The document discusses leadership culture and development at 3M. It outlines 3M's businesses and operations around the world. It emphasizes that 3M's strategic direction focuses on growth through innovation, developing organizations and people, and building relationships. It also discusses 3M's values, community involvement, environmental efforts, and developing a diverse talent pipeline to cultivate future leaders. Quality leadership is highlighted as driving change, having ideas and energy, and making courageous decisions to move the business forward.
JDA Software Group Inc. partnered with Right Management to conduct a culture audit after acquiring i2 Technologies Inc. in order to accelerate integration of the two companies' units in India. The culture audit revealed anxiety among employees of both companies about the acquisition and identified issues such as managers perceiving themselves as impacted parties rather than change agents. Right Management and JDA then developed a change management model focused on leadership alignment, identifying change champions, and having champions work on business projects to address audit findings and drive cultural integration. The engagement helped reduce employee resistance to change, improved manager accountability and ownership, and set the company up to continue rolling out initiatives to fully realize the benefits of the acquisition.
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle business transactions. A company's culture is reflected in aspects like dress code, work hours, office setup, benefits, hiring, client treatment, and satisfaction. An ideal culture for an employee would involve collaboration, teamwork, clear communication, unbiased treatment, innovation, training, communication between levels of management, work-life balance, learning opportunities, and room for growth within the company.
This document summarizes the management methodology of a company focused on empowering employees and customers. The methodology emphasizes: 1) Being people-centric by focusing on customers, employees, and community well-being; 2) Servant leadership where managers empower employees; 3) Hiring employees who are a cultural fit and will elevate others; 4) Building relationships based on trust; 5) Sharing knowledge openly; 6) Ensuring employees work happily through flexibility and benefits; 7) Encouraging an entrepreneurial mindset in managers; and 8) Driving continuous improvement. The core philosophies of focusing on people and continuous change have remained consistent since the company's founding.
Effective leadership is about driving innovation, developing culture and values to achieve success. Leaders innovate and focus on developing people, while managers maintain systems. Leadership involves shifting an organization from good to great by encouraging new ideas, developing employee skills, focusing on employee needs, empowering employees to achieve goals, inspiring vision, and building teamwork to efficiently deliver results.
Quality Circles are small groups of employees that regularly meet to identify, analyze, and solve work-related problems. They were originally developed in Japan in the 1950s as a participative management technique and problem-solving method. Quality Circles aim to improve workplace practices, productivity, and morale through group discussion and identifying issues that can then be presented to management. An example of successful Quality Circles is their implementation in schools through Student Quality Circles, which were first developed in India and have since spread to other countries.
The Toyota Way philosophy centers around 4Ps - Philosophy, Process, People and Problem Solving. The philosophy sees the company as adding value to customers, society and employees. The right process of continuous improvement will produce the right results. People and partners are developed by challenging them to grow. Problem solving drives organizational learning. The 14 principles include having a long-term philosophy, stopping problems, respecting partners, consensus decision making, and becoming a learning organization.
This document provides an overview of employee training and development practices at Toyota. It discusses how Toyota places strong emphasis on continuous employee training and development, which helps improve employee skills, productivity and the company's sustainability. Toyota sees training and developing its workers as a valuable investment. The document also notes that research shows training positively impacts employee performance and a company's ability to achieve its goals. Overall, Toyota recognizes the importance of ongoing training and development for both retaining talented employees and ensuring the company's long-term success.
The document discusses leadership culture and development at 3M. It outlines 3M's businesses and operations around the world. It emphasizes that 3M's strategic direction focuses on growth through innovation, developing organizations and people, and building relationships. It also discusses 3M's values, community involvement, environmental efforts, and developing a diverse talent pipeline to cultivate future leaders. Quality leadership is highlighted as driving change, having ideas and energy, and making courageous decisions to move the business forward.
JDA Software Group Inc. partnered with Right Management to conduct a culture audit after acquiring i2 Technologies Inc. in order to accelerate integration of the two companies' units in India. The culture audit revealed anxiety among employees of both companies about the acquisition and identified issues such as managers perceiving themselves as impacted parties rather than change agents. Right Management and JDA then developed a change management model focused on leadership alignment, identifying change champions, and having champions work on business projects to address audit findings and drive cultural integration. The engagement helped reduce employee resistance to change, improved manager accountability and ownership, and set the company up to continue rolling out initiatives to fully realize the benefits of the acquisition.
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle business transactions. A company's culture is reflected in aspects like dress code, work hours, office setup, benefits, hiring, client treatment, and satisfaction. An ideal culture for an employee would involve collaboration, teamwork, clear communication, unbiased treatment, innovation, training, communication between levels of management, work-life balance, learning opportunities, and room for growth within the company.
