This document provides information from a change management consulting group. It discusses how constant changes in the socioeconomic environment are causing uncertainty and stress for organizations and individuals. This leads to decreased productivity and performance. The consulting group proposes a "TTFCTC" (Training to Face Crisis and Changes) program to help clients identify stress factors, analyze their causes, and develop action plans to reduce risks and strengthen performances by managing changes effectively. The program involves workshops, communication, and training to help organizations and workers optimize their ability to respond to changes and protect performances during difficult times.
Corporate LifeCycles Ltd provides services to help organizations transform and improve profitability through strategic planning, organizational alignment, and change management. They work closely with clients as consultants and coaches. Their methodology involves assessing the organization's lifecycle stage and challenges, developing strategies and structures to address issues, and creating accountability and reward systems to ensure successful implementation of changes. They typically help growing companies focus their efforts and overcome growing pains, and assist aging organizations with rejuvenation.
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
This document discusses how organizations can transform disruptions into competitive advantage through business agility. It advocates developing agile capabilities like cross-functional teams, continuous learning and feedback loops, adaptive funding models, and the ability to quickly start, stop, or pivot initiatives based on validating business value hypotheses. Organizing around value streams, developing a learning culture, and building trust at scale are identified as important elements of building business agility and resilience to cope with disruptions.
Strategic employee recognition programs can boost morale and productivity during an economic recession while also realizing cost savings. Such programs acknowledge employee contributions and efforts, allay rumors through executive messaging, and deliver savings versus cash incentives which can reduce motivation. Recognition helps build resilience during difficult times and is even more important than cash rewards.
This document discusses reasons for IT project failures and resistance to change. It provides strategies for implementing change successfully, including gaining executive support, communicating goals and benefits, managing resistance through education and participation, and continuously adapting processes to culture over time. Key approaches emphasized include training, communication, and adapting ITIL frameworks pragmatically to individual organizational needs and cultures.
The document discusses the importance of non-cash recognition programs in motivating a global workforce. It addresses common questions about recognition programs, such as whether they should be cash-based and how non-cash programs impact productivity and the bottom line. The document advocates that non-cash rewards are more memorable and motivating than cash. It also stresses the importance of offering locally relevant and personally meaningful rewards to appeal to diverse global employees.
This two-day masterclass focuses on employee engagement, benefits, and crisis management. It will showcase how looking beyond traditional employee benefits like wages to factors such as communication, quality of life, and corporate social responsibility can boost engagement. The masterclass aims to help attendees understand how benefits empower employees while also preventing crises, and will provide strategies to communicate benefits effectively and enhance quality of life. It seeks to move beyond seeing benefits and wages as the only solution to employee unrest, toward more innovative crisis management approaches.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Managing Paradox".
This document discusses competency mapping and management. It begins with a reference to Shakespeare's famous line "To be, or not to be" from Hamlet, and adapts it to discuss "the competency dilemma" of whether to develop skills through ad hoc learning or take decisive action to build competency. It then provides an overview of THINQ and PeopleView software solutions for competency-based learning and performance management. The document discusses best practices in areas like competency mapping, goal management, performance evaluation, and talent management. It presents an integrated approach using both systems to map jobs and skills, assess competencies, create learning plans, and track performance.
Corporate LifeCycles Ltd provides services to help organizations transform and improve profitability through strategic planning, organizational alignment, and change management. They work closely with clients as consultants and coaches. Their methodology involves assessing the organization's lifecycle stage and challenges, developing strategies and structures to address issues, and creating accountability and reward systems to ensure successful implementation of changes. They typically help growing companies focus their efforts and overcome growing pains, and assist aging organizations with rejuvenation.
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
This document discusses how organizations can transform disruptions into competitive advantage through business agility. It advocates developing agile capabilities like cross-functional teams, continuous learning and feedback loops, adaptive funding models, and the ability to quickly start, stop, or pivot initiatives based on validating business value hypotheses. Organizing around value streams, developing a learning culture, and building trust at scale are identified as important elements of building business agility and resilience to cope with disruptions.
Strategic employee recognition programs can boost morale and productivity during an economic recession while also realizing cost savings. Such programs acknowledge employee contributions and efforts, allay rumors through executive messaging, and deliver savings versus cash incentives which can reduce motivation. Recognition helps build resilience during difficult times and is even more important than cash rewards.
This document discusses reasons for IT project failures and resistance to change. It provides strategies for implementing change successfully, including gaining executive support, communicating goals and benefits, managing resistance through education and participation, and continuously adapting processes to culture over time. Key approaches emphasized include training, communication, and adapting ITIL frameworks pragmatically to individual organizational needs and cultures.
The document discusses the importance of non-cash recognition programs in motivating a global workforce. It addresses common questions about recognition programs, such as whether they should be cash-based and how non-cash programs impact productivity and the bottom line. The document advocates that non-cash rewards are more memorable and motivating than cash. It also stresses the importance of offering locally relevant and personally meaningful rewards to appeal to diverse global employees.
