Blue Cross and Blue Shield of North Carolina (BCBSNC) is the largest health insurer in North Carolina serving more than 3.7 million customers. As a not-for-profit, fully taxed company with headquarters in Chapel Hill and 4,600 employees, their network of health care providers includes 92% of the medical doctors and 99% of hospitals in the state. They hold the highest level of NCQA Accreditation and CEO Cancer Gold Standard Accreditation. They also won numerous awards and recognition including Top 60 Companies for Executive Women (2010), Top 100 Best Company for Working Mothers, AARP Best Company for Workers over 50, and Diversity Inc. Top 25 Noteworthy Company (2009).
In 2010, BCBSNC initiated a culture change process. Why did they do it and how did they do it?
To learn more about the organization’s journey and its plans for the future, read our latest case study, A Culture Transformation: Blue Cross Blue Shield of North Carolina.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
Employee Engagement - The Daily Telegraph supplementAbhishek Mittal
1) Effective companies believe their employees are their best asset and involve people at all levels by actively encouraging feedback, ideas, and questions to improve performance.
2) Listening to employees takes courage but is important to understand how to improve, and engaged employees are more motivated and committed.
3) Measuring employee engagement shows high-engagement companies outperform low-engagement companies financially over 3 years. Elements of engagement include thinking, feeling, and acting for organizational goals.
How Leaders Drive Workforce Performancemajor_sunil
The document discusses the findings of a study on leadership and employee engagement conducted by Right Management involving nearly 30,000 employees across 15 countries. Some key findings include:
- Leadership was found to have a significant correlation with employee engagement. Organizations with effective leadership had over twice as many engaged employees as those without.
- While various factors like work processes, learning opportunities, and culture correlated more strongly with engagement than leadership alone, leadership was still implicated in driving those other factors.
- Engaged employees viewed both senior leaders and immediate managers favorably, while unengaged employees did not view leaders as favorably.
- Senior leaders were valued most for valuing employees and having the capability to succeed, while immediate managers
This document discusses aligning an organization's strategy and culture. It outlines three key ways to do this:
1. Aligning shared values, organizational messages, and desired behaviors to drive results. High performing companies clearly communicate their purpose and values throughout the organization.
2. Engaging and enabling employees to enhance performance. Organizations must ensure employees have what they need to do their jobs well and feel supported, not just motivated.
3. Challenging unwritten rules to enable transformation. Leaders must confront unhelpful cultural norms and behaviors internally to drive change.
This document provides information about an upcoming conference on using social media and human resources. The conference will include:
- Keynote speeches on using social media for recruiting and employee engagement.
- Breakout sessions on topics like developing an internal social media strategy, leveraging LinkedIn for networking, and drafting an effective social media policy.
- Case studies from companies like American Express that have implemented social media strategies for HR purposes.
- Pre-conference workshops on topics such as using social media for HR, communicating wellness programs, and leveraging LinkedIn for professional relationships.
The conference aims to help HR professionals learn how to strategically use social media to recruit and retain top talent, engage employees
research project - organizational changeAdelia Kolbe
This document summarizes a research project on the impact and effect of change in an organization. The organization has undergone changes relating to global improvement initiatives that have led to issues like poor timekeeping, absenteeism, and staff leaving. The research aims to define change, explain factors that cause change, describe the change process and challenges in managing change through a study of the GSK Cape Town site. It will review literature on topics like creating a culture of change, factors that drive change, models of the change process, and challenges faced by management in change implementation.
This action plan aims to resolve conflicts within a multicultural team and improve productivity. The leader will hold separate and joint meetings with conflicting employees to understand issues and promote understanding. Cultural training during weekly team meetings will help build relationships. Employees will be assigned separate tasks based on their skills to reduce conflicts. Incentives like bonuses and raises for meeting deadlines will motivate employees to stay. The leader will focus the team on goals, provide structure, and use an internal leadership model to improve communication, commitment and resolve ongoing issues.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
Employee Engagement - The Daily Telegraph supplementAbhishek Mittal
1) Effective companies believe their employees are their best asset and involve people at all levels by actively encouraging feedback, ideas, and questions to improve performance.
2) Listening to employees takes courage but is important to understand how to improve, and engaged employees are more motivated and committed.
