This document outlines an agenda for a team quarterly planning meeting. The meeting will include reviewing results from the previous quarter, discussing opportunities and threats, and setting priorities and key performance indicators for the upcoming quarter to ensure they are aligned with the overall company priorities and annual plan. Each team member will identify their top 3-5 individual priorities that support the team's main priority for the quarter. Success criteria for all priorities will use a red-yellow-green system. The team will test that their plan is focused, has enough energy, and is accountable before the plans are shared across departments.
The document discusses the importance of defining an organization's core purpose. It explains that a core purpose reflects an organization's passion and reason for existing, capturing its soul. It should help guide decisions and inspire employees. Examples are given of core purposes for 3M ("To solve problems innovatively") and Facebook ("To make the world more open and connected"). Readers are encouraged to work with their teams to define their own core purpose and bring it to life in various ways, such as using it for recruiting, training, and strategic planning.
The document outlines an agenda for a quarterly planning meeting. It includes discussions on reviewing the previous quarter's performance, setting priorities and key performance indicators for the upcoming quarter, and developing an execution plan to achieve the quarterly goals. The plan is then to be cascaded to other departments and teams to ensure company-wide alignment on the strategic direction.
Brand Promise Rhythm University Slidesharejessicawishart
The document discusses developing an effective brand promise for a company. It explains that the brand promise should meet customer needs, differentiate the company, and convince customers to buy. It provides a 5-step process to determine the brand promise: 1) define the target market, 2) identify the core customer, 3) understand customer needs, 4) leverage company strengths, and 5) craft the promise. An effective promise attracts customers, makes the company memorable, and helps sales. Companies should test the promise and ensure delivery through aligned activities, strategies, and metrics.
The document provides steps for developing a 3-5 year plan, including brainstorming potential winning moves to increase revenue, evaluating and ranking the top ideas, selecting 1-3 winning moves to pursue, and setting targets for revenue and profit growth. The plan involves ongoing meetings in a "Think Rhythm" to continue working on the selected winning moves.
The document discusses Big Hairy Audacious Goals (BHAGs), which are long-term visionary goals for an organization. It explains that a BHAG should stretch an organization, guide its decisions, and be connected to its "Hedgehog Concept" - the intersection of what it is deeply passionate about, what drives its economic engine, and what it can potentially be best in the world at. The document provides examples of BHAGs and guides readers through developing their own BHAG by first understanding their Hedgehog Concept and then crafting a goal that meets criteria like being exciting, compelling, and measurable.
The document discusses the importance of defining an organization's core purpose. It explains that a core purpose reflects an organization's passion and reason for existing, capturing its soul. It should help guide decisions and inspire employees. Examples are given of core purposes for 3M ("To solve problems innovatively") and Facebook ("To make the world more open and connected"). Readers are encouraged to work with their teams to define their own core purpose and bring it to life in various ways, such as using it for recruiting, training, and strategic planning.
The document outlines an agenda for a quarterly planning meeting. It includes discussions on reviewing the previous quarter's performance, setting priorities and key performance indicators for the upcoming quarter, and developing an execution plan to achieve the quarterly goals. The plan is then to be cascaded to other departments and teams to ensure company-wide alignment on the strategic direction.
Brand Promise Rhythm University Slidesharejessicawishart
The document discusses developing an effective brand promise for a company. It explains that the brand promise should meet customer needs, differentiate the company, and convince customers to buy. It provides a 5-step process to determine the brand promise: 1) define the target market, 2) identify the core customer, 3) understand customer needs, 4) leverage company strengths, and 5) craft the promise. An effective promise attracts customers, makes the company memorable, and helps sales. Companies should test the promise and ensure delivery through aligned activities, strategies, and metrics.
The document provides steps for developing a 3-5 year plan, including brainstorming potential winning moves to increase revenue, evaluating and ranking the top ideas, selecting 1-3 winning moves to pursue, and setting targets for revenue and profit growth. The plan involves ongoing meetings in a "Think Rhythm" to continue working on the selected winning moves.
The document discusses Big Hairy Audacious Goals (BHAGs), which are long-term visionary goals for an organization. It explains that a BHAG should stretch an organization, guide its decisions, and be connected to its "Hedgehog Concept" - the intersection of what it is deeply passionate about, what drives its economic engine, and what it can potentially be best in the world at. The document provides examples of BHAGs and guides readers through developing their own BHAG by first understanding their Hedgehog Concept and then crafting a goal that meets criteria like being exciting, compelling, and measurable.
The document outlines an annual planning meeting agenda for Rhythm Systems. The objectives are to review strategy, set annual goals and initiatives, and develop the execution plan for the next quarter. The agenda includes reviewing the previous year's results, discussing opportunities and threats, connecting strategy to execution by reviewing winning moves and 3-5 year plans, and then planning the next year and individual quarters through setting targets, initiatives, and milestones.