This two-day masterclass focuses on employee engagement, benefits, and crisis management. It will showcase how looking beyond traditional employee benefits like wages to factors such as communication, quality of life, and corporate social responsibility can boost engagement. The masterclass aims to help attendees understand how benefits empower employees while also preventing crises, and will provide strategies to communicate benefits effectively and enhance quality of life. It seeks to move beyond seeing benefits and wages as the only solution to employee unrest, toward more innovative crisis management approaches.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Managing Paradox".
This document discusses competency mapping and management. It begins with a reference to Shakespeare's famous line "To be, or not to be" from Hamlet, and adapts it to discuss "the competency dilemma" of whether to develop skills through ad hoc learning or take decisive action to build competency. It then provides an overview of THINQ and PeopleView software solutions for competency-based learning and performance management. The document discusses best practices in areas like competency mapping, goal management, performance evaluation, and talent management. It presents an integrated approach using both systems to map jobs and skills, assess competencies, create learning plans, and track performance.
The document provides guidance on succession planning for an association's executive leadership. It recommends having policies and procedures in place for both planned and unplanned departures, including interim replacements and search processes. Key items to prepare include an up-to-date job description for the executive role, a succession planning book with contact details, and budgets for temporary staffing and executive searches. Being prepared allows the board to transition leadership confidently and minimize disruption to the organization.
This is a simple straight forward presentation explaining the ways in which a 'Best Practice' Frame work can be launched in a public sector oil and energy companies.
This document is an issue of the PricewaterhouseCoopers publication "View" from winter 2008. It contains articles on topics related to business such as achieving business agility, maximizing talent, health care reform, and an interview with futurist Andrew Zolli. The editorial introduces the new format and approach of View to keep up with changes in business. It also emphasizes the publication's focus on issues that concern business executives as they navigate forces of change.
A crisis can tear an organization down without any plan to combat its effects. Therefore, businesses and companies first and foremost create a crisis management plan that can tackle any nature of crisis; be it a natural disaster or a technical failure. Besides learning how to manage a crisis, the framework of the plan also tests the overall strength and strategic ability of the organization to respond. Equipping a team within the organization with specific crisis management skills will result in a faster and more efficient way to handle a real-time crisis as well as a smooth transition towards recovery.
The document discusses the changing role of human resource management (HRM) in modern organizations. It states that HRM must now focus on organizational outcomes like strategy execution, administrative efficiency, employee representation, and continuous transformation. Globalization, profitability through growth, technology, intellectual capital, and constant change are creating new challenges that require organizations to develop new capabilities. HRM has an opportunity to help organizations meet these challenges by becoming a strategic partner, optimizing work processes, championing employees, and enabling organizational agility and learning. The role of HRM is shifting from traditional activities like staffing to developing an organization's talent and culture to achieve competitive advantage.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
The document discusses how leading organizations are driving performance through employee engagement despite lacking resources during economic downturns. It finds that highly engaged employees are 2.5 times more productive than peers, but engagement alone is not enough - employees must also feel enabled to perform at their best. Top organizations achieve high performance by cultivating a strong employer brand, carefully linking rewards to business goals, and developing inspiring leaders who create an environment where people feel motivated and empowered.
Seven triggers that can slow accelerated business growth are identified: 1) existing staff may not have the skills needed for higher growth levels, 2) failing to hire quickly enough to meet increasing demand, 3) lacking the proper systems, 4) running out of funds due to cash flow issues, 5) being unable to keep up with demand, 6) overleveraging the business, and 7) the business owner's inability to grow with the business. Dean Crutchfield Associates provides growth consulting services to help ambitious companies seize opportunities, increase sales, and win new business through customized programs.
DCA 75% of M&As fail or add no value. Here are 10 steps that make them work.Odem Global, Inc.
75% of M&As fail or add no value. This discussion guide is based on extensive research and looks at the hurdles, how to avoid them and a check list to assure a successful approach.
The document provides an overview of Thomas International, a company that provides people assessment tools to help businesses transform and improve employee performance. It discusses Thomas International's mission, global presence, consultants, users, assessments completed, and the types of companies it works with. The document also summarizes Thomas International's assessment tools and services and provides testimonials from clients about the impact of Thomas International's offerings.
Ambiguity.Dilemma.Conflicts - The powerful force blocking growth of the orga...Shridhar Lolla
Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
And the truth is that business innovation happen and decisive competitive edge is created when real problems are solved. Most companies are now asking where is that exact problem solving which has the potential to make big business impact.
Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...Gebhard Borck
The document discusses the need for organizations to transition from a traditional "command and control" management model designed for efficiency in the industrial age to a new model designed for complexity in today's dynamic knowledge economy. It outlines some of the pitfalls of the traditional hierarchical, centralized model and argues that organizations now need adaptive, decentralized networks and relative, dynamic processes rather than fixed annual planning and budgeting to remain competitive. The document uses examples like Handelsbanken bank to illustrate how radically decentralized models with a focus on customers, autonomy and performance can be very successful.
