Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
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?
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
Engagement & empowerment are key to fostering cultures which THRIVE on change and unleash human & profit potential--in the corporation, classroom or community
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Representing Microarray Experiment Metadata Using Provenance ModelsJim McCusker
James McCusker and Deborah L. McGuinness
Presentation Abstract:
MAGE (MicroArray and Gene Expression) representations are primarily representations of workflow: a process was used to derive biomaterial A from biomaterial B. This representation is ideally suited for representation using provenance models such as OPM (Open Provenance Model) and PML (Proof Markup Language). We demonstrate methods and tools, MAGE2OPM and MAGE2PML, to convert RDF representations of MAGE graphs to OPM and PML respectively. We analyze the coverage of representation for each model. We argue that provenance models are sufficient to represent biomedical experimental metadata in general, and may provide a useful point of reference for unifying information from multiple systems, including biospecimen management, Laboratory Information Systems (LIMS), and computational workflow automation tools. This unification results in a complete, computationally useful derivational picture of biomedical experimental data.
Cuckoo and I - IT Tallaght Advertising & Marketing - 28/04/14Mark Breen
I was asked to speak to a first year Advertising & Marketing class in IT Tallaght. They were interested in Cuckoo, how I got to where I am and my take on marketing and social media. I really enjoyed this one.
I love advertising and my own background is in marketing so it was fun speaking on something related to events but not solely events-specific.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
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?
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
Engagement & empowerment are key to fostering cultures which THRIVE on change and unleash human & profit potential--in the corporation, classroom or community
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Representing Microarray Experiment Metadata Using Provenance ModelsJim McCusker
James McCusker and Deborah L. McGuinness
Presentation Abstract:
MAGE (MicroArray and Gene Expression) representations are primarily representations of workflow: a process was used to derive biomaterial A from biomaterial B. This representation is ideally suited for representation using provenance models such as OPM (Open Provenance Model) and PML (Proof Markup Language). We demonstrate methods and tools, MAGE2OPM and MAGE2PML, to convert RDF representations of MAGE graphs to OPM and PML respectively. We analyze the coverage of representation for each model. We argue that provenance models are sufficient to represent biomedical experimental metadata in general, and may provide a useful point of reference for unifying information from multiple systems, including biospecimen management, Laboratory Information Systems (LIMS), and computational workflow automation tools. This unification results in a complete, computationally useful derivational picture of biomedical experimental data.
Cuckoo and I - IT Tallaght Advertising & Marketing - 28/04/14Mark Breen
I was asked to speak to a first year Advertising & Marketing class in IT Tallaght. They were interested in Cuckoo, how I got to where I am and my take on marketing and social media. I really enjoyed this one.
I love advertising and my own background is in marketing so it was fun speaking on something related to events but not solely events-specific.
owl:sameAs Considered Harmful to ProvenanceJim McCusker
Presentation Title:
owl:sameAs Considered Harmful to Provenance
Presentation Abstract:
GOTO was once a standard operation in most computer programming languages. Edsger Dijkstra argued in 1968 that GOTO is a low level operation that is not appropriate for higher-level programming languages, and advocated structured programming in its place. Arguably, owl:sameAs in its current usage may be poised to go through a similar discussion and transformation period. In biomedical research, the provenance of information gathered is nearly as important as, and sometimes even more important than, the information itself. owl:sameAs allows someone to state that two separate descriptions really refer to the same entity. Currently that means that operational systems merge the descriptions and at the same time, merge the provenance information, thus losing the ability to retrieve where each individual description came from. This merging of provenance can be problematic or even catastrophic in biomedical applications that demand access to provenance information. Based on our knowledge of integration issues of data in biomedicine, we give examples as use cases of this issue in biospecimen management and experimental metadata representations. We suggest that systems using any construct like owl:sameAs must provide an option preserve the provenance of the entities and ground assertions related to those entities in question.
SPMS Uber Conference - Fresh Branding Ideas Presentation by Joe WalshGreenfield/Belser Ltd.
This visual show-and-tell shares ideas to enhance brand communications and help you make your firm and your offerings unique. The next level presentation is drawn from examples across a variety of engineering, accounting, consulting, law, and other professional services brands – large and small. The program will provide tips and creative examples you can apply to everything from the treetops of advertising and websites to the grassroots of event marketing, thought leadership, and business proposals.
