The document discusses the government balanced scorecard (BSC), which provides a framework for strategic alignment and organizational learning for cities and counties. It outlines the key benefits of the BSC, including facilitating improvements, more rational planning and budgeting, and increased accountability and feedback for stakeholders. Some limitations are that the BSC requires significant commitment and change management, and may raise visibility in ways that create fear. The future of the BSC includes increased specialization of templates for different sectors and departments, as well as more sophisticated tools and analysis.
WALIS Forum09 - Unlocking The Front CounterGary Maguire
This document discusses using location intelligence to improve government service delivery. It outlines business drivers like caring for people, effective partnerships, and connected customer interactions. It presents a location intelligence governance framework with strategic alignment, value delivery, and risk management. It emphasizes understanding individual and team strengths to build strong habits and guidance coalitions. The client wants maps and data access for analysis, but data is complex and dispersed with privacy issues. The workforce faces challenges like an aging population unfamiliar with new technology and younger workers expecting technology in the workplace. Location intelligence provides an opportunity to streamline service delivery and inform policy at the frontlines.
- Almost one-third of employees surveyed expect to leave their jobs within the next year, with younger employees being more likely to leave than older employees. Non-management positions have almost twice the voluntary turnover rate of management positions.
- Turnover costs organizations significantly, with the cost to replace an employee ranging from 29-46% of their annual salary. For an average organization, annual turnover costs exceed $27 million.
- Retention is a top business priority for more than one-third of respondent organizations. However, almost half of organizations report that they do not have a formal retention strategy in place.
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
Teti Presentation Metro Md Meeting 9 15 2010cmteti
The document summarizes the role and structure of the Government Accountability Office (GAO). It provides an overview of GAO's mission to serve Congress and work as an independent and non-partisan agency. It also outlines GAO's organization, including its leadership under the Comptroller General and divisions focused on various policy areas. Finally, it describes the role and services provided by GAO's Knowledge Services division, which supports GAO's mission through research, library, and information management functions.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
Background slides for a 30-minute talk with 50 or so high-impact entrepreneurs enrolled in the Founder Institute\'s Chicago cohort. This message requires 90 to 180 minutes, and twice as many slides.
WALIS Forum09 - Unlocking The Front CounterGary Maguire
This document discusses using location intelligence to improve government service delivery. It outlines business drivers like caring for people, effective partnerships, and connected customer interactions. It presents a location intelligence governance framework with strategic alignment, value delivery, and risk management. It emphasizes understanding individual and team strengths to build strong habits and guidance coalitions. The client wants maps and data access for analysis, but data is complex and dispersed with privacy issues. The workforce faces challenges like an aging population unfamiliar with new technology and younger workers expecting technology in the workplace. Location intelligence provides an opportunity to streamline service delivery and inform policy at the frontlines.
- Almost one-third of employees surveyed expect to leave their jobs within the next year, with younger employees being more likely to leave than older employees. Non-management positions have almost twice the voluntary turnover rate of management positions.
- Turnover costs organizations significantly, with the cost to replace an employee ranging from 29-46% of their annual salary. For an average organization, annual turnover costs exceed $27 million.
- Retention is a top business priority for more than one-third of respondent organizations. However, almost half of organizations report that they do not have a formal retention strategy in place.
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
Teti Presentation Metro Md Meeting 9 15 2010cmteti
The document summarizes the role and structure of the Government Accountability Office (GAO). It provides an overview of GAO's mission to serve Congress and work as an independent and non-partisan agency. It also outlines GAO's organization, including its leadership under the Comptroller General and divisions focused on various policy areas. Finally, it describes the role and services provided by GAO's Knowledge Services division, which supports GAO's mission through research, library, and information management functions.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
Background slides for a 30-minute talk with 50 or so high-impact entrepreneurs enrolled in the Founder Institute\'s Chicago cohort. This message requires 90 to 180 minutes, and twice as many slides.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
This document provides a summary of an executive's experience including:
- Building new teams and implementing processes to improve operations and reduce costs at several companies.
- Turning around underperforming teams and addressing revenue backlogs.
- Providing financial and administrative leadership while managing remote global teams.