This document provides guidance on developing winning moves, which are strategic decisions and actions that enable doubling business revenue within 3-5 years. It outlines a 5-step process to advance winning moves: 1) name the move, 2) identify necessary resources, 3) develop revenue projections, 4) test assumptions, and 5) adjust as needed based on real-world data. Managers are encouraged to brainstorm moves, evaluate top ideas, and select 1-3 winning moves for revenue and 1-3 for profitability to include in their 3-5 year plan. Regular reevaluation helps avoid pitfalls like premature execution or an excessive focus on non-revenue moves.
Brand Promise Guarantee Rhythm University Slidesharejessicawishart
This document discusses how companies can develop an effective brand promise and guarantee. It recommends that companies identify their core customers and understand customers' needs. Companies should also determine what makes them unique and how they can convince customers to buy based on this uniqueness. An effective brand promise guarantee reduces risk for customers and forces companies to ensure they always deliver on their brand promise. Examples of brand promise guarantees from Graniterock and Intuit are provided. The document stresses that companies must communicate the guarantee throughout the organization and use it to help close deals.
The document discusses key performance indicators (KPIs), including how to develop them and use them effectively. It explains that KPIs measure the health of a company, while targets and critical numbers are goals and priorities used to drive KPIs. Leading indicators guide future performance, while results indicators report past outcomes. The document provides examples and a process for setting KPIs, tracking them, reviewing them, and avoiding common pitfalls like having too many or not using them properly.
The document outlines a process for generating winning moves to drive company growth over the next 3 years. It involves stating the objective, brainstorming ideas, rating and ranking ideas based on revenue impact and ability to execute, prioritizing the top 2-3 ideas, and executing on those ideas by establishing dashboards to track data and make adjustments. An example is given of how using this process allowed objective discussion of all ideas, rather than an idea being chosen just because it came from the CEO.
The document introduces Rhythm Systems, a platform to help executive teams align on strategy execution. It highlights that many companies struggle with strategy execution due to a lack of company-wide involvement, front-line employee engagement, and tracking progress. The Rhythm platform aims to address these issues by helping teams develop an executable strategic plan, create executive dashboards for visibility, and hold weekly adjustment meetings to problem-solve and keep plans on track. It emphasizes the importance of the right growth strategy, an execution-ready plan, executive dashboards, and regular adjustment meetings for good strategy execution.
GPSBUS206_Best Practices for Building a Partner Database Practice on AWSAmazon Web Services
In this session, we walk through an overview of AWS database services. We discuss why customers choose to adopt AWS database services and how APN Partners can help customers by building a database practice using AWS services such as Amazon Aurora, Amazon Redshift, and Amazon DynamoDB. We share best practices for APN Partners to start building a successful database practice on AWS. We also talk about how APN Partners can use various resources offered by APN to accelerate their practice-building process.
Compensation Strategies for Fast Growing CompaniesBambooHR
In a market where getting good talent for your fast growing company is difficult, compensation strategies matter! This slideshare will make it easy for you to know what's important in a compensation strategy.
The document discusses architectures for the 21st century. It emphasizes that 21st century architectures should be controllable, resilient, and adaptable. It also discusses focusing architectures on data. Other topics covered include accessibility in the present and future, with a focus on voice and interactions beyond just voice. Security practices for well-architected systems are presented, including security in continuous integration/continuous delivery pipelines. Automation to enhance security is also discussed.
Fuzzy Matching on Apache Spark with Jennifer ShinDatabricks
This document provides an overview of fuzzy matching techniques for surveys. It begins with an introduction to fuzzy matching and edit distances. A use case of applying fuzzy matching to label thousands of survey questions is described. Different approaches for fuzzy matching labels are explored, including a word-based comparison model and cell-based comparison model using Levenshtein distance. Implementation considerations for fuzzy matching like data suitability, validation methodology, and computing resources are also discussed. Code in Python for calculating Levenshtein distance is provided.
GAM311-How Linden Lab Built a Virtual World on the AWS Cloud.pdfAmazon Web Services
The document discusses how Linden Lab moved their virtual world platform from an on-premise architecture to AWS to enable faster development, continuous delivery, and scalability. The key steps involved migrating the monolithic application to microservices running in containers on ECS, building automated pipelines for container builds and deployments using tools like Packer, CloudFormation, and CodeDeploy, and designing the infrastructure for high availability using multiple AWS services. This allowed Linden Lab to rapidly prototype and deploy new features for their Sansar virtual world project and better handle the uncertainty of how user traffic might grow over time.
The document appears to be a collection of copyrighted images, graphics, text fragments and other unconnected information without a clear overall topic or summary. It includes various technical terms related to IT, cloud computing, software development and project management, but does not provide enough context to form a coherent multi-sentence summary.
Compensation Strategies for Fast Growing CompaniesNaba Ahmed
When organizations get into a high growth phase, everything starts moving faster. From recruiting to onboarding new hires, everything speeds up and becomes more challenging.
Compensation is a critical piece of the puzzle that you must get right as you scale quickly. Neglecting to think about compensation planning can cost you top talent, slow down recruiting, and create internal inequities down the line.