International Group Work for Sustainable DevelopmentKatherine Haxton
This document discusses an international group work activity between students at Keele University in the UK and Nanjing XiaoZhuang University in China. The goal was for students taking the same sustainable chemistry module to collaborate in international groups. There were challenges with communication and cultural differences, but many students found it interesting to converse with peers on the other side of the world. The time difference made synchronous communication difficult. Overall engagement was fairly high, though some students felt dependent on their Chinese peers responding to emails. The experience rewarded engaged, organized students but was harsher on those who procrastinated or disliked social activities.
Ahmed Mostafa Osman Fergany is seeking a challenging position as a Project Manager with over 14 years of experience managing multi-million dollar projects across various industries. He has extensive experience in engineering, project management, design, and construction supervision of projects such as airports, buildings, hotels, hospitals, and infrastructure. Fergany is proficient in project planning, budgeting, scheduling, and ensuring projects are delivered on time and within budget. He is skilled in Microsoft Office, AutoCAD, structural design software, and contract and risk management.
Cisco announced the end-of-sale and end-of-life dates for the Cisco 7200 Series Routers. The last day to order the routers was September 29, 2012. Customers with active service contracts will continue to receive support from Cisco until the termination date of their contract. The document provides tables with milestones and dates outlining the end-of-life schedule and support for the Cisco 7200 Series Routers.
Geothermie djibouti Feasibility Studies with the Aim of Developing Bilateral ...Parti Djibouti
The document discusses feasibility studies conducted for geothermal power generation projects in the Great Rift Valley region, specifically in Djibouti, Ethiopia, and Rwanda. It analyzes the geothermal resource potential, proposed project designs, estimated emission reductions, financial analyses, and challenges with existing CDM methodologies in these countries. Key findings include a 50MW project in Djibouti could reduce 236,000 tons of CO2 annually, a 75MW project in Ethiopia could reduce 185,000 tons, and a 75MW project in Rwanda could reduce 376,000 tons. Methodologies for bilateral offset credits are also proposed.
This document describes the development of a contactless power line monitoring unit (PLMU). The PLMU aims to non-invasively measure characteristics of electrical transmission lines in real-time such as voltage, current, frequency and power factor. It utilizes an energy harvesting coil to extract power from the magnetic field of the transmission line in order to power onboard sensors and wireless transmission capabilities. The document outlines the design of the harvesting coil, power regulation circuitry and testing conducted. It aims to develop a self-sufficient PLMU prototype capable of collecting transmission line data and transmitting it wirelessly in a cost-effective and safe manner to optimize power grid monitoring and performance.
Energy-efficient technology investments using a decision support system frame...Emilio L. Cano
This document presents an integrated framework for decision support systems using R. It describes using R and related packages to represent stochastic energy optimization problems, generate input files for solvers, analyze results, and produce reproducible reports. Stochastic models are developed and solved within this framework. The framework allows statistical analysis, graphical output, model equations, solver inputs/outputs, and comprehensive reports to be combined for modeling, analysis, and stakeholder communication.
beck-technology.com - 5D macro BIM project profiles using DProfiler. These projects illustrate the power of integrating 3D (visual modeling), 4D (scheduling) and 5D (cost estimating) in real time. Featuring DProfiler used in governments, healthcare, education and private development building projects.
The document provides guidance on succession planning for an association's executive leadership. It recommends having policies and procedures in place for both planned and unplanned departures, including interim replacements and search processes. Key items to prepare include an up-to-date job description for the executive role, a succession planning book with contact details, and budgets for temporary staffing and executive searches. Being prepared allows the board to transition leadership confidently and minimize disruption to the organization.
This is a simple straight forward presentation explaining the ways in which a 'Best Practice' Frame work can be launched in a public sector oil and energy companies.
This document is an issue of the PricewaterhouseCoopers publication "View" from winter 2008. It contains articles on topics related to business such as achieving business agility, maximizing talent, health care reform, and an interview with futurist Andrew Zolli. The editorial introduces the new format and approach of View to keep up with changes in business. It also emphasizes the publication's focus on issues that concern business executives as they navigate forces of change.
A crisis can tear an organization down without any plan to combat its effects. Therefore, businesses and companies first and foremost create a crisis management plan that can tackle any nature of crisis; be it a natural disaster or a technical failure. Besides learning how to manage a crisis, the framework of the plan also tests the overall strength and strategic ability of the organization to respond. Equipping a team within the organization with specific crisis management skills will result in a faster and more efficient way to handle a real-time crisis as well as a smooth transition towards recovery.
The document discusses the changing role of human resource management (HRM) in modern organizations. It states that HRM must now focus on organizational outcomes like strategy execution, administrative efficiency, employee representation, and continuous transformation. Globalization, profitability through growth, technology, intellectual capital, and constant change are creating new challenges that require organizations to develop new capabilities. HRM has an opportunity to help organizations meet these challenges by becoming a strategic partner, optimizing work processes, championing employees, and enabling organizational agility and learning. The role of HRM is shifting from traditional activities like staffing to developing an organization's talent and culture to achieve competitive advantage.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
The document discusses how leading organizations are driving performance through employee engagement despite lacking resources during economic downturns. It finds that highly engaged employees are 2.5 times more productive than peers, but engagement alone is not enough - employees must also feel enabled to perform at their best. Top organizations achieve high performance by cultivating a strong employer brand, carefully linking rewards to business goals, and developing inspiring leaders who create an environment where people feel motivated and empowered.
