What doesn't kill you makes you stronger. In the past decades, hundreds of organizations, including government sectors, small companies, and large MNCs, have attempted to make change to themselves. Some succeeded, but many failed. In this presentation we discuss the nature and process of organizational change. We use text book models and explain them with real cases. The presentation end with the case that Starbucks return to its root, adapted from Robbins' "Organizational Behavior 15ed."
introduction to change management, what is change,categories of change, why change,organizational change,reaction of change,lewins theory, philosphy of change.
What doesn't kill you makes you stronger. In the past decades, hundreds of organizations, including government sectors, small companies, and large MNCs, have attempted to make change to themselves. Some succeeded, but many failed. In this presentation we discuss the nature and process of organizational change. We use text book models and explain them with real cases. The presentation end with the case that Starbucks return to its root, adapted from Robbins' "Organizational Behavior 15ed."
introduction to change management, what is change,categories of change, why change,organizational change,reaction of change,lewins theory, philosphy of change.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Economic turmoil. Credit freeze. Housing crisis. It seems every financial woe has hit business at once, leaving us in a frenzy, and not knowing what to expect next. How do we deal with all this change?
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
These time-honored tools and techniques can help companies transform quickly. And watch the video “How to Lead Change Management": http://youtu.be/PQ0doKfhecQ.
A handsome yet relevant presentation formatted for large screen display. Note I invested in custom graphics and purchased all photos. If you reuse any of the slides please give credit. Download for the best experience. Contact me with any questions...I don't mind helping.
Delivering is not enough: Becoming Skilled in Organizational Change and Trans...Elisabeth Bucci
To download this presentation, please visit this link: http://www.projissima.ca/free-stuff/
Have you ever delivered your project (i.e., an application) on time, on budget and to the requirements agreed to in writing only to learn that, two years later, the project deliverable is shelved because no one used it? Are you annoyed by stakeholders trying to change your project while you are in delivery mode? Projects bring about change in organizations - in structure, processes, tools and, inevitably, behaviour. Our project deliverables must enable business outcomes, and business outcomes can only be realized with organizational change. This interactive session will examine basic organizational change management theory and provide project managers with a basic toolkit that will enable participants to move from delivering deliverables to changing and transforming organizations.
Change Management for Competitive Advantage - Managing People Group PresentationFahad Ramzan
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
ECONOMIC PERSPECTIVES
ECON200W - CRN 11297 Western Oregon University
Professor Fred Oerther November 19, 2014
address all email to: [email protected]
ASSIGNMENT PROMPT FOR
SECOND MAIN STUDY REPORT
Please follow the directions to the prompt questions. Creative thinking is encouraged as long as you are thoroughly covering the core questions. Use your understanding of economic thinking and economic behavior. This paper should be approximately a 10 page typed work. My personal preference is for 1.15-paced lines in a 12-font, with 1-inch margins. Use appropriate citation of outside sources as necessary, gathered in a bibliography at the end of the report, but these can be broadly referential, since this is a work of exposition, not a research paper as such. This report is due in my office (210 West House) or via email, no later than 7 AM December 4, 2014. Please do not turn anything in to the MOODLE site. No late work will be accepted. Thank you.
Enjoy!
THE ECONOMICS OF LIFE
Directions: Write an informative essay in response to the following prompt question: What part does economic thinking play in life? While you may utilize some direct reference to your own personal life, your work must also speak in general terms. Besides the answer to the broad abstract question above, please also provide a focused answer to at least two of the more specific prompts provided below:
1. To what extent can the economic perspective be applied when deciding between (1) your needs and desires regarding family and (2) the socially-imposed requirements and demands of building a successful career and/or business?
2. How will you reconcile your own personal dreams, hopes, and preferences with those of the others in your family unit (your spouse and your children)?
3. How does economic thinking apply to the “social contract” of the family unit, or can “economics” be disregarded when it comes to decisions inside the family?
4. How important is money in the successful accomplishment of your life goals?
5. How important is it to take an economically rational view in regards towards thinking about and planning towards the future?
6. How does economic thinking apply to considerations of living and working in the city/urban environment versus the country/rural environment? Explain how economics applies to questions surrounding whether to stay near where you originally grew up as opposed to moving far away and/or to moving to a culture that is very different to the one you were raised in.
