and likewise data systems are all separated. This presents opportunities for Blockchain
Technology to address inefficiencies in current systems and increase the effectiveness of public service
delivery. A Blockchain network could also help in back office functions to coordinate and streamlining
processes among departments, agencies, and other governmental bodies.
EXAMPLE: HOUSING ASSET REGISTRY
DESCRIPTION
In the housing market, all land or property must be
registered with the appropriate public sector body if
it is bought, gifted, inherited, mortgaged, or received
in exchange for other property.
It is very costly to keep track of so many property
transactions that accumulate over time.
For buyers and sellers, information about the
ownership of properties can only be access via the
central asset registry managed by the public sector.
Housing is susceptible to various forms of property
fraud. For instance, criminals may use forged
documents to transfer ownership of a property; or
use forged documents to take out a mortgage on
someone else’s property.
It is difficult to prevent property fraud, thus putting
the burden of detection on all parties—including
home owners, the government, solicitors, and
mortgage lenders
BENEFITS OF BLOCKCHAIN TECHNOLOGY
1. The notion here is to implement Blockchain similar
to Bitcoins, except each “coin” is a property asset
(e.g. a house, piece of land). This concept is
known as “colored coins.” Thi allows all the
historical transaction history of a property asset to
be traced (through the blockchain).
2. Automate asset exchanges once agreed on criteria
have been fulfilled (using smart contracts).
3. Increase efficiency of transaction processing.
4. Reduce (or possibly entirely eliminate) property
fraud.
5. Resolve disputes over property ownership, since
each transaction is verified and stored on a
distributed ledger.
6. Reduce costs for registration body.
A Blockchain
Network that
stores all
property assets
would not only
provide process
efficiencies by
combining
systems and data
sources, but also
reduce (or
eliminate)
property fraud,
improve
transparency of
transaction
history, and
resolve disputes
of property
ownership.
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INDUSTRY
OVERVIEW
Digital Transformation has irrevocably altered the M&E world—most to
the benefit of consumers—Blockchain apps can help content producers
Blockchain Applications in Media & Entertainment (M&E)
The M&E industry has been completely transformed in the last 2 decades, most notably driven by the
digitization of content production and distribution. Challenges still exist in terms of Digital Rights
Management and how content producers are compensated when materials are bused or bought through
legal channels. Blockchain Technology can be used to address these challenges by connecting the M&E
companies, authors, musicians, videographers, and third party organizations directly with consumers.
EXAMPLE: MUSIC INDUSTRY ROYALTY PAYMENTS
DESCRIPTION
The music industry has arguably experienced the
most rapid advancements through digital
technology, which has vastly improved the
experience for customers.
However, these technologies have considerably
added complexity and reduced transparency for
artists.
This has made it difficult for artists to determine how
much money they are or should be earning.
The music industry has traditionally been highly
intermediated with record companies, music labels,
agents and managers, etc. New Digital Technology
companies have added further players into the
system, such as streaming services, MP3 download
companies, etc.
BENEFITS OF BLOCKCHAIN TECHNOLOGY
1. A Blockchain stores the original digital music file,
along with information on all the associated people
involved in its creation. Using a smart contract, the
Blockchain also stores information about how the
artist will be compensated. This ensures the artists
are properly compensated for any use of their
intellectual property.
2. Prevent copyright theft.
3. Prevent illegal file-sharing.
4. Allows artists to record and publish their own rules
on how they would like their music to be used.
5. Solves (or alleviates) global royalty payment and
licensing problems.
6. Allows independent artists to sell direct to
consumers.
To the consumer
who is legally
acquiring music,
little will change
with this usage of
Blockchain
Technology.
However, the
music industry
and artists
particularly will
benefit greatly, as
artists gain
transparency and
control over how
their content is
used and paid for.
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INDUSTRY
OVERVIEW
Blockchain Technology can completely transform the Energy Trading
industry—replacing the transaction platform itself with a superior one
Blockchain Applications in Commodity Trading
Commodity trading contains numerous error-prone and costly back office processes, such as trade
confirmations, actualization of volumes, and innumerable forms of reconciliation. Blockchain Technology
would allow all parties related to a transaction to have access to the same verification transaction record
through the distributed ledger. This would transform the entire deal life cycle by minimizing human
intervention from trade execution to payment.
EXAMPLE: ENERGY TRADING
DESCRIPTION
Energy Trading is currently inefficient, as
intermediaries and complex processes impact the
speed of exchanging critical data.
Firms are dealing with increased requirements for
reporting, transparency, and dissemination of data,
all contributing to increased costs.
The numerous regulatory reporting requirements
include EMIR and MiFID II.
BENEFITS OF BLOCKCHAIN TECHNOLOGY
1. Blockchain smart contracts can be used to transact
between parties. The Blockchain Network would
provide a transaction platform that is highly secure,
low cost, efficient, fast, with lower error incidents,
and the possibility of reducing capital requirements.
2. Minimize transaction backlog and overall costs by
increasing speed of transaction execution.
3. Improve the availability and reliability of data
4. Improve audibility of records.
5. Transfer title of between market participants.
6. Facilitate regulatory reporting requirements.
7. Reduce risk of fraud, error, and invalid
transactions.
8. Reduce credit risk and transacting capital
requirements.
Energy trading
intermediaries,
including brokers,
exchanges, price
reporting agencies,
and clearing houses
will be completely
disrupted. As listed,
the benefits are
numerous, but at the
cost of completely
disrupting the way
current way of
business. In fact, as
end users can
transact directly
with suppliers, it
removes the need
for the energy
trader.
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Contents
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Use Cases
Industry Applications
Industry Use Case Deep Dives
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Insert headline
Blockchain Use Case Categories – TEMPLATE
Insert bumper.
Static Registry
Identity
Smart
Contracts
Dynamic
Registry
Payments
Infrastructure
Other
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Static Registry
Identity
Smart
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Payments
Infrastructure
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Download 100s of similar frameworks from the
FlevyPro Library:
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This primer was extracted and modified from the complete Blockchain
Technology guide published by LearnPPT
The Digital Transformation: Blockchain
Technology is a comprehensive guide to
understanding Blockchain Technology—how it
works, its applications, and important
considerations for implementing Blockchain within
your organization.
Topics covered include Smart Contracts,
Blockchain Networks (Public, Private, Consortium),
Value Drivers, Use Cases, Industry Examples,
Solution Platforms (e.g. Ethereum, Hyperledger),
Disintermediation, Decentralization, among others.
You can find this document here:
https://flevy.com/browse/business-document/digital-
transformation-blockchain-technology-2710
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