Webinar-Comp Strategies for Fast Growing CompaniesPayScale, Inc.
This document discusses compensation strategies for fast-growing companies. It notes that rapid growth can lead to issues like cultural dilution and inconsistencies that create friction. Effective compensation plans can help companies reinforce their strategy, align resources to goals, develop pay guidelines, and ensure fairness across locations. When companies merge or acquire other companies, they have three options for compensation plans: maintain separate plans, use one plan, or merge plans. The document emphasizes that compensation is about more than just money - it involves ensuring employees feel valued and appreciated for their contributions.
Serverless Text Analytics with Amazon ComprehendDonnie Prakoso
Amazon Comprehend is a natural language processing (NLP) service that uses machine learning to find insights and relationships in text.
This deck provides how to build your own text analytics using Amazon Comprehend and integration with other AWS services. On top of that, this deck also provides an introduction to Amazon Lex.
Transform Your Team from QA to Test EngineeringTechWell
Are you being asked to shorten your testing timelines? Do you feel pressured to increase your test automation coverage but don’t have the time, staff, or budget? How do you as a leader upgrade your existing teams’ programming skills and technical abilities without bringing in external resources—and still meet your daily release deliverables? Join Jennifer Scandariato as she shares her journey in transforming the QA department at iCIMS into a Test Engineering Center of Excellence, where manual testers are now automation engineers who apply appropriate automation technologies to expedite and streamline the testing efforts. Learn how this transformation impacted behavior, garnered respect, and increased team quality, while her test labs group specializing in performance, security, accessibility, and localization efforts stabilized this transformation. Jennifer shares effective step-by-step strategies and lessons learned about creating new job paths and introducing boot camps for training, all while advancing her department’s ability to accelerate application delivery.
Ent210 allen reinvent 2017-how_to_get from_zero_to_hundreds_of_aws_certifiedJonathan Allen
For many organizations, a perceived lack of cloud skills in their staff can limit their move to the cloud. Proper training of your engineers and developers can speed the pace of adoption, cloud migration, and delivery of business benefits by effectively operating the AWS Cloud. In this session, we discuss field-proven, prescriptive steps for reskilling and scaling your technical teams so that you can use the AWS Cloud securely, efficiently, and effectively.
ENT210-How to Get from Zero to Hundreds of AWS-Certified EngineersAmazon Web Services
For many organizations, a perceived lack of cloud skills in their staff can limit their move to the cloud. Proper training of your engineers and developers can speed the pace of adoption, cloud migration, and delivery of business benefits by effectively operating the AWS Cloud. In this session, we discuss field-proven, prescriptive steps for reskilling and scaling your technical teams so that you can use the AWS Cloud securely, efficiently, and effectively.
GPSBUS216-GPS Applying AI-ML to Find Security Needles in the HaystackAmazon Web Services
Security is about visibility and control. It starts with getting visibility (collecting as much data as possible about your environment), then deciding what is worth alarming versus what is a distraction. A classic case of finding needles in the haystack. AWS Partners can leverage highly scalable, machine learning (ML) services to process large amounts of log, event, flow, and other data to build AWS–specific security solutions that scale. Pass the undifferentiated heavy lifting to AWS so you can focus on your core value proposition! This session helps AWS Partners understand what services are available and applicable for building security solutions, and provides use cases to help accelerate adoption.
Hard Talk HR - How Performance Management is Killing PerformanceThe HR Congress
M. Tamra Chandler will provide you with all the tools and practical techniques you’ll need in order to be able to successfully rethink, redesign, and reboot performance management in your own organization.
Slides from a 3-hour workshop that's intended to teach the principles of Design Sprints. It is NOT a complete design sprint. Certain exercises have been highlighted while others skipped in the interest of expediency.
The document appears to be a website with multiple pages covering topics like the company's mission, services, events, and workspaces. Short passages of lorem ipsum text are included on most pages. The website pages include navigation links and branding elements.
The document outlines an annual planning meeting agenda for Rhythm Systems. The objectives are to review strategy, set annual goals and initiatives, and develop the execution plan for the next quarter. The agenda includes reviewing the previous year's results, discussing opportunities and threats, connecting strategy to execution by reviewing winning moves and 3-5 year plans, and then planning the next year and individual quarters through setting targets, initiatives, and milestones.
This document provides guidance on developing winning moves, which are strategic decisions and actions that enable doubling business revenue within 3-5 years. It outlines a 5-step process to advance winning moves: 1) name the move, 2) identify necessary resources, 3) develop revenue projections, 4) test assumptions, and 5) adjust as needed based on real-world data. Managers are encouraged to brainstorm moves, evaluate top ideas, and select 1-3 winning moves for revenue and 1-3 for profitability to include in their 3-5 year plan. Regular reevaluation helps avoid pitfalls like premature execution or an excessive focus on non-revenue moves.