Conceptual Interoperability and Biomedical DataJim McCusker
The goals of conceptual interoperability are:
Make similar but distinct data resources available for search, conversion, and inter-mapping in a way that mirrors human understanding of the data being searched.
Make data resources that use cross-cutting models (HL7-RIM, provenance models, etc.) interoperable with domain-specific models without explicit mappings between them.
Social Media and the Art of Being InterestedRaven Tools
Courtney Seiter, Raven Tools' community manager, discusses social media strategies and tools for active listening and thoughtful engagement to build real relationships.
Discussion about how to utilize various crowdsourcing tools and resources as an affiliate marketer and merchant to improve conversions and improve revenue.
Experience level: Intermediate
Target audience: Affiliates/Publishers
Niche/vertical: Marketing
Matt Mickiewicz, Co-Founder, 99designs, Flippa & SitePoint (Twitter @sitepointmatt)
Secrets to Buying Established Websites for ProfitAffiliate Summit
This session will deep-dive on the growing trend of buying websites. It will highlight case studies, offer tips to avoid getting ripped off, and show some of the fantastic bargains to be found.
Experience level: Intermediate
Target audience: Merchants/Advertisers
Niche/vertical: Buying Websites
Matt Mickiewicz, Co-Founder, 99designs (Twitter @sitepointmatt)
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
The results of this study offer a telling insight into how companies can be made more agile. However, this is not a challenge for an isolated project, a single intervention, or a handpicked group of enablers alone. What is needed to promote real agility is a permanent process covering and capturing the entire organization, a process that everybody can and should contribute to actively. Promoting agility therefore also needs a new type of cooperation and collaboration between different functions, groups, and levels of hierarchy across the organization!
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
1. Corporate
LifeCycles UK
Ltd
Collaborative Enterprise Transformation
2. What We Do
• Our business is helping owners and senior executives drive growth, improve profitability, and
tackle other tough management problems.
• We are aggressive hands-on agents of change who roll-up our sleeves and work side-by-side with
our clients to help them figure out what to do and then do it.
• We extend the reach of senior executives and function as an adjunct member of their
management team. The roles we fulfill include consultant, facilitator, mentor, sounding board,
and coach. To each we bring the pragmatic perspective of former chief executives with a bias
towards strategic thinking, straight talk, practical solutions and rapid execution.
• Over the past 30+ years we have been able to make a big impact on a handful of private and public
sector organizations
• Our benchmark of success is a 10X return on our client’s investment in us. We have generated
millions of dollars in new revenue, expense reductions, and higher profitability.
• We work in an enterprise-wide environment of collaboration and teamwork that involves the
active engagement, not replacement, of incumbent personnel. By working in this manner, our
clients are able to rapidly make the transformations their organizations need without the
destructive conflict that causes many change efforts to flounder.
• Our core competence focuses in five areas. Since our industry-specific expertise can never match
the cumulative knowledge already resident in our clients, we work in a way that harnesses that
know-how.
1. Strategy Formulation
2. Organization Alignment “Corporate LifeCycles has the best methodology
3. Adolescent Organization Transformation for organizational alignment and change
4. Aging Organization Rejuvenation management that I know.”
Richard Harrington, CEO
5. Business Process Improvement The Thomson Corporation
United States
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 2
3. Services
• Pathway to PRIME®(PTP) is a simple, practical, and powerful methodology that helps management
teams work together to systematically transform their enterprises. The essence of PTP is simple;
get the right people working on the right issues, with the right resources, at the right time. The
methodology provides a high-level strategic approach to enterprise transformation that
discriminates between symptoms and their underlying root causes, and resolves both in the right
sequence with the right level of effort. By helping organizations discover their own solutions, PTP
builds strong ownership, accountability and commitment to execution.
• PRIME Knowledge® is a comprehensive program to transfer the core knowledge of our concepts,
tools, methods and best practices to client executives, employees and internal change agents.
• PRIME RoundTables® are powerful communities of smart, no-nonsense, knowledgeable CEO’s
from the same industry who get to know you, your people, your markets, your operations, your
business philosophy, and goals and help you transform your business from pretty good to really
great.
• Speaker Services: We consistently capture the attention and imagination of management
audiences for the relevance and entertaining nature of the material we deliver at retreats,
conventions and executive seminars.
