The document discusses core values and ideology for companies. It states that core values are a handful of rules that remain constant over time and describe a company's culture and behavior. Core ideology combines core values with core purpose and envisioned future to set the company's vision. Examples of other companies' core values are provided, such as focusing on customer service and employees. The document also provides exercises and tips for developing, defining, communicating, and living by an organization's own core values.
Brand Promise Guarantee Rhythm University Slidesharejessicawishart
This document discusses how companies can develop an effective brand promise and guarantee. It recommends that companies identify their core customers and understand customers' needs. Companies should also determine what makes them unique and how they can convince customers to buy based on this uniqueness. An effective brand promise guarantee reduces risk for customers and forces companies to ensure they always deliver on their brand promise. Examples of brand promise guarantees from Graniterock and Intuit are provided. The document stresses that companies must communicate the guarantee throughout the organization and use it to help close deals.
The document discusses key performance indicators (KPIs), including how to develop them and use them effectively. It explains that KPIs measure the health of a company, while targets and critical numbers are goals and priorities used to drive KPIs. Leading indicators guide future performance, while results indicators report past outcomes. The document provides examples and a process for setting KPIs, tracking them, reviewing them, and avoiding common pitfalls like having too many or not using them properly.
The document discusses Big Hairy Audacious Goals (BHAGs), which are long-term visionary goals for an organization. It explains that a BHAG should stretch an organization, guide its decisions, and be connected to its "Hedgehog Concept" - the intersection of what it is deeply passionate about, what drives its economic engine, and what it can potentially be best in the world at. The document provides examples of BHAGs and guides readers through developing their own BHAG by first understanding their Hedgehog Concept and then crafting a goal that meets criteria like being exciting, compelling, and measurable.
The document outlines an annual planning meeting agenda for Rhythm Systems. The objectives are to review strategy, set annual goals and initiatives, and develop the execution plan for the next quarter. The agenda includes reviewing the previous year's results, discussing opportunities and threats, connecting strategy to execution by reviewing winning moves and 3-5 year plans, and then planning the next year and individual quarters through setting targets, initiatives, and milestones.
This document provides guidance on developing winning moves, which are strategic decisions and actions that enable doubling business revenue within 3-5 years. It outlines a 5-step process to advance winning moves: 1) name the move, 2) identify necessary resources, 3) develop revenue projections, 4) test assumptions, and 5) adjust as needed based on real-world data. Managers are encouraged to brainstorm moves, evaluate top ideas, and select 1-3 winning moves for revenue and 1-3 for profitability to include in their 3-5 year plan. Regular reevaluation helps avoid pitfalls like premature execution or an excessive focus on non-revenue moves.
The document outlines a process for generating winning moves to drive company growth over the next 3 years. It involves stating the objective, brainstorming ideas, rating and ranking ideas based on revenue impact and ability to execute, prioritizing the top 2-3 ideas, and executing on those ideas by establishing dashboards to track data and make adjustments. An example is given of how using this process allowed objective discussion of all ideas, rather than an idea being chosen just because it came from the CEO.
The document provides tips for optimizing product performance by analyzing timelines, customer needs, insights, and partnerships. It emphasizes backward planning to identify key activities and timelines needed to acquire and convert customers. Some questions to consider include identifying bottlenecks in the customer journey, competencies needed by human resources, customizing offerings for partnerships, and enabling customer advocacy. Tracking metrics at each stage is important to determine what content works for moving customers through the process.
Brand Promise Guarantee Rhythm University Slidesharejessicawishart
This document discusses how companies can develop an effective brand promise and guarantee. It recommends that companies identify their core customers and understand customers' needs. Companies should also determine what makes them unique and how they can convince customers to buy based on this uniqueness. An effective brand promise guarantee reduces risk for customers and forces companies to ensure they always deliver on their brand promise. Examples of brand promise guarantees from Graniterock and Intuit are provided. The document stresses that companies must communicate the guarantee throughout the organization and use it to help close deals.
The document discusses key performance indicators (KPIs), including how to develop them and use them effectively. It explains that KPIs measure the health of a company, while targets and critical numbers are goals and priorities used to drive KPIs. Leading indicators guide future performance, while results indicators report past outcomes. The document provides examples and a process for setting KPIs, tracking them, reviewing them, and avoiding common pitfalls like having too many or not using them properly.
