Professor John Boudreau gave a presentation at the 8th Vlerick HR Day about retooling HR using business logic and frameworks. He argued that HR should apply tools like return on investment, risk analysis, and supply chain concepts used in other business functions to talent management. Boudreau also urged HR stakeholders to identify critical talent, understand different performance levels, and consider multiple futures in strategic workforce planning.
Session Description:
Mobile technology and social media are straining the resources of information companies. On top of their regular responsibilities, Editorial is expected to work with a wider range of media types, such as blogs and videos, some of which they have no experience in. Development needs to syndicate content to an array of smartphones and tablets.
This session offers a portfolio approach to creating successful, profitable mobile and social products. It presents frameworks for:
*Evaluating and supplementing existing talent, content and technology,
*Structuring the organization to be responsive and effective,
*Evaluating and funding new business ideas,
*Prioritizing initiatives so that the most promising are not starved of resources and the “”moonshots”" get a fighting chance, and
*Avoiding the pitfalls that arise from “”not knowing what you don’t know.”"
Learning Points:
This session will address key questions and provide actionable solutions for effectively building out your content offerings for smartphones, tablets and social media:
1. Budget – Are there funds available to support a mobile initiative? What is the new product development process? What features, functions and content should be included?
2. Organization – Is the current organizational structure conducive to creating mobile offerings?
3. Publishing – Can I use or augment my existing streams or do I need new ones?
4. Talent – Do I have the talent I need? If not, should I hire or outsource or train?
Building Agile Data Warehouses with Ralph HughesKalido
Ralph Hughes, TDWI faculty member, author and 25-year veteran of DW and BI projects for Fortune 500 companies, shares his thoughts on accelerated enterprise data warehousing. More info & webinar replay can be found here http://blog.kalido.com/building-agile-data-warehouses-ralph-hughes-webinar/
Retooling HR To Keep Up With The Pace Of Change In BusinessHuman Capital Media
This webcast replay will explore important trends, as highlighted in Deloitte’s Global Human Capital Trends 2015 Report, impacting Human Resources organizations today and how Cloud technology can be used to enable transformation. The Webcast will draw on examples from client case studies and the approach being adopted internally by Oracle.
In this webinar you will:
Hear expert viewpoints on the top trends highlighted in Deloitte’s Global Human Capital Trends 2015 report.
Gain insights into important talent trends and how they are impacting the business of HR and Talent Management.
Learn best practices on how leading HR organizations have retooled to keep pace with the rapid changes in business.
Walk away with real examples of how a cloud solution can benefit your organization, including Ms. Dodson’s story about Oracle’s internal transition to the Cloud.
Achieving HR Excellence: A Global and Evidence-Based View - from May 30 Pres...Waldron
Achieving HR Excellence: A Global and Evidence-Based View. Powerpoint Deck from from May 30 Presentation with John Boudreau highlighting findings from his (and Ed Lawler\'s) forthcoming book.
Invited Panel Talk given to the IEEE ENET - Boston Entrepreneurs - meeting in Waltham, MA; Jan 8. 2013. I was honored to speak on this panel alongside Bill Star, a funding guru and president of VenCorps and Jeffrey Peden, serial entrepreneur and founder of Cravelabs. My focus was on "Lessons learned by the ig guys who's invested in developing best practice", combined with some "school of hard knocks" observations.
The central theme of my talk on the panel was
1) Really great mega-companies have spent millions of dollars figuring out best practice for innovation, prototyping and product development.
2) Use their investment to your advantage
3) Don’t try to emulate them – you have neither the time nor the money to do so
4) However, learn the why and wherefore of their practices and extract and use the essence
5) You will get to a better product if you do
Outside-In The Secret was published in early 2010. Now in its 5th revision this is the story of those companies apparent 'magic' and their tricks for achieving success. This key note was delivered at the iCMG's 6th Architecture World Conference in Bangalore.
Session Description:
Mobile technology and social media are straining the resources of information companies. On top of their regular responsibilities, Editorial is expected to work with a wider range of media types, such as blogs and videos, some of which they have no experience in. Development needs to syndicate content to an array of smartphones and tablets.
This session offers a portfolio approach to creating successful, profitable mobile and social products. It presents frameworks for:
*Evaluating and supplementing existing talent, content and technology,
*Structuring the organization to be responsive and effective,
*Evaluating and funding new business ideas,
*Prioritizing initiatives so that the most promising are not starved of resources and the “”moonshots”" get a fighting chance, and
*Avoiding the pitfalls that arise from “”not knowing what you don’t know.”"
Learning Points:
This session will address key questions and provide actionable solutions for effectively building out your content offerings for smartphones, tablets and social media:
1. Budget – Are there funds available to support a mobile initiative? What is the new product development process? What features, functions and content should be included?
