This document provides an overview of enterprise architecture and how it can serve as a strategic differentiator for organizations. Enterprise architecture (EA) enables the design and implementation of organizational structures that link strategy to execution. It captures strategic blueprints that provide guidance for different parts of the organization. EA advises on investments, opportunities, and risks. It ensures strategies are clear, the operating model is flexible, and leaders have the necessary tools and training. Leveraging EA can provide long-term stability and near-term efficiency. It manages architecture and governance through operational excellence and risk mitigation. Contact Mark Lane, President of the Center for the Advancement of the Enterprise Architecture Profession, for more information on how EA can strategically differentiate your organization
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
The document discusses competency management and developing competency models for the AT&L workforce. It provides definitions of competencies and outlines a process for developing competency models that involves subject matter experts, key situations analysis, and validation surveys. The goals are to develop standardized competency models across functions, assess skills gaps, and leverage the results for strategic workforce planning, certification, and performance support. Competency management is presented as an investment that can close skills gaps through targeted training, education, and experiential opportunities.
Gardiner Consulting helps companies in challenging situations, including new product/services launches, organizational realignments, market transitions and corporate cultural evolution.
- Corporate Communication
- Marketing Communication
- Executive Coaching
- Leadership & Team Development
This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.
1) SWOT analysis is a commonly used strategic planning tool that assesses an organization's internal strengths and weaknesses as well as external opportunities and threats. However, SWOT has limitations as it provides little guidance and can oversimplify complex business environments.
2) The article proposes a new "Telescopic Observations" (TO) strategic framework that aims to be more focused, inclusive, and systematic than SWOT. TO uses two matrices to gather and filter environmental information according to organizational needs.
3) TO is meant to consolidate existing analysis techniques and provide structure for strategy formulation. It directs attention to important strategic issues rather than leaving planners without guidance.
The document discusses career and succession planning. It defines competency as behaviors that describe excellent job performance. Competency mapping is identifying key competencies for jobs and incorporating them into processes like training and career planning. Career planning involves choosing a career path based on one's abilities and preferences. Effective career planning benefits both individuals and organizations by improving employee performance, satisfaction and retention.
At the core of Sewells dealer focused philosophy are world class performance groups. Essentially these are peer-group forums where dealers are able to identify the financial drivers, processes and practices which lead to superior business results.
Facilitated by a senior Sewells consultant, leading practices are identified through the use of industry benchmarks, dealership processes are assessed and analysed in an action-learning environment in order to understand high levels of workplace performance. Sessions are designed to be engaging and interactive through the discussion of real life problems and opportunities. Participants are encouraged to openly exchange and articulate ideas, which will assist in enhancing performance and identifying untapped sources of additional profit. Structured to meet three to four times annually performance groups embrace the concept of continuous improvement.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
The document discusses competency management and developing competency models for the AT&L workforce. It provides definitions of competencies and outlines a process for developing competency models that involves subject matter experts, key situations analysis, and validation surveys. The goals are to develop standardized competency models across functions, assess skills gaps, and leverage the results for strategic workforce planning, certification, and performance support. Competency management is presented as an investment that can close skills gaps through targeted training, education, and experiential opportunities.
Gardiner Consulting helps companies in challenging situations, including new product/services launches, organizational realignments, market transitions and corporate cultural evolution.
- Corporate Communication
- Marketing Communication
- Executive Coaching
- Leadership & Team Development
This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.
1) SWOT analysis is a commonly used strategic planning tool that assesses an organization's internal strengths and weaknesses as well as external opportunities and threats. However, SWOT has limitations as it provides little guidance and can oversimplify complex business environments.
2) The article proposes a new "Telescopic Observations" (TO) strategic framework that aims to be more focused, inclusive, and systematic than SWOT. TO uses two matrices to gather and filter environmental information according to organizational needs.
3) TO is meant to consolidate existing analysis techniques and provide structure for strategy formulation. It directs attention to important strategic issues rather than leaving planners without guidance.
The document discusses career and succession planning. It defines competency as behaviors that describe excellent job performance. Competency mapping is identifying key competencies for jobs and incorporating them into processes like training and career planning. Career planning involves choosing a career path based on one's abilities and preferences. Effective career planning benefits both individuals and organizations by improving employee performance, satisfaction and retention.
At the core of Sewells dealer focused philosophy are world class performance groups. Essentially these are peer-group forums where dealers are able to identify the financial drivers, processes and practices which lead to superior business results.
Facilitated by a senior Sewells consultant, leading practices are identified through the use of industry benchmarks, dealership processes are assessed and analysed in an action-learning environment in order to understand high levels of workplace performance. Sessions are designed to be engaging and interactive through the discussion of real life problems and opportunities. Participants are encouraged to openly exchange and articulate ideas, which will assist in enhancing performance and identifying untapped sources of additional profit. Structured to meet three to four times annually performance groups embrace the concept of continuous improvement.