This document summarizes the management methodology of a company focused on empowering employees and customers. The methodology emphasizes: 1) Being people-centric by focusing on customers, employees, and community well-being; 2) Servant leadership where managers empower employees; 3) Hiring employees who are a cultural fit and will elevate others; 4) Building relationships based on trust; 5) Sharing knowledge openly; 6) Ensuring employees work happily through flexibility and benefits; 7) Encouraging an entrepreneurial mindset in managers; and 8) Driving continuous improvement. The core philosophies of focusing on people and continuous change have remained consistent since the company's founding.
Effective leadership is about driving innovation, developing culture and values to achieve success. Leaders innovate and focus on developing people, while managers maintain systems. Leadership involves shifting an organization from good to great by encouraging new ideas, developing employee skills, focusing on employee needs, empowering employees to achieve goals, inspiring vision, and building teamwork to efficiently deliver results.
Quality Circles are small groups of employees that regularly meet to identify, analyze, and solve work-related problems. They were originally developed in Japan in the 1950s as a participative management technique and problem-solving method. Quality Circles aim to improve workplace practices, productivity, and morale through group discussion and identifying issues that can then be presented to management. An example of successful Quality Circles is their implementation in schools through Student Quality Circles, which were first developed in India and have since spread to other countries.
The Toyota Way philosophy centers around 4Ps - Philosophy, Process, People and Problem Solving. The philosophy sees the company as adding value to customers, society and employees. The right process of continuous improvement will produce the right results. People and partners are developed by challenging them to grow. Problem solving drives organizational learning. The 14 principles include having a long-term philosophy, stopping problems, respecting partners, consensus decision making, and becoming a learning organization.
This document provides an overview of employee training and development practices at Toyota. It discusses how Toyota places strong emphasis on continuous employee training and development, which helps improve employee skills, productivity and the company's sustainability. Toyota sees training and developing its workers as a valuable investment. The document also notes that research shows training positively impacts employee performance and a company's ability to achieve its goals. Overall, Toyota recognizes the importance of ongoing training and development for both retaining talented employees and ensuring the company's long-term success.
Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize an organization and define its nature. A great corporate culture has six key components: a clear vision; core values that guide behaviors to achieve the vision; practices that enact the values; people both inside and outside the company who contribute to the culture; a workplace environment or "place" that shapes culture; celebrations that build community; and symbols that represent the culture. Together these components define an organization's culture.
Workplace culture remains a critical method for firms to differentiate themselves from their competitors. Here are 14 top tips to help leaders build a great workplace culture.
The document discusses updates to the Investors in People (IIP) standard and assessment process. The IIP framework provides guidance for business improvement through developing people. The current standard has 3 principles and 10 indicators. The sixth generation standard reduces the indicators to 9 and reorganizes them under the categories of Leading, Supporting, and Improving. It emphasizes continuous learning, empowering staff, and adapting to change. The assessment process is also moving online with new recognition levels like Platinum for top performers. Customers will be contacted about the sixth generation updates between October and December.
Quality circle content and implementationJefin Joseph
Professor Kaoru Ishikawa is known as the "Father of quality circles" for launching Japan's quality movement in the 1960s. Quality circles involve small groups voluntarily working to improve quality within their workshops using quality control techniques. The structure of quality circles programs typically involve top management establishing policies, an executive committee to approve programs, a steering committee to provide guidance, and facilitators to train members and coordinate circles. Effective quality circles rely on clear goals, leadership, problem-solving methods, and developing teamwork skills among members.
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
Vision and Mission - Strategic Decision MakingHarish Lunani
The document discusses strategic vision, which describes a company's intended future direction in developing and strengthening its business. An effective strategic vision delineates management's aspirations, provides a panoramic view of where the company is going, charts a strategic path, and inspires employees. Examples of strategic visions from various companies are provided to illustrate key elements and characteristics.
Everything Training believes in training that delivers results.
Consultative Sales Training | Arts based Employee Training | Soft Skills
About Sandeep:
Sandeep Kaul is a alumnus of Management Development Institute (MDI), Gurgaon with 15+ years of extensive cross-functional business experience with organizations like ICICI Bank, HDFC Bank, MetLife and BNP Paribas. He has held senior positions in these organizations centering around P&L responsibility, Business Development, Product Management and Operations. Our aim is to leverage this experience to help corporates and professionals become more productive and achieve the desired business outcomes. He brings value specially in terms of understanding diverse businesses and what interventions will suit best for the desired business outcomes.