3) Measuring employee engagement shows high-engagement companies outperform low-engagement companies financially over 3 years. Elements of engagement include thinking, feeling, and acting for organizational goals.
How Leaders Drive Workforce Performancemajor_sunil
The document discusses the findings of a study on leadership and employee engagement conducted by Right Management involving nearly 30,000 employees across 15 countries. Some key findings include:
- Leadership was found to have a significant correlation with employee engagement. Organizations with effective leadership had over twice as many engaged employees as those without.
- While various factors like work processes, learning opportunities, and culture correlated more strongly with engagement than leadership alone, leadership was still implicated in driving those other factors.
- Engaged employees viewed both senior leaders and immediate managers favorably, while unengaged employees did not view leaders as favorably.
- Senior leaders were valued most for valuing employees and having the capability to succeed, while immediate managers
This document discusses aligning an organization's strategy and culture. It outlines three key ways to do this:
1. Aligning shared values, organizational messages, and desired behaviors to drive results. High performing companies clearly communicate their purpose and values throughout the organization.
2. Engaging and enabling employees to enhance performance. Organizations must ensure employees have what they need to do their jobs well and feel supported, not just motivated.
3. Challenging unwritten rules to enable transformation. Leaders must confront unhelpful cultural norms and behaviors internally to drive change.
This document provides information about an upcoming conference on using social media and human resources. The conference will include:
- Keynote speeches on using social media for recruiting and employee engagement.
- Breakout sessions on topics like developing an internal social media strategy, leveraging LinkedIn for networking, and drafting an effective social media policy.
- Case studies from companies like American Express that have implemented social media strategies for HR purposes.
- Pre-conference workshops on topics such as using social media for HR, communicating wellness programs, and leveraging LinkedIn for professional relationships.
The conference aims to help HR professionals learn how to strategically use social media to recruit and retain top talent, engage employees
research project - organizational changeAdelia Kolbe
This document summarizes a research project on the impact and effect of change in an organization. The organization has undergone changes relating to global improvement initiatives that have led to issues like poor timekeeping, absenteeism, and staff leaving. The research aims to define change, explain factors that cause change, describe the change process and challenges in managing change through a study of the GSK Cape Town site. It will review literature on topics like creating a culture of change, factors that drive change, models of the change process, and challenges faced by management in change implementation.
This action plan aims to resolve conflicts within a multicultural team and improve productivity. The leader will hold separate and joint meetings with conflicting employees to understand issues and promote understanding. Cultural training during weekly team meetings will help build relationships. Employees will be assigned separate tasks based on their skills to reduce conflicts. Incentives like bonuses and raises for meeting deadlines will motivate employees to stay. The leader will focus the team on goals, provide structure, and use an internal leadership model to improve communication, commitment and resolve ongoing issues.
This document summarizes the key findings from a report on measuring the business impacts of workplace flexibility. It discusses how 29 major companies conducted research on flexibility through various methods:
1. Embedding questions about flexibility availability and importance in annual employee surveys, allowing comparisons between flexible/non-flexible employees.
2. Conducting specialized work-life, diversity or rewards surveys with deeper flexibility questions and analysis of correlations with productivity, stress and performance.
3. Flexibility-focused evaluation surveys examining both formal and informal flexibility across careers/jobs, utilization patterns, and barriers/enablers, with insights into manager/coworker roles.
The research demonstrated flexibility's positive impacts on talent retention, human capital
This document is a project report submitted by Akash Rana for his M.Com degree in 2015-16. The report examines the reward system and strategy of Tata Communications. It includes an introduction, objectives, company profile of Tata Group and Tata Communications, and an index of topics to be covered. The report aims to study various reward systems at Tata Communications, examine the linkage between performance management and rewards, identify gaps in the current system, and suggest measures to improve the reward system to fairly and consistently reward employee performance and value.
Project presentation and last assignment of the course. Topic chosen; Employment Engagement.
I chose this subject due to its tremendous impact within the workplace with enormous consequences in terms of productivity, employee performance, customer satisfaction and finantial success.