This document discusses human capital risks that investors face. It notes that while financial, technical, and market risks receive more attention, human capital risks are equally important but more difficult to assess and manage. The root causes of most business failures are people and culture issues, yet investors typically only address human capital risk by hiring or firing the CEO. The Dawson Consulting Group offers solutions to help companies manage human capital risks related to strategy implementation, organization design, culture optimization, and executive effectiveness. When a company's execution capabilities do not support its business plan, it increases investment risk.
Ronald Bingham has experience leading organizational development initiatives and managing complex programs. He has a background in program management, process improvement, business development, and operations. His skills include project management, problem solving, decision making, and people management. He has worked with small businesses, large corporations, and the government.
HR needs to align its strategies with business strategies to help achieve organizational goals. This involves:
1) Understanding the business strategies and creating a matrix linking HR disciplines like recruitment, training, and compensation to the strategies.
2) Communicating the combined business and HR strategy to employees and ensuring understanding of strategic objectives.
3) Regularly reviewing HR structures, policies and metrics to ensure they are properly supporting the organizational strategies.
The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
This document discusses the challenges of prediction in talent assessment. It notes that while predictive power is claimed to be increasing, organizations still face issues like disengagement and leadership failures. It outlines 7 challenges to accurate prediction: 1) Defining success is problematic, 2) Cause and consequence can be confused, 3) Research often uses small, unrepresentative samples, 4) Our theories of performance may not reflect reality, 5) Self-fulfilling prophecies can distort results, 6) Predictors can be incorrectly equated, and 7) Claims of predictive accuracy are difficult to evaluate. Addressing these challenges will help improve predictive models and decision-making in talent management.
Culture Integration and Effective Change Management are the key limiters to driving value from Acquisitions and Mergers. PeopleFirm works with organizations to drive higher levels of value and better outcomes for all involved.
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
The document summarizes key aspects of talent management within finance functions. It discusses how effective talent management requires a holistic approach that identifies, develops, deploys, and retains talent. It also highlights that talent management is important for finance functions to meet various pressures and challenges, and help maximize people power. The report provides examples of how leading organizations take integrated approaches to talent management that include competency frameworks, learning and development opportunities, and structured career paths.
A new method_for_enterprise_architecture_assessment_and_decision-making_aboutbambangpadhi
This document discusses a new method for assessing enterprise architecture and making decisions about improvement or redesign. It proposes using enterprise architecture maturity and multifactor systems to evaluate an organization's "as-is" state based on its mission and goals. This assessment can then inform an accurate decision on whether improvement or full redesign is needed. The method was validated through case studies of various organizations in Iran.
The document outlines a framework for developing an effective learning and development strategy. It emphasizes stakeholder involvement, aligning L&D with business goals and values, monitoring impact and ROI, and engaging and motivating employees. The framework also stresses the importance of effective resource usage, knowledge sharing, and ensuring managers are supportive of L&D and career development.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
WISDOM is a consulting firm founded in 1994 that provides organizational effectiveness, compensation, people development, and perception research services to over 100 domestic and multinational companies. It has a track record of helping clients solve complex problems and its professional competence is reflected in the strong client relationships it maintains. WISDOM's mission is to generate strategic information and develop customized solutions that promote sustainable growth and change for its clients.
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
The document discusses the concepts of strategic agility, sensitivity, foresight, and insight. It emphasizes collecting internal intelligence, developing collective commitment among leadership, and fluidly sharing resources. Successfully implementing a fast strategy requires being connected internally and externally, relying on experiments, and fostering open strategic dialogue and mobility among top management.
El documento habla sobre cómo aliviar el hambre en el alma y la impotencia a través de pequeñas acciones como sonreír a los necesitados, compartir la comida sobrante, y convertir las palabras y caricias en apoyo para los demás. También sugiere que sería fácil mejorar el mundo si la gente se detuviera a mirar los problemas y pensar en cómo puede ayudar.
El Club Natación Ciudad de Oviedo se originó en 1977 como la Escuela de Natación Ciudad de Oviedo y fue oficialmente establecido el 10 de diciembre de 1986 por un grupo de padres preocupados por los problemas que enfrentaba la escuela. El club comenzó con 65 nadadores entrenando en instalaciones insuficientes pero ha crecido a más de 200 miembros y ahora tiene excelentes instalaciones.
La dictadura de Manuel A. Odria gobernó el Perú entre 1948 y 1956. Odria asumió el poder mediante un golpe de estado en 1948 y estableció un régimen autoritario que persiguió a la oposición aprista y comunista. Si bien llevó a cabo obras públicas importantes para modernizar el país, su gobierno también restringió las libertades democráticas y mantuvo su poder mediante decretos autoritarios.
