This survey was developed by the Burson-Marsteller EMEA Change Communications Practice and conducted by Penn Schoen Berland. Respondents count 483 HR and
communications decision makers across 10 European markets, including UK, France, Germany, Italy, Spain, Switzerland, Norway, Finland, Sweden, and Denmark.
The survey identifies key drivers and barriers to successful handling of strategic change
Processes, which types of strategic changes companies have experienced in the past five years and which strategic changes they expect to see in the years to come.
The following presentation presents the findings of the survey. The different cultural backgrounds of the respondents can have affected the answers – this has not been taken into consideration in the presentation of the results.
Good communication starts from within - workshop giving an introduction to ch...Ann Pilkington
This session was an introduction to managing communication on change projects. It was delivered on the second day of Apeiron Communication's conference "Good communication starts from within"
Change Management And Communications for Complex IT ProjectsJanaLee
Explanation of what Small Planet Works includes as part of "Org Change and Communications" for a large, complex IT project. Also an explanation of why these "people issues" are a critical success factor for IT projects.
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
Good communication starts from within - workshop giving an introduction to ch...Ann Pilkington
This session was an introduction to managing communication on change projects. It was delivered on the second day of Apeiron Communication's conference "Good communication starts from within"
Change Management And Communications for Complex IT ProjectsJanaLee
Explanation of what Small Planet Works includes as part of "Org Change and Communications" for a large, complex IT project. Also an explanation of why these "people issues" are a critical success factor for IT projects.
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
What makes an effective internal communication function? IC conference Dubai ...Ann Pilkington
Slides from my presentation at an internal communication conference in Dubai. Speakers were drawn from both the UK and Arabic world. I spoke about setting up and managing an internal communication department.
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
This is my lecture from the Berlin Change Days conference, held in Berlin on November 2012.
In this lecture I have tred to 'mash-up' between social power, viral marketing and trust into a coherent organizational change management model
Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.
The Social Dynamics model: how to integrate social media in your companySteven Van Belleghem
This is a research paper in which we describe how companies should integrate social media into their entire company. this paper is based on more than 25 in-depth interviews with senior executives working on the integration of social media.
Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
8 effective communication strategies for internal alignment and growth in 2021Jack Forbes
Explore What internal communication means for organizations, why should you have an internal comms plan, and look at the best strategies for B2B companies.
https://bit.ly/3utF7Qe
In this competitive marketplace, organizations need effective internal communication practices to ensure that critical leadership messages around products, strategy and goals are successfully conveyed to employees. In many companies, middle management acts as the communication bridge between corporate leadership and employees. Unfortunately, middle management can also act as a communication barrier or bottleneck that inhibits effective internal communications.
Best Practices, LLC conducted this research to spotlight winning approaches, tools, and technologies that help leadership effectively communicate to and through middle management. Specifically, this study measures the effectiveness of different communication message types, channels used, and sending frequencies. It also addresses the role of communication skills in hiring, evaluating and training middle managers.
Turnarounds in the NHS: Why it pays to think differentlyTTCLLP
Turnarounds in the NHS are difficult. Here are 5 practical ways to improve your chances of success from a turnaround practitioner that works in both the public and private sectors.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
What makes an effective internal communication function? IC conference Dubai ...Ann Pilkington
Slides from my presentation at an internal communication conference in Dubai. Speakers were drawn from both the UK and Arabic world. I spoke about setting up and managing an internal communication department.
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
This is my lecture from the Berlin Change Days conference, held in Berlin on November 2012.
In this lecture I have tred to 'mash-up' between social power, viral marketing and trust into a coherent organizational change management model
Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.
The Social Dynamics model: how to integrate social media in your companySteven Van Belleghem
This is a research paper in which we describe how companies should integrate social media into their entire company. this paper is based on more than 25 in-depth interviews with senior executives working on the integration of social media.
Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
8 effective communication strategies for internal alignment and growth in 2021Jack Forbes
Explore What internal communication means for organizations, why should you have an internal comms plan, and look at the best strategies for B2B companies.
https://bit.ly/3utF7Qe
In this competitive marketplace, organizations need effective internal communication practices to ensure that critical leadership messages around products, strategy and goals are successfully conveyed to employees. In many companies, middle management acts as the communication bridge between corporate leadership and employees. Unfortunately, middle management can also act as a communication barrier or bottleneck that inhibits effective internal communications.