The document discusses Big Hairy Audacious Goals (BHAGs), which are long-term visionary goals for an organization. It explains that a BHAG should stretch an organization, guide its decisions, and be connected to its "Hedgehog Concept" - the intersection of what it is deeply passionate about, what drives its economic engine, and what it can potentially be best in the world at. The document provides examples of BHAGs and guides readers through developing their own BHAG by first understanding their Hedgehog Concept and then crafting a goal that meets criteria like being exciting, compelling, and measurable.
The document outlines an annual planning meeting agenda for Rhythm Systems. The objectives are to review strategy, set annual goals and initiatives, and develop the execution plan for the next quarter. The agenda includes reviewing the previous year's results, discussing opportunities and threats, connecting strategy to execution by reviewing winning moves and 3-5 year plans, and then planning the next year and individual quarters through setting targets, initiatives, and milestones.
This document provides guidance on developing winning moves, which are strategic decisions and actions that enable doubling business revenue within 3-5 years. It outlines a 5-step process to advance winning moves: 1) name the move, 2) identify necessary resources, 3) develop revenue projections, 4) test assumptions, and 5) adjust as needed based on real-world data. Managers are encouraged to brainstorm moves, evaluate top ideas, and select 1-3 winning moves for revenue and 1-3 for profitability to include in their 3-5 year plan. Regular reevaluation helps avoid pitfalls like premature execution or an excessive focus on non-revenue moves.
The document outlines a process for generating winning moves to drive company growth over the next 3 years. It involves stating the objective, brainstorming ideas, rating and ranking ideas based on revenue impact and ability to execute, prioritizing the top 2-3 ideas, and executing on those ideas by establishing dashboards to track data and make adjustments. An example is given of how using this process allowed objective discussion of all ideas, rather than an idea being chosen just because it came from the CEO.
The document provides tips for optimizing product performance by analyzing timelines, customer needs, insights, and partnerships. It emphasizes backward planning to identify key activities and timelines needed to acquire and convert customers. Some questions to consider include identifying bottlenecks in the customer journey, competencies needed by human resources, customizing offerings for partnerships, and enabling customer advocacy. Tracking metrics at each stage is important to determine what content works for moving customers through the process.
The document discusses the importance of defining an organization's core purpose. It explains that a core purpose reflects an organization's passion and reason for existing, capturing its soul. It should help guide decisions and inspire employees. Examples are given of core purposes for 3M ("To solve problems innovatively") and Facebook ("To make the world more open and connected"). Readers are encouraged to work with their teams to define their own core purpose and bring it to life in various ways, such as using it for recruiting, training, and strategic planning.
At WyzAnt, our core values guide our decisions, and the way we interact with our students and tutors. We created and used this deck until the creation of our first Core Values video in 2015.
With the abundance of competition and new opportunities, It's easy for a startup to lose sight of what really matters. This is why we created 6 core company values. They serve as a reminder for why we're here and what we can become.
"Whatever the market conditions or current trends, these are the values that guide us. In work or play, private or public, this is who we are."
Core Values & Core Purpose - EO Costa Rica 2010David Hauser
Keynote presentation at 2010 EO Latin American/Caribbean Conference (EO One) in Costa Rica. What are core values all about, how do you discover them in your company and then integrate them into performance management and an amazing culture.
Here is a slide show about core values in recovery from Drug and Alcohol addiction. In order to maintain a successful recovery clients must think carefully about what do they value in their life and what actions must they take to ensure that these values are upheld?
When Culture Is Everything - A Brief Lesson from ZapposAgus Iskandar
Zappos is an online shoe and apparel retailer that generates over $1 billion in annual revenue. It is known for its unique company culture, which prioritizes delivering excellent customer service and embracing fun and creativity. The company's 10 core values, such as delivering "WOW" through service and building a positive team spirit, have helped make Zappos one of the best companies to work for and contributed to high customer loyalty and word-of-mouth marketing. Zappos' culture-focused business approach has led to significant financial success and inspired many other organizations.
The document outlines 10 core values for an organization: respect for individuals, passion for one's work, customer success through results, continuous improvement, taking calculated risks and learning from mistakes, paying employees based on performance, supporting each other, getting tasks completed through legal means, honest and transparent communication, and achieving measurable results.