“Corporate Lifecycles is to business as
Polaris is to celestial navigation”
Robert Slate, Principal
Slate Consulting, United States
Corporate LifeCycles Inc. www.corporatelifecycles.co.uk 3
4. The LifeCycle Challenge
As organizations grow and age they progress through predictable lifecycle stages. Each stage brings
new and unique challenges. How well or poorly management addresses these issues, and leads a
healthy transition from one lifecycle stage to the next ultimately determines the success or failure of
that organization.
Making successful lifecycle transitions is not easy or obvious. The methods that produce success in
one stage can create failure in the next. The required management priorities, strategies, structures,
delegation, goals, metrics, and rewards differ quite markedly from stage to stage. Leaders who
understand what is needed and not needed in each stage, can accelerate the development of their
organization, avoid premature aging and reach PRIME – the optimal lifecycle stage.
Corporate LifeCycles has developed powerful tools that enable organizations to navigate these
difficulties Our methods apply to both private and public sector organizations in any industry .
Stable
Prime
We are particularly adept
Aristocracy at helping youthful
Adolescent companies overcome
persistent growing
Recrimination
Go-Go
pains, as well as aging
organizations in need of
Bureaucracy rejuvenation.
Infant
Courtship
Death
Growing Stages Aging Stages
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 4
5. Typical Intervention for Growing Organizations
Diagnostic Workshop/Lifecycle Assessment:
A Diagnostic Workshop/Lifecycle Assessment is a powerful self-diagnostic activity, conducted as a team process. The team
performs a detailed identification and analysis of the major areas for improvement within all parts of the company,
including an analysis of the root causes of those problems. Outcomes of this workshop include the following:
• The organization’s challenges are constructively “reframed” using the Lifecycle model.
• The founder becomes aware of the long-term risks of the Founder’s Trap.
• A high level game plan for getting the organization to PRIME is agreed.
Corporate Strategy:
Growing organizations are opportunity driven and often believe that “more is better”. As a result, they often find
themselves pursuing too many opportunities with too few resources. In this step, the organization converges its
market/product scope and explicitly decides what “not” to do. In addition, the team develops a powerful sense of
ownership for the company mission and strategy so that what was previously the founder’s mission becomes a shared
“organization” mission.
Organizational Structure:
A company’s structure has a major impact on how well or poorly it will implement its strategy. Growing organizations are
typically organized around people, have unclear delegation and too little accountability. Growing company structures
typically evolve over time and are rarely the result of systematic, methodical planning. This usually leads to a haphazard
design that will severely undermine the organization’s efforts to implement its strategy. In this activity, the team designs an
organizational structure that is aligned with its new strategy, and sets up a framework for either avoiding or escaping the
Founder’s Trap.
Accountability Systems:
The purpose of this phase of the intervention is to create an accountability system to help ensure that increased delegation
does not lead to loss of control. The output is a clear definition of individual accountabilities congruent with the new
structure, and a set of financial and non-financial critical success measures that need to be reported for the entire
organization.
Reward Systems:
In this final activity, the team designs reward systems that reflect cooperation and team achievement, and motivate people
to perform in a manner consistent with the organization's new mission, goals and accountabilities.
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 5
6. Typical Intervention for Aging Organizations
Diagnostic Workshop/Lifecycle Assessment:
A Diagnostic Workshop/Lifecycle Assessment is a powerful self-diagnostic activity, conducted as a team process. The
team performs a detailed identification and analysis of the major areas for improvement within all parts of the
company, including an analysis of the root causes of those problems. Outcomes of this workshop include the following:
• There is dissatisfaction with the status quo.
• The organization becomes aware that the “writing is on the wall” and emerges with a renewed sense of urgency.
• The underlying causes of organizational aging are identified.
• A high level game plan for getting the organization to PRIME is agreed.
Organizational Structure:
In aging organizations form drives function; the structure often inhibits strategy. For this reason, structure must be
addressed before strategy. A company’s structure has a major impact on how well or poorly it will implement its strategy.
Aging organizations are often structured to drive effectiveness and efficiency in the short run with serious repercussions
on their ability to be flexible and responsive to rapidly changing markets, competitors and technologies. In this activity,
we work with the executive team to redesign the structure in a way that avoids the destructive conflicts and turf battles
typically associated with reorganizations.