Brand Promise Guarantee Rhythm University Slidesharejessicawishart
This document discusses how companies can develop an effective brand promise and guarantee. It recommends that companies identify their core customers and understand customers' needs. Companies should also determine what makes them unique and how they can convince customers to buy based on this uniqueness. An effective brand promise guarantee reduces risk for customers and forces companies to ensure they always deliver on their brand promise. Examples of brand promise guarantees from Graniterock and Intuit are provided. The document stresses that companies must communicate the guarantee throughout the organization and use it to help close deals.
The document discusses key performance indicators (KPIs), including how to develop them and use them effectively. It explains that KPIs measure the health of a company, while targets and critical numbers are goals and priorities used to drive KPIs. Leading indicators guide future performance, while results indicators report past outcomes. The document provides examples and a process for setting KPIs, tracking them, reviewing them, and avoiding common pitfalls like having too many or not using them properly.
The document outlines a process for generating winning moves to drive company growth over the next 3 years. It involves stating the objective, brainstorming ideas, rating and ranking ideas based on revenue impact and ability to execute, prioritizing the top 2-3 ideas, and executing on those ideas by establishing dashboards to track data and make adjustments. An example is given of how using this process allowed objective discussion of all ideas, rather than an idea being chosen just because it came from the CEO.
The document introduces Rhythm Systems, a platform to help executive teams align on strategy execution. It highlights that many companies struggle with strategy execution due to a lack of company-wide involvement, front-line employee engagement, and tracking progress. The Rhythm platform aims to address these issues by helping teams develop an executable strategic plan, create executive dashboards for visibility, and hold weekly adjustment meetings to problem-solve and keep plans on track. It emphasizes the importance of the right growth strategy, an execution-ready plan, executive dashboards, and regular adjustment meetings for good strategy execution.
GPSBUS206_Best Practices for Building a Partner Database Practice on AWSAmazon Web Services
In this session, we walk through an overview of AWS database services. We discuss why customers choose to adopt AWS database services and how APN Partners can help customers by building a database practice using AWS services such as Amazon Aurora, Amazon Redshift, and Amazon DynamoDB. We share best practices for APN Partners to start building a successful database practice on AWS. We also talk about how APN Partners can use various resources offered by APN to accelerate their practice-building process.
Compensation Strategies for Fast Growing CompaniesBambooHR
In a market where getting good talent for your fast growing company is difficult, compensation strategies matter! This slideshare will make it easy for you to know what's important in a compensation strategy.
The document discusses architectures for the 21st century. It emphasizes that 21st century architectures should be controllable, resilient, and adaptable. It also discusses focusing architectures on data. Other topics covered include accessibility in the present and future, with a focus on voice and interactions beyond just voice. Security practices for well-architected systems are presented, including security in continuous integration/continuous delivery pipelines. Automation to enhance security is also discussed.
Fuzzy Matching on Apache Spark with Jennifer ShinDatabricks
This document provides an overview of fuzzy matching techniques for surveys. It begins with an introduction to fuzzy matching and edit distances. A use case of applying fuzzy matching to label thousands of survey questions is described. Different approaches for fuzzy matching labels are explored, including a word-based comparison model and cell-based comparison model using Levenshtein distance. Implementation considerations for fuzzy matching like data suitability, validation methodology, and computing resources are also discussed. Code in Python for calculating Levenshtein distance is provided.
GAM311-How Linden Lab Built a Virtual World on the AWS Cloud.pdfAmazon Web Services
The document discusses how Linden Lab moved their virtual world platform from an on-premise architecture to AWS to enable faster development, continuous delivery, and scalability. The key steps involved migrating the monolithic application to microservices running in containers on ECS, building automated pipelines for container builds and deployments using tools like Packer, CloudFormation, and CodeDeploy, and designing the infrastructure for high availability using multiple AWS services. This allowed Linden Lab to rapidly prototype and deploy new features for their Sansar virtual world project and better handle the uncertainty of how user traffic might grow over time.
The document appears to be a collection of copyrighted images, graphics, text fragments and other unconnected information without a clear overall topic or summary. It includes various technical terms related to IT, cloud computing, software development and project management, but does not provide enough context to form a coherent multi-sentence summary.
Compensation Strategies for Fast Growing CompaniesNaba Ahmed
When organizations get into a high growth phase, everything starts moving faster. From recruiting to onboarding new hires, everything speeds up and becomes more challenging.
Compensation is a critical piece of the puzzle that you must get right as you scale quickly. Neglecting to think about compensation planning can cost you top talent, slow down recruiting, and create internal inequities down the line.
Webinar-Comp Strategies for Fast Growing CompaniesPayScale, Inc.
This document discusses compensation strategies for fast-growing companies. It notes that rapid growth can lead to issues like cultural dilution and inconsistencies that create friction. Effective compensation plans can help companies reinforce their strategy, align resources to goals, develop pay guidelines, and ensure fairness across locations. When companies merge or acquire other companies, they have three options for compensation plans: maintain separate plans, use one plan, or merge plans. The document emphasizes that compensation is about more than just money - it involves ensuring employees feel valued and appreciated for their contributions.
