This career report summarizes Juan Briano's strengths, favorable career positions, potential exposures, and strategies for career navigation based on his responses to the "I Opt" survey. The report finds that Juan is likely analytical, enjoys learning, is creative, values accuracy, and communicates clearly. It suggests careers with bounded variety, controlled interaction, and consistency would be a good fit. The report also outlines some exposures, like overinvestment, and tips for addressing them, such as experimenting occasionally.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Human resources is probably one of the more complicated aspects of running a small business. The complexities of working with people don’t fit nicely on a spreadsheet. Yet HR is incredibly important; employee salaries and benefits make up a huge chunk of your operating expenses.
Your employees are one of your greatest assets. You must protect and manage that asset.
This slideshare will teach you everything you need to know about human resources.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
It’s simple: Plans and forecasts matter
Your firm makes consequential decisions every year based on its plans and forecasts: What markets to enter, what people to hire, where to invest... and many others. Getting it right involves analytical inputs from dozens, hundreds, maybe even thousands of people. Yet many firms still get it wrong.
Here’s an astounding fact. Every quarter, nearly 25% of public companies miss Wall Street earnings expectations, or have to reduce their earnings guidance. And the consequences are huge.
In this presentations, you'll learn:
Why companies miss their forecast
What you can do about it
Next steps you can take
Improve B2B Close Rates with this Sales TechniqueTrefis
Companies spend hundreds of millions of dollars a year to generate qualified leads for Sales. Sales reps spend countless hours developing those leads to become paying customers. Yet the vast majority of qualified leads never close.
What's more important than closing the sale?
In this webinar you'll learn
-The key reason why sales don't close
-One essential way to close more sales and do that faster
-Specific steps you can take to improve immediately
Trefis is a Boston-based technology company that helps senior leaders and their teams who make decisions of consequence. Trefis technology transforms complex, static analyses-such as Excel-based data models-into easy-to-use, visual interactive experiences that let you develop "what-if" scenarios, assess the risk and reward of any decision, and engage stakeholders in meaningful discussions on the assumptions that matter most.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
DEVELOPING AS AN EFFECTIVE LEADER/FOUNDER IN A GLOBALLY DYNAMIC MARKETPLACE
I've had the good fortune of mentoring some of the most talented global leaders in today's business world, and the one thing I've learned from each and every one of them.......HUMILITY.
DM me if you'd like to learn more about something I absolutely enjoy doing.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Strategy Execution: How to Boost Effectiveness and Deliver Greater ImpactHuman Capital Media
Join Christine DiDonato, director of talent and organizational development at Sony Electronics Inc., and Peter Mulford, executive vice president at BTS, as they dive into the core elements of successful strategy execution. They’ll discuss the inner architecture of strategy execution and how companies can achieve superior results faster when the workforce is aligned to the strategy, has the right mindset and has mastered the capabilities needed to execute.
This Leadership Pulse report provides an overview of the Winter, 2013 findings. The focus is on the drivers of growth an innovation, examining sense of urgency cultures and the role of employee energy at work.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Human resources is probably one of the more complicated aspects of running a small business. The complexities of working with people don’t fit nicely on a spreadsheet. Yet HR is incredibly important; employee salaries and benefits make up a huge chunk of your operating expenses.
Your employees are one of your greatest assets. You must protect and manage that asset.
This slideshare will teach you everything you need to know about human resources.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
It’s simple: Plans and forecasts matter
Your firm makes consequential decisions every year based on its plans and forecasts: What markets to enter, what people to hire, where to invest... and many others. Getting it right involves analytical inputs from dozens, hundreds, maybe even thousands of people. Yet many firms still get it wrong.
Here’s an astounding fact. Every quarter, nearly 25% of public companies miss Wall Street earnings expectations, or have to reduce their earnings guidance. And the consequences are huge.
In this presentations, you'll learn:
Why companies miss their forecast
What you can do about it
Next steps you can take
Improve B2B Close Rates with this Sales TechniqueTrefis
Companies spend hundreds of millions of dollars a year to generate qualified leads for Sales. Sales reps spend countless hours developing those leads to become paying customers. Yet the vast majority of qualified leads never close.
What's more important than closing the sale?