The presentation is broken down in several matters as a introduction, engagemnet drivers, ways to build engagement and final indicators of engagement worldwide.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
This document provides an overview of how coaching can benefit organizations by creating a culture of engagement. It discusses how key coaching skills like active listening, feedback, and reflection can improve employee communication, engagement, and performance. Creating an environment where these skills are utilized can help organizations achieve goals more effectively by engaging employees and improving performance. Specifically, it focuses on how feedback, a core coaching competency, represents a convergence of communication that satisfies employees and benefits organizations when delivered and received appropriately. The document aims to show leaders how mobilizing coaching skills and competencies within an organization can address challenges to change and enhance organizational outcomes.
The document provides information about Leader Effectiveness Training (L.E.T.), which teaches concrete skills to reduce conflicts in the workplace and increase productivity. L.E.T. incorporates 360 assessment, coaching and follow-up to make it an ongoing learning experience. It has been found to be an effective tool for building relationships and improving performance. L.E.T. teaches proven tools based on research to solve people problems through participative leadership rather than an autocratic style.
The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then summarizes MNASQ's previous and new vision and mission statements. The rest of the document focuses on applying the strategic planning model and concepts like Hoshin Kanri to MNASQ's strategic planning process.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. It discusses the importance of leadership development and identifies competencies organizations should focus on, like leading change, leading people, driving results, and building coalitions. It outlines strategies for leadership development, including identifying current and potential leaders, succession planning, coaching/mentoring, developing skills roadmaps, and providing challenging assignments. The goal of these strategies is to develop a strong internal pipeline of talent and leaders to ensure organizational success.
Leadership can be defined as the process of influencing others towards achieving goals. Early theories focused on identifying traits or behaviors that differentiated leaders from non-leaders. Contingency theories emphasized that leadership effectiveness depends on situational factors. Contemporary approaches include transformational leadership that inspires followers, and team leadership which focuses on managing external relationships and internal processes. Issues such as gender, culture, trust and empowerment also impact leadership approaches.
Mc kinsey – achieving the full potential of cooperative organizationsInformaEuropa
The document summarizes findings from a study comparing the organizational agility of cooperatives to publicly traded companies. It finds that cooperatives excel at internal alignment through shared ownership and values, but are less agile than companies in decision-making, pursuing new opportunities, and developing talent. Exemplary cooperatives improve in these areas by clarifying roles, fostering transparency, encouraging innovation, and strengthening leadership programs.
This document summarizes how John Laing Integrated Services implemented a solutions-focused coaching program to change their organizational culture. The program began by training senior managers in solutions-focused coaching techniques. They then coached direct reports and each other. This cascaded coaching throughout the organization as more managers were trained. Over time, solutions-focused conversations became the norm, shifting meetings and discussions from problems to solutions. The organization saw benefits like increased productivity, successful projects, and cost savings. The program was designed to be sustainable by having early participants become internal coaches themselves.
Lion Nathan, a New Zealand-based alcoholic beverage company, experienced growth in the early 1990s but began losing profits and market share by 1996. The CEO responded by critically evaluating the company's leadership and culture. In 1997, Lion Nathan began working with Human Synergistics to assess leadership styles and organizational culture. Surveys found that most leaders had aggressive styles that were negatively impacting the culture. Over 10 years, Lion Nathan focused on developing constructive leadership behaviors and aligning practices like talent management with its new values of integrity, facing reality, and passion for business. This led to improved employee engagement, customer satisfaction, and financial performance.
Indian Experience Of OD In Public & Private EnterprisesJoseph Jincy
The document discusses organizational development in public and private enterprises in India. It begins by defining public enterprises as commercial or industrial undertakings owned and managed by the government to maximize social welfare. It describes the forms public enterprises take in India, including departmental undertakings, statutory corporations, and government companies. It then discusses some of the key organizational development interventions used in Indian organizations, including training, action research, survey feedback, and role-focused interventions. The document provides examples of how these interventions have been applied in various public sector organizations in India.
Collective Changes is a 501(c)3 organization that provides business skills training, networking opportunities, and virtual mentoring programs to promote women's economic empowerment in emerging markets. It partners with organizations like the World Bank, LinkedIn, and Google to offer tools and resources to help women entrepreneurs grow their businesses. The goal is to move families toward economic and social stability by providing mentoring, skills development, and network-building support to women business owners in over 70 countries.