Serverless Text Analytics with Amazon ComprehendDonnie Prakoso
Amazon Comprehend is a natural language processing (NLP) service that uses machine learning to find insights and relationships in text.
This deck provides how to build your own text analytics using Amazon Comprehend and integration with other AWS services. On top of that, this deck also provides an introduction to Amazon Lex.
Transform Your Team from QA to Test EngineeringTechWell
Are you being asked to shorten your testing timelines? Do you feel pressured to increase your test automation coverage but don’t have the time, staff, or budget? How do you as a leader upgrade your existing teams’ programming skills and technical abilities without bringing in external resources—and still meet your daily release deliverables? Join Jennifer Scandariato as she shares her journey in transforming the QA department at iCIMS into a Test Engineering Center of Excellence, where manual testers are now automation engineers who apply appropriate automation technologies to expedite and streamline the testing efforts. Learn how this transformation impacted behavior, garnered respect, and increased team quality, while her test labs group specializing in performance, security, accessibility, and localization efforts stabilized this transformation. Jennifer shares effective step-by-step strategies and lessons learned about creating new job paths and introducing boot camps for training, all while advancing her department’s ability to accelerate application delivery.
Ent210 allen reinvent 2017-how_to_get from_zero_to_hundreds_of_aws_certifiedJonathan Allen
For many organizations, a perceived lack of cloud skills in their staff can limit their move to the cloud. Proper training of your engineers and developers can speed the pace of adoption, cloud migration, and delivery of business benefits by effectively operating the AWS Cloud. In this session, we discuss field-proven, prescriptive steps for reskilling and scaling your technical teams so that you can use the AWS Cloud securely, efficiently, and effectively.
ENT210-How to Get from Zero to Hundreds of AWS-Certified EngineersAmazon Web Services
For many organizations, a perceived lack of cloud skills in their staff can limit their move to the cloud. Proper training of your engineers and developers can speed the pace of adoption, cloud migration, and delivery of business benefits by effectively operating the AWS Cloud. In this session, we discuss field-proven, prescriptive steps for reskilling and scaling your technical teams so that you can use the AWS Cloud securely, efficiently, and effectively.
GPSBUS216-GPS Applying AI-ML to Find Security Needles in the HaystackAmazon Web Services
Security is about visibility and control. It starts with getting visibility (collecting as much data as possible about your environment), then deciding what is worth alarming versus what is a distraction. A classic case of finding needles in the haystack. AWS Partners can leverage highly scalable, machine learning (ML) services to process large amounts of log, event, flow, and other data to build AWS–specific security solutions that scale. Pass the undifferentiated heavy lifting to AWS so you can focus on your core value proposition! This session helps AWS Partners understand what services are available and applicable for building security solutions, and provides use cases to help accelerate adoption.
Hard Talk HR - How Performance Management is Killing PerformanceThe HR Congress
M. Tamra Chandler will provide you with all the tools and practical techniques you’ll need in order to be able to successfully rethink, redesign, and reboot performance management in your own organization.
Slides from a 3-hour workshop that's intended to teach the principles of Design Sprints. It is NOT a complete design sprint. Certain exercises have been highlighted while others skipped in the interest of expediency.
The document appears to be a website with multiple pages covering topics like the company's mission, services, events, and workspaces. Short passages of lorem ipsum text are included on most pages. The website pages include navigation links and branding elements.
The document contains information about a company including sections on their workspace, events, goals, customers and methods. It discusses the company's formula for success using statistical methodologies for data analysis and summarization from samples. Various topics are presented across multiple pages with repeating text blocks and images.
A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.
The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.
Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:
* preventative control (defensive consistency)
* mindful action (defensive flexibility)
* performance optimization (progressive consistency)
* adaptive innovation (progressive flexibility)
In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.
More details: https://confengine.com/agile-india-2019/proposal/8216/organisational-resilience-design-your-organisation-to-flourish-not-merely-survive
Conference Link: https://2019.agileindia.org
by Sabina Joseph, Global Ecosystem Lead-Storage, AWS
In this session we'll review the day agenda, discuss the AWS Partner Network, and Migration/Backup.
Amir sadoughi developing large-scale machine learning algorithms on amazon ...MLconf
The document discusses Amazon SageMaker, a machine learning platform that allows users to build, train, and deploy machine learning models. It describes key aspects of developing machine learning algorithms on SageMaker such as interface design, system design, testing, and communications. Specific topics covered include storage optimization, compute resources, network design, unit testing, benchmarking, and hyperparameter tuning. The document provides an example of developing an exponential moving average algorithm on SageMaker.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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NOTE TO FACILITATOR:
Read Rhythm Chapter 7 to have a great QP session.
This is the basic takeaway for a quarterly planning session. You may have more, less or different objectives. The important thing is to make sure everyone starts the session with a clear idea of what you hope to accomplish.