Seven triggers that can slow accelerated business growth are identified: 1) existing staff may not have the skills needed for higher growth levels, 2) failing to hire quickly enough to meet increasing demand, 3) lacking the proper systems, 4) running out of funds due to cash flow issues, 5) being unable to keep up with demand, 6) overleveraging the business, and 7) the business owner's inability to grow with the business. Dean Crutchfield Associates provides growth consulting services to help ambitious companies seize opportunities, increase sales, and win new business through customized programs.
DCA 75% of M&As fail or add no value. Here are 10 steps that make them work.Odem Global, Inc.
75% of M&As fail or add no value. This discussion guide is based on extensive research and looks at the hurdles, how to avoid them and a check list to assure a successful approach.
The document provides an overview of Thomas International, a company that provides people assessment tools to help businesses transform and improve employee performance. It discusses Thomas International's mission, global presence, consultants, users, assessments completed, and the types of companies it works with. The document also summarizes Thomas International's assessment tools and services and provides testimonials from clients about the impact of Thomas International's offerings.
Ambiguity.Dilemma.Conflicts - The powerful force blocking growth of the orga...Shridhar Lolla
Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
And the truth is that business innovation happen and decisive competitive edge is created when real problems are solved. Most companies are now asking where is that exact problem solving which has the potential to make big business impact.
Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...Gebhard Borck
The document discusses the need for organizations to transition from a traditional "command and control" management model designed for efficiency in the industrial age to a new model designed for complexity in today's dynamic knowledge economy. It outlines some of the pitfalls of the traditional hierarchical, centralized model and argues that organizations now need adaptive, decentralized networks and relative, dynamic processes rather than fixed annual planning and budgeting to remain competitive. The document uses examples like Handelsbanken bank to illustrate how radically decentralized models with a focus on customers, autonomy and performance can be very successful.
International Group Work for Sustainable DevelopmentKatherine Haxton
This document discusses an international group work activity between students at Keele University in the UK and Nanjing XiaoZhuang University in China. The goal was for students taking the same sustainable chemistry module to collaborate in international groups. There were challenges with communication and cultural differences, but many students found it interesting to converse with peers on the other side of the world. The time difference made synchronous communication difficult. Overall engagement was fairly high, though some students felt dependent on their Chinese peers responding to emails. The experience rewarded engaged, organized students but was harsher on those who procrastinated or disliked social activities.
Ahmed Mostafa Osman Fergany is seeking a challenging position as a Project Manager with over 14 years of experience managing multi-million dollar projects across various industries. He has extensive experience in engineering, project management, design, and construction supervision of projects such as airports, buildings, hotels, hospitals, and infrastructure. Fergany is proficient in project planning, budgeting, scheduling, and ensuring projects are delivered on time and within budget. He is skilled in Microsoft Office, AutoCAD, structural design software, and contract and risk management.
Cisco announced the end-of-sale and end-of-life dates for the Cisco 7200 Series Routers. The last day to order the routers was September 29, 2012. Customers with active service contracts will continue to receive support from Cisco until the termination date of their contract. The document provides tables with milestones and dates outlining the end-of-life schedule and support for the Cisco 7200 Series Routers.
Geothermie djibouti Feasibility Studies with the Aim of Developing Bilateral ...Parti Djibouti
The document discusses feasibility studies conducted for geothermal power generation projects in the Great Rift Valley region, specifically in Djibouti, Ethiopia, and Rwanda. It analyzes the geothermal resource potential, proposed project designs, estimated emission reductions, financial analyses, and challenges with existing CDM methodologies in these countries. Key findings include a 50MW project in Djibouti could reduce 236,000 tons of CO2 annually, a 75MW project in Ethiopia could reduce 185,000 tons, and a 75MW project in Rwanda could reduce 376,000 tons. Methodologies for bilateral offset credits are also proposed.
This document describes the development of a contactless power line monitoring unit (PLMU). The PLMU aims to non-invasively measure characteristics of electrical transmission lines in real-time such as voltage, current, frequency and power factor. It utilizes an energy harvesting coil to extract power from the magnetic field of the transmission line in order to power onboard sensors and wireless transmission capabilities. The document outlines the design of the harvesting coil, power regulation circuitry and testing conducted. It aims to develop a self-sufficient PLMU prototype capable of collecting transmission line data and transmitting it wirelessly in a cost-effective and safe manner to optimize power grid monitoring and performance.
Energy-efficient technology investments using a decision support system frame...Emilio L. Cano
This document presents an integrated framework for decision support systems using R. It describes using R and related packages to represent stochastic energy optimization problems, generate input files for solvers, analyze results, and produce reproducible reports. Stochastic models are developed and solved within this framework. The framework allows statistical analysis, graphical output, model equations, solver inputs/outputs, and comprehensive reports to be combined for modeling, analysis, and stakeholder communication.
beck-technology.com - 5D macro BIM project profiles using DProfiler. These projects illustrate the power of integrating 3D (visual modeling), 4D (scheduling) and 5D (cost estimating) in real time. Featuring DProfiler used in governments, healthcare, education and private development building projects.