7. Use economic thinking to describe your efforts to build elements of your human capital, e.g. the attainments of educational credentials, workplace skills and experiences, and social and cultural knowledge. How are these important?
8. Describe the applicability of economic thinking to decisions regarding romance, courtship, and marriage. Does economic thinking come into play in c ...
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Economic turmoil. Credit freeze. Housing crisis. It seems every financial woe has hit business at once, leaving us in a frenzy, and not knowing what to expect next. How do we deal with all this change?
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
These time-honored tools and techniques can help companies transform quickly. And watch the video “How to Lead Change Management": http://youtu.be/PQ0doKfhecQ.
A handsome yet relevant presentation formatted for large screen display. Note I invested in custom graphics and purchased all photos. If you reuse any of the slides please give credit. Download for the best experience. Contact me with any questions...I don't mind helping.
Delivering is not enough: Becoming Skilled in Organizational Change and Trans...Elisabeth Bucci
To download this presentation, please visit this link: http://www.projissima.ca/free-stuff/
Have you ever delivered your project (i.e., an application) on time, on budget and to the requirements agreed to in writing only to learn that, two years later, the project deliverable is shelved because no one used it? Are you annoyed by stakeholders trying to change your project while you are in delivery mode? Projects bring about change in organizations - in structure, processes, tools and, inevitably, behaviour. Our project deliverables must enable business outcomes, and business outcomes can only be realized with organizational change. This interactive session will examine basic organizational change management theory and provide project managers with a basic toolkit that will enable participants to move from delivering deliverables to changing and transforming organizations.
Change Management for Competitive Advantage - Managing People Group PresentationFahad Ramzan
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
ECONOMIC PERSPECTIVES
ECON200W - CRN 11297 Western Oregon University
Professor Fred Oerther November 19, 2014
address all email to: [email protected]
ASSIGNMENT PROMPT FOR
SECOND MAIN STUDY REPORT
Please follow the directions to the prompt questions. Creative thinking is encouraged as long as you are thoroughly covering the core questions. Use your understanding of economic thinking and economic behavior. This paper should be approximately a 10 page typed work. My personal preference is for 1.15-paced lines in a 12-font, with 1-inch margins. Use appropriate citation of outside sources as necessary, gathered in a bibliography at the end of the report, but these can be broadly referential, since this is a work of exposition, not a research paper as such. This report is due in my office (210 West House) or via email, no later than 7 AM December 4, 2014. Please do not turn anything in to the MOODLE site. No late work will be accepted. Thank you.
Enjoy!
THE ECONOMICS OF LIFE
Directions: Write an informative essay in response to the following prompt question: What part does economic thinking play in life? While you may utilize some direct reference to your own personal life, your work must also speak in general terms. Besides the answer to the broad abstract question above, please also provide a focused answer to at least two of the more specific prompts provided below:
1. To what extent can the economic perspective be applied when deciding between (1) your needs and desires regarding family and (2) the socially-imposed requirements and demands of building a successful career and/or business?
2. How will you reconcile your own personal dreams, hopes, and preferences with those of the others in your family unit (your spouse and your children)?
3. How does economic thinking apply to the “social contract” of the family unit, or can “economics” be disregarded when it comes to decisions inside the family?
4. How important is money in the successful accomplishment of your life goals?
5. How important is it to take an economically rational view in regards towards thinking about and planning towards the future?
6. How does economic thinking apply to considerations of living and working in the city/urban environment versus the country/rural environment? Explain how economics applies to questions surrounding whether to stay near where you originally grew up as opposed to moving far away and/or to moving to a culture that is very different to the one you were raised in.
7. Use economic thinking to describe your efforts to build elements of your human capital, e.g. the attainments of educational credentials, workplace skills and experiences, and social and cultural knowledge. How are these important?
8. Describe the applicability of economic thinking to decisions regarding romance, courtship, and marriage. Does economic thinking come into play in c ...
A Comparison of Five popular Models for Managing Business Changejehovah
Organizational change management (OCM) is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. That is easier said than done.
Nevertheless, there are many management consultants, clinical psychologists and social scientists who have carried out extensive research on the dynamics of change and proposed models and frameworks to understand the same.