Master's Thesis Capstone Action Learning Project Option One Final ReportArdavan Shahroodi
This document summarizes the transformation of the author's capstone project from a consulting case project to an action-based learning project. Originally, the author aimed to study sustainability practices of four pioneering companies but was unable to establish contact with them. The professor suggested focusing on the hospitality industry instead. The author visited eight hotels in Boston and left a sustainability questionnaire with managers. This marked the beginning of engaging organizations in the new action-based project approach.
Professional Employer Organizations (PEOs) allow businesses to outsource their human resource management and focus on their core operations. PEOs handle tasks like benefits administration, payroll, and workers' compensation to reduce a company's HR burden. Business owners from Skyline Mortgage and Abaco Corp. discuss how partnering with Administaff PEO allowed them to grow rapidly while having expert help with regulatory compliance and other HR needs. Selecting a reputable PEO requires vetting their experience, financial stability, and ability to meet a company's specific HR and risk management requirements.
LDR 7980 Capstone Essay Three Assignment Influencing Motivating and Leading t...Ardavan Shahroodi
The document discusses influencing, motivating, and leading knowledge workers. It defines knowledge workers as highly educated employees who contribute through specialized knowledge rather than manual labor. While knowledge workers are increasingly seen as the main source of competitive advantage, organizations struggle to measure their value and understand how to empower them. The document argues that knowledge workers respond best to leadership that inspires trust, clarifies purpose, aligns systems to support goals, and unleashes talent through individual support and setting an example. An effective performance review system focuses on skills development rather than decisions about pay. Overall, organizations must transition to a new model that recognizes all employees, including so-called unskilled workers, as potential knowledge workers in order to fully benefit from their human
CAPCO is a worldwide recognized technology based consulting farm. This well-known farm is
flat structured where every stuffs works under their own immediate seniors. CAPCO follows
democratic leadership where every employee gets equal chances to take part in the decision
making process. Here managers are very much careful of applying different motivational
theories among their employees. Organizational functions, clear communication, achieving
goals sector get influenced by the CAPCO’s flat structure and ongoing culture.
The document proposes a Connecting Through the Arts program to deliver tailored musical programming to seniors living in retirement homes. The program would develop senior-specific instruments and programs, provide training to facilitators, and create an online portal with musical content. This would reconnect seniors to music through customized programming, enrich their lives, and create a new revenue source for the Royal Conservatory of Music while supporting activity coordinators.
This document summarizes the key findings from a report on measuring the business impacts of workplace flexibility. It discusses how 29 major companies conducted research on flexibility through various methods:
1. Embedding questions about flexibility availability and importance in annual employee surveys, allowing comparisons between flexible/non-flexible employees.
2. Conducting specialized work-life, diversity or rewards surveys with deeper flexibility questions and analysis of correlations with productivity, stress and performance.
3. Flexibility-focused evaluation surveys examining both formal and informal flexibility across careers/jobs, utilization patterns, and barriers/enablers, with insights into manager/coworker roles.
The research demonstrated flexibility's positive impacts on talent retention, human capital
This document is a project report submitted by Akash Rana for his M.Com degree in 2015-16. The report examines the reward system and strategy of Tata Communications. It includes an introduction, objectives, company profile of Tata Group and Tata Communications, and an index of topics to be covered. The report aims to study various reward systems at Tata Communications, examine the linkage between performance management and rewards, identify gaps in the current system, and suggest measures to improve the reward system to fairly and consistently reward employee performance and value.
Project presentation and last assignment of the course. Topic chosen; Employment Engagement.
I chose this subject due to its tremendous impact within the workplace with enormous consequences in terms of productivity, employee performance, customer satisfaction and finantial success.
The presentation is broken down in several matters as a introduction, engagemnet drivers, ways to build engagement and final indicators of engagement worldwide.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
This document provides an overview of how coaching can benefit organizations by creating a culture of engagement. It discusses how key coaching skills like active listening, feedback, and reflection can improve employee communication, engagement, and performance. Creating an environment where these skills are utilized can help organizations achieve goals more effectively by engaging employees and improving performance. Specifically, it focuses on how feedback, a core coaching competency, represents a convergence of communication that satisfies employees and benefits organizations when delivered and received appropriately. The document aims to show leaders how mobilizing coaching skills and competencies within an organization can address challenges to change and enhance organizational outcomes.