He specializes in one on one leadership coaching, training programmes for BFSI sector and Sales interventions. He has also published the acclaimed thought paper, “ Why Training doesn’t deliver Business Results”. All our training programmes are designed using the Impact methodology formulated by him.
Sandeep is also the founder of India Strategy Think Thank, India’s largest e-group for discussing all issues pertaining to and impacting business strategy. He is a voracious reader and you can expect him to have insightful views on a wide range of subjects. He is your point man, if you are looking for someone to bounce your ideas with or get yourself mentored.
Team motivation is important for business success and employee well-being. Digitization impacts work culture and how companies motivate employees. Success Digital provides a framework to help companies balance technical and human factors during digitization. The framework focuses on shared values and continuous motivation through discovery, independent practice, and celebration of achievements. It uses tools like motivation maps and the 7th dimension model to monitor motivation. The goal is establishing a thinking system and environment that promotes energized teamwork and business success through preserved inner motivation.
This presentation introduces ILM qualifications in leadership and management and coaching and mentoring. It discusses the value of management development for organizations and individuals. The Level 5 Diploma in Leadership and Management and Level 5 Certificate in Coaching and Mentoring are designed for middle managers, aspiring managers, and those responsible for developing people. The qualifications provide practical skills to improve management performance and employee engagement. Studying with Oakwood International, an accredited ILM center, ensures students benefit from quality training and support to achieve their qualification.
The document discusses best practices for human resources departments. It identifies that the key aspects of best practices include attracting and retaining talent, developing and growing employees, engaging and aligning employees, and managing employee transitions. It also notes that the top companies implement innovative HR practices to attract the best talent, provide a good work environment, focus on employee growth, use engagement strategies like loyalty interviews, and handle induction and exit sensitively. The conclusion emphasizes that adopting successful practices across these HR areas can help companies improve competitiveness.
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.
Toyota has a strong team-oriented culture that emphasizes values like continuous improvement, challenging work, teamwork, and respect. This culture stems from Toyota's philosophy known as "The Toyota Way" and prioritizes genchi genbutsu (going to the source to find facts) and kaizen (continuous improvement). While adapting a team culture may be difficult, especially in competitive industries like auto dealerships, Toyota's success suggests that its team-oriented approach has been beneficial and helped the company achieve more through cooperative efforts. However, forcing a team culture where it is not natural could also create risks of lower motivation or increased conflict between individual and group goals.
Konsep & Ruang Lingkup Organization Development (OD)Kanaidi ken
This document discusses organizational development (OD). It defines OD as applying social science techniques to plan organizational change to improve effectiveness and individual development. The goals of OD are creating harmonious work relationships, improving problem-solving abilities, and fostering communication and work motivation. OD is needed when organizations become stagnant and develop problems from unwillingness to change. Effective OD has characteristics like addressing multiple organizational levels and using techniques like team building, surveys, employee involvement, and reengineering. Challenges include measuring OD's impact and dealing with ethical issues.
Leadership Communication - Developing People and Delivering ResultsSudhakar I. Prabu
1) Leadership Communication skills (3 Day workshop)
The program enhances adaptability in communication situations and versatility in communications delivery. Articulate clearly and impactfully, be responsive, engage with people, build consensus, motivate people to act, and drive business value.
2) Developing People and Delivering Results (3 Day Workshop)
The program enhances leadership versatility and executing strategy effectively through people. Engage and channelize people to perform to their full potential; turn ideas into results, seamlessly execute strategy through people. \
3) Leadership Thinking and Innovation (2 Day workshop)
The program enables out-of-the-box thinking and develops range of creative solutions and act accordingly. Find new solutions to old problems, identify new opportunities, grow faster, gain competitive advantage, and reach new heights.
The document discusses the vision, mission, and objectives of organizations. It provides definitions and characteristics of vision, mission, and objectives. It then summarizes the vision, mission, and objectives of two companies - Tata and AIG.
Tata's vision is to enrich quality of life by meeting essential needs. Its mission is to be the most respected in its industries and geographies by enhancing customer value, being competitive, internationalizing, improving shareholder value, strengthening relationships, and providing innovations.
AIG's vision is to be the world's first choice for insurance and financial services. Its mission is to provide financial security through developing market-driven products, investing in people, giving prompt service, with values of
The document is a literature review on recruitment and selection practices in the healthcare sector conducted by Rahul Chatterjee for his MBA thesis. It provides background on the healthcare industry in India, including its size and growth. It also discusses the pharmaceutical and biotechnology industries as related sectors. The literature review covers recruitment challenges in mergers and aims to understand the effects on human resource management and organizations.