2. Organization – Is the current organizational structure conducive to creating mobile offerings?
3. Publishing – Can I use or augment my existing streams or do I need new ones?
4. Talent – Do I have the talent I need? If not, should I hire or outsource or train?
Building Agile Data Warehouses with Ralph HughesKalido
Ralph Hughes, TDWI faculty member, author and 25-year veteran of DW and BI projects for Fortune 500 companies, shares his thoughts on accelerated enterprise data warehousing. More info & webinar replay can be found here http://blog.kalido.com/building-agile-data-warehouses-ralph-hughes-webinar/
Retooling HR To Keep Up With The Pace Of Change In BusinessHuman Capital Media
This webcast replay will explore important trends, as highlighted in Deloitte’s Global Human Capital Trends 2015 Report, impacting Human Resources organizations today and how Cloud technology can be used to enable transformation. The Webcast will draw on examples from client case studies and the approach being adopted internally by Oracle.
In this webinar you will:
Hear expert viewpoints on the top trends highlighted in Deloitte’s Global Human Capital Trends 2015 report.
Gain insights into important talent trends and how they are impacting the business of HR and Talent Management.
Learn best practices on how leading HR organizations have retooled to keep pace with the rapid changes in business.
Walk away with real examples of how a cloud solution can benefit your organization, including Ms. Dodson’s story about Oracle’s internal transition to the Cloud.
Achieving HR Excellence: A Global and Evidence-Based View - from May 30 Pres...Waldron
Achieving HR Excellence: A Global and Evidence-Based View. Powerpoint Deck from from May 30 Presentation with John Boudreau highlighting findings from his (and Ed Lawler\'s) forthcoming book.
Invited Panel Talk given to the IEEE ENET - Boston Entrepreneurs - meeting in Waltham, MA; Jan 8. 2013. I was honored to speak on this panel alongside Bill Star, a funding guru and president of VenCorps and Jeffrey Peden, serial entrepreneur and founder of Cravelabs. My focus was on "Lessons learned by the ig guys who's invested in developing best practice", combined with some "school of hard knocks" observations.
The central theme of my talk on the panel was
1) Really great mega-companies have spent millions of dollars figuring out best practice for innovation, prototyping and product development.
2) Use their investment to your advantage
3) Don’t try to emulate them – you have neither the time nor the money to do so
4) However, learn the why and wherefore of their practices and extract and use the essence
5) You will get to a better product if you do
Outside-In The Secret was published in early 2010. Now in its 5th revision this is the story of those companies apparent 'magic' and their tricks for achieving success. This key note was delivered at the iCMG's 6th Architecture World Conference in Bangalore.
Since 2001, we’ve helped clients understand how consumer lifestyles and the technology landscape are evolving in key markets around the world –– and how to apply those insights today.
To understand how the world is changing and what changes we'll see over the next decade, contact us: http://innovaro.com/contact-us
Working on Alaska's North Slope is challenging. Employee engagement is the critical success factor in building a collaborative, supportive mindset that emphasizes safety in effective combination with productivity and innovation.
Increasing the Perceived Value of Business Analysis Activities (Mar 2012, Lau...IIBA Rochester NY
Do you find yourself investing a lot of effort in requirements only to be asked “why is this taking so long”? Maybe you are hearing “let’s skip that and just get the requirements”? Do you feel there is a tension between producing quality deliverables and meeting employer demands? Do your stakeholders skip meetings, bypass reviews, and otherwise make it difficult to do quality work? Business analysis, at its core, is about creating alignment and clarity to drive positive change in our organizations. If you are having the troubles above, it may be that your definition of successful business analysis and your employer’s perception of value are out of sync. After this presentation, you’ll be better prepared to frame your business analyst activities in value terms your stakeholders understand – and will act on. We’ll help you compare your principles of success to those of your employer and stakeholders. We will provide practical ways you can increase your perceived value of common BA practices such as templates, meetings, and reviews.
Prepare for the session and leave comments here:
http://www.bridging-the-gap.com/iiba-rochester-how-to-increase-your-perceived-value-as-a-ba/
Attendees will learn:
• Models for evaluating how your organization and stakeholders perceive value and how to frame business analysis activities within that framework;
• Techniques for increasing the value generated from your business analyst activities and, just as importantly, the perception of value by your organization;
• Tactics for delivering on the core principles of business analysis when practices are challenged.
Meet the speaker: Laura Brandenburg is a business analyst consultant, author, and mentor. She has 9 years of experience across technology leadership, analysis, project management, and QA. She volunteers for IIBA as Career Center Product Manager and VP, Marketing of the Denver Chapter. She hosts Bridging the Gap, a blog about business analyst practices. She authored How to Start a Business Analyst Career and Professional Development for Business Analysts.