El primer gobierno de Manuel Prado y Ugarteche (1939-1945) tuvo éxito con grandes exportaciones que beneficiaron a los pobladores y establecieron estabilidad económica, pero también sufrió manipulación de Estados Unidos, como cuando expulsaron a personas de origen japones sólo por ordenes del gobierno estadounidense.
This document discusses human capital risks that investors face. It notes that while financial, technical, and market risks receive more attention, human capital risks are equally important but more difficult to assess and manage. The root causes of most business failures are people and culture issues, yet investors typically only address human capital risk by hiring or firing the CEO. The Dawson Consulting Group offers solutions to help companies manage human capital risks related to strategy implementation, organization design, culture optimization, and executive effectiveness. When a company's execution capabilities do not support its business plan, it increases investment risk.
Ronald Bingham has experience leading organizational development initiatives and managing complex programs. He has a background in program management, process improvement, business development, and operations. His skills include project management, problem solving, decision making, and people management. He has worked with small businesses, large corporations, and the government.
HR needs to align its strategies with business strategies to help achieve organizational goals. This involves:
1) Understanding the business strategies and creating a matrix linking HR disciplines like recruitment, training, and compensation to the strategies.
2) Communicating the combined business and HR strategy to employees and ensuring understanding of strategic objectives.
3) Regularly reviewing HR structures, policies and metrics to ensure they are properly supporting the organizational strategies.
The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
This document discusses the challenges of prediction in talent assessment. It notes that while predictive power is claimed to be increasing, organizations still face issues like disengagement and leadership failures. It outlines 7 challenges to accurate prediction: 1) Defining success is problematic, 2) Cause and consequence can be confused, 3) Research often uses small, unrepresentative samples, 4) Our theories of performance may not reflect reality, 5) Self-fulfilling prophecies can distort results, 6) Predictors can be incorrectly equated, and 7) Claims of predictive accuracy are difficult to evaluate. Addressing these challenges will help improve predictive models and decision-making in talent management.
Culture Integration and Effective Change Management are the key limiters to driving value from Acquisitions and Mergers. PeopleFirm works with organizations to drive higher levels of value and better outcomes for all involved.
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
The document summarizes key aspects of talent management within finance functions. It discusses how effective talent management requires a holistic approach that identifies, develops, deploys, and retains talent. It also highlights that talent management is important for finance functions to meet various pressures and challenges, and help maximize people power. The report provides examples of how leading organizations take integrated approaches to talent management that include competency frameworks, learning and development opportunities, and structured career paths.
A new method_for_enterprise_architecture_assessment_and_decision-making_aboutbambangpadhi
This document discusses a new method for assessing enterprise architecture and making decisions about improvement or redesign. It proposes using enterprise architecture maturity and multifactor systems to evaluate an organization's "as-is" state based on its mission and goals. This assessment can then inform an accurate decision on whether improvement or full redesign is needed. The method was validated through case studies of various organizations in Iran.
The document outlines a framework for developing an effective learning and development strategy. It emphasizes stakeholder involvement, aligning L&D with business goals and values, monitoring impact and ROI, and engaging and motivating employees. The framework also stresses the importance of effective resource usage, knowledge sharing, and ensuring managers are supportive of L&D and career development.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
WISDOM is a consulting firm founded in 1994 that provides organizational effectiveness, compensation, people development, and perception research services to over 100 domestic and multinational companies. It has a track record of helping clients solve complex problems and its professional competence is reflected in the strong client relationships it maintains. WISDOM's mission is to generate strategic information and develop customized solutions that promote sustainable growth and change for its clients.
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
The document discusses the concepts of strategic agility, sensitivity, foresight, and insight. It emphasizes collecting internal intelligence, developing collective commitment among leadership, and fluidly sharing resources. Successfully implementing a fast strategy requires being connected internally and externally, relying on experiments, and fostering open strategic dialogue and mobility among top management.
El documento habla sobre cómo aliviar el hambre en el alma y la impotencia a través de pequeñas acciones como sonreír a los necesitados, compartir la comida sobrante, y convertir las palabras y caricias en apoyo para los demás. También sugiere que sería fácil mejorar el mundo si la gente se detuviera a mirar los problemas y pensar en cómo puede ayudar.
El Club Natación Ciudad de Oviedo se originó en 1977 como la Escuela de Natación Ciudad de Oviedo y fue oficialmente establecido el 10 de diciembre de 1986 por un grupo de padres preocupados por los problemas que enfrentaba la escuela. El club comenzó con 65 nadadores entrenando en instalaciones insuficientes pero ha crecido a más de 200 miembros y ahora tiene excelentes instalaciones.
La dictadura de Manuel A. Odria gobernó el Perú entre 1948 y 1956. Odria asumió el poder mediante un golpe de estado en 1948 y estableció un régimen autoritario que persiguió a la oposición aprista y comunista. Si bien llevó a cabo obras públicas importantes para modernizar el país, su gobierno también restringió las libertades democráticas y mantuvo su poder mediante decretos autoritarios.