WhiteLight Consulting provides learning and development services to help organizations. Their signature coaching program focuses on developing direct reports and is segmented into categories based on a manager's skills. The program includes coaching sessions that help managers improve competencies like delegation, feedback, and developing others. WhiteLight Consulting's team includes experienced coaches and facilitators. They offer customized workshops, executive coaching, and consulting services to address business challenges.
THC Construction Company was founded in 2016 by four quantity surveyors to become a world-class construction company. The company aims to provide high quality construction services through a customer-first culture, emphasis on teamwork, and commitment to integrity. The organizational chart includes a CEO, general manager, financial, marketing, HR/administration, and contract/tendering departments to oversee projects and operations.
Quality circles are voluntary groups of employees that meet regularly to discuss and solve work-related problems. They aim to improve quality and productivity by empowering employees and involving them in decision-making. For quality circles to be effective, members need training, empowerment from senior management, and clearly defined roles and purposes. However, they also face potential issues like inadequate training, unclear objectives, and lack of management support.
Leaders at Toyota are developed through a process of continuous self-improvement known as shu-ha-ri. Potential leaders undergo mentorship and are immersed in different roles to broaden their skills, while deepening their expertise. The goal is to identify leaders who live the Toyota Way values and can develop others. Leadership is judged not just by results but also by the process used, with an emphasis on problem-solving, teamwork and respect for people.
Melody grew up in a chaotic home environment with six siblings, an alcoholic father, and parents who fought frequently. This took a toll on her mental health, and she began struggling in school. Her mother took a leave of absence to help her, but the emotional turmoil continued to escalate. Their family home was then damaged in the Black Forest wildfire of 2013. Seeing no way out, Melody's mother made the difficult decision to send her to Cal Farley's for additional support and stability.
Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize an organization and define its nature. A great corporate culture has six key components: a clear vision; core values that guide behaviors to achieve the vision; practices that enact the values; people both inside and outside the company who contribute to the culture; a workplace environment or "place" that shapes culture; celebrations that build community; and symbols that represent the culture. Together these components define an organization's culture.
Workplace culture remains a critical method for firms to differentiate themselves from their competitors. Here are 14 top tips to help leaders build a great workplace culture.
The document discusses updates to the Investors in People (IIP) standard and assessment process. The IIP framework provides guidance for business improvement through developing people. The current standard has 3 principles and 10 indicators. The sixth generation standard reduces the indicators to 9 and reorganizes them under the categories of Leading, Supporting, and Improving. It emphasizes continuous learning, empowering staff, and adapting to change. The assessment process is also moving online with new recognition levels like Platinum for top performers. Customers will be contacted about the sixth generation updates between October and December.
Quality circle content and implementationJefin Joseph
Professor Kaoru Ishikawa is known as the "Father of quality circles" for launching Japan's quality movement in the 1960s. Quality circles involve small groups voluntarily working to improve quality within their workshops using quality control techniques. The structure of quality circles programs typically involve top management establishing policies, an executive committee to approve programs, a steering committee to provide guidance, and facilitators to train members and coordinate circles. Effective quality circles rely on clear goals, leadership, problem-solving methods, and developing teamwork skills among members.
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
Vision and Mission - Strategic Decision MakingHarish Lunani
The document discusses strategic vision, which describes a company's intended future direction in developing and strengthening its business. An effective strategic vision delineates management's aspirations, provides a panoramic view of where the company is going, charts a strategic path, and inspires employees. Examples of strategic visions from various companies are provided to illustrate key elements and characteristics.
Everything Training believes in training that delivers results.
Consultative Sales Training | Arts based Employee Training | Soft Skills
About Sandeep:
Sandeep Kaul is a alumnus of Management Development Institute (MDI), Gurgaon with 15+ years of extensive cross-functional business experience with organizations like ICICI Bank, HDFC Bank, MetLife and BNP Paribas. He has held senior positions in these organizations centering around P&L responsibility, Business Development, Product Management and Operations. Our aim is to leverage this experience to help corporates and professionals become more productive and achieve the desired business outcomes. He brings value specially in terms of understanding diverse businesses and what interventions will suit best for the desired business outcomes.
He specializes in one on one leadership coaching, training programmes for BFSI sector and Sales interventions. He has also published the acclaimed thought paper, “ Why Training doesn’t deliver Business Results”. All our training programmes are designed using the Impact methodology formulated by him.
Sandeep is also the founder of India Strategy Think Thank, India’s largest e-group for discussing all issues pertaining to and impacting business strategy. He is a voracious reader and you can expect him to have insightful views on a wide range of subjects. He is your point man, if you are looking for someone to bounce your ideas with or get yourself mentored.