The document provides information about Leader Effectiveness Training (L.E.T.), which teaches concrete skills to reduce conflicts in the workplace and increase productivity. L.E.T. incorporates 360 assessment, coaching and follow-up to make it an ongoing learning experience. It has been found to be an effective tool for building relationships and improving performance. L.E.T. teaches proven tools based on research to solve people problems through participative leadership rather than an autocratic style.
The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then summarizes MNASQ's previous and new vision and mission statements. The rest of the document focuses on applying the strategic planning model and concepts like Hoshin Kanri to MNASQ's strategic planning process.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. It discusses the importance of leadership development and identifies competencies organizations should focus on, like leading change, leading people, driving results, and building coalitions. It outlines strategies for leadership development, including identifying current and potential leaders, succession planning, coaching/mentoring, developing skills roadmaps, and providing challenging assignments. The goal of these strategies is to develop a strong internal pipeline of talent and leaders to ensure organizational success.
Leadership can be defined as the process of influencing others towards achieving goals. Early theories focused on identifying traits or behaviors that differentiated leaders from non-leaders. Contingency theories emphasized that leadership effectiveness depends on situational factors. Contemporary approaches include transformational leadership that inspires followers, and team leadership which focuses on managing external relationships and internal processes. Issues such as gender, culture, trust and empowerment also impact leadership approaches.
Mc kinsey – achieving the full potential of cooperative organizationsInformaEuropa
The document summarizes findings from a study comparing the organizational agility of cooperatives to publicly traded companies. It finds that cooperatives excel at internal alignment through shared ownership and values, but are less agile than companies in decision-making, pursuing new opportunities, and developing talent. Exemplary cooperatives improve in these areas by clarifying roles, fostering transparency, encouraging innovation, and strengthening leadership programs.
This document summarizes how John Laing Integrated Services implemented a solutions-focused coaching program to change their organizational culture. The program began by training senior managers in solutions-focused coaching techniques. They then coached direct reports and each other. This cascaded coaching throughout the organization as more managers were trained. Over time, solutions-focused conversations became the norm, shifting meetings and discussions from problems to solutions. The organization saw benefits like increased productivity, successful projects, and cost savings. The program was designed to be sustainable by having early participants become internal coaches themselves.
Lion Nathan, a New Zealand-based alcoholic beverage company, experienced growth in the early 1990s but began losing profits and market share by 1996. The CEO responded by critically evaluating the company's leadership and culture. In 1997, Lion Nathan began working with Human Synergistics to assess leadership styles and organizational culture. Surveys found that most leaders had aggressive styles that were negatively impacting the culture. Over 10 years, Lion Nathan focused on developing constructive leadership behaviors and aligning practices like talent management with its new values of integrity, facing reality, and passion for business. This led to improved employee engagement, customer satisfaction, and financial performance.
Indian Experience Of OD In Public & Private EnterprisesJoseph Jincy
The document discusses organizational development in public and private enterprises in India. It begins by defining public enterprises as commercial or industrial undertakings owned and managed by the government to maximize social welfare. It describes the forms public enterprises take in India, including departmental undertakings, statutory corporations, and government companies. It then discusses some of the key organizational development interventions used in Indian organizations, including training, action research, survey feedback, and role-focused interventions. The document provides examples of how these interventions have been applied in various public sector organizations in India.
Collective Changes is a 501(c)3 organization that provides business skills training, networking opportunities, and virtual mentoring programs to promote women's economic empowerment in emerging markets. It partners with organizations like the World Bank, LinkedIn, and Google to offer tools and resources to help women entrepreneurs grow their businesses. The goal is to move families toward economic and social stability by providing mentoring, skills development, and network-building support to women business owners in over 70 countries.
Master's Thesis Capstone Action Learning Project Option One Final ReportArdavan Shahroodi
This document summarizes the transformation of the author's capstone project from a consulting case project to an action-based learning project. Originally, the author aimed to study sustainability practices of four pioneering companies but was unable to establish contact with them. The professor suggested focusing on the hospitality industry instead. The author visited eight hotels in Boston and left a sustainability questionnaire with managers. This marked the beginning of engaging organizations in the new action-based project approach.