- Negotiating contracts and leases to reduce expenses and improve margins.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
The document discusses six key questions organizations should ask about data governance: 1) Do we have a government structure in place to oversee data governance? 2) How can we assess our current data governance situation? 3) What is our data governance strategy? 4) What is the value of our data? 5) What are our data vulnerabilities? 6) How can we measure progress in data governance? It provides details on each question, highlighting the importance of leadership, benchmarks, strategic planning, risk assessment, and metrics in developing an effective data governance program.
High-growth insurance agencies are writing new business at a rate of nearly 20% higher than the previous year. These agencies have implemented effective sales management practices like cutting ties quickly with underperforming producers and focusing resources on top producers. They also use rewards programs to incentivize behaviors that drive new business, such as setting a higher percentage of producers to meet sales goals compared to average agencies. Successful programs recognize achievements regularly and hold all producers accountable to clear expectations.
High-growth insurance agencies are writing new business at a rate of nearly 20% higher than the previous year. They implement effective sales management practices like cutting ties quickly with underperforming producers and focusing resources on top producers. Successful agencies also use rewards and recognition programs to drive desirable sales behaviors, such as holding sales contests that incentivize activities like setting qualified appointments rather than just final sales goals. These programs see more success when they set clear expectations, allow for immediate achievement, and celebrate progress along the way.
By benchmarking producer behaviors and results, we were able to determine the driving forces behind this high
growth. While non-performing producers continue to be the biggest hindrance to agencies that are trying to grow organically, our
analysis enabled us to pinpoint what high-growth agencies are doing differently than average agencies to drive revenue. High-growth
agencies have implemented sales management best practices that enable a higher percentage of producers to reach their minimum
new business goal.
The document discusses the balanced scorecard framework. It describes the balanced scorecard as translating strategy into operational terms through objectives and measures across four perspectives: financial, customer, internal business processes, and learning and growth. It explains how organizations use balanced scorecards to implement strategies, align goals and initiatives, and create strategic feedback loops to support continuous learning. The balanced scorecard approach helps organizations execute strategies reliably and rapidly through alignment, focus, and strategic learning.
CASRO Client Conference - The Practical Application of a CUSTOMER EXPERIENCE Program
Contact me to explore design, development & implementation of similar program for your Firm or Clients.
This document discusses how sustainable behavioral change is key to competitive advantage and growth for organizations. It notes that growth is related to an organization's ability to develop and implement strategy, innovate, improve performance, and solve problems effectively. The document outlines how adding people and complexity can increase transaction and mistake costs for organizations. It emphasizes that no matter an organization's financial resources or promising products, sustained behavioral change is the critical constraint to growth. It suggests organizations achieve the results their systems and structures are designed for, and that changing results requires changing systems. The document provides guidance on clarity, alignment, and integration to create sustained behavioral change through improved strategy, assumptions, structures and behaviors.
The document is an investor presentation for Pivot Acquisition Corp., a leading multi-vendor IT solutions provider. It highlights Pivot's large and growing markets, unique service offering providing independent multi-vendor solutions, blue-chip client base comprising over 70% of Fortune 100 companies, strong financial performance with $1.5 billion in projected revenue and 15% organic growth, successful acquisition strategy consolidating smaller players, and experienced management team.
Environmental Sustainability: The Business Case for Small and Medium Sized En...Nerissa Clarke
This project, conducted by four graduate students at New York University’s Wagner Graduate School of Public Policy (NYU Capstone), examines the business case for sustainability, with special consideration for small and medium-sized enterprises (SMEs). By examining underlying motivations, information sources on sustainability, and how companies make decisions, the report suggests strategies for assisting SMEs in implementing sustainability programs. From September 2011-April 2012, NYU Capstone performed a literature review and conducted a series of interviews with associations, industry experts, and seventeen businesses in the United States, most of which were SMEs.
The document discusses SME lending in India. It notes that SMEs contribute significantly to the Indian economy, providing over 40% of exports and employing over 60 million people. However, SME lending as a percentage of GDP in India is lower than other major countries. The document then provides details on the classification of SMEs, key stakeholders in SME lending like banks and government bodies, the loan approval workflow, and value parameters from the perspective of both lenders and borrowers.
The best Medical Affairs organizations are evolving from a support-only function to a strategic partner of the business. Explore a common set of Medical Affairs challenges with other leaders from Pharma, Biotech, and Medical Device companies.