Team motivation is important for business success and employee well-being. Digitization impacts work culture and how companies motivate employees. Success Digital provides a framework to help companies balance technical and human factors during digitization. The framework focuses on shared values and continuous motivation through discovery, independent practice, and celebration of achievements. It uses tools like motivation maps and the 7th dimension model to monitor motivation. The goal is establishing a thinking system and environment that promotes energized teamwork and business success through preserved inner motivation.
This presentation introduces ILM qualifications in leadership and management and coaching and mentoring. It discusses the value of management development for organizations and individuals. The Level 5 Diploma in Leadership and Management and Level 5 Certificate in Coaching and Mentoring are designed for middle managers, aspiring managers, and those responsible for developing people. The qualifications provide practical skills to improve management performance and employee engagement. Studying with Oakwood International, an accredited ILM center, ensures students benefit from quality training and support to achieve their qualification.
The document discusses best practices for human resources departments. It identifies that the key aspects of best practices include attracting and retaining talent, developing and growing employees, engaging and aligning employees, and managing employee transitions. It also notes that the top companies implement innovative HR practices to attract the best talent, provide a good work environment, focus on employee growth, use engagement strategies like loyalty interviews, and handle induction and exit sensitively. The conclusion emphasizes that adopting successful practices across these HR areas can help companies improve competitiveness.
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.
Toyota has a strong team-oriented culture that emphasizes values like continuous improvement, challenging work, teamwork, and respect. This culture stems from Toyota's philosophy known as "The Toyota Way" and prioritizes genchi genbutsu (going to the source to find facts) and kaizen (continuous improvement). While adapting a team culture may be difficult, especially in competitive industries like auto dealerships, Toyota's success suggests that its team-oriented approach has been beneficial and helped the company achieve more through cooperative efforts. However, forcing a team culture where it is not natural could also create risks of lower motivation or increased conflict between individual and group goals.
Konsep & Ruang Lingkup Organization Development (OD)Kanaidi ken
This document discusses organizational development (OD). It defines OD as applying social science techniques to plan organizational change to improve effectiveness and individual development. The goals of OD are creating harmonious work relationships, improving problem-solving abilities, and fostering communication and work motivation. OD is needed when organizations become stagnant and develop problems from unwillingness to change. Effective OD has characteristics like addressing multiple organizational levels and using techniques like team building, surveys, employee involvement, and reengineering. Challenges include measuring OD's impact and dealing with ethical issues.
Leadership Communication - Developing People and Delivering ResultsSudhakar I. Prabu
1) Leadership Communication skills (3 Day workshop)
The program enhances adaptability in communication situations and versatility in communications delivery. Articulate clearly and impactfully, be responsive, engage with people, build consensus, motivate people to act, and drive business value.
2) Developing People and Delivering Results (3 Day Workshop)
The program enhances leadership versatility and executing strategy effectively through people. Engage and channelize people to perform to their full potential; turn ideas into results, seamlessly execute strategy through people. \
3) Leadership Thinking and Innovation (2 Day workshop)
The program enables out-of-the-box thinking and develops range of creative solutions and act accordingly. Find new solutions to old problems, identify new opportunities, grow faster, gain competitive advantage, and reach new heights.
The document discusses the vision, mission, and objectives of organizations. It provides definitions and characteristics of vision, mission, and objectives. It then summarizes the vision, mission, and objectives of two companies - Tata and AIG.
Tata's vision is to enrich quality of life by meeting essential needs. Its mission is to be the most respected in its industries and geographies by enhancing customer value, being competitive, internationalizing, improving shareholder value, strengthening relationships, and providing innovations.
AIG's vision is to be the world's first choice for insurance and financial services. Its mission is to provide financial security through developing market-driven products, investing in people, giving prompt service, with values of
The document is a literature review on recruitment and selection practices in the healthcare sector conducted by Rahul Chatterjee for his MBA thesis. It provides background on the healthcare industry in India, including its size and growth. It also discusses the pharmaceutical and biotechnology industries as related sectors. The literature review covers recruitment challenges in mergers and aims to understand the effects on human resource management and organizations.
WhiteLight Consulting provides learning and development services to help organizations. Their signature coaching program focuses on developing direct reports and is segmented into categories based on a manager's skills. The program includes coaching sessions that help managers improve competencies like delegation, feedback, and developing others. WhiteLight Consulting's team includes experienced coaches and facilitators. They offer customized workshops, executive coaching, and consulting services to address business challenges.
THC Construction Company was founded in 2016 by four quantity surveyors to become a world-class construction company. The company aims to provide high quality construction services through a customer-first culture, emphasis on teamwork, and commitment to integrity. The organizational chart includes a CEO, general manager, financial, marketing, HR/administration, and contract/tendering departments to oversee projects and operations.