Best Practices, LLC conducted this research to spotlight winning approaches, tools, and technologies that help leadership effectively communicate to and through middle management. Specifically, this study measures the effectiveness of different communication message types, channels used, and sending frequencies. It also addresses the role of communication skills in hiring, evaluating and training middle managers.
Turnarounds in the NHS: Why it pays to think differentlyTTCLLP
Turnarounds in the NHS are difficult. Here are 5 practical ways to improve your chances of success from a turnaround practitioner that works in both the public and private sectors.
How to write an internal communication strategyRachel Miller
Rachel Miller, Founder of All Things IC Communications Consultancy shares her advice on writing internal communication strategy. Features an infographic by Alive With Ideas!
discussion of communication impacts on organizations performance and employees too. besides that its role in job satisfaction citizenship behavior enhancement
10 Ways to Improve Internal CommunicationWeekdone.com
10 ways to improve internal communication. Practical tips to increase employee engagement, improve company competitiveness and build stronger teams. Presented by Weekdone (https://weekdone.com/) internal communication tool for leaders and managers. Try it for free in your team.
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
Strategic Public Sector Governance The Critical Role of Comm.pdfabhijitakolkar1
Strategic Public Sector Governance
The Critical Role of Communication for Change Management Sponsors Change management
sponsors are the executives or senior leaders with authority to drive change forward in an
organization. Active and visible sponsorship tops the list of key contributors to successful change
initiatives. A global leader in change management, Prosci has studied these contributors in all 11
editions of its Best Practices in Change Management report, and sponsorship came out on top in
every single one. Sponsorship is so important that it beat out the second contributor (a structured
change management approach) by a 4:1 margin in the most recent report. We cannot overstate
the role change management sponsors play in effectively managing change in organizations. They
are responsible for building support, enlisting help from other leaders and motivating change
participants. Purposeful and consistent communication is the tool sponsors must use to provide
context for the change and bring employees on board. Employees and leaders are far more likely
to engage in a change when they understand what it means to them and why its necessary.
Ineffective sponsors often rush through change, failing to facilitate understanding and build
support through frequent and clear communication. Communication considerations for change
management sponsors The purpose of employing communication as one of the key areas of
change management is to disseminate information to the intended group of people. There are
many forms of communication channels available within an organization including employee
portals, newsletters, emails, static and non-static media as well as face to face communications.
Many organization misunderstood the change communication as a process of mediating instead of
intermediating. To have effective communication, information needs to be interpreted and
reinterpret them into ideas and processes that are easy to understand, thus applying the mediating
technique. While using the communication channels, its best to incorporate latest technologies
albeit social network and video conferencing to enhance outreach to employees. However,
although it is the management's decision to establish any means of communication channels
deemed effective, one must avoid a typical top-down and one way conduits approach while using
these communication facilities to avoid a breakdown in communication. Communication helps
change management sponsors explain the vision for the change to create necessary buy-in.
Sponsors that adopt the following communication practices can better articulate the why, what and
so what of the change, increasing the chances that employees will understand and activate the
behaviors needed for success. 1. Communicate the why People, by nature, are resistant to
change. They first need convincing that the change is important and worth the energy it will take to
implement it. Beehives change model of choice, identifies 2. Awareness as th.
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation.
One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply.
This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.
CHANGE MANAGEMENT 4
Change Management
Mark Owens
Grantham University
In the arena of business practice, change management remains a vital aspect that determines the performance, the success, and the profitability of an organization. In this respect, Todnem (2012) asserts that change management is the only tool that guarantees survival and success in a competitive and dynamic business environment. The process of change management aims at improving the capability of an organization to conform the conditions in both internal and external environment. It is in this respect that this paper looks at the concept of change management. It also highlights British Airways’ case as an example of a company that has successfully dealt with the transformation process.
Appropriate description of what change management entails is evident from the standpoint taken by Burnes (2014), who described it as a continuous process of renewing a company’s structure, processes, capabilities, culture, and strategic direction so as to meet the needs and expectations of both external and internal customers. The author adds that change is ever present in every organization and affects issues at the strategic and operational levels. Based on this description, change management calls for evaluation and understanding all the aspects of a business involved in its operations and existence (Burnes, 2014). It entails identifying where a business should be in the future with respect to the condition presented by internal and external environmental factors. When responding to such conditions, an entity requires a business strategy that can guide the adoption and implementation of a given change management process. The strategy outlines the principles and steps in a change management process. For instance, a business change management strategy should outline how the management will communicate the anticipated transitions to the organizational members with the objective of reducing resistance. A change management strategy also highlights the expectations of the organization and the change participants. It should integrate the various needs of organizational members (Paton & McCalman, 2008).