Getting Management Buy In Your Top 7 ActionsAndrewLi
This document provides tips for achieving management buy-in for IT projects. It recommends managing the buy-in process with a dedicated resource. Key factors include identifying stakeholders, assigning a single business owner, getting funding approved, providing regular updates to prevent surprises, measuring return on investment before and after, and leveraging past successes to build confidence. Following these seven steps can help set projects up for success and lower the risk of not achieving necessary buy-in.
Insurance carriers play a crucial role in the insurance distribution system by providing a market for agencies to sell products. Agencies and carriers have a close, symbiotic relationship where agencies distribute carriers' products. As a result, carriers often help agencies achieve business objectives. A survey asked agencies what assistance they most want from carriers. Subsidies like producers and sales leads/prospects ranked highest, as both agencies and carriers desire organic growth.
This document outlines steps for refreshing an enterprise performance management (EPM) roadmap. It discusses defining EPM and prioritizing initiatives based on business value. The roadmap focuses on connecting people, processes, and technology around key performance areas like customers, costs, and employees. High-value initiatives include upgrading systems, integrating business intelligence, and improving workflows. The goal is to create an interactive EPM system that connects strategic planning to operational reporting and analytics to drive better decision-making.
Frost Consultant Group is an IT and business advisory services firm based in Allen, Texas that provides confidential consulting services to help clients solve problems and unlock value. The firm has three business units and focuses on providing C-level advisory services, business consulting, and technology consulting to both large and small clients across North America. Frost Consultant Group aims to fill the gap between a client's existing staff and larger consulting organizations by taking a collaborative, problem-solving approach.
The document summarizes the financial performance of a company from 1992 to 2007, showing steady revenue growth over time. It discusses the need to use technology to the company's advantage and the changing workforce, including factors like virtual work, talent shortages, and generational differences. The final sentences note an approaching "perfect storm" for businesses regarding workforce management issues, business challenges, and new legislation.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
This document provides a summary of an executive's experience including:
- Building new teams and implementing processes to improve operations and reduce costs at several companies.
- Turning around underperforming teams and addressing revenue backlogs.
- Providing financial and administrative leadership while managing remote global teams.
- Negotiating contracts and leases to reduce expenses and improve margins.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
The document discusses six key questions organizations should ask about data governance: 1) Do we have a government structure in place to oversee data governance? 2) How can we assess our current data governance situation? 3) What is our data governance strategy? 4) What is the value of our data? 5) What are our data vulnerabilities? 6) How can we measure progress in data governance? It provides details on each question, highlighting the importance of leadership, benchmarks, strategic planning, risk assessment, and metrics in developing an effective data governance program.
High-growth insurance agencies are writing new business at a rate of nearly 20% higher than the previous year. These agencies have implemented effective sales management practices like cutting ties quickly with underperforming producers and focusing resources on top producers. They also use rewards programs to incentivize behaviors that drive new business, such as setting a higher percentage of producers to meet sales goals compared to average agencies. Successful programs recognize achievements regularly and hold all producers accountable to clear expectations.
High-growth insurance agencies are writing new business at a rate of nearly 20% higher than the previous year. They implement effective sales management practices like cutting ties quickly with underperforming producers and focusing resources on top producers. Successful agencies also use rewards and recognition programs to drive desirable sales behaviors, such as holding sales contests that incentivize activities like setting qualified appointments rather than just final sales goals. These programs see more success when they set clear expectations, allow for immediate achievement, and celebrate progress along the way.
By benchmarking producer behaviors and results, we were able to determine the driving forces behind this high
growth. While non-performing producers continue to be the biggest hindrance to agencies that are trying to grow organically, our
analysis enabled us to pinpoint what high-growth agencies are doing differently than average agencies to drive revenue. High-growth
agencies have implemented sales management best practices that enable a higher percentage of producers to reach their minimum
new business goal.
The document discusses the balanced scorecard framework. It describes the balanced scorecard as translating strategy into operational terms through objectives and measures across four perspectives: financial, customer, internal business processes, and learning and growth. It explains how organizations use balanced scorecards to implement strategies, align goals and initiatives, and create strategic feedback loops to support continuous learning. The balanced scorecard approach helps organizations execute strategies reliably and rapidly through alignment, focus, and strategic learning.
CASRO Client Conference - The Practical Application of a CUSTOMER EXPERIENCE Program
Contact me to explore design, development & implementation of similar program for your Firm or Clients.