Quality circles are voluntary groups of employees that meet regularly to discuss and solve work-related problems. They aim to improve quality and productivity by empowering employees and involving them in decision-making. For quality circles to be effective, members need training, empowerment from senior management, and clearly defined roles and purposes. However, they also face potential issues like inadequate training, unclear objectives, and lack of management support.
Leaders at Toyota are developed through a process of continuous self-improvement known as shu-ha-ri. Potential leaders undergo mentorship and are immersed in different roles to broaden their skills, while deepening their expertise. The goal is to identify leaders who live the Toyota Way values and can develop others. Leadership is judged not just by results but also by the process used, with an emphasis on problem-solving, teamwork and respect for people.
Melody grew up in a chaotic home environment with six siblings, an alcoholic father, and parents who fought frequently. This took a toll on her mental health, and she began struggling in school. Her mother took a leave of absence to help her, but the emotional turmoil continued to escalate. Their family home was then damaged in the Black Forest wildfire of 2013. Seeing no way out, Melody's mother made the difficult decision to send her to Cal Farley's for additional support and stability.
This article describes how the author's sudden bout of vertigo, which she initially feared was a major stroke, gave her a new perspective on the holidays. Though tests showed it was just a viral infection, her three day hospital stay showed her the suffering of others and inspired gratitude for her own health and support system. Now home recovering, she feels blessed and looks forward to celebrating Christmas in her decorated home.
Daihana Gutiérrez Valeria Rodríguez is a person with two first names and two last names. The document provides very limited information, only stating a full name with no other context.
La inteligencia artificial se considera una rama de la computación que relaciona fenómenos naturales con analogías artificiales a través de programas de computadora. Puede ser vista como una ciencia que estudia la elaboración de programas basados en comparaciones con la inteligencia humana para contribuir a un mayor entendimiento del conocimiento humano. Aunque las máquinas pueden usar información de forma especializada, el pensamiento humano es más complejo debido al gran número de neuronas en el cerebro y a su interconexión. Se espera que en el futuro, imitando el funcionamiento del cere
1. The document is a biography and overview written by physical therapist Eric Galvez about his experience being diagnosed with a brain tumor and undergoing treatment and rehabilitation.
2. It discusses statistics on brain tumors with the goals of increasing awareness and funding for research.
3. Galvez shares his journey from being a therapist to becoming a patient, including surgery, recovery, and learning difficult lessons about facing challenges.
Metallica se formó en 1981 en Los Ángeles por Lars Ulrich y James Hetfield. Originalmente incluía a Dave Mustaine y Cliff Burton, pero fueron reemplazados por Kirk Hammett y Jason Newsted. En 1983, la banda se mudó a San Francisco gracias a la ayuda del mánager Johnny Zazula, quien los ayudó a grabar su primer álbum y organizar conciertos en la costa este.
O documento discute três abordagens para estudos de games: funcionalista, técnico-tecnológica e formalista. Estudos formalistas recebem menos atenção devido a preconceitos, nova abordagem e indiferença do mercado. O texto também diferencia jogos analógicos e digitais e conceitos como imersão e interatividade.
Dublin is the capital city of Ireland located on the River Liffey near the east coast. The River Liffey divides the city into the Northside and Southside, with the Northside seen as working-class and the Southside as middle and upper middle class. Several important landmarks are highlighted on the map, including O'Connell Bridge, Statue of Daniel O'Connell, O'Connell Street, Clery's Stores, The Customs House, The Four Courts, Smithfield Chimney, Christchurch Cathedral, The Ha'penny Bridge, Temple Bar, Trinity College, Pearse Station, Chester Beatty Library, Dublin Castle, Grafton Street, and St Stephen's Green
Organizational culture refers to the values, expectations, and practices that guide employee behavior within a company. A positive culture improves performance while a dysfunctional one hinders organizations. Culture is defined by consistent behaviors rather than mission statements. It affects all aspects of a business from employee satisfaction to performance. Companies with strong, values-aligned cultures attract top talent and outperform competitors. They prioritize culture from day one by hiring for culture fit and reinforcing values. High-performing cultures exhibit qualities like alignment, appreciation, trust, teamwork, integrity and innovation. Leaders must advocate for and embody the culture while employees are given opportunities to provide feedback and continuously learn and develop.
This document discusses ways to develop an innovative culture in organizations. It emphasizes that an innovative culture balances attributes like creativity and freedom with discipline and accountability. Key aspects of an innovative culture include unique strategies, employee autonomy, trust, accepting failures, and strong leadership. Leaders can build such a culture by encouraging outside-the-box thinking, conducting innovation workshops, avoiding bureaucracy, and establishing a reward system for innovative ideas. While challenging to develop, an innovative culture is vital for organizations to continuously innovate and achieve leadership in their fields.