El primer gobierno de Manuel Prado y Ugarteche (1939-1945) tuvo éxito con grandes exportaciones que beneficiaron a los pobladores y establecieron estabilidad económica, pero también sufrió manipulación de Estados Unidos, como cuando expulsaron a personas de origen japones sólo por ordenes del gobierno estadounidense.
2015 2do prado ugarteche 1°belaunde / PROFESOR ALEX MURAZOJOHN OLIVO MUÑOZ
El gobierno de Manuel Prado Ugarteche convocó a elecciones en 1962, pero ningún candidato obtuvo el tercio de votos necesario para ganar, por lo que el Congreso debía decidir. Esto llevó a un pacto entre el APRA y Odría que provocó un golpe militar para evitar que asumiera Odría. La junta militar liderada por Ricardo Pérez Godoy gobernó de forma transitoria, realizando reformas como la ley de reforma agraria antes de convocar a nuevas elecciones.
Manuel A. Odría asumió el poder en Perú mediante un golpe de estado en 1948 y gobernó por 8 años como dictador. Promovió la educación y la salud pública pero también persiguió a la oposición. Dejó el poder en 1956 luego de que estallaran protestas en su contra en Arequipa y tras llegar a un acuerdo secreto con el sucesor electo, Manuel Prado, para evitar investigaciones sobre la corrupción durante su gobierno.
El primer gobierno de Manuel Prado Ugarteche se caracterizó por la estabilización de precios de materias primas, la protección a la industria nacional y el enriquecimiento de exportadores agroindustriales. Aplicó el censo de 1940 que mostró que el Perú era multiétnico y de alfabetismo bajo. Apoyó a los aliados en la segunda guerra mundial y solucionó disputas limítrofes con Ecuador. Terminó su gobierno en 1945 luego de que José Luis Bustamante y Rivero ganara las elecciones.
El gobierno de Manuel Odría (1948-1956), conocido como el Ochenio, llegó al poder mediante un golpe de estado apoyado por la clase terrateniente agroexportadora. El régimen de Odría se caracterizó por un autoritarismo y represión de opositores, aunque también promovió obras públicas populistas e impulsó la inversión y exportaciones. Implementó políticas económicas liberales que priorizaron el libre mercado.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
Selecting Approaches to Enterprise Architecturesallybean
This presentation was given at EAC Europe (the premier European Enterprise Architecture conference) in 2010. It shows how some of the ideas of Systems and Complexity Science can be applied to produce a new way of thinking about EA that is accessible to all stakeholders and supports improved communication between people as well as machines
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
The document discusses how business architecture can help organizations successfully manage change and innovation. It provides a framework for integrating siloed change initiatives and coordinating them using multiple perspectives, including strategic intent, business capabilities, processes, and implementation considerations. These perspectives allow business architecture to balance internal and external pressures and provide a consistent view that guides coherent organizational change. The value of business architecture is that it serves as an organized approach for describing and analyzing an organization's business to support a variety of change purposes.
How to ensure implementation of the strategy?Jaime Barcenas
The document discusses barriers to effective strategy execution and principles for overcoming them. It states that less than 10% of strategies are executed effectively due to issues like lack of understanding among 95% of the workforce and only 25% of managers having incentives linked to the strategy. It then outlines 5 strategic principles for proper execution: 1) Executive leadership to eliminate formulation/execution differences, 2) Translating strategy into operational terms, 3) Aligning the organization, 4) Transforming strategy into a continuous process, 5) Linking processes from top to bottom. OBlisk strategic maps and meetings are presented as tools to facilitate strategic discussion, execution, follow up and cultural change.
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
Total Training Needs Analysis (TNA) July 2011360 BSI
This document provides information about an upcoming training course on conducting total training needs analyses. The course will be held from July 24-26, 2011 in Dubai, United Arab Emirates and will be led by Derek Stockley. The course aims to provide participants with the knowledge and skills to successfully analyze training needs at various organizational levels. It will cover establishing the key concepts of training needs analysis, the overall process, and factors for both success and failure. Participants will learn how to prepare for, adapt to changing needs during, and achieve good outcomes from training needs analysis projects.
Total Training Needs Analysis (TNA) 02 - 04 Oct 2011 Dubai UAE360 BSI
This document provides information about a 3-day training course on conducting total training needs analysis. The course will cover establishing the key concepts of training needs analysis, using the knowledge gained, and participating in practical training needs analysis exercises. Attendees will learn how to prepare for, implement, and adapt training needs analysis projects to improve individual and organizational performance. The training will be tailored to suit participants' needs and allow them to immediately apply the concepts and techniques.