Aside from the above description, change management is a process that is aimed at the achievement of certain goals. Such goals underscore the existence of the process and the need for an organization to take it seriously. The main goal of a change process in every organization is to ensure effective progression of various changes through proper handling by the participants and stakeholders concerned. The initiative should be taken with the purpose of reducing the negative impacts that may stem from change-oriented incidents. It requires the managers involved to establish appropriate procedures, techniques, and approaches used in proper handling of change activities. When al ...
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.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
“A Voice for Young Syrian Refugees,” a supplementary survey carried out alongside the 9th annual ASDA’A Burson-Marsteller Arab Youth Survey 2017 is focused on the hopes, concerns and aspirations of young Syrian refugees living as refugees in Jordan and Lebanon.
For the survey, the international polling company PSB Research conducted 400 face-to-face interviews of young Syrian refugees aged 18-24 years, split equally between men and women, who are living in refugee settlements in Jordan and Lebanon.
The full Arab Youth Survey 2017 consists of 3,500 face-to-face interviews with Arab men and women aged 18 to 24. Fieldwork was conducted from February 7 and March 7, 2017. The survey is the largest of its kind of the region’s largest demographic, and covers the six Gulf Cooperation Council states (Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE), North Africa (Algeria, Egypt, Libya, Morocco, and Tunisia), the Levant (Iraq, Jordan, Lebanon and the Palestinian Territories) and Yemen. The Survey has not included Syria since 2011, due to the civil unrest in the country.
“ One of the essential questions facing sports organisations today is how to grow in an increasingly competitive and globalized market place while, at the same time, staying true to their roots and core values.” Burson-Marsteller, a leading strategic communications and public relations firm, has teamed up with international tour organiser Match IQ to get to the heart of this issue. We invited some of the thought leaders in the industry to give their expert insights on how best to engage with audiences abroad.
The “Making it in America: The View from America” survey developed by Burson-Marsteller and conducted by research firm PSB sheds light on Americans’ sentiments about the current state of the economy, as well as their feelings about the future.
From June 1-5, 2017, PSB conducted 1500 interviews with a General Population Survey*. The margin of error for the total sample is +/- 2.53% and larger for subgroups. The data was weighted to be nationally representative.
This survey builds off the June 2017 Executive Survey* by McKinsey & Company, which surveyed 259 U.S. Business Leaders representing the full range of regions, industries, company sizes, functional specialties, and tenures.
*Please note that within the survey findings, the terminology “Americans” and “American Population” refers to the General Population Survey and “Business Leaders” refers to the Executive Survey.
Each year in March, China’s leaders meet at the Lianghui, or “Two Sessions,” in Beijing to discuss policies and progress, review the government work plan and approve the national budget for the coming year. This year’s sessions were significant as the final meetings before the upcoming leadership transitions – which have even greater significance for China’s ongoing reform. There was an emphasis on stability, continuity and a gradual adjustment of the growth model. In what may be his final work report, Premier Li Keqiang pledged to deepen reforms, restructure the economy and improve people’s well-being. This was again largely in line with the themes set out in the Third Plenum of the 18th Communist Party Congress in 2013. The significance of the upcoming leadership transition was highlighted by the focus of commentators on the potential meaning of remarks by the Premier at the conclusion of his annual work report: “See you again, if there’s a chance.” In the document below, Burson-Marsteller’s analysts examine the outcomes of this year’s Two Sessions, and outline considerations for global companies in China in the current period of transformation.
Burson-Marsteller, in partnership with Penn Schoen Berland (PSB), interviewed business decision-makers about the value and challenges of various platforms – specifically conferences and events, corporate awards and rankings, and digital and social channels. Our research sought to identify which platforms are most relevant today, and which emerging platforms companies are gravitating toward to reach and influence stakeholders in the future.
Burson-Marsteller, in partnership with Penn Schoen Berland (PSB), interviewed business decision-makers about the value and challenges of various platforms – specifically conferences and events, corporate awards and rankings, and digital and social channels. Our research sought to identify which platforms are most relevant today, and which emerging platforms companies are gravitating toward to reach and influence stakeholders in the future.