Leading by Example: How Agile Practitioners Can Kick Start Org-Wide Transform...Cerys Hearsey
This document discusses how agile practices can help drive organizational transformation. It argues that top-down change programs often fail and instead advocates for a bottom-up approach of empowering agile practitioners and change agents across the organization to lead transformation. This involves harnessing existing change agents, developing networks of guides to support change, taking a more experiential and distributed approach to leadership development, and managing change through sense-and-respond rather than predict-and-control.
M5 CSR - Embracing CSR and Cultural Change Transformation (Long Term Strategy...caniceconsulting
This document provides an overview of Module 5 which explores how companies can embrace corporate social responsibility (CSR) and drive cultural change through long-term strategies. It discusses how top-level leadership commitment is critical for successful CSR implementation and cultural transformation. Companies are encouraged to conduct a CSR assessment survey to understand current activities, priorities and opportunities. With insights from the assessment, companies can develop a dedicated CSR strategy and implementation plan involving key priorities to improve performance and sustainability.
The document discusses ethical business leadership. It provides 10 characteristics of ethical leadership, including articulating organizational values and focusing on success over personal ego. It also outlines 5 pillars of ethical business leadership: commitment, relevance, adding positive value, influence, and focusing on means rather than just ends. The summary concludes with suggestions for becoming a more ethical business leader, such as walking the talk, finding a mantra, avoiding self-serving behaviors, and not working alone.
Term project ethics ethical business leadership ppt-fall 2016-business polici...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
Organisation culture change short paper Ciarán Dyar
This document discusses leading organizational culture change and outlines seven questions and five imperatives to achieve culture change. It recommends defining behaviors to drive the desired culture, ensuring focused business goals are at the heart of change, designing change processes to account for socio-technical systems, using teams as repositories for the new culture, and using involvement and participation at every opportunity. A driver group should own change and be given autonomy to leverage political processes while focusing goals and training a critical mass group to demonstrate changed behaviors.
M5 CSR - Embracing CSR and Cultural Change Transformation (Long Term Strategy...caniceconsulting
This module discusses implementing cultural transformation through corporate social responsibility (CSR) as a long-term strategy. It emphasizes that CSR cultural change must start with commitment from top-level management and human resources. It recommends conducting a company-wide CSR assessment or survey to identify priorities, gaps, and opportunities. A CSR leadership team should then develop a dedicated CSR strategy based on the assessment results and discuss priorities with top management to implement as part of a long-term strategic plan.
INNOVATION ARCHITECTURE 1
Innovation Architecture
Ronna Coffman
Grand Canyon University: ENT-435
April 21st, 2017
Innovation is much more than just design thinking workshops. In fact, innovation is a challenging undertaking. For the success of an organization it requires repeatable and rigorous system of innovation. Creativity and ideas are essential ingredients of innovation. The seeds of innovation are provided by individuals, but innovation is a team effort that turns ideas into reality and delivers tangible outcomes. (Elliott, 2014)
Companies today face a harsh ultimatum: Innovate or die. Senior executives repeatedly tell to their employees that failing to innovate would create a critical risk to their enterprise’s growth, even its survival. Organizations rate themselves lowest on one aspect of innovation i.e. the ability to implement a “system of innovation” – a defined, consistent and effective innovation process. (France, Mott, & Wagner, 2014)
Innovation involves the introduction of something new, particularly something radically different. The something new could be products and services, product/service delivery, business designs, business processes, or new ways of managing.
Business Innovation can be differentiated from other types of initiative such as efficiency, continuous improvement, transformation, optimization etc. by its purpose. The purpose of business innovation is to create new future value for the organization. Innovation is strongly connected to strategy since the focus of strategy is to consider the constantly changing context and envision the future to define the best competitive position to achieve future goals.
The greatest challenge faced in building innovation architecture is that leaders are not able to create a climate for innovation in an organization. The employees are not recognized and rewarded for the innovative work they carry out. The organizations should look after the employees as they play an important role in bringing out innovation.
Innovation in an organization is everyone’s responsibility, but employees can’t innovate unless their leaders empower them to do so in an environment that values and rewards their contributions. The leaders should create a climate that helps the employees to innovate and even they are allocated accountability for a particular idea. Company can create a center of innovation expertise in corporate headquarters or diversifies ownership of innovation across business units depending on company’s market focus and on its organizational structure.
For bringing out innovation the employees must be involved, motivated and engaged with the leaders. If they do the same things each day, they’re not going to get inspired by new things. To get more than ideas for continuous improvement, people’s minds should be flooded with a lot of new information – and this is where Design Thinking can play a great role.