This document discusses how sustainable behavioral change is key to competitive advantage and growth for organizations. It notes that growth is related to an organization's ability to develop and implement strategy, innovate, improve performance, and solve problems effectively. The document outlines how adding people and complexity can increase transaction and mistake costs for organizations. It emphasizes that no matter an organization's financial resources or promising products, sustained behavioral change is the critical constraint to growth. It suggests organizations achieve the results their systems and structures are designed for, and that changing results requires changing systems. The document provides guidance on clarity, alignment, and integration to create sustained behavioral change through improved strategy, assumptions, structures and behaviors.
The document is an investor presentation for Pivot Acquisition Corp., a leading multi-vendor IT solutions provider. It highlights Pivot's large and growing markets, unique service offering providing independent multi-vendor solutions, blue-chip client base comprising over 70% of Fortune 100 companies, strong financial performance with $1.5 billion in projected revenue and 15% organic growth, successful acquisition strategy consolidating smaller players, and experienced management team.
Environmental Sustainability: The Business Case for Small and Medium Sized En...Nerissa Clarke
This project, conducted by four graduate students at New York University’s Wagner Graduate School of Public Policy (NYU Capstone), examines the business case for sustainability, with special consideration for small and medium-sized enterprises (SMEs). By examining underlying motivations, information sources on sustainability, and how companies make decisions, the report suggests strategies for assisting SMEs in implementing sustainability programs. From September 2011-April 2012, NYU Capstone performed a literature review and conducted a series of interviews with associations, industry experts, and seventeen businesses in the United States, most of which were SMEs.
The document discusses SME lending in India. It notes that SMEs contribute significantly to the Indian economy, providing over 40% of exports and employing over 60 million people. However, SME lending as a percentage of GDP in India is lower than other major countries. The document then provides details on the classification of SMEs, key stakeholders in SME lending like banks and government bodies, the loan approval workflow, and value parameters from the perspective of both lenders and borrowers.
The best Medical Affairs organizations are evolving from a support-only function to a strategic partner of the business. Explore a common set of Medical Affairs challenges with other leaders from Pharma, Biotech, and Medical Device companies.
Getting Management Buy In Your Top 7 ActionsAndrewLi
This document provides tips for achieving management buy-in for IT projects. It recommends managing the buy-in process with a dedicated resource. Key factors include identifying stakeholders, assigning a single business owner, getting funding approved, providing regular updates to prevent surprises, measuring return on investment before and after, and leveraging past successes to build confidence. Following these seven steps can help set projects up for success and lower the risk of not achieving necessary buy-in.
Insurance carriers play a crucial role in the insurance distribution system by providing a market for agencies to sell products. Agencies and carriers have a close, symbiotic relationship where agencies distribute carriers' products. As a result, carriers often help agencies achieve business objectives. A survey asked agencies what assistance they most want from carriers. Subsidies like producers and sales leads/prospects ranked highest, as both agencies and carriers desire organic growth.
This document outlines steps for refreshing an enterprise performance management (EPM) roadmap. It discusses defining EPM and prioritizing initiatives based on business value. The roadmap focuses on connecting people, processes, and technology around key performance areas like customers, costs, and employees. High-value initiatives include upgrading systems, integrating business intelligence, and improving workflows. The goal is to create an interactive EPM system that connects strategic planning to operational reporting and analytics to drive better decision-making.
Frost Consultant Group is an IT and business advisory services firm based in Allen, Texas that provides confidential consulting services to help clients solve problems and unlock value. The firm has three business units and focuses on providing C-level advisory services, business consulting, and technology consulting to both large and small clients across North America. Frost Consultant Group aims to fill the gap between a client's existing staff and larger consulting organizations by taking a collaborative, problem-solving approach.
The document summarizes the financial performance of a company from 1992 to 2007, showing steady revenue growth over time. It discusses the need to use technology to the company's advantage and the changing workforce, including factors like virtual work, talent shortages, and generational differences. The final sentences note an approaching "perfect storm" for businesses regarding workforce management issues, business challenges, and new legislation.
The document is a report by the World Justice Project (WJP) on the Rule of Law Index 2014. It summarizes the development of the Index, which measures adherence to the rule of law in 99 countries based on surveys of over 100,000 households and experts. The report was prepared by a team at WJP led by Juan Carlos Botero and Alejandro Ponce. It presents the results of the 2014 Index, including country scores, rankings, analyses of rule of law trends over time, and regional highlights.