This document discusses mapping organizational culture. It provides a framework for understanding an organization's stated values, acted values as demonstrated through behaviors and evidence, and the formal and informal levers that drive behaviors. The culture map is used to identify any gaps between stated and acted values. It also examines the assumptions underlying the values and whether they will actually help the organization succeed and be competitive. The document provides examples of applying this framework to identify issues like stating a passion for innovation but having processes that discourage risk-taking and new ideas.
This document outlines the core values of Gokart Labs, a company that grows businesses. It describes conducting a company-wide survey to identify shared values among employees, clients, and partners. The six core values that emerged are balance, high standards and taste, fearless exploration, purposeful innovation, pursuit of clarity, and ownership. The document invites people who resonate with these values to join the company's team.
Culture Feasts on Innovation: Here's What you Can Do About ItReuven Gorsht
You can have the best talent, best ideas, best processes, abundance of cash.
If your culture does not align, being successful with innovating starts looking as if it’s a matter of luck.
This document provides an overview of a workshop on designing organizational culture. It begins with welcoming participants and introducing the workshop agenda, which includes exercises for participants to look inside their own impact, assess their current culture, seek inspiration from other organizations, define their vision for culture, and design practices to achieve that vision. The workshop utilizes speed dating, ethnography, brainstorming, and other interactive exercises. It emphasizes principles like focusing on participants, making rather than telling, and inspiring creative confidence. The goal is for participants to leave with new understanding of culture and initial plans to shape the culture within their own organizations.
This presentation provides an overview of approaches to developing you vision and mission, as well as the critical nuances tied to company culture. It also features an insightful case example from Salsify.
Gamification of Employee Engagement & Company CultureD B
Based on a presentation made to a graduate class of students at Northeastern University. Describes how employee engagement evolved since the Taylorism era. Also explains the key role that Gamification can play within a company to increase employee engagement and improve the overall culture. Covers how to avoid the "Dark Side" of Gamification and the main problems associated with its growing popularity.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
The Tao of DT: Running A Business on CultureTelepathy
A month ago, we asked ourselves a very specific question: "Can we run our business solely by our culture?"
Our answer: A very enthusiastic, "Yes!"
Since we started as a two-friend company, Digital Telepathy has always been known for our unique culture. As we’ve grown, friends and colleagues have warned us about the difficulty of maintaining great culture.
In the last two years, we’ve organically increased our headcount by 166 percent, and yet, we’ve found a way to improve our culture in the process. We did this by putting our tribe first before growth and by making sure we found the right people before adding any business. We turned down plenty of opportunities, but preserved our culture and scaled the right way. Hopefully our experiences inspire you to power your business by putting your people and culture first.
You need to listen carefully for clues that your organization has failed to engage in a deep examination of the company’s core values. If you sense this, or inherit a listless organization, resolve to do something about it right away. Nothing is more important if you want to build a leadership culture.
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
This document discusses core values and provides examples of companies that have established core values. It defines core values as a handful of rules that remain constant over time and should describe a company's culture and drive its behavior. The document describes how one company discovered its core values after firing half its managers, then used those values to create a competitive advantage by focusing on customer service and only hiring employees who lived the values. It provides examples of other companies' core values statements.
Brand Promise Rhythm University Slidesharejessicawishart
The document discusses developing an effective brand promise for a company. It explains that the brand promise should meet customer needs, differentiate the company, and convince customers to buy. It provides a 5-step process to determine the brand promise: 1) define the target market, 2) identify the core customer, 3) understand customer needs, 4) leverage company strengths, and 5) craft the promise. An effective promise attracts customers, makes the company memorable, and helps sales. Companies should test the promise and ensure delivery through aligned activities, strategies, and metrics.
The document discusses the importance of defining an organization's core purpose. It explains that a core purpose reflects an organization's passion and reason for existing, capturing its soul. It should help guide decisions and inspire employees. Examples are given of core purposes for 3M ("To solve problems innovatively") and Facebook ("To make the world more open and connected"). Readers are encouraged to work with their teams to define their own core purpose and bring it to life in various ways, such as using it for recruiting, training, and strategic planning.
At WyzAnt, our core values guide our decisions, and the way we interact with our students and tutors. We created and used this deck until the creation of our first Core Values video in 2015.
With the abundance of competition and new opportunities, It's easy for a startup to lose sight of what really matters. This is why we created 6 core company values. They serve as a reminder for why we're here and what we can become.
"Whatever the market conditions or current trends, these are the values that guide us. In work or play, private or public, this is who we are."