Professional Employer Organizations (PEOs) allow businesses to outsource their human resource management and focus on their core operations. PEOs handle tasks like benefits administration, payroll, and workers' compensation to reduce a company's HR burden. Business owners from Skyline Mortgage and Abaco Corp. discuss how partnering with Administaff PEO allowed them to grow rapidly while having expert help with regulatory compliance and other HR needs. Selecting a reputable PEO requires vetting their experience, financial stability, and ability to meet a company's specific HR and risk management requirements.
LDR 7980 Capstone Essay Three Assignment Influencing Motivating and Leading t...Ardavan Shahroodi
The document discusses influencing, motivating, and leading knowledge workers. It defines knowledge workers as highly educated employees who contribute through specialized knowledge rather than manual labor. While knowledge workers are increasingly seen as the main source of competitive advantage, organizations struggle to measure their value and understand how to empower them. The document argues that knowledge workers respond best to leadership that inspires trust, clarifies purpose, aligns systems to support goals, and unleashes talent through individual support and setting an example. An effective performance review system focuses on skills development rather than decisions about pay. Overall, organizations must transition to a new model that recognizes all employees, including so-called unskilled workers, as potential knowledge workers in order to fully benefit from their human
CAPCO is a worldwide recognized technology based consulting farm. This well-known farm is
flat structured where every stuffs works under their own immediate seniors. CAPCO follows
democratic leadership where every employee gets equal chances to take part in the decision
making process. Here managers are very much careful of applying different motivational
theories among their employees. Organizational functions, clear communication, achieving
goals sector get influenced by the CAPCO’s flat structure and ongoing culture.
The document proposes a Connecting Through the Arts program to deliver tailored musical programming to seniors living in retirement homes. The program would develop senior-specific instruments and programs, provide training to facilitators, and create an online portal with musical content. This would reconnect seniors to music through customized programming, enrich their lives, and create a new revenue source for the Royal Conservatory of Music while supporting activity coordinators.
The flock travels to New York City to find the Institute. Along the way, Angel is kidnapped while picking strawberries. They eventually make it to the Institute but are captured after freeing mutants from cages. Max and others are caught in a car accident after escaping the Institute.
Comment mesurer le succès de votre site WebJacques Warren
Conférence phare de la série Infopresse qui ouvrait la première journée consacrée Web Analytics à Montréal. J'avais donnée la toute première présentation sur les WA 2 ans auparavant.
Othentika est une agence événementielle de Montréal & DMC qui organise et fait la gestion d’événements corporatif afin favoriser la mobilisation et la reconnaissance de vos employés de grâce à nos organisateurs d’événements chevronnés.
ActiveBase Performance applies Oracle hints and SQL rewrites in real-time to improve query performance without changing applications or databases. It uses a rule engine to identify queries for optimization based on syntax, execution plans, or other criteria. Rules can add hints, rewrite SQL, block queries, or take other actions to boost performance for packaged software, reports, and more by up to 100x. The tool is easy to install, configure, and use to centrally manage performance for Oracle databases.
Darko dolazi iz Subotice (ATB Sever) i on nam je na vrlo ležeran, opušten ali i vrlo stručan i konkretan način objasnio način obračuna cene koštanja u ATB Sever. ATB Sever proizvodi motore i ima dosta specifičnu proizvodnju (rok izrade motora i po 6 meseci, proizvodnja po projektima, po 6.000 delova u jednom motoru…). Ukratko, pravi izazov za controlling. Mislim da su svi saglasni da Darko sjajno pliva u controlling vodama. Darko je pričao i o alokacionim ključevima, i standardnim cenama i POC (Percentage of Completion…).
1. The document outlines the terms and conditions for the Singapore Island Culture Club competition organized by Deezer.
2. To enter, participants must log into their Deezer account and fill out an entry form providing their full name, mobile number, email address and city between April 7th and 13th 2014.
3. Winners will receive free entry to the Singapore Island Culture Club Party in Singapore on April 18th 2014 and be notified by April 14th 2014.
This document discusses innovations and resilience. It emphasizes showing ideas rather than just describing them to help people visualize new concepts. It also stresses identifying high-quality targets that are real, worthwhile, and allow for collaboration. The document then provides 10 techniques for adding "wow factor" to promising ideas, such as substituting, combining, adapting, modifying, putting to other uses, eliminating, reversing, or rearranging elements. References for further information are also included.