This document discusses human resource development at Hindustan Aeronautics Limited (HAL), a major Indian aerospace company. It provides context about the characteristics of the aeronautical industry. It then summarizes HAL's history and describes its core business areas, financial performance, and human resources. The document outlines HAL's future programs and its vision, mission, and values. It discusses the organizational imperatives and HR challenges facing HAL. The rest of the document details HAL's approaches to continuous development, high performance leadership and teams, and creating a performance culture. It outlines the company's interventions for developing executives and workmen through training, assessments, and incentive schemes.
The document discusses Cisco's Centers of Expertise (COE) which focuses on establishing best practices for business leadership, change management, project management, and program management. The Business Leadership COE consists of experts who provide strong leadership, budget discipline, and ensure projects meet milestones and objectives. They work with other COEs to develop trust among stakeholders and align projects with business goals.
The document discusses the strategic process and focuses on innovation. It outlines five strategic initiatives - Ideation, Nature, Vision, Engagement/Tactical Plan, and Synthesis/Monitoring. Each initiative is associated with clarifying identity and purpose, aligning structure and culture, translating long-range intentions into goals and strategy, engaging the strategy through projects, and continuously monitoring alignment. It emphasizes the importance of innovation and successful implementation of strategies, citing studies that found less than 10% of strategies are successfully implemented.
Roundhouse Consulting Limited is a specialist organization development consultancy that works with organizations of all sizes and sectors to design effective operating models and structures, manage change, and develop talent and leadership. They take a collaborative approach and focus on building client capability. Their services include facilitating strategy alignment, designing operating models, and integrating people strategies into change projects for faster and more successful transformations.
This document provides information about a specialization program in competency mapping and benchmarking. The program is intended for experienced human resources professionals and will cover topics like competency analysis, organizational competency requirements, competency-based strategy development, and change management techniques for adoption of competency mapping. Attendees will learn Catalyst's framework for competency mapping and benchmarking implementation, explore case studies, and participate in interactive sessions focused on application of the concepts. The goal is to equip participants with the skills to execute competency mapping in their own organizations and enhance their professional growth.
The document discusses developing an integrated human capital strategy, including defining human capital, the relationship between people and business strategy, and the business case for an integrated human capital strategy. It provides an overview of key components of a human capital strategy framework, including recruiting, developing, and retaining talent through the use of competencies, metrics, processes and tools. The foundation of the framework involves creating a competency model to identify the key knowledge, skills, behaviors and abilities needed for roles.
The document describes an upcoming succession planning summit. The summit will take place from June 28-30 in Arlington, VA and will focus on developing effective succession plans. Over the course of two days, speakers will discuss how to create results-oriented succession plans, cultivate and retain employees, develop plans for varied workforces, and promote strong employer brands. Breakout sessions will cover topics like succession planning in difficult economies, incorporating employee feedback, common myths about succession planning, and using succession planning to create competitive organizations. Attendees can earn up to 15 CPE credits.
Similar to C:\data\2008 mark lane\caeap\marketing and branding\caeap brochure 2010 (20)
This document discusses using social networks and social capital to enhance enterprise architecture. It provides examples of how 238 engineering teams at Boeing collaborated over a computer network in real time. It outlines skills of an enterprise architect including communication, domain knowledge, and technology knowledge. Social software can help enterprise architects find expertise, capture experience, and collaborate. The document proposes that enterprise architects observe their organization's social network to identify needs and trends from how employees access and request enterprise data, and use this information to enhance the enterprise architecture roadmap, standards, systems development lifecycle, and other models and artifacts.
The document describes a professional development program for enterprise architects. The program aims to increase enterprise architecture capacity within government organizations by training existing employees rather than hiring external consultants. The program involves coaching by experienced EAs, learning on real work assignments, and developing individual training and growth plans. Initial results show the program is successful in developing self-supporting EAs and reducing reliance on external consultancy over time. Lessons learned include that candidates may lack some needed competencies but can develop more than expected, and that timeboxing assignments is important for focus. The program has led to increased motivation and performance among participants.
Ervin Reeves presented on the importance of architecting the enterprise architecture profession for the future. He asked who will still be practicing EA in 5-10 years, how the profession will satisfy increasing demand, and what impact architecting the profession will have on communities, customers, and the next generation of architects. Reeves suggested using architecture as a compass to provide an anchor while allowing freedom to evolve and meet future needs. He closed by thanking the audience.
EA Profession5 Year Roadmap outlines plans to develop the enterprise architecture profession over the next five years. It aims to establish standards and certifications for EA skills, provide career development paths for practitioners, and increase awareness of the value of EA among business leaders and technical teams. The roadmap was created by Mark Lane to guide the growth and maturity of the enterprise architecture field.
This document introduces the EA Doctrine Signing, which establishes principles and values for the EA practice and profession. It is meant to symbolize consistency and guide EA practitioners.