It is also good to remind the team that it is more important to be effective than to be efficient. You may decide that it’s a better use of time to slow down and have good quality debates and conversations around critical topics than it is to complete everything on this list. But, be intentional if you do that and make sure the team understands why you are making those choices. Give yourselves permission to be flexible.
The criteria for a Winning Plan are outlined in the next slide.
Please reference chapter 7 of Rhythm: How to Achieve Breakthrough Execution and Accelerate Growth for more information on Quarterly Planning
SHARE WITH THE TEAM:
These are the 3 things that make up a WINNING PLAN:
Main Thing
Team Priorities
Individual Priorities
Please reference chapter 7 of Rhythm: How to Achieve Breakthrough Execution and Accelerate Growth for more information on Quarterly Planning
NOTE TO FACILITATOR:
There are many different ways to check in and open the meeting. The idea is to get everyone’s mind working and mouth talking. Use your own icebreaker, or use this one.
Exercise:
1. Ask everyone to think of one piece of good news, a recent victory or someone they want to brag on.
2. Give everyone a minute or two to think about and write down their answer.
3. Ask for a volunteer to go first, then go around the room, each person sharing.
LEAD ACTIVITY:
There are 3 ways to lead this exercise.
Open Rhythm® and discuss the bullet points below about the quarter that is ending for the company. (Disregard slide 7 if you choose this option.) R3 Link: https://rhythm.rhythmsystems.com/#PrioritiesEnergyMapPl:;tab=5; R4 Link: https://rhythm.cloud/#/qtrplan/priorities
Include screenshots from Rhythm® in slide 7 in this deck to review the bullet points below about the quarter that is ending for the company.
List your company priorities from the quarter that is ending on flip chart paper and use the bullet points below for the discussion. (Disregard slide 7 if you choose this option.)
Steps
Review your Previous Quarter’s Plan and Results
* Discuss which were successful, which were not?
* Did we meet our sales goal?
* Did we meet our production goal?
* Did we meet our service level goal?
* etc....
* Brainstorm Bright Spots and Victories during the quarter
* Discuss what you learned from your victories and failures - lessons to take forward into the new quarter
* Open Rhythm® to review the list of Parking Lot items added during the quarter. R3 Link: https://rhythm.rhythmsystems.com/#ParkingLotPlace:;tab=5; R4 Link: https://rhythm.cloud/#/qtrplan/parking
There is no right or wrong way to do this. The real value is in the reflection and conversation about the quarter. It helps to establish some context for the new quarter ahead.
LEAD DISCUSSION:
Review the top Company Priorities, Theme, and Critical numbers from last quarter
Lead discussion on brightspots and lessons learned. Document these.
Brightspots
What improvements did we achieve?
What worked well that we can use going forward?
Lessons Learned
What did not work so well, and what did we learn from it?
NOTE TO FACILITATOR:
**Delete this slide if using Rhythm® or a flip chart instead of screenshots for this discussion.
To customize the deck, grab a screen capture from the EnergyMap® screen (or grab a screen capture of the Theme and Critical #s) for the Quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
LEAD DISCUSSION:
Review the top Team Priorities & KPIs from last quarter
Lead discussion on brightspots and lessons learned. Document these.
Brightspots
What improvements did we achieve?
What worked well that we can use going forward?
Lessons Learned
What did not work so well, and what did we learn from it?
NOTE TO FACILITATOR:
**Delete this slide if using Rhythm® or a flip chart instead of screenshots for this discussion.
To customize the deck, grab a screen capture from the EnergyMap® screen (or grab a screen capture of the Theme and Critical #s) for the Quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
LEAD DISCUSSION:
Link to Parking Lot in Rhythm® 3: https://rhythm.rhythmsystems.com/#ParkingLotPlace:;tab=5; R4: https://rhythm.cloud/#/wklymtg/parking
Review the Parking Lot items added during the previous quarter.
Do any require further discussion?
Could any end up being a Team or Individual Priority?
NOTE TO FACILITATOR:
**Delete this slide if using Rhythm® or a flip chart instead of screenshots for this discussion.
To customize the deck, grab a screen capture from the EnergyMap® screen (or grab a screen capture of the Theme and Critical #s) for the Quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
NOTE TO FACILITATOR:
The purpose of this exercise is to:
Get people thinking about the next quarter before coming to the planning session
Identify the topics and ideas that are top of mind
Allow everyone the opportunity to express an idea or bring up a subject in the session
* There are two ways to facilitate this exercise: using the Rhythm® screens or using the printed tool. Decide which way will work best for your team and send out instructions at least a week before the planning date. Everyone should come to the meeting prepared to share their SSKs with the team. There will be many SSKs suggested. It’s important to listen to all of them.
LEAD ACTIVITY USING THE RHYTHM® SCREENS:
****Link to Start-Stop-Keep screens in Rhythm® 3: https://rhythm.rhythmsystems.com/#PlanningPrepPlace:;seg=0;type=QUARTER;tab=5;
***** Link to the Ideas screen to record Start Stop Keep ideas in R4: https://rhythm.cloud/#/qtrplan/meeting/ideas?id=053e2c51-53f1-4de9-bbeb-bad9052c073d
Prior to the session: Each person should enter up to 3 Start, 3 Stop and 3 Keep ideas into the Rhythm® screens under Quarterly Planning.