Core Values & Core Purpose - EO Costa Rica 2010David Hauser
Keynote presentation at 2010 EO Latin American/Caribbean Conference (EO One) in Costa Rica. What are core values all about, how do you discover them in your company and then integrate them into performance management and an amazing culture.
Here is a slide show about core values in recovery from Drug and Alcohol addiction. In order to maintain a successful recovery clients must think carefully about what do they value in their life and what actions must they take to ensure that these values are upheld?
When Culture Is Everything - A Brief Lesson from ZapposAgus Iskandar
Zappos is an online shoe and apparel retailer that generates over $1 billion in annual revenue. It is known for its unique company culture, which prioritizes delivering excellent customer service and embracing fun and creativity. The company's 10 core values, such as delivering "WOW" through service and building a positive team spirit, have helped make Zappos one of the best companies to work for and contributed to high customer loyalty and word-of-mouth marketing. Zappos' culture-focused business approach has led to significant financial success and inspired many other organizations.
The document outlines 10 core values for an organization: respect for individuals, passion for one's work, customer success through results, continuous improvement, taking calculated risks and learning from mistakes, paying employees based on performance, supporting each other, getting tasks completed through legal means, honest and transparent communication, and achieving measurable results.
This document discusses mapping organizational culture. It provides a framework for understanding an organization's stated values, acted values as demonstrated through behaviors and evidence, and the formal and informal levers that drive behaviors. The culture map is used to identify any gaps between stated and acted values. It also examines the assumptions underlying the values and whether they will actually help the organization succeed and be competitive. The document provides examples of applying this framework to identify issues like stating a passion for innovation but having processes that discourage risk-taking and new ideas.
This document outlines the core values of Gokart Labs, a company that grows businesses. It describes conducting a company-wide survey to identify shared values among employees, clients, and partners. The six core values that emerged are balance, high standards and taste, fearless exploration, purposeful innovation, pursuit of clarity, and ownership. The document invites people who resonate with these values to join the company's team.
Culture Feasts on Innovation: Here's What you Can Do About ItReuven Gorsht
You can have the best talent, best ideas, best processes, abundance of cash.
If your culture does not align, being successful with innovating starts looking as if it’s a matter of luck.
This document provides an overview of a workshop on designing organizational culture. It begins with welcoming participants and introducing the workshop agenda, which includes exercises for participants to look inside their own impact, assess their current culture, seek inspiration from other organizations, define their vision for culture, and design practices to achieve that vision. The workshop utilizes speed dating, ethnography, brainstorming, and other interactive exercises. It emphasizes principles like focusing on participants, making rather than telling, and inspiring creative confidence. The goal is for participants to leave with new understanding of culture and initial plans to shape the culture within their own organizations.
This presentation provides an overview of approaches to developing you vision and mission, as well as the critical nuances tied to company culture. It also features an insightful case example from Salsify.
Gamification of Employee Engagement & Company CultureD B
Based on a presentation made to a graduate class of students at Northeastern University. Describes how employee engagement evolved since the Taylorism era. Also explains the key role that Gamification can play within a company to increase employee engagement and improve the overall culture. Covers how to avoid the "Dark Side" of Gamification and the main problems associated with its growing popularity.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
The Tao of DT: Running A Business on CultureTelepathy
A month ago, we asked ourselves a very specific question: "Can we run our business solely by our culture?"
Our answer: A very enthusiastic, "Yes!"
Since we started as a two-friend company, Digital Telepathy has always been known for our unique culture. As we’ve grown, friends and colleagues have warned us about the difficulty of maintaining great culture.
In the last two years, we’ve organically increased our headcount by 166 percent, and yet, we’ve found a way to improve our culture in the process. We did this by putting our tribe first before growth and by making sure we found the right people before adding any business. We turned down plenty of opportunities, but preserved our culture and scaled the right way. Hopefully our experiences inspire you to power your business by putting your people and culture first.
You need to listen carefully for clues that your organization has failed to engage in a deep examination of the company’s core values. If you sense this, or inherit a listless organization, resolve to do something about it right away. Nothing is more important if you want to build a leadership culture.
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
This document discusses core values and provides examples of companies that have established core values. It defines core values as a handful of rules that remain constant over time and should describe a company's culture and drive its behavior. The document describes how one company discovered its core values after firing half its managers, then used those values to create a competitive advantage by focusing on customer service and only hiring employees who lived the values. It provides examples of other companies' core values statements.