The document summarizes an open forum held at Daystar University to discuss proposed revisions to the Bachelor of Arts degree in Music. Professor Jean Kidula, a renowned music scholar, expressed support for the revisions and emphasized the importance of formal musical education. She said the proposed curriculum has been designed to meet international standards while resonating with the Kenyan context. Students discussed opportunities for networking and encouraged forming student groups for learning experiences. The forum overall emphasized that studying music provides skills beyond being a performer and opens up career paths such as musicology, production and more.
Lindy Giadresco has over 15 years of experience in team building, strategic planning, sales, training, and organizational development. She has worked at Novartis Pharmaceuticals as a senior key account manager and regional trainer, developing relationships with major accounts and identifying training needs. Prior to that, she was a clinical trial coordinator at Royal Adelaide and Queen Elizabeth Hospitals, coordinating brain MRI studies of chronic fatigue syndrome. She is now looking for a new opportunity that offers support and appreciation of its people.
Social network analysis (SNA) uses relationships and influence within social networks to predict customer churn in the telecom industry. SNA can improve existing predictive models of churn by over 10 times by incorporating social parameters. It can also identify influential customers within a network who are most likely to reduce churn if targeted in marketing campaigns. Implementing SNA involves constructing the social network from call data, calculating centrality metrics, and analyzing the data to predict churn and improve retention strategies and marketing.
This document summarizes the findings of a study on social media use among 160 high-revenue companies in 8 Latin American countries. The study found that about half of the companies used at least one social media platform, less than companies globally. Facebook and Twitter were most common. While fewer Latin American companies had accounts, those with accounts were very active. The document provides recommendations for companies to more fully engage with stakeholders through social media.
- The document criticizes politicians for causing problems and delays in Zimbabwe. Politicians enjoy the status quo and create confusion to thrive while normal citizens suffer.
- It argues that technocrats rather than politicians should run the country. Technocrats would make faster progress on important issues rather than endless talking. The country's resources could be transparently managed for the benefit of all rather than a select few.
- The document concludes by calling for a Government of National Hope run by clean, qualified technocrats rather than partisan politicians and allies who have mismanaged the country. This could help realize Zimbabwe's potential and improve living standards.
INGENIUM SOLAR. STRATEGIC CONSULTING & ADVANCED ENGINEERING FOR SOLAR PHOTOV...Gonzalo Navarro
Ingenium Solar provides strategic consulting, advanced engineering, and project management services for solar photovoltaic plants. They have over 15 years of experience in designing and building multi-MW solar plants. Their services include feasibility studies, plant design optimization through hourly and minute simulations, construction cost forecasting, and project management. Ingenium Solar differentiates itself through its extensive experience and use of flexible simulation tools to optimize plant performance and profitability.
Leverage Modern Technology to Build Fuel Efficient AircraftsHCL Technologies
This paper illustrates the importance of adopting the Laser Beam Welding (LBW) process in aircraft manufacturing which will enable the manufacture of aircrafts of reduced weight. The use of this technology leads to a much higher degree of cost savings in the aircraft industry.
Companies cannot afford any form of waste in
their businesses. Trimming the fat won’t help in
many cases. It’s not enough. Some businesses
will have to reorganize or reinvent themselves to
survive. Contact CGN for more information on this service offering.
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
This document discusses factors that improve productivity. It identifies five main elements: managerial and financial controls, Lean processes and operations, labor productivity and cost controls, asset productivity, and continual improvement. Other factors that can impact productivity include scale, markets, external factors, accurate information, process measurements, team structure, departmental methods, motivation, terms and conditions of work, materials utilization, and total procurement costs beyond price alone. Lean thinking emphasizes reducing waste and matching outputs to customer demands to boost productivity.
To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration.
Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com
Turn Crisis Into Advantage By Effective Crisis ManagementRahat Kazmi
A "Must Watch" slide and you will learn how to not only control your crisis but change into your Advantage. Currently everyone is suffering from Financial Meltdown and I have given some tips to deal with situation.
COVID-19 Industry Focus: How to stop your ship from sinking in the pandemic s...Darryl Judd
How you can modify any business to improve whilst trying to survive a world with Covid-19?
Latest #Insights from our COVID-19 Industry Focus Series - available now.
This week's topic looks at #Operational #Excellence and emerging from Covid-19 a stronger more resilient business.
Craig Marton was interviewed about his experience leading turnarounds at several companies, including Hedstrom Corporation from 1999-2004. He discussed integrating organizational upgrade, leadership integrity, and transitioning from a people-driven to process-driven model. At Hedstrom, he found no clear expectations, feedback, or processes. By communicating expectations, reengineering processes like product launches, and treating people with dignity, he grew revenues from $100M to $150M and profit from a loss to $14.9M within 3 years. The most important leadership lesson is to treat everyone with dignity, trust, and respect.