This document is from the National Stock Exchange of India and is advertising an upcoming online course module on their website www.funancialquest.com. The module, titled "Online Course Module 5", will be coming soon to the site. The document provides the website, title of the module, and a copyright notice from the National Stock Exchange of India.
MONTHLY DIGITAL KNOCKOUTS. El equipo de FullSIX quiere compartir contigo cada mes lo más impactante del medio digital, en una selección de contenido especialmente pensada para inspirar y volver a compartir.
1. This document outlines the terms and conditions for a competition organized by Deezer, a music streaming service, open to residents of Malaysia who are Deezer users. The competition awards 5 pairs of tickets to an XPDC concert to winners selected randomly from eligible entries.
2. To enter, participants must log in to their Deezer account and fill out an online entry form between April 16th and 22nd 2014, providing their full name, mobile number, email address, and city. Each person is limited to one entry.
3. Winners will be notified by April 23rd 2014 and have 24 hours to confirm receipt of their prize, which is non-transferable and includes no cash alternative. If a winner
1. This document outlines the terms and conditions for a competition organized by Deezer to win tickets to see Empire of the Sun in concert. The competition is open to Deezer users residing in Singapore, except for Deezer employees.
2. To enter, participants must log in to their Deezer account and fill out an online entry form providing their full name, mobile number, email address and city before the deadline of February 17th, 2014. A maximum of one entry per person is allowed.
3. Two winners will be selected at random from valid entries and will each receive a pair of tickets to see Empire of the Sun in concert on February 21st, 2014. Winners will be notified by email and
Centauric is an expert consulting firm that helps organizations unleash the potential of their people to drive business performance. They use a data-driven approach involving interviews, surveys, and facilitated discussions to understand organizational dynamics and identify opportunities. Their integrated services then develop leadership capabilities, strengthen employee engagement, and align culture and systems. The outcomes include increased focus on goals, engaged and committed employees, an innovative culture embracing change, and effective talent selection and development.
The document discusses the structural and cultural issues facing ANZ Bank prior to its transformation, and the benefits of addressing these issues.
Structurally, ANZ had a top-down "Eiffel Tower" culture with poor management, low employee morale, and no customer satisfaction. Culturally, there were negative perceptions, a masculine culture, confusion, individualism, and misconduct.
McFarlane implemented a three step cultural change strategy and decentralized decision making. Addressing the structural and cultural problems increased productivity, morale, profits and customer service while decreasing costs. It created a more flexible, cooperative, and satisfying work environment and culture at ANZ Bank.
Dawson Consulting Group helps companies change their organizational culture to better align with business strategy through a proven methodology. They assess the current culture and desired future culture to create a roadmap for change. Executive leadership must be fully committed to modeling new behaviors. Dawson also leverages human resources processes like performance management and rewards to drive cultural changes throughout the organization. Successful culture change projects take 18 months to 5 years, and Dawson provides tools and accountability measures to guide the process.
I promoted people to management who never supervised before and they ran into challenges. Debora worked with our employees to assist them with their leadership roles.
Sanofi North America Pharmaceuticals implemented an initiative to change their organizational culture and improve employee engagement. They selected 25 internal "change agents" who received training to lead cultural change efforts from within. The change agents began by listening to employees and identifying issues. A survey found that employees felt drained, fearful of job loss, and frustrated with processes and decision making. The change agents then coached employees to participate in driving solutions to these issues. After one year, employee engagement improved dramatically from 61.6% to 90.4%, showing the success of the grassroots internal approach to cultural change.
West Yorkshire Fire and Rescue Service implemented a leadership development program using leadership diagnostics to identify needs for improvement. This included 360-degree feedback and an organizational survey that assessed leadership behaviors and employee engagement. Based on the results, they designed training to develop engaging transformational leadership at all levels. This included coaching, mentoring programs, and workshops. After 18 months, a follow up survey showed substantial improvements in leadership culture and employee attitudes toward work and well-being, indicating increased engagement through developing an engaging leadership approach.
Organisational transformation starts and ends with the people tasked with implementation. No change program works but that the people who are to implement it and live it WANT it!