We present here a comparison of five popular models. By no means is this list complete. The complexity and unpredictability of human behavior will ensure that the field of change management will continuously produce more frameworks to study and more models to adopt.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
How to do Change Management for mandatory changeProsci ANZ
Many change projects are mandatory - compliance, regulatory, systems and restructures to name a few. These “No Choice Changes” present special challenges for change practitioners. How can we engage stakeholders when they have no real say in the decision to make the change or the solution? How can we build buy in when there is little What’s in it for Me?
Join our next Change Community of Practice Webinar to tap into the wisdom of our consulting team and share your experiences and lessons learned:
- The challenges of mandatory change
- Snapshot of Prosci Best Practices research findings
- Top 5 tips for effective Change Management
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
1. CHANGING HOW WE CHANGE
Keys to business transformation success
Carlos de Castro
Amsterdam - March 3rd
20162nd AnnualGlobal Process Improvement & Opex Summit
2. KEYS TO BUSINESS
TRANSFORMATION SUCCESS
2nd Annual Global Process Improvement & OpexSummit 2
• The objective of any
transformation process is to
obtain sustainable results.
There are many tools and
models proposing ways to
implement a business
transformation.
• But many implementation
programs ignore the importance
of creating a learning and
adaptative organization that
defines the ambition,
recognizes the challenge,
understands the current
situation and the gap to the
target, and moves forward with
clearly defined tasks.
• We must understand what
problem is there to be solved.
Otherwise we will end up with a
“solution in search of a
problem”.
• We want to get everybody
engaged but people will not
have time to spend with “fuzzy
ideas”.
3. NOT A NEW TOPIC
2nd Annual Global Process Improvement & OpexSummit 3
• What motivates workers for
change? Researchers have
asked this question for years.
Some pioneering work began in
the 1920s with Elton Mayo and
Fritz Roethlisberger.
• Both have conducted a study at
the Hawthorne plant of the
Western Electric Co. on the
socio-psychological aspects of
behaviour in organizations.
• They were originally looking into
the relationship between work
efficiency and environmental
conditions, such as lighting,
temperature, and humidity for
assembling electronic
components.
• In five years of analysis, Mayo
and Roethlisberger realized that
human factors played a much
larger role in motivation and
productivity.
• Implementing changes in break
times, pay system, and type of
supervision, they found changes
in work output.
• For the first time serious studies
were conducted about the
motivating factors for changes
in attitudes, impact of the peer
group, and effects of other
social forces, as well
supervisory style.
• It was the beginning of the
human relations management,
as well as the development of
motivational tools.
4. NOT A NEW TOPIC
2nd Annual Global Process Improvement & OpexSummit 4
• In 1964 Juran wrote his
“Managerial Breakthrough” where
he explains differences between
“control” and “breakthrough”
phases.
• He dedicated one entire chapter to
the risk of focussing solely on the
technical aspects of change.
• Juran wrote: “In dealing with
cultural patterns we are at our
worst, hampered as we are by our
limited knowledge and by our own
emotional involvement”.
5. ARE WE MISSING THE POINT?
2nd Annual Global Process Improvement & OpexSummit 5
• As Juran wrote in 1964, we
failed in implementing change
mostly not due to the resistance
but due to the lack of skills on
how to manage it properly.
• We watched improvement
initiatives leaving a trail of
unintended negative
consequences and rarely
resulting in lasting
improvement. From Quality
Circles to Just-in-Time, from
TQM to Business Process Re-
engineering, including Six
Sigma and Lean; these are well
intentioned initiatives that in
many companies have not
delivered on their promised
benefits.
• The Shingo Institute had
analyzed change programs over
the last 25 years and realized
that the problem has nothing to
do with the concepts but with
the programmatic, tool oriented
deployment of them.
6. CHALLENGE #1
HAVE A CLEAR MANAGEMENT
PHILOSOPHY
2nd Annual Global Process Improvement & OpexSummit 6
• A management philosophy is a
set of principles to guide
someone’s actions and
decisions in an organization.
• It also helps defining a process
on how to make decisions and
prioritizing in a consistent way.
• Andreas Kramvis gives an
example of a car that has
broken down. You are the owner
and calls the mechanic to get it
fixed. When the mechanic
arrives, he knows exactly where
to look for causes of the
problem and what tests to make
before giving a diagnostic.