Business Rio Tinto Group Uk And Human Resource PracticesAmy Moore
Rio Tinto Group is a multinational enterprise (MNE) that must consider various country cultures in its human resource practices. Cultural differences can impact motivation and performance. Rio Tinto responds by embracing workplace diversity and aligning local cultures with business objectives through local partnerships and programs. For example, the Rio Tinto Aboriginal Foundation aims to strengthen indigenous communities and promote diversity. While individualistic cultures may be easier to motivate through performance-based rewards, more community-based cultures require different motivational strategies due to nepotism and preference for rewarding family/friends.
This document discusses key account management and the role of the sales manager. It provides background on key account management, definitions, and what makes a successful key account manager. It also covers implementing a key account management strategy and the challenges involved. Leadership behaviors and essential skills for key account managers are discussed.
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
Responding to the Impact of #Covid19 Pandemic & Economic Crisis and Beyond - ...Richard Platt
So this Economic Crisis caused by the #Covid19 pandemic has hit us all pretty hard, so I thought you might want to get a leg up and over this whole thing and leverage your own and your organization's talents and abilities to make that Innovation Pivot, that everyone is going to need to do, and done quickly, otherwise it's not good for you and your company. This #Covid19 has been a big reset, but more than that, it's a #StrategicInflectionPoint, which basically means that everyone's profitability and competitive advantage got smashed, and you all are going to have to do something about that...and the one way we know, that will work, is to #innovate your way out of this economic downturn, because at the end of the day, no company or individual is going to survive this impact without Innovating their way out of the situation. So we suggest you have a read and let us know what you think, and if you need help let us know, we do know how to deal with this, learn how to #systematically innovate and get you going once again and back to being profitable and competitive individuals and firms.
COVID-19: Redefining The Role of Leadership in Your OrganizationMarianne Harness
Leadership during COVID-19 is challenging situation. Read this blog to find out how you can maneuver through the crisis safely and emerge as resilient.
מצגת באנגלית הסוקרת את מאפייני הסביבה הכלכלית החדשה ואת ההשפעות שלהם על הנהלות ארגונים. מאת: פרופ'' יעקב קדם - ראש החוג להנדסת תעשייה וניהול בשנקר. המצגת הוצגה בועידה השנייה ל''ניהול רזה'' בסיאטל, ספטמבר 2002
Managing Your Brand And Corporate Reputation During Hard TimesMarc-Olivier Arnold
This document discusses managing corporate reputation and brand during an economic downturn. It provides 6 points on communications strategies during a recession: 1) assess threats and strengths, 2) continue communicating, 3) have leaders be visible, 4) focus on staff, 5) leverage key influencers, and 6) prioritize creativity. The document was created by Hill & Knowlton China to offer communications services and help companies navigate hard times.
In November 2009 Lander Associates held a Leadership Symposium which comprised of fourteen business professionals with a range of backgrounds: recruitment; HR; finance; academia and consultancy who met to exchange views on the challenges and opportunities posed by a new decade – and to share ideas on how to successfully manage those challenges and opportunities.
Lander Associates has produced a white paper detailing the challenges leaders face and looking forward to 2010 and beyond.
As a result of this symposium we developed a brand new suite of leadership courses which focus on the real skills needed by front line managers/team leaders post recession. We then partnered with Chartered Management Institute (CMI) to become an Approved Centre. This means we can now offer the only recruitment specific, international leadership qualification. Visit www.landerleadership.com to find out more.
Fundamental Cost Reduction - ManufacturshipMichael McLean
This document discusses the need for fundamental cost reduction in businesses. It notes that while cost reduction was a priority in the past, many companies now believe there is no more fat to cut. However, the business environment continues to change rapidly with factors like a rising Australian dollar, increasing costs, and competitive pressures. This makes dramatic cost reduction an imperative once again. The document argues there is still potential for 30% more cost reduction through new, innovative approaches that look beyond traditional areas and focus on the entire enterprise. It explores challenges with current cost reduction approaches and potential new strategies around people, processes and spending.
This document discusses how to navigate uncertainty and complexity by turning risks into opportunities. It argues that successful leaders and organizations see opportunities where others see uncertainty and complexity. They have an entrepreneurial risk appetite, confidence, and refined decision-making abilities. To achieve this, having a network of trusted advisors is critical for making better, faster decisions. The document provides examples of how to identify opportunities within risks and disruptions, and stresses the importance of adapting to thrive in changing environments.
CPA Congress Sydney 2015 - Day Two Wrap Up CPA Australia
Michael Blythe explored the economic opportunities and pressure points for Australia and other economies over the next five years. All forecasters expect continued Australian economic growth, though below average. Unemployment is peaking at just over 6%. The rise of middle income consumers in Asia is expected to reach 1.25 billion by 2020 and demand more goods and services. There is debate that potential GDP growth rates may be lower than the assumed 3.25%, which would mean less spare capacity and less need for policy stimulus.
The document discusses lean management approaches that can help financial institutions scale lean transformations across their entire enterprises. It outlines three key assumptions about how institutions can derive the greatest value from lean. First, comprehensive lean transformations can yield improvements in productivity as well as other areas like speed, quality, customer loyalty and growth. Second, superficial tool-focused approaches are not enough; lean must be ingrained in management practices and culture. Third, sustaining changes requires winning over both frontline staff and senior leaders to fully embed the new way of working. The document features interviews with executives who discuss how their institutions expanded lean initiatives throughout complex, global organizations.