Corporate Strategy:
Aging organizations are often out of touch with their customers, markets and competitors. With the new structure in
place, we enable the aging company to focus on strategy and find new sources of profitable growth, reposition their
businesses for the future, and sharpen their competitive advantage.
Accountability Systems:
The purpose of this activity is to create an accountability system that enables financial information to be congruent with
the responsibilities of the new structure and to ensure that this information is delivered in a format that is useful to
achievement center managers. The output is a clear definition of individual accountability, as well as the financial and
non-financial critical success measures that need to be reported for the entire organization.
Reward Systems:
In this final activity, the team designs reward systems that reflect cooperation and team achievement, and that motivate
people to perform in a manner consistent with the organization's new mission, goals and accountabilities.
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 6
7. Change Management System Deployment
(Appropriate for Growing and Aging Organizations)
Installation and management of processes that enable the organization to continuously identify and address cross
functional problems and opportunities. This system includes the following:
CORE Team Operations:
In this activity executive team members learn how to provide leadership for the change process underway within the
organization and in particular how to resolve the sub-system problems identified in the Diagnostic Workshop.
Participants will understand when and how to compose a team to solve a problem; when not to use a team;
how to correctly define the mandate of a team; how to assign team roles and how to differentiate between problems
that should be solved directly and those that will be solved indirectly.
Impact Teams®:
Very often the most difficult sub – system problems require determined cooperation between several individuals or
departments in order for them to be resolved. This activity enables the organization to successfully deploy teams while
avoiding the “management by committee” trap. Impact Teams® typically focus on functional sub-system issues such as
sales, marketing, distribution, operations, accounting, and so on. The underlying purpose behind all team efforts is to make
decisions that will subsequently be implemented -- so that required changes are happening faster than they
otherwise would.
Facilitator Training:
In this activity selected team members are taught how to facilitate Impact Teams® so that tough problems can be
resolved in an effective and participatory way.
7
8. Guiding Principles
Everything we do is guided by a handful of principles. We work to strengthen the culture of our clients with these values.
Customers: The primary purpose of every organization is to deliver compelling value to its customers.
Underperforming organizations have often lost sight of this goal.
Collaboration: Productive teamwork in a climate of mutual trust and respect is the ultimate competitive weapon.
Change is always something best done “with” not “to” an organization.
Commitment: Accountable execution is the natural outcome of engaging the right people, working on the right tasks,
equipped with the right resources.
Critical Thinking: 80% to 90% of the knowledge needed to improve performance in an organization is already known –
but by individuals, not the organization. An irreverent search is required to surface this “truth”.
Conflict: Change only begins when there is strong dissatisfaction with the status quo. Meaningful change necessarily
creates conflict that must be constructively harnessed.
Clarity: If people can’t understand it they can’t execute it, and if they can’t execute it why bother?
Choice: Tackle first things first and second things never, because there is never the time or money to address them.
Consequence: The achievement of desired results is tied to fair and equitable monetary and non-monetary rewards.
“The Corporate LifeCycles approach to strategic change, founded on a deep
understanding of the developmental maturity of our organization, gave us
clear insight into the difference between normal and abnormal problems and
this in turn helped to guide the order in which initiatives were tackled.”
Brian Marshall, Managing Director
Thales Defense Information Systems, United Kingdom
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 8
9. Clients
Since 1986, the principals of CLI have partnered with Founders, CEOs, Presidents and their leadership teams in the organizations
listed below to design and implement change programs that accelerate the achievement of growth, profit and other business results.
To help ensure our ability to make a significant difference, we only work with a handful of clients at any one time, carefully selecting
organizations that are deeply committed to change.