Gender Equality Conversations Survey: The Issues and PlatformsBurson-Marsteller
The Gender Equality Conversations Survey: The Issues and Platforms was conducted by Penn Schoen Berland (PSB) in partnership with Burson-Marsteller Advantage Women. The survey demonstrates how communications has played an important role in the advancement of gender equality throughout history and fueled policy battles and held businesses accountable for equality in the workplace.
The survey showcases beliefs about the importance of speaking out on women’s issues, the most effective ways to be vocal, the platforms audiences use to stay informed and the persistent challenges women face in the workplace.
The data encourages us to continue to explore how communication tactics around gender equality milestones have and will propel women’s issues to the forefront of political and corporate agendas.
Continue the conversation with us on Twitter using the hashtags #BursonTogether and #BMAdvantageWomen.
Friending in High Places: Business Leaders On Facebook and InstagramBurson-Marsteller
Executive engagement on social media has become an integral part of the corporate communication mix, and Facebook and Instagram are making their way into executive floors and boardrooms of many global companies. For the last six years, Burson-Marsteller has studied how heads of state, governments and international organizations use social media
channels. For the last two years, it has produced reports specifically about world leaders’ use of Facebook. This year, in addition to studying world leaders, Burson-Marsteller conducted this study of business leaders to see how they connect with their audiences on Facebook and
Instagram.
The findings described here are based on a survey conducted by Penn Schoen Berland (PSB) in partnership with Burson-Marsteller and Fan Experience from January 18th-21st, 2017. The survey was conducted
online among a national sample of N=1000 people who plan to watch the Super Bowl this year and who watched the Super Bowl last year. Additional information available upon request.
The Burson-Marsteller Age of Trump Technology Policy SurveyBurson-Marsteller
Research for The Burson-Marsteller Age of Trump Technology Policy Survey was conducted by Penn Schoen Berland (PSB) on behalf of Burson-Marsteller to explore attitudes and perceptions about the future of the technology industry. To meet these objectives, PSB conducted an online quantitative study from December 6th to December 13th, 2016 among Technology Elite (n=504) and General Public respondents (n=1000).
All Technology Elites are age 25+ with at least a college education, have a household income of $100,000+ in the coastal regions and $75,000+ in the heartland, live within 30 miles of a city with a significant technology industry presence reflecting a mix of established and start-up technology firms, and follow news about technology closely. The margin of error for the Technology Elites total sample is +/- 4.3% and larger for subgroups. The margin of error for the General Public total sample is +/- 3.00% and larger for subgroups.
Just over 100 days have passed since Theresa May crossed the threshold of Ten Downing Street and we have learned this government is starkly different from its recent predecessors in tone and operation.
Burson Latino leverages our experts, their experience and Burson-Marsteller’s strategic communications approach and innovative tools to help clients connect and engage with the dynamic and fast-growing U.S. Hispanic population. We build carefully tailored, insight-driven programming that goes beyond a simple translation of messaging.
The Latino Vote: Surprising Sentiments on Issues and Candidates is Burson Latino’s latest survey on how Latino registered voters feel about the candidates and the issues at stake in the primary elections. The survey of 1,300 registered Latino voters nationwide was conducted from Jan. 29 to Feb. 6, 2016, in collaboration with Research Now, New American Dimensions and the Center for Multicultural Science.
World Leaders on Periscope is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of Periscope channels of governments and world leaders.
World Leaders on LinkedIn is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of 154 LinkedIn pages and profiles.
World Leaders on Vine is Burson-Marsteller’s latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller’s highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of 47 Vine channels, most of which have been verified by Twitter and carry a green verification mark. Only 19 of these channels are active and the rest are either dormant for more than a year, or have never posted a Vine.