Joseph Trompette has over 12 years of experience in human resources and behavioral analysis. He has expertise in people management from teams of 7 to 150 employees across multiple cultures, including Africa, Asia, Russia, Ukraine, and Luxembourg. Trompette founded three consulting companies focused on HR and has experience developing tools and methodologies for training, stress management, and HR optimization. Additionally, he has worked as an HR manager and project manager for several large companies, overseeing recruitment, staffing, performance management, and talent development. Trompette also has experience providing HR advisory and coaching services to various organizations.
Joseph Trompette is a Belgian consultant specializing in change management, human resources, and information and communications technology (ICT) governance. He has over 15 years of experience managing projects for clients in industries such as retail, banking, mining, and services. Trompette holds degrees in human sciences and computer science, as well as certifications in behavioral analysis, project management methodologies, and the Myers-Briggs Type Indicator personality assessment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
1. Change Management Consulting Group 1
We’ll helpWe’ll help
you facingyou facing
crisiscrisis
effects ?effects ?
ChangeChange
ManagementManagement
ConsultingConsulting
GroupGroup
« Nothing is permanent,« Nothing is permanent,
except Change »except Change » Heraclitus, 500bCHeraclitus, 500bC
2. Change Management Consulting Group 2
Change Management & ConsultingChange Management & Consulting
WARNING
As our new socio & economical reality will be in a
more & more constant unstability, this
presentation merge intentionaly colors, styles,
images & drawsimages & draws,… as a 1er
training facing new
paradigm,…
““It's not the strongest that survive, nor the mostIt's not the strongest that survive, nor the most
intelligent, but the ones most responsive to change !" intelligent, but the ones most responsive to change !"
Charles Darwin
7. 7
Change Management & ConsultingChange Management & Consulting
Why ?Why ?
What ?
How ?
Who ?
Change Management Consulting Group
8. 8
Change Management & ConsultingChange Management & Consulting
Current economical climate & financial crisis seems
to be threats and risks for anybody, increasing
organisations frailty and individual warning;
Unemployment, strikes, lack of revenues, stopping
activities, & closing Cy,…
All elements related to this situation put
everybody -& organisations- under an
unbearable & permanent STRESS !
Change Management Consulting Group
9. 9
Change Management & ConsultingChange Management & Consulting
Workers are afraid so much facing reorganizations &
restructurations , merges or relocations, than compete with
cheaper workers,…
Workers are also afraid facing any changes, which could represent
menaces for their jobs and revenues, &/or « habits »,…
These permament distresses are due to these new paradigm and
« Changes » which are growing-up in our (always more) profits
civilisation;
Unfortunately, these waves of changes are unavoidable, and will
be more and more frequent, strongest, & unpredictable,… Also, we
have to face & learn how to manage them !
Change Management Consulting Group
10. 10
Change Management & ConsultingChange Management & Consulting
STRESS & FEARS effects would impact individual
productivity on any level;
On a 1er
step, individual anxiety will only impact individual
performances;
On a 2nd
step, permanent stress will carry-on desease and
increase absenteeism,…
On the 3rd step, absenteeisme & demotivation will
threaten Cy competitivity;
Finaly, that’s all economy, which will be affected,
reducing business performances for any one’s,…
Change Management Consulting Group
11. 11
Change Management & ConsultingChange Management & Consulting
Mostly, FEARS are based on ignorance &/or a lack of
understanding of:
1. The economical mecanisms regarding the crisis;
2. Their Cy strategy &/or tactical actions regarding crisis;
3. Their own capacity to face changes & manage situation;
Also, to enhance Cy performances, it’s mandatory to
COMMUNICATE, teaching & training workers to Face Crisis &/or
Changes;
Knowleges will reduce fears, and increase individual creativity &
performances;
Change Management Consulting Group
12. 12
Change Management & ConsultingChange Management & Consulting
Why ?
WHAT ?WHAT ?
How ?
Who ?
Change Management Consulting Group
14. 14
CMC STRESS,STRESS,
Under Control Re-using EnergyUnder Control Re-using Energy
STRESS, means :
In Belgium, each year, = an average of : 9 millions « of
non-working days » ?!
In EEC, each years,
It’s more of 10 millions of sicknesses people due to stress;
In UK, it’s more than 60% of the total absenteeism ;
In USA, it means > 50% of abortions,
Also, in EEC, it’s :
1,24 billions € /year, Social security costs ;
2,48 billions €, of costs directly linked to the absenteeism ;
Change Management Consulting
Group
Change Management Consulting Group
15. 15
Change Management & ConsultingChange Management & Consulting
Why ?
What ?
How ?How ?
Who ?
Change Management Consulting Group
16. 16
Change Management & ConsultingChange Management & Consulting
Kick-off a T.T.F.C.T.T.F.C., training-
program, such as :
TrainingTraining
ToTo
FaceFace
CrisisCrisis
& Changes& Changes
Change Management Consulting Group
17. 17
CMC TTFCTTFC
2001,… 2008,… 2016, … 2020 ????