The document explains that the EA Doctrine Signing was developed by a core team over 6 months to reduce inconsistency in EA and strengthen the practice. It is not affiliated with any particular organization. Signing the doctrine is presented as an opportunity to unify and improve the sustainability of the EA profession.
The document concludes by inviting the audience to join in signing the EA Doctrine as a way to create a tipping point and collaborative for the emerging EA profession.
Mark Goetsch discusses accreditation as a process to verify that certifications, universities, and frameworks meet standards for disseminating and teaching enterprise architecture knowledge and skills. The process accredits how knowledge is gathered and shared, not the information itself. Accreditation ensures terminology is consistently taught and mapped, and that skills are challenged and applied to a practicum with consistent standards. It also aims to accredit professional practice skills like ethics. The accreditation process will develop an online registry of accredited architects and determine what additional information it should contain. Stakeholder involvement is needed to help shape and administer the accreditation process.
This document contains the agenda for the CAEAP2009 Summit event. The summit will take place at the Four Seasons Resort & Golf Club in Las Colinas, Texas. The agenda includes details of welcome remarks, keynote speakers, presentations on enterprise architecture topics, group activities, awards ceremony, and meals. Presentation topics will include the EA doctrine, EA professional roadmap, and professional accreditation. There will also be lightning round sessions with multiple presenters, sponsored social events, and a dinner. The document provides logistical details to help attendees plan and prepare for the various activities during the summit.
Managing organizational culture and change is an important aspect of enterprise architecture program management. Cultural assumptions and business rules shape how work gets done in an organization and can help or hinder change efforts. Enterprise architects should seek to understand the formal and informal cultural rules of an organization and model them as part of their work. This will help identify potential cultural barriers to change and inform strategies for effective communication and decision support.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
C:\data\2008 mark lane\caeap\marketing and branding\caeap brochure 2010
1. ENTERPRISE ARCHITECTURE
A STRATEGIC DIFFERENTIATOR
Contact Information:
Mark Lane, President
Director@caeap.org
2. MANAGING THE ENTERPRISE | A CEO’S DAUNTING TASK EA | IN ACTION
Through professional experience,
Defining a strategy and setting it in motion can be one of the most defining
personal observation, and
moments of a leader. Whether you sit comfortably as the industry leader or you judgment, EA advises on
investments, opportunities, and
find yourself in a competitive chase, an investment decision or implementation risks:
gone wrong can derail even the most cohesive strategy. Managing the
ORGANIZATIONAL CONTEXT
complexities of the enterprise can be quite daunting for CEOs. Impacting the formal structure,
work management practices,
human resource policies,
What happens when my strategies are not clear and leadership, and culture
enduring?
CORPORATE VISION
Where are we going and how do I make sure we get Mapping and alignment with the
mission, objectives, goals, tactics,
there in an operational and fiscally responsible way?
and strategies
What happens when my operating model is not flexible
VALUE CHAINS
enough to enable work to get done across the Strengthening alliances,
organization? capabilities, services, and
processes by determining the
What happens when my leaders are not equipped with return on technology investments.
the necessary tools, training, and technologies to help
PLAN
them be successful?
Rationalizing roadmap
investments with respect to
What happens when my operating structure is not capabilities, resources, and
aligned with both strategy and business model? competencies
M ARKETPLACE
Recognizing internal and external
competitive forces that determine
the product/service offerings and
SOLUTION: their relationship
Leverage enterprise architecture as a strategic differentiator and enabler
LANGUAGE
of stable transformation. Defining the glossary,
taxonomies, concepts, patterns,
and references used to frame the
organization
3. DIFFERENTIATOR | ENTERPRISE ARCHITECTURE EA | CAPABILITIES
Enterprise architecture (EA) enables the design and implementation of the
BUSINESS ALIGNMENT
structures that link an organization’s strategy with its execution. This vital link Enables alignment with
business strategic intent.
captures the organizational strategy as blueprints that include enough guidance
and detail for the various parts of the organization to execute while facilitating TECHNOLOGY VISION
Clearly defines & communicates
collaboration and innovation. Enterprise Architects use specialized practices to strategic direction for technology
determine where the company is today, scenarios for where it will be tomorrow,
TRANSFORMATION
and they provide roadmaps that lead from one stage in the journey to the next: Ensures technology lifecycle is
managed according to future
state architecture
Long -Term: Where are we going? ARCHITECTURE GOVERNANCE
Actively facilitates and governs
The Enterprise Architect (as a strategist) provides long term stability to ensure change for the enterprise
strategies are clear:
Creating the operating model and transformation plans RISK MANAGEMENT
Developing strategic technology plan Defines, communicates and
mitigates technology and
Near-Term: How will we make sure we stay on track? architecture risks in a timely
manner
The Enterprise Architect (as a tactician) facilitates near-term efficiency by
INVESTMENT OVERSIGHT
ensuring the operating model is flexible:
Capitalizes opportunities to
Increasing executive awareness of technical and operational issues
maximize value of asset
Managing technical risk associated with new and updated technology portfolio through innovation and
Determining measures for performance and responsiveness rationalization
Continuum: How do we get there in the most efficient and effective manner - ARCHITECTURE M ANAGEMENT
without damage? Establishes, sustains,
communicates and actively
The Enterprise Architect, (fully empowered) manages the architecture and pursues EA concerns to achieve
governance through operational excellence and risk mitigation its objectives
Structuring governance, at the enterprise level
Ensuring that technical solutions align with fiduciary responsibilities INTEGRATION
Uses standardized interfaces,
interoperation, information and
connectivity practices
4. EA | INFRASTRUCTURE
EMPOWER | YOUR ENTERPRISE ARCHITECTS
Code of Ethics
The Code is widely respected and
How do Enterprise Architects lead a strategy of improving business adopted; the profession has
mechanisms to discipline violators.