In this webinar you'll learn
-The key reason why sales don't close
-One essential way to close more sales and do that faster
-Specific steps you can take to improve immediately
Trefis is a Boston-based technology company that helps senior leaders and their teams who make decisions of consequence. Trefis technology transforms complex, static analyses-such as Excel-based data models-into easy-to-use, visual interactive experiences that let you develop "what-if" scenarios, assess the risk and reward of any decision, and engage stakeholders in meaningful discussions on the assumptions that matter most.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
DEVELOPING AS AN EFFECTIVE LEADER/FOUNDER IN A GLOBALLY DYNAMIC MARKETPLACE
I've had the good fortune of mentoring some of the most talented global leaders in today's business world, and the one thing I've learned from each and every one of them.......HUMILITY.
DM me if you'd like to learn more about something I absolutely enjoy doing.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Strategy Execution: How to Boost Effectiveness and Deliver Greater ImpactHuman Capital Media
Join Christine DiDonato, director of talent and organizational development at Sony Electronics Inc., and Peter Mulford, executive vice president at BTS, as they dive into the core elements of successful strategy execution. They’ll discuss the inner architecture of strategy execution and how companies can achieve superior results faster when the workforce is aligned to the strategy, has the right mindset and has mastered the capabilities needed to execute.
This Leadership Pulse report provides an overview of the Winter, 2013 findings. The focus is on the drivers of growth an innovation, examining sense of urgency cultures and the role of employee energy at work.
Rob livingstone - Australian Payroll Association's Annual Conference May 2011Livingstone Advisory
Rob Livingstone - Australian Payroll Association's Annual Conference - Is global warming likely to shrink the (skills) iceberg on which you have based your career?
The transformation of the resourcing program at House of Fraser in under a year
Condensing a 3 year program into 18 months
Doubling the number of applications to 400,000 people whilst improving workflow and reducing advertising costs
IMMEDIATE VALUE:
o Analytical and considerate listener
o Careful to tie up loose ends on projects
o Conscientious; Reliable; Organized
o Detailed in communicating ways of completing projects
o High degree of technical specialty and skill
o Objective, reality-focused view of systems, procedures & organizational operations
o Patient with others
o Tactful in explaining ideas impacting the team
o Valuable input on projects
Communication and Behavioral Strengths DISCstylesTM Report
3. SOME MAJOR STRENGTHS
Your choice of processing information in a particular way automatically creates
advantages or strengths that you are likely to display in conducting your life. These
capacities include:
Understanding is likely to be a major strength. You invest heavily in fully
understanding anything with which you deal. This quality is of particular value in
complex situations where intricate interrelationships can affect outcomes.
Learning is important to you. You place high value on constantly expanding your
knowledge base. Positions that offer training and education on a regular basis will
be particularly attractive to you. Growing and developing (versus stable and well
established) areas will find this quality highly desirable.
Creativity is likely to be evident. You enjoy making contributions that carry
potential for major gains. You are likely to prosper in jobs that allow you to
exercise your creative capacity (not all will).
Certainty is important but not compelling. You can devote considerable effort to
assuring a desired result. However, you are willing consider new, untested options.
This posture is of highest value in situations involving considerable investment or
where the consequences of error or failure are severe.
Accuracy is likely to be a “built-in” standard. You have a high capacity for
detail. You are able to keep it organized and retrieve it as needs arise. Areas that
prize exactness (versus adequacy) are likely to highly value you approach.
Clarity will probably be characteristic of your communications. You are probably
able to explain complex matters in an understandable manner. Your likely patience
and sensitivity will reinforce this capacity. Areas that value unambiguous
communication for coordination or decision making will value this capacity most
highly.
Restraint is likely to be your preferred posture. You will probably be seen as
"reasonable." This would be valuable in sensitive jobs that require self-control but
not automatic compliance.
Focus is likely to be strong but not overwhelming. You can productively center
your attention for long periods. Complex situations addressing material and
substantive issues would probably be rewarding to you. Positions that provide
variety with a degree of insulation from chaos would be ideal.
Thoroughness involves an exhaustively complete examination of issues and this
approach is likely to typify your work. This posture of most value in complex
activities entailing material investments or significant commitments.
"I Opt" Career Report for: Juan Briano Page 2
4. FAVORABLE CAREER POSITIONS
Your approach tends to prosper in demanding but stable areas. Within these areas
you are likely to find the best match in positions that have:
Bounded Variety You enjoy variety but probably not chaos. Evolving situations
that offer a variety of challenges within a rational and organized framework give
you maximum opportunity to use your full range of skills.
Controlled Interaction You are likely to enjoy working with others toward
common goals. However, you need “space” to think through issues and execute
your response with precision. A position involving measured but not intense level
of interaction with others would probably be ideal.
Consistency This concerns the reliability of the work environment over time.