Y2KY2K
Financial crisisFinancial crisis
==
Social & EconomicalSocial & Economical
PressurePressure
€€
InvestmentsInvestments
HRexpertisesHRexpertises
OptimizationOptimization
Challenges :Challenges :
Business continuity
Clients satisfaction
Return on investment
Skills & needs fit
Evolving Technologies
…
Identify, recommend & implement management rulesIdentify, recommend & implement management rules
& training to enhance individuals& training to enhance individuals nornor corporatecorporate
performances, by reducing individual stress level.performances, by reducing individual stress level.
Identify, recommend & implement management rulesIdentify, recommend & implement management rules
& training to enhance individuals& training to enhance individuals nornor corporatecorporate
performances, by reducing individual stress level.performances, by reducing individual stress level.
Change Management Consulting Group
18. 18
Optimize :Optimize :
CommunicationCommunication
Collaboration intra-DptCollaboration intra-Dpt
Individual PerformancesIndividual Performances
Employees involvementEmployees involvement
Individual ContributionIndividual Contribution
Team spiritTeam spirit
……
CMC TTFCTTFC
Protect :Protect :
Company SpiritCompany Spirit
HR CapitalHR Capital
Corporate PerformancesCorporate Performances
Business ContinuityBusiness Continuity
Internal CommunicationInternal Communication
Clients SLAClients SLA
Jobs perennityJobs perennity
AA
LL
II
GG
MM
EE
NN
TT
Change Management Consulting Group
20. 20
CMC TTFCTTFC
II
MM
II
IdentifyIdentify
ChangesChanges &/or&/or
menaces,…menaces,…
EvaluateEvaluate
+ / _ %+ / _ % level of
risks ?
IdentifyIdentify
SolutionsSolutions
MissionMissionMissionMission
IdentifyIdentify
Action PlanAction Plan
ManageManage
Changes, to reduceChanges, to reduce
Risks !?Risks !?
InstallInstall
Protection PlanProtection Plan
ResultsResultsResultsResults
Change Management Consulting Group
21. 21
CMC TTFCTTFC
5 phases :
1. Introduction & Measurement :
Explain « feeling » & behaviour = possible effects on health;
Test, & individual « perceptions » values ;
Relativity of individuals perception;
1. Relativity & perception training:
What we see is not reality;
My reality is not « yours » ?
How to train my « instinct » ?
1. Inventory & exercices, through workshops accross the organization :
Do we have negative stress ? If YES, then:
Describe symptoms & effects on individual &/or organisation ;
Identify real/false possible causes,…
Change Management Consulting Group
22. 22
CMC TTFCTTFC
4 phases :
4. ANALYSIS causes through workshops :
Identify stressors: people ? Or Organisation ? Cy strategy ?
Dream to imagine solution:
a. Delete/kill ?
b. Avoid ?
c. Evacuate ?
5. Re-program attitudes:
Escape ?
Kill ?
Face & manage ?
6. Action Plan :
What ? Who ? When ? How ?
Planning;
Steering comittee;
Results measurement;
Change Management Consulting Group
23. 23
Clients’ requests
• Quality
• Delay
• Cost
Processes and Procedures
to satisfy the Clients’
requests
Clients’ Feed-back
3
Clients requirements
are met or surpassed
1 2
5
Company Culture,
Environment
& Organization
4
Finance
Budgets
Legislation
4
Technologies
4
Quick OverviewQuick Overview :
“ Identify all (f)actors generating stress »
Quick OverviewQuick Overview :
“ Identify all (f)actors generating stress »
CMC Quick Overview : Methodology
Change Management Consulting Group
24. 24
CMC HR- SUCREHR- SUCRE
MM
II
AA
DeliverablesDeliverables
Measurement
Stress Level, Vs productivity ;
Employees welfar Vs performances ;
Inventory
Stress factors, Outside Vs Inside;
Stress effects: Major, Minor, Medium;
Stess actors,..
Analysis
Possible actions: results Vs costs ;
Actor’s actions;
Reporting
Actions plan & recommandations;
Planning & Potential savings
RR
Change Management Consulting Group
25. 25
Change Management & ConsultingChange Management & Consulting
Why ?
What ?
How ?
WHO ?WHO ?
Change Management Consulting Group
29. 29
CMC – ...abroad
• in Western Europe: Netherlands, UK, France,
Luxemburg, & …Belgium !
• in Middle-East: Marocco + south Sahara, Tunisia,
…
• in Africa: RDC (Zaire),
• in Asia: Thaïlande,…
• in Eastern Europe: Russia, Ukraine,…
Change Management Consulting Group
30. 30
CMC HR - Offerings
Quick-Overview HR :
HR Strategy aligned on Business needs
HR abilities : a tactical approach
HR optimization
Tactical Business Plan alignment
Expertises ‘FIT’ & alignment
Employee’s careers & target (MBO)
Performances measurement
Changes management approach
Tools & methodology
Risks management
Activities Protection Plan
Change Management Consulting Group