• He didn’t design the car but
knows what fits where and how
it all fits together as a system to
make the car work. Even if cars
are different, he understands
the principles utilized to design
them.
• During a transformation
process, the leader has to play
all these roles: the owner driving
everyday’s actions, the
mechanic getting the
organization fixed, and the
designer rebuilding the
organization.
• A clear challenge for the leader
is to have the understanding of
how things work and a set of
principles to guide the actions
and decisions through the
transformation.
7. CHALLENGE #2
PLAN THE ‘HARD’ AND ‘SOFT’
ASPECTS
2nd Annual Global Process Improvement & OpexSummit 7
• Building a transformation plan
requires more than preparing a
normal plan. Additionally to the
annual sales, operational and
financial plan, a plan for a
transformation has to include
the build-up of new skills and
competences, closing of current
gaps, definitions of where to
invest and where to disinvest,
and programs to reinforce the
expected improvement culture.
• Leaders need as well to
understand and take personal
responsibility for creating and
managing a culture of
continuous improvement. This is
not something that can be
delegated to others.
• To stay coherent, every
business, management and
work system should be aligned
to the management philosophy
adopted. When systems are
properly aligned with principles,
they strategically influence
people’s behavior toward the
ideal.
• When people understand for
themselves, the “why this?” and
“why now?”, they become
empowered to take personal
initiative. It will also make it
easier to deal with “grief” that is
a natural emotion in all types of
change, both personal and
organizational.
8. “I’ve heard the boss changed his mind …
He wants to be cremated instead!”
CHALLENGE #3
CREATE A SHARED MINDSET
2nd Annual Global Process Improvement & OpexSummit 8
• How to build into every
employee in the organization a
commitment to the same
principles and how to align
individual behaviors in such a
way to be able to permanently
shape the culture of the
organization?
• Dialog encourages and fosters
commitment, which helps
controlling the levels of anxiety
and fear inside the company.
• On the other hand an empty
communication without actions
kills the trust. Defining high
expectations for performance
and stretching the individuals
make the messages credible.
• In general people react
positively when understanding
the change process as inspired
by principles and driven by
values.
• Finally it is crucial to show
constancy of purpose and
consistency.
9. CHALLENGE #3
CREATE A SHARED MINDSET
2nd Annual Global Process Improvement & OpexSummit 9
• Another aspect of creating a
shared mindset is what Kotter
calls “creating a powerful
guiding coalition”. Even the
most powerful CEO would not
be able alone to develop the
right vision, disseminate it, lead
pilot projects, change
behaviours and transform the
culture.
• You might try to force some
simple changes but how to force
practices such as a good yearly
review meeting between leader
and employee? It requires
alignment from the leadership
team.
• Specially in large corporations
the team has to have the right
position power, the right
expertise and high credibility.
Creating such a coalition
requires selection and
formation.
• Not everyone is prepared to
lead through change times. But
e leader can use all resources
available to communicate,
explain, motivate jointly
activities and use those
moments to disseminate a
vision.
• It goes much beyond the “team
building exercises” organized by
companies. Gathering top
managers for 3 days and
making them jump and play is
not enough to create a shared
mindset and the trust that the
changes will benefit everyone.
10. CHALLENGE #4
BUILD ATTITUDES &
COMPETENCES
2nd Annual Global Process Improvement & OpexSummit 10
• A pike, a carnivorous fish, was
placed in an aquarium together
with a group of small fishes but
separated by a glass wall.
• The pike made several attacks
against the wall trying to reach
the fishes but always hitting
strong against the glass.
• Eventually the pike stopped,
understanding the effort was
pointless. As the wall was
removed by the scientists, the
small fishes started swimming
all over the aquarium.
• The pike didn’t move and ended
up dead by starvation, not being
able to change a behaviour
pattern learned after the
unsuccessful attemps to eat.
• Professor B.J. Fogg from the
Persuasive Lab at Stanford
University developed a
Behaviour Model showing
that three elements must
converge at the same
moment for a behaviour to
occur: Motivation, Ability,
and Trigger. When a behaviour
does not occur, at least one of
those three elements is
missing.
• Fogg also explains that a better
path to change is making the
target behavior easier to do – a
succession of easy steps
practiced regularly and
methodically, like learning a
musical instrument or a martial
art.