The document is the 2014-2015 Global Competitiveness Report published by the World Economic Forum. It was edited by Professor Klaus Schwab and Professor Xavier Sala-i-Martín. The report assesses the competitiveness of various countries and economies based on the Global Competitiveness Index and data from the Executive Opinion Survey. It acknowledges contributions from various partner institutes that provided support and data collection.
2014 state of global strategy and leadership survey report updatedmohammadtazam10
The document summarizes the key findings of the Palladium Group's 2014 Global State of Strategy and Leadership Survey. The survey found that most organizations believe changes in their business environment are intense and disruptive, and that their business models will be threatened. However, few organizations are adequately investing in strategy execution, strategic leadership, and innovation - which the survey indicates are critical for success. The survey involved over 1,266 organizations globally. It concluded that organizations understand the challenges they face but are largely unprepared to address them through stronger strategy execution and related capabilities.
The document is the Global Competitiveness Report 2013-2014 published by the World Economic Forum. It provides an overview and analysis of competitiveness for various countries around the world. It was edited by Klaus Schwab and Xavier Sala-i-Martín and produced with the help of various partner institutes that provided local expertise and data collection assistance. The report measures competitiveness through the Global Competitiveness Index and provides country profiles that analyze strengths and weaknesses.
The document discusses the need for an Office of Strategy Management (OSM) in organizations to coordinate key management processes and ensure effective strategy execution. It provides examples of how OSMs evolved at Chrysler and the US Army from initial Balanced Scorecard project teams. The OSM's core roles include scorecard management, organizational alignment, and strategy reviews. Additional desirable roles are integrating strategic planning, communications and initiative management processes. Having a central OSM leads management processes in a coordinated manner focused on strategy.
Executives are pushing for revenue growth that was missed during the economic downturn and uneven recovery. The survey of over 1,200 global executives found that while a majority see improving economic conditions, confidence has slipped since 2010 due to a slower than expected recovery. As a result, over half of executives are concerned about meeting earnings targets in 2013. Executives are taking a more focused approach to management tools, using fewer tools more strategically to pursue revenue and profit growth. Revenue growth was cited twice as often as the second most important priority of increased profitability.
From Reformasi to Institutional Transformationmohammadtazam10
This document provides a strategic assessment of Indonesia's prospects for economic growth, equity, and democratic governance since the Reformasi period began in 1998. It finds that while Indonesia has made progress in some areas, it is losing ground to its neighbors in terms of competitiveness, foreign investment, infrastructure development, job creation, health outcomes, and rising inequality. Several constraints are holding Indonesia back, including overreliance on natural resources, underinvestment in human capital, an overvalued currency, inefficient state-owned enterprises, and costly financial exclusion. Institutional transformation is needed to address these challenges and realize Indonesia's full economic and social potential.
The six-social-media-skills-every-leader-needsmohammadtazam10
This document discusses six social media skills that every leader needs according to authors Roland Deiser and Sylvain Newton. It focuses on General Electric's efforts to develop organizational social media literacy. GE launched an internal platform called GE Colab that combines features of Facebook, Twitter, and other social apps to facilitate collaboration. The authors interviewed GE executives and identified six dimensions of socially literate leadership including developing creative competence, understanding cross-platform dynamics, distributing content, advising others, architecting infrastructure, and analyzing social media impacts.
There are three key areas social media strategists should focus on in whiteboard sessions: gaining insight into social customers, adopting social media company-wide, and operationalizing social media with workflows and processes. Strategists need to understand customer behaviors, track engagement, and identify advocates. They also must gain corporate buy-in, organize internal teams, and provide training and guidance for company-wide adoption. Finally, strategists should establish plans, policies, and integrations to operationalize social media initiatives.
This document discusses using social media for small and medium-sized enterprises (SMEs). It outlines how marketing has evolved from Marketing 1.0 of one-to-many broadcasting to Marketing 2.0 of many-to-many conversations. SMEs can use social media to facilitate conversations, activations, and co-creation with target consumer communities. The simple model involves defining targets, identifying common interests, and building engagement through these three pillars. An example case study of inspiring moms is provided to illustrate how to identify a target consumer group and develop a social media strategy.