Brand Promise Rhythm University Slidesharejessicawishart
The document discusses developing an effective brand promise for a company. It explains that the brand promise should meet customer needs, differentiate the company, and convince customers to buy. It provides a 5-step process to determine the brand promise: 1) define the target market, 2) identify the core customer, 3) understand customer needs, 4) leverage company strengths, and 5) craft the promise. An effective promise attracts customers, makes the company memorable, and helps sales. Companies should test the promise and ensure delivery through aligned activities, strategies, and metrics.
This document discusses cultivating company culture in physical therapy practices. It defines company culture and explains why it is important. Some key points include: company culture is the personality and beliefs that guide how a business operates; a poor culture can make employees unhappy and unproductive, costing businesses over $300 billion per year; and businesses with cultures loved by all stakeholders tend to be more successful. The document provides tips for practices to identify core values, document culture, hire for cultural fit, and bring the culture to life.
How to make sure the content you create is more effective for your organization and for your members. Talk at the 2017 Interchange Conference for state CPA societies
The Martec & Employer Brand Mason Webinars | Session 1 - Maximise the benefit...Daire Dalton
This document discusses how to maximize the benefits of employee advocacy tools. It provides an overview of employee advocacy and common challenges organizations face in using these tools. The document outlines identifying the best content mix by considering the types of content employees most commonly share and segmenting audiences. It also discusses leveraging employee advocacy tools for employer branding and tips for implementation, content strategy, and ongoing execution to get the most value from these tools.
This document discusses strategies for overcoming content chaos and improving content marketing efforts. It recommends assessing principles and priorities, mapping the current content ecosystem, prioritizing critical issues, and engaging stakeholders in the business. The key is to gain alignment on goals and principles, understand dependencies and challenges, and create a plan with milestones and ownership. Rather than just arguing for more content, the approach is to build a case for doing content marketing strategically and effectively.
The document provides guidance on building a powerful organizational culture and competitive advantage through culture. It recommends starting by defining ideal brand attributes, employee and client profiles, and developing a visionary vision statement and mission statement as a roadmap. It also stresses the importance of treating employees as partners, developing them through training, rewarding contributions, and soliciting ideas. The document advocates marketing the organizational culture constantly and focusing recruiting efforts on ideal employee characteristics.
Role of HR in Economic Downturn - CII Speaker - Mukesh AsudaniMukesh Asudani
The document provides perspectives from an HR practitioner on preparing for an economic upturn. It discusses:
1) The current context of uncertainty and how HR is critical to helping companies survive downturns and thrive during upturns.
2) Key practices of successful companies including talent management, culture, engagement, and long-term strategy.
3) Building blocks for HR including communication, talent development, leadership development, performance management, and culture.
4) The importance of retaining talent during downturns by helping people feel needed and develop roots within the company.
5 Steps to Crafting a Highly Social Talent Brand by LinkedIn - Webinar SlidesThe HR Observer
For large and small companies alike, an inspiring employer brand will deliver real results, driving down cost per hire and employee turnover. Find out how a strong employer brand impacts your hiring efficiency.
Title: Building Your Startup Team for the Win
No matter how great an idea you have, the fate of your startup ultimately depends on the people on your team. We all know that recruiting and developing talent is not an easy task. To make things even more challenging, since every startup and its team are unique, what works for other startups may not apply to yours.
We will take a look at the entire process of building a high performing team, from recruitment, retention, to development. It will help you think through how to approach this most important aspect of your startup and know that you're assembling the right team to make your startup a success.
Takeaways:
• Have a holistic view on building a high performing startup team
• Gain clarity in your people strategy
• Understand the guiding principles of identifying the right people for your startup
• Know how to help your team do their best work
• Develop your own team building approach
Strategies for Creating Fun, Effective and Engaging Employee CommunicationsHope Health
Get ready for a fresh take on employee wellness. You'll discover how to successfully reach and engage your employees via the power of creative communications. You'll receive a step-by-step blueprint for how to create communications, get staff involved, and receive approval from management for your vision. Plus, have access to two free eBooks with even more information - https://www.HopeHealth.com/reports
The way you communicate, and what you communicate, shapes how your employees feel about working there. Yet organizations often fail to prioritize corporate communication, to the detriment of their entire workplace culture.
Regular communication with employees sends the message that you value them as whole people. And consistent, meaningful communication can strengthen the employee-employer relationship. And when that relationship is strong, everyone wins: the employees, the employer, and the customers, clients, or patients.