If a person sees that someone else has already entered the same idea that they wanted to share, they can hit the Agree button instead of entering the same idea twice. This will still count as one of their 3.
During the session: Use the filter tool to display each person’s ideas, one person at a time. Ask that person to share all their SSKs and then specify which 2-3 (out of the possible 9) they think could be most important this quarter.
After each person has shared, ask the team to enter a total of 3 votes into Rhythm® next to the ideas (Starts, Stops and Keeps) that they think could be most important to address this quarter.
Allow time for the team to discuss the ideas that have the most votes.
Be sure to circle back around to this when you begin to select the Top 3-5 Company, Team and Individual Priorities as some of the SSK ideas may become priorities.
If there are SSK ideas that should be acted on, but aren’t priorities, they could be entered as Action Items, as long as they will not distract the team or divert energy from the true priorities.
LEAD ACTIVITY USING THE PRINTED TOOL:
Individual Sharing: Ask each person to share all their SSKs and then specify which 2-3 (out of the possible 9) they think could be most important this quarter.
Write each person’s top 2-3 SSKs on a flip chart and highlight or add checkmarks to the ones that are mentioned multiple times.
Group Voting: The facilitator should number the items on the combined list and ask each person in the group to identify their top 3 votes for the ideas (Starts, Stops and Keeps) that they think could be most important to address this quarter.
Allow time for the group to discuss the ideas that have the most votes.
Be sure to circle back around to this when you begin to select the Top 3-5 Company, Team and Individual Priorities as some of the SSK ideas may become priorities.
If there are SSK ideas that should be acted on, but aren’t priorities, they could be entered as Action Items, as long as they will not distract the team or divert energy from the true priorities.
LEAD ACTIVITY:
This activity can be done using flipchart paper or using the Rhythm® screens in Quarterly Planning
***Link to the Opportunities and Threats screens in Rhythm® 3: https://rhythm.rhythmsystems.com/#PlanningPrepPlace:;seg=0;type=QUARTER;tab=5
***** Link to the Ideas screen to record Opportunity & Threats ideas in R4: https://rhythm.cloud/#/qtrplan/meeting/ideas?id=053e2c51-53f1-4de9-bbeb-bad9052c073d
Allow 5-10 minutes for each team member think independently of any opportunities or threats that haven’t already come out of the SSK exercise and either write these out on a piece of paper or enter them in the Rhythm® screens in Quarterly Planning.
Have each person share with the team and record them on a flip chart or view them in Rhythm®. Put a check mark next to any that are mentioned multiple times or mark Agree if you are using the Rhythm® screens. As the facilitator, you may see ideas that are duplicates. You can use the Agree button and delete duplications to consolidate ideas.
Each team member gets 3 votes as to which they think could have the biggest impact on this year.
Look for patterns in the voting to get a sense of what’s most important to the team.
Keep ideas posted on the wall or refer back to the screens during the session as you discuss potential priorities for the quarter.
LEAD ACTIVITY:
Review your Main Thing (Theme) and Critical Numbers for the year.
Discuss and review your Key Initiatives (Annual Plan) for the year
Consider these as you determine your priorities for the new quarter
NOTES TO FACILITATOR:
Open Rhythm® to review your Year Focus (Main Thing, Critical Numbers, etc.) and Key Initiatives (Annual Plan)
R3 Link: https://rhythm.rhythmsystems.com/#AnnualPlanPlace:;tab=4;seg=2
R4 Link: https://rhythm.cloud/#/anngrpplan/keyinits
Add additional slides for this section to the deck to show any year to date results
NOTE TO FACITLITATOR:
Grab a screen capture from the Rhythm® side panel screen for the Theme for the Quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
NOTE TO FACITLITATOR:
Grab a screen capture from the EnergyMap® screen for the Company Priorities for this quarter or of the Team Leader’s Individual Priorities for this quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
NOTES TO FACILITATOR:
Add the Daily Question identified during the Company Quarterly Planning Session to this slide.
Share it with the team
If it was recorded in Rhythm® during the Company Quarterly Planning Session, you can find it here in the Main Thing (Theme) box on the Quarter Focus page. R3 Link: https://rhythm.rhythmsystems.com/#QuarterPlanPlace:;tab=5;seg=1; R4 Link: https://rhythm.cloud/#/qtrplan/focus?id=8a290b8a55eeb5240157c49c4e766998
NOTE TO FACITLITATOR:
Rhythm 3 Link: https://rhythm.rhythmsystems.com/#CompanyKpiPlace:;seg=1;tab=5
R4 Link: https://rhythm.cloud/#/qtrplan/kpis/energy
Ask: Do we have the right list of KPIs in Rhythm®?
Are we talking about the right things at our weekly meetings?