11. CHALLENGE #5
CREATE AN OPERATING
MECHANISM
2nd Annual Global Process Improvement & OpexSummit 11
• The function of an operating
mechanism “is to run your
business and enable decisions
to be made in an effective
manner” (A.Kramvis).
• Differentiating “transformation
processes” from “standard
business processes” leads to
alienation. Very quickly change
initiatives become generic and
disconnected from reality. On
contrary having an operating
mechanism that drives cultural
change is the most powerful
way to train new behaviours, put
in practice the management
philosophy and create a
learning organization.
• Such mechanism needs to
serve the needs of the business
and should be structured
according to the organizational
level and the severity of
decisions to be made.
• In a production unit you might
run it daily, at the top of the
corporate it can be monthly. It is
important thet people don’t see
it as “a meeting” because the
concept of meeting is very
damaged. Staying in conference
rooms, sitting in comfortable
chairs and watching
presentations is not an
operating mechanism, it is a
waste.
• A mechanism based on “The 6
Reals” is the best way to
effectively structure the time of
the people and promote a
learning culture.
12. CHALLENGE #6
FOCUS ON REALITY, NOT
IMAGINATION
2nd Annual Global Process Improvement & OpexSummit 12
• When we conduct brainstorms
opportunities, problems or
reasons for change in any type
of organization the results listed
by the participants tend to
repeat the same general topics.
• If we stay at this level of “fuzzy
problems”, the probability we
can define any effective
program or initiative is very low.
• Success of a change comes
from making appropriate
choices that address real needs
and can be executed with
limited resources.
• People tend to generalize with
low understanding of the
situation or lack of clues.
• This is commonly visible in long
brainstorms or mapping
sessions where the participants
don’t have the vision of the
reality of facts.
•
•
Copyright: Novelis Inc.
13. CHALLENGE #6
FOCUS ON REALITY, NOT
IMAGINATION
2nd Annual Global Process Improvement & OpexSummit 13
• An operating mechanism should
help the leaders to drive the
expected cultural change.
• The only way to stay grounded
and avoid imagination is to “go
and see” problems at their
source.
• Being as near as possible to the
source of problems and
opportunities seems to be the
best way to keep the focus.
• “The 6 Reals” provide a good
structure to the discussions,
decisions and actions:
1. real place
2. real time
3. real actors
4. real parts
5. real differences between good
and bad situation
6. real data as detailed as
possible
Copyright: Novelis Inc.
14. KEYS TO BUSINESS
TRANSFORMATION SUCCESS
2nd Annual Global Process Improvement & OpexSummit 14
• A transformation is never totally complete.
The complexity of the challenges and
effort needed is determined by the “clock
speed” of each industry. You need to
determine when the sustainability of
results, profitability and growth achieve
the expected levels to balance the efforts
put on further changes.
• Success is what makes leaders enjoy the
fruit of their efforts and moves them to
work harder to maintain the changes.
• It is responsibility of the powerholders in
the organization to sustain the achieved
culture and values faithfully.
15. 15
Leading Change
ISBN: 9780875847474
Author: J. P. Kotter
TheLeadership Mystique: auser's manual for thehuman
enterprise
ISBN: 9780273656203
Author: ManfredF. R. Kets deVries
Reinventing Giants: How ChineseGlobal Competitor Haier
Has Changed theWay Big Companies Transform
ISBN: 9781118602232
Authors: Bill Fischer; Umberto Lago; Fang Liu
Transforming theCorporation
ISBN: 9780615515281
Author: Andreas C. Kramvis
Perfect QRQC (Quick ResponseQuality Control)
ISBN: 9782840017103
Author: Hakim Aoudia and Quintin Testa
A Behavior Model for PersuasiveDesign
Author: B.J. Fogg
www.bjfogg.com
Toyota Kata: Managing People for Improvement,
Adaptiveness and Superior Results
ISBN: 9780071635233
Author: MikeRother
Managerial Breakthrough: A New Concept of the
Manager's Job
ISBN: 9780070331723
Author: J.M. Juran
ShingoModel™
ShingoInstitute, UtahStateUniversity
Managerial Breakthrough: A New Concept of the
Manager's Job
ISBN: 9780070331723
Author: J.M. Juran
2nd Annual Global Process Improvement & OpexSummit
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