World Leaders on YouTube is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
World Leaders on Instagram is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube, Google+ and more niche digital diplomacy platforms such as Snapchat and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
World Leaders on Facebook is Burson-Marsteller's latest research into how world leaders, governments and international organisations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube, Google+ and more niche digital diplomacy platforms such as Snapchat and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
The A-Generation Study, carried out by Burson-Marsteller Africa, showcases six trends that reflect the new attitudes and changing priorities of African youth in 2016. Findings show that young cosmopolitan Africans are taking a bold approach to creating their own futures empowered by a new, technology-enabled world order and the loosening of previously restrictive social hierarchies.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
2. A view into the world of change communications This survey was developed by the Burson-Marsteller EMEA Change Communications Practice and conducted by Penn Schoen Berland. Respondents count 483 HR and communications decision makers across 10 European markets, including UK, France, Germany, Italy, Spain, Switzerland, Norway, Finland, Sweden, and Denmark. The survey identifies key drivers and barriers to successful handling of strategic change Processes, which types of strategic changes companies have experienced in the past five years and which strategic changes they expect to see in the years to come. The following presentation presents the findings of the survey. The different cultural backgrounds of the respondents can have affected the answers – this has not been taken into consideration in the presentation of the results. Burson-Marsteller, EMEA, October 2010
3. The B-M definition of strategic change Internally initiated change processes include: Burson-Marsteller defines a ’strategic change’ as a significant and complex change that is of fundamental importance to a company’s business, with implications across business units and functions. New strategic direction Leadership transition New vision, mission and values New product launch Strategic changes can be triggered by various internal and external factors and are, thus, characterized as either internally initiated or externally imposed strategic changes. Organizational restructuring The main aim of the survey is to uncover how strategic changes are handled with regards to internal stakeholders and change of employee behavior. Externally imposed change processes include: Crises impacting the organization Closing of factories, relocations etc. Downsizing
4. C O N T E N T 1 Is the current economic climate changing corporate reality? 2 Planning in advance drives effective change 3 At whatstage should employees be involved in change processes? 4 What are the key barriers to effective change processes? 5 Change communication – Our model 6 The B-M change communication model 7 Through which channels are companies communicating change? 8 Which actions do companies apply to change processes? 9 Countries compared on parameters driving effective change
5. 1 Is the current economic climate changing corporate reality? The survey indicates that the number of strategic changes has risen considerably in the past two years due to the current economic climate. 65% of companies state that they have experienced more changes in the last two years. The strategic changes experienced are both demanding and difficult to handle. 50% of companies have restructured and over a third have downsized in the past five years. (See appendix, table 1a) There are no indications that the current development will be halted in the coming years. 51% of companies expect to see more strategic changes in the next 2 years due to the economic climate. Internally initiated strategic changes in particular are anticipated. Organizational restructuring and new product launches are expected by 27% and 22% respectively, while downsizing are only expected by 18% of companies.
6. 2 Planning in advance drives effective change From the survey it becomes evident that handling strategic change is a great challenge to a majority of the companies surveyed. Just 23% of participating companies state that they are handling strategic change processes very effectively. Additionally, the survey indicates that having a plan in place in advance drives effective change. In fact, 61% of companies stating that they experienced very effective change processes had a plan in place in advance, whereas just 38% of companies overall did so.
7. 3 At what stage should employees be involved in change processes? There are indications that very few companies engage employees in the early stages of a strategic change process. In fact, less than 25% of participating companies engage employees in the earliest goal setting and scoping phases, and even less are engaged post-execution. (See appendix, table 4a). Companies handling strategic change process very effectively tend to involve employees at an early stage and continue all through the process On-going maintenance & monitoring Goal setting and scoping Planning & resourcing Execution Companies handling strategic change process at an average level involve the employees around execution However, it is suggested that companies handling strategic change very effectively, more often than the average company, involve employees in the goal setting and scoping phase. Likewise, the survey shows that the most successful companies keep employees engaged throughout the whole change process – from goal setting and scoping to post-execution monitoring. On-going maintenance & monitoring Goal setting and scoping Planning & resourcing Execution
8. 4 What are the key barriers to effective change processes? Among other things, insufficient involvement of employees and lack of communication during the change process are cited as key barriers to successful strategic change. 39% of companies that feel change is not effectively communicated site insufficient employee engagement as a key barrier. 31% points to lack of communication during change processes as a key barrier and 24% state that insufficient involvement of middle management poses a great barrier to communicating strategic change effectively.