results?
Professional Development
Answer: By formalizing the enterprise's architecture, driving structural Recognized career paths for
Enterprise Architects exist;
innovations, and overseeing investments in change! The Enterprise Architect nationally recognized education and
training guidelines and curricula are
serves as a point of differentiation and contributes to your executive team by in place.
ensuring that the organization and the operation strategies are clear and in Accreditation
Consistent certification in enterprise
alignment; assuring that the operating model is flexible enough for work to be architecture; nationally recognized
certification standards provide
done across the organization. consistency in certification of
Enterprise Architects.
Body of Knowledge
An acknowledged body of
professional knowledge exists, and
is widely used; the body of
knowledge is regularly reviewed
and updated.
Industry Governance
Effective governance frameworks
are established across the industry.
Professional Education
Curricula exist and reflect best
practices; nationally accepted
model curricula exist; model
curricula are regularly reviewed and
revised.
Skills Development
Skills development mechanisms are
in place and widely used (such as
apprenticeships or architect-in-
training programs).
Branding
A sustained professional
institutional branding program
exists; the branding program
translates into positive public and
employer perceptions.
Public Outreach
The professional institution provides
day-to-day communication with the
general public.
5. EA | DUTIES
ENTERPRISE ARCHITECTS | AT WORK FOR YOU
STRATEGIC
Describes vision, principles, desired
outcome, & roadmap for developing,
documenting, maintaining, and using
Enterprise Architects are in the best position Organizations that use Enterprise the enterprise architecture
to understand the impact of technological Architects reduce the risk of lost revenue
ENTERPRISE MODELS
change from a cultural, process, and business and lost productivity when they make new Produces models and other artifacts
viewpoint. investments or add new vendors. to describe / represent the enterprise
and its components
ENTERPRISE ALIGNMENT
The simple hierarchical structures that
Develops transition and sequencing
defined the last 50 years of business have plans based on the as-is and to-be
architectures
given way to a mixture of complex
horizontal and vertical structures, in PERFORMANCE MEASURES
Establishes and executes a
today's competitive market. Organizations performance management / metrics
are constantly being challenged as they try program to measure its success
to integrate these structures with the ENTERPRISE GOVERNANCE
added complexities of communication and Inform processes and structures
implemented to direct, manage, and
infrastructure to execute strategy. monitor the enterprise’s activities in
pursuit of its objectives
An Enterprise Architect visualizes these
impacts over time, and helps the organization Knowing how to address the intersection of FIDUCIARY PARTICIPATION
Performs architecture analyses to
retain its competitiveness in the industry. these concerns requires specialized identify cost-benefits, performance
knowledge and experience that cannot be issues & technology risk
From opportunities to investments, from learned from working in line positions. INFLUENCE
exploration to integration, the Enterprise Influences, and is influenced by, the
enterprise’s business and investment
Architect has unique training, acumen, and To not have an Enterprise Architect at the planning processes
experience to guide a company through its table is to risk ruin or losing competitive
LEADERSHIP
next evolutionary steps. positioning. Senior executives support, promote,
and apply EA as a method to
manage the business and the
changes in that business
LEARNING
Embraces continuous learning and
knowledge acquisition
6. CAEAP | PROGRAMS
The Center for the Advancement of the Enterprise Architecture Profession ENTERPRISE ARCHITECTURE
PROFESSIONAL PRACTICE GUIDE
(CAEAP), as an advocacy body, works to establish the trust between the
(EA-PPG):
profession of enterprise architecture and the public it serves. It is an obligation Serves as the leading business
document for Enterprise Architects
and duty for CAEAP to build this trust through a standardized contract and set
of expectations for enterprise architecture.