If your Team has Composite KPIs, discuss accuracy, consistency, and timing for updating the data. Make sure everyone knows where the data should come from, what format to use for reporting, and when to have their KPIs updated.
Ask: Do we need to delete any KPIs?
- Do will still find all of them helpful and worth keeping? (Tip: If it does not prompt an action when it goes Yellow/Red or provide a needed insight, delete it.)
Delete any KPI that is no longer needed. (Note: This does not delete the KPI in historical quarters. It only removes it from the current quarter.)
Ask: Do we need to add any KPIs?
Did we have any blindspots in the previous quarter?
Is there a specific problem we need to solve? (revenue, retention, etc.)
Do we have a good mix of leading and lagging indicators?
Leading indicators GUIDE you. They give you a glimpse into the future and help you see where you need to make adjustments.
Lagging indicators REPORT the results. They let you know where you ended up. They are driven by your leading indicators
Ask: What will we consider success (Green) and failure (Red) for each KPI?
What is the stretch goal for each (SuperGreen)?
How will we gather the data for each KPI?
Will the Red-Yellow-Green® Success Criteria be a weekly, monthly or quarterly number?
Blog for reference: http://www.rhythmsystems.com/blog/bid/157381/KPIs-We-Know-WHAT-to-Measure-Now-HOW-Do-We-Measure-It
Grab a screen capture from the Rhythm® KPI dashboard screen for your Team from the previous quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
LEAD DISCUSSION:
Discuss, Debate, and Agree as a team
Rhythm® 3 Link: https://rhythm.rhythmsystems.com/#PrioritiesEnergyMapPl:;tab=5
R4 Link: https://rhythm.cloud/#/qtrplan/priorities
*** If any of the Team Leader’s Individual Priorities need to become Team Priorities:
In R3: convert them by opening the priority, clicking “More” and “Convert to Team Priority”
In R4: open the priority detail, hit Edit, and check the box next to “Team”
*** Be sure to add a Team Priority entitled “Operational Priorities”
Ask: What are the top 3-5 things we need to focus on in the next 90 days to support our Main Thing this quarter?
You may have already identified one priority when you determined the company’s Main Thing for the company.
You may identify 2-3 additional Priorities (Rocks) that support or are related to the company’s priorities or the team leader’s individual priorities
You may also have 1-2 Operational Priorities not related to the Main Thing or company’s priorities
Review Top SSK items and opportunities & threats discussed in the session.
Look at your Parking Lot in Rhythm® to see any other ideas that came up during the quarter.
Look at your calendar; what commitments have you already made for this quarter?
The right combination will be unique for your team.
Fewer priorities is better..... definitely no more than 5.
State your priorities with a verb using SMART criteria:
Specific
Measurable
Attainable
Realistic
Timely
NOTE TO FACILITATOR:
Take a few minutes to review the Red-Yellow-Green® criteria for each Priority. Is it reasonable? Is it a true measure of success?
Green = Success
Yellow = Between Red & Green
Red = Failure (something bad happens)
SuperGreen = Stretch Goal
Red-Yellow-Greening® your priorities should make them SMART (Specific, Measureable, Attainable, Realistic & Timely).
For help setting Red-Yellow-Green® success criteria, refer to Rhythm® University – R3 Link: http://university.rhythmsystems.com/index.php/success-criteria; R4 Link: https://www.rhythmuniversity.cloud/plan/red-yellow-green-success-criteria
Rhythm® 3 Link: https://rhythm.rhythmsystems.com/#IndPriorityTablePlace:;type=USER;tab=5
Rhythm 4 Link: https://rhythm.cloud/#/qtrplan/priorities/race
Users: Record your Individual priorities with Red-Yellow-Green® Success Criteria in Rhythm® and link to related Team Priorities and KPIs
LEAD ACTIVITY:
Steps:
Allow 15-20 minutes for everyone to work independently on their top priorities.
Note which Team Priority and/or KPI your Individual Priorities are linked to.
Each person should have a combination of 2-3 Individual Priorities that are directly linked to Team Priorities.
Each person may also have 1-2 Individual Priorities that are linked to their Operational responsibilities, and not necessarily linked to a Team Priority.
Go around the room and let each person share what they have written down.
It is important for the team to listen carefully to each person and speak up if they believe they have missed something or have identified something that may not need to be done this quarter, or if they have too much on their plate.
This is where the team becomes most fully aligned.
LEAD DISCUSSION:
Ask: Does our plan pass all 3 tests?
Tip: If you have been recording your plan in Rhythm® as you go, it will be easier to see this at a glance.
If your plan does not pass one of these tests, discuss as a team to fix it. This may require some homework or a revisit at your next weekly meeting.
LEAD DISCUSSION:
In the Company Planning Session, the team should have set a date for Teams to get together to share Plans across departments.
** Add the date and meeting details to this slide.
LEAD ACTIVITY:
Before you leave, wrap up your session by asking everyone to share how they’re feeling about the work you’ve done in one phrase.