9. 5 The B-M changecommunication model IMPLEMENTING THE TRANSFORMATION ONE WAY COMMUNICATIONAwareness &employee information DIALOGUEMessage clarification & understanding BEHAVIOUR &ACCEPT Everyday behaviour INVOLVEMENTCommitment grows THE TRANSFORMATION NORMALLY USED FOR CEO ANNOUNCEMENTS ON CORPORATE MEDIASImportant part of communication but should not stand alone DIALOGuE AND INVOLVEMENT BASED COMMUNICATION CHANNELS AND ACTIVITIES ARE CRUCIAL TO ACHIEVE ACCEPT AND CHANGE IN EMPLOYEE BEHAVIOUR These activities will not only strengthen the day-to-day communication but it will also build a strong internal communications structure that will gear the organisation to handle future change process successfully Burson-Marsteller’s approach to change communication builds on the use of dialogue and involvement of the employees Companies tend to communicate through one way medias alone and expect change in employee behaviour
10. 6 The B-M changecommunication model with channels and actions The B-M change communication model illustrates the four phases through which companies need to take their employees to effectively implement strategic change. ONE WAY COMMUNICATIONAwareness &employee information DIALOGUEMessage clarification & understanding INVOLVEMENTCommitment grows BEHAVIOUR &ACCEPT Everyday behaviour IMPLEMENTING THE TRANSFORMATION TRANSFORMATION CHANNELS Company Intranet Via e-mail Staff newsletter CEO announcement All staff meetings ACTIONS Explaining the strategic direction of the company Make strategic decisions in a timely manner Prioritising change to ensure on-going success CHANNELS Communication from middle manager Small group meetings One-to-One meetings ACTIONS Communicating goals Communicating progress Managing employee concerns Raising issues that affect various business units or functions CHANNELS Performance review Employee survey for all employees ACTIONS Measuring progress & follow up Ensuring all business units &teams are aligned on company goals CHANNELS Seminars for allemployees on local level workshops for allemployees on local level Via interactive media ACTIONS Engaging employees, setting measurable goals & celebrating progress Responding to employees concerns Ensuring all business units/teams/individuals are implementing major changes Resolving issues that affect various business units/teams/individuals The truth is that true transformation requires change management actions and channels across all four areas. This is because the process of getting employees to understand change and respond accordingly is the same in all stages of human behaviour. It requires awareness and information, more clarification and understanding as information is processed and internalised, involvement as commitment to the change grows, and finally behaviour and acceptance into everyday activity.
11. 7 Through which channels are companies communicating change? ONE WAY COMMUNICATION CHANNELS DIALOGUE CHANNELS INVOLVEMENT CHANNELS BEHAVIOUR & ACCEPT CHANNELS This model shows that companies handling strategic change very effectively communicate change via channels within and across all four phases of the B-M change communication model. Likewise, it shows that the average company often fail to communicate change via involvement-based channels and channels based on measuring progress. CHANNELS CHANNELS CHANNELS CHANNELS Very effective change process This model shows that companies handling change processes very effectively use communication channels across all four areas of the B-M model Communication from middle manager Small group meetings One-to-One meetings Seminars for allemployees on local level workshops for allemployees on local level Via interactive media Performance review Employee survey for all employees Company Intranet Via e-mail Staff newsletter CEO announcement All staff meetings CHANNELS CHANNELS CHANNELS CHANNELS Average change process This models shows that companies handling change processes averagely often fail to use communication channels across all four areas of the B-M model Company Intranet Via e-mail Staff newsletter CEO announcement All staff meetings Communication from middle manager Small group meetings One-to-One meetings Seminars for allemployees on local level workshops for allemployees on local level Via interactive media Performance review Employee survey for all employees
12. 8 Which actions do companies apply to change processes? DIALOGUE ACTIONS INVOLVEMENT ACTIONS ONE WAY COMMUNICATION ACTIONS BEHAVIOUR & ACCEPT ACTIONS This model shows that companies handling strategic change processes very effectively are more likely to identify and apply actions within and across all four phases of the B-M change communication model to change processes than is the average company. (See appendix, table 3a) ACTIONS ACTIONS ACTIONS ACTIONS Very effective change process Companies handling change processes very effectively apply actions across all four areas of the B-M model Explaining the strategic direction of the company Make strategic decisions in a timely manner Prioritising change to ensure on-going success Communicating goals Communicating progress Managing employee concerns Raising issues that affect various business units or functions Engaging employees, setting measurable goals & celebrating progress Responding to employees concerns Ensuring all business units/teams/individuals are implementing major changes Measuring progress & follow up Ensuring all business units &teams are aligned on company goals ACTIONS ACTIONS ACTIONS ACTIONS Average change process Companies handling change processes averagely fail to apply actions across all four areas of the B-M model Explaining the strategic direction of the company Make strategic decisions in a timely manner Prioritising change to ensure on-going success Communicating goals Communicating progress Managing employee concerns Raising issues that affect various business units or functions Engaging employees, setting measurable goals & celebrating progress Responding to employees concerns Ensuring all business units/teams/individuals are implementing major changes Measuring progress & follow up Ensuring all business units &teams are aligned on company goals
17. Appendix, table 3a Q: In your opinion, how important are the following in ensuring strategic changes are a success? (% critical to ensuring success)