You’ll come away from this webinar with immediately-useful tips and insider tricks from our 30+ years of experience producing engaging employee communications and leave with a blueprint of how to produce your own communications, or evaluate a vendor’s options, plus creative options.
The document summarizes the career and teachings of Dr. Pat Schuch, a former automotive industry executive. It outlines her background, including 30 years of experience in manufacturing, engineering, and global management. It then shares lessons she learned throughout her career regarding adapting to change, communication, leadership, and maintaining work-life balance. The document is from one of Dr. Schuch's presentations and encourages applying her insights to one's own life and work.
Forces of technology and exponential information in the new economy have changed how businesses react to the market, putting pressure on employees at all levels to proactively learn in real time and quickly adapt. Credo has engaged in primary research with business leaders to discover and codify the skills that workers need to be able to foresee change, pivot quickly, and innovate. Credo's CEO, Mike Sweet, shares his perspective on how these skills can transform the workplace and an employee’s potential, as well as how these skills align with higher ed’s mission to teach foundational skills of critical thinking, reasoning, information literacy, and communication.
The document provides guidance on rebranding an organization for lasting competitive advantage. It recommends defining ideal brand attributes and the type of clients, employees, and partners desired. Developing an inspiring vision statement and clear mission statement that drives the organization is also suggested. The document emphasizes building an ethical culture with engaged employees and satisfied customers to achieve differentiation and lasting competitive advantage.
A presentation for PMI talking about the use of digital marketing tactics and social media for job search and networking.
Content was designed to assist job seekers in the process of networking, interviewing and social reputation management.
Similar to Core Values Rhythm University Sildeshare (20)
This document outlines an agenda for a team quarterly planning meeting. The meeting will include reviewing results from the previous quarter, discussing opportunities and threats, and setting priorities and key performance indicators for the upcoming quarter to ensure they are aligned with the overall company priorities and annual plan. Each team member will identify their top 3-5 individual priorities that support the team's main priority for the quarter. Success criteria for all priorities will use a red-yellow-green system. The team will test that their plan is focused, has enough energy, and is accountable before the plans are shared across departments.
The document outlines an agenda for a quarterly planning meeting. It includes discussions on reviewing the previous quarter's performance, setting priorities and key performance indicators for the upcoming quarter, and developing an execution plan to achieve the quarterly goals. The plan is then to be cascaded to other departments and teams to ensure company-wide alignment on the strategic direction.
The document provides steps for developing a 3-5 year plan, including brainstorming potential winning moves to increase revenue, evaluating and ranking the top ideas, selecting 1-3 winning moves to pursue, and setting targets for revenue and profit growth. The plan involves ongoing meetings in a "Think Rhythm" to continue working on the selected winning moves.
This document discusses finding an organization's "Big Hairy Audacious Goal" or BHAG. It explains that a BHAG should connect to an organization's "Hedgehog Concept" which involves understanding what the organization is deeply passionate about, what drives its economic engine ("Profit/X"), and what it could be best in the world at. Readers are guided through questions to determine these three elements for their own organization. The document provides examples of companies' Hedgehog Concepts and BHAGs and cautions against setting BHAGs that are too financially oriented, complicated, or not connected to the organization's core purpose and passion.
The document discusses determining a brand promise for a company. It explains that the brand promise is how a company sells its products or services to its target customer and should matter to customers and differentiate the company. It provides steps for determining a brand promise, which include deciding on the target market, identifying the core customer and their needs, understanding what makes the company uniquely qualified to meet those needs, and developing the brand promise statement. The document emphasizes delivering on the brand promise and aligning marketing, sales and service around it.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
NOTE TO FACILITATOR: This is an educational slide.
PRE-WORK: Have your team prepare for this discussion.
Collins writes about this in the HBR Article: Building Your Company’s Vision: http://hbr.org/1996/09/building-your-companys-vision/ar/1
Have your team read this article for homework before you start your Think Rhythm on Core Ideology.
NOTE TO FACILITATOR: This is an educational slide.
This is an exercise of discovering what they are, not deciding what they should be.
NOTE TO FACILITATOR: This is an educational slide.
Prospective hires should be able to get an idea of what it’s like to work here by discussing your core values with you.
NOTE TO FACILITATOR: This is an educational slide. Read the story below to give context to this example.
Nurse Next Door Example:
Background
Ken and John (Founders) realized that the business they created had become a place they did not want to work.