Visit her blog at http://www.bridging-the-gap.com.
Selling at the Executive Level (SellXL) is a one-day sales training workshop for professional salespeople that helps them create, maintain and leverage relationships with senior client executives.
Project Controls Expo 13th Nov 2013 - "The Agile PMO" By Michael NirProject Controls Expo
Important Concepts in this Keynote
o Research – State of e/PMOs
o Pete tells his story – How it happens
o Flavors of Failure - The Revealed Secrets of the Shocking Truths about Global PMO
o The Goal of the PMO
o Construct and Maintain a value driven PMO
o PMO in Scrum environments - NEW
2 Authors of the study, Greg Geracie & David Heidt, discuss surprising findings of this important research on product team success. Moderated by Cindy F. Solomon, CPM, CPMM for AIPMM Webinar Series
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
Since 2001, we’ve helped clients understand how consumer lifestyles and the technology landscape are evolving in key markets around the world –– and how to apply those insights today.
To understand how the world is changing and what changes we'll see over the next decade, contact us: http://innovaro.com/contact-us
Working on Alaska's North Slope is challenging. Employee engagement is the critical success factor in building a collaborative, supportive mindset that emphasizes safety in effective combination with productivity and innovation.
Increasing the Perceived Value of Business Analysis Activities (Mar 2012, Lau...IIBA Rochester NY
Do you find yourself investing a lot of effort in requirements only to be asked “why is this taking so long”? Maybe you are hearing “let’s skip that and just get the requirements”? Do you feel there is a tension between producing quality deliverables and meeting employer demands? Do your stakeholders skip meetings, bypass reviews, and otherwise make it difficult to do quality work? Business analysis, at its core, is about creating alignment and clarity to drive positive change in our organizations. If you are having the troubles above, it may be that your definition of successful business analysis and your employer’s perception of value are out of sync. After this presentation, you’ll be better prepared to frame your business analyst activities in value terms your stakeholders understand – and will act on. We’ll help you compare your principles of success to those of your employer and stakeholders. We will provide practical ways you can increase your perceived value of common BA practices such as templates, meetings, and reviews.
Prepare for the session and leave comments here:
http://www.bridging-the-gap.com/iiba-rochester-how-to-increase-your-perceived-value-as-a-ba/
Attendees will learn:
• Models for evaluating how your organization and stakeholders perceive value and how to frame business analysis activities within that framework;
• Techniques for increasing the value generated from your business analyst activities and, just as importantly, the perception of value by your organization;
• Tactics for delivering on the core principles of business analysis when practices are challenged.
Meet the speaker: Laura Brandenburg is a business analyst consultant, author, and mentor. She has 9 years of experience across technology leadership, analysis, project management, and QA. She volunteers for IIBA as Career Center Product Manager and VP, Marketing of the Denver Chapter. She hosts Bridging the Gap, a blog about business analyst practices. She authored How to Start a Business Analyst Career and Professional Development for Business Analysts.
Visit her blog at http://www.bridging-the-gap.com.
Selling at the Executive Level (SellXL) is a one-day sales training workshop for professional salespeople that helps them create, maintain and leverage relationships with senior client executives.
Project Controls Expo 13th Nov 2013 - "The Agile PMO" By Michael NirProject Controls Expo
Important Concepts in this Keynote
o Research – State of e/PMOs
o Pete tells his story – How it happens
o Flavors of Failure - The Revealed Secrets of the Shocking Truths about Global PMO
o The Goal of the PMO
o Construct and Maintain a value driven PMO
o PMO in Scrum environments - NEW
2 Authors of the study, Greg Geracie & David Heidt, discuss surprising findings of this important research on product team success. Moderated by Cindy F. Solomon, CPM, CPMM for AIPMM Webinar Series
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
This document summarizes three connected pieces of work by Steve W. Martin, that should resonate with salespeople and sales managers alike. A lot of research has been conducted concerning the right capabilities a salesperson should have to become a high-performing top salesperson. This project involved the interviewing of top salespeople and sales leaders to gather more information
about the attributes necessary to exceed your quota.
This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
Based on extensive research, this study by the Corporate executive Board
(CEB) builds on their idea of the challenger sale by providing strategies by
which salespeople can better understand the diversity that exists in the decision
making unit of the customer and work on making sure that the diversity does
not drive apart the customers from a key decision. On the contrary successful
salespeople work on developing a consensus in the decision making unit of the
customer and using this to drive home the sale. The various strategies to help
consensus are then elaborated in the article.