Your approach works best where you can anticipate conditions. This allows you to
develop strategies to resolve issues effectively and efficiently. Chaotic
environments involving fast changing and unpredictable conditions will probably
be frustrating for you.
Fair and Honest Supervision You tend to prosper under leadership that is
consistent, that recognizes your contribution and that encourages you in difficult
times. Within this framework you can be trusted to self-manage.
Meaningful Opportunities You are likely to invest heavily in anything in
which you are involved. If your efforts center on minor matters, you might be seen
as somewhat petty or niggling. If you focus on matters of consequence you will
likely be perceived as serious, dedicated and a valuable asset.
CAREER EXPOSURES
Every profile carries exposures. These can be managed or avoided if you are aware
of them. In your case, your likely exposures are:
Over Investment You tend to study, assess and plan before you move. There is
a probability that you will invest more in these activities than the gain you will get
from a perfect (versus adequate) result. Focusing on positions involving complex
matters and large investments can minimize this exposure.
Reasonability You are likely to appreciate multiple sides of an issue. This can
lead you to be a bit “wavering” in your assessments. You may want to take care
that this does not lead to an indecisive or unsure image.
Intensity You are likely to adopt a somewhat “laid back” approach. This will
often be beneficial. However, there are situations where an intense, highly
committed posture is more effective. Remaining alert for these situations and
acting accordingly will likely pay you high dividends.
"I Opt" Career Report for: Juan Briano Page 3
5. CAREER NAVIGATION
Part of your success in a career will be how you deploy your profile. Among the
characteristics you may want to remain sensitive to are:
Caution You can and will “take a chance.” However, you are probably a bit
conservative in your choice of situations in which to apply this capacity. You may
want to adopt a “what's the worse that can happen” strategy. Minor downside
consequences could be your signal to act aggressively.
Responsiveness Your standards are high. It takes time for you to meet your
self-imposed criterion. The risk here is that other people involved might not share
the value you place on excellence. Getting a firm idea of what is expected (time
versus quality) and meeting that expectation could be wise.
Specificity You strategy demands that you attend to details—both conceptual
(what causes what and why) and operational (exactly “how to”). The risk here is not
attention to detail. It is forcing others to navigate those details to get to your
conclusion or recommendation. Developing strong audience sensitivity could help
you more precisely meet audience needs. These will sometimes be a short, “to the
point” presentation.
Experimentation You prefer analysis as a method of validating a course of
action. Experimentation may produce a faster, cheaper result on minor or less
complex matters. Occasionally electing an experimental strategy may increase
your productivity as well as creating a bit of a dynamic aura.
Visibility You are likely to favor a somewhat reserved posture. You probably
expect others to recognize the scope and value of your contribution simply on the
basis of the merit of your work. This will not always be the case. Celebrating your
achievements in a discreet but more aggressive manner will likely serve your
career interests. You might do this by highlighting the difficulties you overcame
and the tangible benefits realized.
YOUR “FIT” WITH GROUPS
You will likely fit with most groups with whom you will work. Your analytical
posture will appear reasonable to most people and your counsel will likely be
valued. If there is an issue it is likely to arise from your somewhat reserved
posture. Your contributions are likely to “melt” into those of the general group.
If you encounter a situation you may want to experiment with a strategy to make
yourself standout by contrast. In other words, periodically adopt a strong “out of
the norm” posture. For example, you may want to support an expedient “good
enough” position on an issue. Or, you may choose to sponsor a mundane approach
that uses traditional methods to resolve an issue. The basic idea is to use the
contrast to highlight your more typical contributions. This strategy could cause the
group to see you in a more generous and appreciative light.
"I Opt" Career Report for: Juan Briano Page 4
6. A PROBABLE SUMMARY OF Juan Briano
You can use the items covered in this report to paint a verbal picture of your
current posture. A first pass at an “elevator pitch” that crystallizes your career
posture might be:
“I see deeply into issues. My basic approach is to understand before I
act. New ideas and existing methodologies are both within my reach
and can be selected as appropriate to the issue. I can act
spontaneously but prefer a more deliberate approach. I enjoy an
advisory role and am comfortable being an expert within a field. I
need challenge and an opportunity to continuously expand my
knowledge. This allows me to fully realize my potential for myself and
for the organizations with whom I affiliate.”
Your strategy will be ideal in some circumstances. It will be imperfect if it is
applied to others. Career decisions are about where to locate yourself within the
mix of opportunities that you have available. Once this choice is made, your
attention should shift to how to navigate the area that you have selected. This
report is intended to assist you in that process.
Good luck on your future!
"I Opt" Career Report for: Juan Briano Page 5