They fired 10 of 26 managers... even without knowing what their core values were.. they just knew they were the wrong people for the company.
They set the goal of being a top 10 place to work in BC Canada within 3 years
Solution
They developed core values – identified the shared values of the people in the company who represent everything good and right about the company. Also identified the values missing in the people that they let go.
They boiled it down to 4 CORE Values- that they would live and die by.
Values in Action:
They had an employee who was doing a fine job, but not living the “Find a Better Way” value.
They identified and addressed the issue with the employee, but after working with her for some time,
Eventually fired her when there was no improvement in this one area.
Improved as a leader in the eyes of the rest of the people in the company.
Today they have over 1000 employees – and only a 7% staff attrition rate - in a high turnover industry
They are driven by core values and purpose.
NOTE TO FACILITATOR: This is an educational slide.
Zappos Example
Zappos used its Core Values to create a competitive advantage in the business. Their desire was to create the best customer service experience for their customers. To achieve this, they believed that if they hired the right people and wowed their employees, their employees would in turn wow their customers.
NOTE TO FACILITATOR: This is an educational slide.
Rhythm Systems Example: You can read the story of our Core Values on our site: http://www.rhythmsystems.com/about/core-values
NOTE TO FACILITATOR: This is an activity slide. This is a very fluid and conversational exercise; it doesn’t have to follow the exact order below, but the important thing is to get people talking, recognizing patterns, and capturing ideas.
EXERCISE
To identify core values, ask the team to come up with a few people they think represent what’s best and right about the company. Who would you take with you if you were to leave and start a new company?
Ask them to tell you about each person (one at a time). Have them tell a few specific stories about them in action.
Make notes on a flipchart. Look for patterns, and highlight and checkmark the things you hear multiple times.
Ask the team to think about the underlying values that drive the behaviors demonstrated in the stories.
You might also consider people who did not work out in your company. What were some of the attributes that made them a poor fit? Convert the negatives to positives and add them to your list.
Try to identify 5-7 unique core values (that number is just a guideline.)
Run it by the test.... Would you fire someone for violating them, would you take a financial hit to maintain them, do they describe the personality of the company?
For a worksheet to help your team with the brainstorming process, see Rhythm University:
http://university.rhythmsystems.com/images/Resources/CoreValuesDiscoveryED.pdf
2 TIPS:
It’s important that you coach the team to consider this an INTERNAL exercise only. Don’t worry about what your customers will think if they read it on your website. Your marketing team can work on that later. What’s important now is that this team (then the rest of the company) understands what the real core values are.
Don’t get bogged down in WORD SMITHING. There will be time for that later. If you can get the ideas grouped into 5-7 unique categories, then you can assign one or two people with the task of cleaning it up. At this point, you just need some basic understanding of what the core values are. Sometimes you can ask someone to take this on as homework and report back to the team in the next Think Rhythm meeting.
NOTE TO FACILITATOR: This is an educational slide.
There can be many values that are important in the company, but only a few that are CORE.
And because you must be able to answer YES to all of the questions listed here, it is better to only have a few.
You can also try “the hallway test” – walk down the hall and ask people to name your Core Values. They should be able to do this without hesitation. If your team doesn’t know the core values, then they probably aren’t living them. The next slide has 10 ways that you can integrate your Core Values into your business to keep them top of mind for your team.
NOTE TO FACILITATOR: Use them in your everyday language to ignite passion in the organization.
Now that your Core Values have been discovered and tested, what’s next? You will need to roll them out to the rest of your company. You can stay on a path of progress of using them and testing them to see if they hold true after a few quarters. You may have to tweak them if you notice that something is missing or one of them is not really being used as much as the others.
Here are some ways to use them and keep them top of mind for your team. Decide on a few things to do now to begin using them in your company, and revisit this list periodically so you can continue to integrate them into your company’s daily life.
They are key foundational pieces of your strategy, and it is important that your team knows them and is able to use them to make decisions, even when you aren’t there.
NOTE TO FACILITATOR: Working on your long term strategy is a journey rather than an event. Discovering and using your Core Values is an iterative process. If you or your team falls into the Red or Yellow or just haven’t been able to get to SuperGreen on your Core Values, you can get in a Think Rhythm to continue working on your Core Values.
Contact your coach if you need help discovering or finding the best ways to use your Core Values as a foundation to help you grow with purpose.