MENTORING FOR THE ENTERPRISE
ARCHITECTURE PROFESSIONAL
(MEAP):
The trust is enabled through oaths, principles, engagement practices, and An international EA coaching and
mentoring service that connects
methods for determining consistency of the profession. For this to be a contract practitioners with expert advisors
dedicated to helping practitioners form
with the public there cannot be barriers to entry for participation. Membership and grow their practices
fees, technical qualifications, or organizational membership cannot bar anyone
from volunteering their time to advocacy. Furthermore, there can be no hidden LEADERSHIP IN THE ENTERPRISE
ARCHITECTURE PROFESSION
or profit-driven agendas as these would serve to interfere with and potentially (LEAP):
sever any well-earned covenant of trust. A leading-edge development
opportunity designed for executives
challenged with optimizing the
performance and success of their
organization
CAEAP…
EA ACCREDITATION PROGRAM
Promotes the professional status of Enterprise Architects (EAAP):
Provide excellence in the enterprise
architecture profession by setting
Works to ensure the legitimacy of the profession by distinguishing it standards for EA education, training
from other professions and certifications
ENTERPRISE ARCHITECTURE
Represents the public face of the profession REGISTRY PROGRAM
(EARP):
Is charged with maintaining a consistent view towards the public, the A registry that provides recognition to
an individual or an EA team that has
enterprises we provide value to, and the members met the basic requirements for a
of our own profession. profession
7. EA PROFESSION | PRINCIPLES
Serve Society Today
Enterprises, governments, and
individuals have immediate and
pressing need for the duties and advice
CAEAP is the leading advocacy group for of the EA Profession.
the enterprise architecture profession,
working on behalf of the many Adapt for Tomorrow
professionals on a global scale. Society's needs are diverse and
continually evolving; the EA Profession
responds to, reflects, and anticipates
Our goal is to guide the industry to a self- these changes in tomorrows' needs.
governed status of maturity by 2015 -
moving from organized, to qualified, to Establish and Uphold Ethical and
self-governed which includes a measured Professional Standards
Integrity is the bedrock on which trust
level of maturity in three very distinct and respect are built; the integrity of
broad areas: the EA Profession is measured by the
soundness of its professional practices.
Standards of practice
Architect for adaptability. Develop an Empirical Body of
Enterprise Architects design structures that help Knowledge
Professional learning A recognized, empirically derived body
organizations embrace change. They bridge
of knowledge forms the basis for EA
the strategic, operational, and technical aspects
Industry governance practices, and ensures that members
of embracing and exploiting change. of the profession have a common
understanding of these practices.
GOALS: Architect for sustainable value. Demonstrate Self-Regulation
Enterprise Architects create holistic enterprise Professional autonomy is earned
Clarify in the public eye as to what a architectures that enable the enterprise to through the strict enforcement of
deliver sustainable value to both the enterprise ethical and professional standards;
professional Enterprise Architect establishment of accreditation models,
and the public. They recognize responsibility to certification requirements, and
contributes multiple stakeholders and seek balance among professional registries; and through
potentially conflicting demands. clear and compelling leadership.
Ensure the public’s trust in EA as a Require Impartiality
Advance the EA Profession. Bias in judgment or action, whether for
profession Enterprise Architects recognize that advancing monetary, political or personal gain
only a limited personal agenda while ignoring a destroys integrity and trust; therefore it
cannot be tolerated by the EA
Assure the public they’re dealing with broader professional scope ultimately limits his Profession.
or her potential for growth and contribution.
competent EA professionals Promote Fair and Open Competition
Above all, act with integrity and discretion. Respect for the Profession, mutual
respect amongst practitioners of the
Sustainability of the profession Enterprise Architects know that trust is the Profession, and respect for the
foundation of his or her success. Integrity and principles of freedom and equality
Brand recognition for the profession discretion are hallmarks of a trust relationship. necessitate reward on the basis of
merit earned through honest effort and
Together, they are the basis for EA Practice. delivered value.
Support professional autonomy
8. Consider joining CAEAP. When you
become a member of the CAEAP
leadership team, you not only have
access to talented industry peers, who
share your values, and commitment to
corporate excellence but you become
part of the solution.
CAEAP was founded in December of
2008 by Mark Lane and Mark
Goetsch. As of the first quarter of
Contact us at:
2010, CAEAP has over 1,500
Director@caeap.org
members comprised of Enterprise
Architects, Chief Enterprise Architects,
and business executives across four
continents.
As a member of CAEAP, you will be recognized and acknowledged by
colleagues and professional leaders with whom you work.
Serving as a member can be a tremendous learning opportunity - assuming a
leadership role requires one to develop a broader scope.
The best way to “give back to the profession” is to author articles and
presentations, or to join one of the association’s existing work streams to
exchange ideas, expertise, and best practices.
At CAEAP, you will have access to peers with similar professional backgrounds
and resources, such as our peer-reviewed journal, books, conferences, and
seminars.
Of course, all of the above can help advance your career – sharing knowledge,
accelerated learning about EA, greater visibility, networking and relationships.