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
Building a Performance-Based Culture [webinar 01.10.13]BizLibrary
The document discusses characteristics of high performing organizations based on a presentation from Chris Osborn and Jessica Batz of BizLibrary. It identifies several common factors among high performing organizations and teams, including clear strategies aligned with performance measures, a strong customer focus, effective leadership, well-defined processes and structures, and an empowering culture defined by values like innovation and commitment.
Slide show preview, rural values collaborative, for nmhaJoe Tye
Private PowerPoint for discussion with New Mexico Hospital Association for a project to bring the Rural Values Collaborative to critical access hospitals in that state.
This document provides information about the Talent Management Solutions 2010 conference being held on April 14-15, 2010 in Arlington, VA. The conference will focus on topics related to talent management, such as understanding the changing landscape of talent management, establishing a strong talent pipeline, creating an effective onboarding process, and using an ROI approach to talent retention. Speakers will provide insights and case studies on these topics. The document outlines the agenda, speaker biographies, registration information, and logistics for the two-day conference.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
The private equity owners of an international food manufacturer installed a new CEO to improve performance after years of underperformance. The CEO focused on transforming the dysfunctional culture rather than changing leadership. With support from Coode Associates, the CEO created a new leadership team, reorganized the structure, and emphasized the role of leadership and culture in success. Coode Associates helped create a shared vision and aligned the leadership, engaged employees, and aligned practices to support the new culture. This cultural transformation led to dramatic improvements in financial and organizational performance, with the business ranking first in customer surveys compared to 18th previously.
This document discusses engaging stakeholders during an organizational transformation at a UK council. [1] It outlines the council's people transformation strategy with seven workstreams to fix issues, change approaches, and try new things. [2] The 2010 UK spending review provided urgency for large savings and faster change. [3] The document discusses how the council informed, educated, and engaged stakeholders, moving from a "we know best" to a joint partnership approach.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Day one will cover topics such as talent management strategies, workforce planning, employee branding, and using social media for engagement. Day two will discuss communication strategies, employee retention, leadership development, and succession planning. The document provides details on registration, hotel accommodations, speakers, and session content to help attendees understand how the conference will address current challenges in talent management.
Producing Breakthrough Business Results with an Enagaged WorkforceCookie Boudreaux
After acquiring a 900-person non-profit, a VP was given 12 months to increase operating income by $14M, transition the culture, and increase satisfaction scores. Kamin was engaged to drive cultural transformation using WOW! projects. The goals were exceeded, with operating income increasing $54M and scores improving dramatically. Cultural barriers like silos and risk aversion were overcome through cross-functional teams implementing strategies in a fun, engaged way. As a result, the organization achieved breakthrough performance through an energized workforce.
Producing Breakthrough Business Results with an Enagaged WorkforceToni Kendall
The document summarizes a case study where a consulting firm was engaged to help a health organization achieve demanding business goals and transition to a for-profit model through cultural transformation. The consulting firm used its WOW! methodology to form cross-functional teams to address six strategic goals. Through cultural assessment, team-building activities, and rapid prototyping approaches, the teams helped increase annual operating income by $54 million, improve customer satisfaction scores, and transition the organization to a more collaborative culture. The dramatic results demonstrated how cultural transformation can enable organizations to achieve ambitious business objectives.
Producing Breakthrough Business Results with an Enagaged WorkforceMay Wang
After acquiring a 900-person non-profit, a VP was given 12 months to increase operating income by $14M, transition the culture, and increase satisfaction scores. Kamin was engaged to drive cultural transformation using WOW! projects. The goals were exceeded, with operating income increasing $54M and scores improving dramatically. Cultural barriers like silos and risk aversion were overcome through cross-functional teams implementing strategies in a fun, engaged way. As a result, the organization achieved breakthrough performance through an energized workforce.
Producing Breakthrough Business Results with an Enagaged WorkforceMark Kamin
After acquiring a 900-person non-profit, a VP was given 12 months to increase operating income by $14M, transition the culture, and increase satisfaction scores. Kamin was engaged to drive cultural transformation using WOW! projects. They assessed barriers like silos and a reactive culture, and catalysts like leadership commitment. Cross-functional teams addressed six strategic goals and celebrated successes. Operating income increased $54M and scores exceeded targets. Employees reported a cultural revolution with fun, accountability and customer focus.
Similar to Blue Cross and Blue Shield of North Carolina: "Sailing Through the Perfect Storm" (20)
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
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.
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.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.