• American Airlines - SABRE Division • Lexus-Nexus • Sweet & Maxwell
• American Fidelity Assurance • Loislaw • Symyx
• American Public Life • Los Angeles County Department of Children’s • Thales Defense Information
• Banc One Leasing Services Systems
• Bank of America • Mentor U • Thompson & Thompson
• Barclays Law Publishers • Meyer Associates • Thomson Corporation
• Black Letter Discovery • Minnesota Mutual Life Insurance • Thomson Financial Publishing
• Center for Continuing Education • MP Investment Bank • Thomson International Publishing
• Charles Schwab & Co. • Myllan Group
• City of Los Angeles – Department of • National Power Company of Iceland (utility) • Thomson Legal Publishing
Engineering • National Telephone Company of Iceland • Thomson Newspapers
• Copyright Research Group • NETg • Thomson Professional Publishing
• Delta Environmental • New York University Center for • Thorspring
• Direct Partners Entrepreneurial Studies • Truworths Stores
• Domino’s Pizza • Orla Kiely • U.S. Naval Air Warfare Center
• Earle Palmer Brown • Pacific Nexus Weapons Division China Lake
• EDS • Palomar Pictures • U.S. Naval Surface Warfare Center
• Enterprise Ireland • Pennin • U.S. Naval Surface Warfare Center
• Everyone.net • Pharmaco Port Hueneme Division
• Flexfoot • Physicians Education Resources • U.S. Naval Detachment White Sand
• Franklin Mint • Pioneer Press Missile Range
• Freedom Newspapers • Reykjavik Art Museum • University of Applied Sciences
• Rip Curl Ludwigshafen, Germany
• Hagkaup
• Saga Film • Vistage/TEC
• Hunt Oil Company
• Salt Lake City Water Department • Vodafone
• IBM
• San Diego Center for Children • Wahler Associates
• Icelandair
• Seitlin • Westech Geophysical
• Ingvar Helgason
• Shell Oil • Whitin Roberts
• Innodata-Isogen
• Knight Ridder
• Landssimi
“We have seen about a 15-20 percent reduction in our transaction costs as the result of Pathway
to PRIME®. We defined how we operate our help desks around the world and moved that to a
standardized process that has resulted in an additional 10 percent decline in operating costs. We
have also seen a three-fold increase in new clients.”
Michael Brannick, President and CEO, Prometric
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 9
10. The Micromedex Story
“I was asked to become CEO of Micromedex in January 1998, one month after the founder left the company.
Micromedex is a leading publisher of databases on drugs, disease, toxicology and alternative medicine, as well
as patient leaflets and medical reference works such as the USP DI.
When I arrived the company was reasonably successful, having grown to $51 million in revenues in its 20+ year
history. However, there were many problems festering beneath the surface that were preventing the
organization from moving forward to the extent that the parent, The Thomson Corporation, would have liked.
The friends and family program was the rule in management, no new products had been successfully released
in years, annual staff turnover was nearly 35%, and if you asked 50 employees or managers what the
company’s top priorities were, you got 50 different answers.
After spending an initial few months on board assessing the situation, Thomson offered us the Corporate
LifeCycles Pathway to Prime® program as a way for Micromedex to initiate a deep self analysis and
intervention. We used a Diagnostic Workshop/Lifecycle Assessment to get agreement on some of the
immediate challenges, and we had Corporate LifeCycles facilitate subsequent sessions to help us define a
strategy and get our organization aligned with that strategy. From the combination of these activities, our
management team and staff emerged aligned around a long-term strategy, we formed IMPACT Teams® to deal
with the tactical issues that existed at the time, we gained a language and process that helped us deal with
problems that came along in future, and we had an organization built to achieve our goals.
The transformation was amazing. While Micromedex certainly had terrific products and was positioned in an
attractive market long before we started this process, I believe that Pathway to Prime® played a substantial
role in the accelerated success we enjoyed over the next five years. During that time, our revenues doubled
and our profits tripled, all while we invested more than $20 million in a comprehensive new content
management and Internet delivery system.”
Rick Noble, CEO
Micromedex
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 10
11. Offices
East Coast, USA United Kingdon
4141 Sanctuary Lane 42 Plomer Green Lane
Boca Raton, FL 33431 High Wycombe, HP13 5TT
Phone: 561.447.7393 Phone: 07900 980164
Managing Partner: Ian MacDougall “TheManaging Partner: Andrew King
Corporate LifeCycles process
worked for us. It brought clarity and
West Coast, USA focus to our strategic options and
helped us to develop an
151 Crescent Avenue implementation plan that had the
Portola Valley, CA 94028 support of the entire senior
Phone: 650.279.7552 management team. I strongly
recommend it.”
Managing Partner: Clark Wigley Fred Cahill, CEO
ERA Technology Ltd, United Kingdom
Washington, DC, USA
403 Grist Mill Crossing
Severna Park, MD 21146
Phone: 443.875.4161
Managing Partner: Stephen Phipps
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 11