Building innovation architecture:
Successful innovators .
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
Kaizen is recognized around the world as an approach to establishing continuous improvement based on incremental and ongoing positive changes.
Read more about Kaizen and 5S program:
https://manufacturing-software-blog.mrpeasy.com/what-is-kaizen/
You can listen to a podcast:
https://mrpeasy.podbean.com/e/what-is-kaizen/
https://www.mrpeasy.com/
This case study describes how an HR department partnered with a business to improve productivity through lean manufacturing techniques while also developing leadership talent. Consultants conducted a diagnosis of the organization, implemented projects to eliminate waste with employees, and provided training. This combined business process improvement with leadership development. Key activities included a 30% productivity gain, lean culture promotion through councils and rewards, and talent management through selection, reviews, and training.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
The document discusses various concepts related to leadership including definitions of leadership, transformational leadership, and important leadership concepts. It outlines James MacGregor Burns' concept of transformational leadership where leaders inspire followers to achieve higher levels of performance. The document also discusses the seven habits of highly effective people including being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergy, and sharpening the saw. Finally, it discusses the importance of communication in leadership and the types of formal and interactive communication.
This document provides an overview of the corporate culture and values at SPI Innovations. It emphasizes that corporate culture is critical to the company's success. The core values discussed include honesty, integrity, professionalism, respect, trust, continuous learning, customer satisfaction, employee satisfaction, and operating as a high-quality solutions-based consulting company. The culture also focuses on teamwork, effective communication, innovation, positive attitudes, and achieving results.
This document discusses lean leadership and how to develop lean leaders. It defines lean leadership as focusing on respect for people and continuous improvement. Lean leaders go to the "gemba" or work area to understand processes, ask questions, generate ideas to improve, and act as coaches. Developing lean leaders requires an on-the-job approach over many years with a coach providing feedback and ensuring the leader is adding value. Toyota's approach involves senior leaders coaching subordinates through challenging projects to advance their skills.
Management involves coordinating all resources to plan, organize, direct, and control organizational activities to achieve stated objectives. The key aspects of management are planning how to accomplish goals, organizing resources, directing employees and activities, and controlling performance to ensure goals are met. Effective management requires getting employees to work together efficiently and effectively using available resources to attain desired outcomes and objectives.
This document discusses best practices for succession management and employee retention. It explores current trends showing many upcoming retirements and skills shortages. Effective succession management focuses on individual development aligned with organizational strategy. It identifies high potentials and provides career development, rather than just filling positions. Regular talent reviews and leadership assessments help develop successors and retain top employees. Measuring outcomes ensures the process works to prepare internal candidates for future leadership roles.
Organizational Culture And Its Effects On Team Development...Ashley Lott
Organizational culture develops over time and affects team development and effectiveness. Understanding organizational culture is essential for achieving quality culture and enhancing team output and development. Critical factors that influence organizational culture include purpose, processes, history, goals, objectives, size, and social and economic factors. An organization can adopt methods to achieve an effective and efficient organizational culture by first defining and identifying the existing culture through surveys and interviews with employees.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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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.
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.
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.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
Corporate culture v002
1. Corporate Culture
and Its Relation to Organizational Development
and Operational Excellence
Operational Excellence Series is an informative set of
documents prepared by Simple and Pragmatic Consultancy
Simple and Pragmatic
Consultancy
2. What is this document about?
Competition in business-life obviously
increasing.
A simple research shows that, most of the
top-100 companies in the world 60 years ago are
not in the list anymore.
Speed of change is increasing globally and
companies need to adapt better than ever.
Actually, adapting only helps survival.
Companies need to lead change in today’s world.
In the previous presentation we discussed what
should be done before starting operational
excellence efforts in the company. Additionally we
also defined the Shingo principles which are
regarded as pillars of operational excellence.
Human factors as well as technical factors
influence achieving operational excellence. The
social climate in the organisation, behavioural
patterns of employees and their values are all very
important for achieving desired OpEx levels.
Corporate culture therefore remains as an
important topic to be covered for those who want
to understand and carry out operational
excellence practices.
Without understanding corporate culture, it
becomes very difficult to design and run OpEx
projects. In the end, all these efforts require
employees to adapt their way of thinking and
behaviours to new and better ways of doing the
company’s job.
Therefore, we will briefly introduce the concept of
corporate culture in this document.
Organisational Culture is a very important
factor affecting OpEx projects
3. What is culture?
To truly understand what
company culture is, we need,
first to understand what the
CULTURE is?
According to E.B. Tylor, English
anthropologist and founder
of cultural anthropology;
Culture is the whole complex
s y s t e m w h i c h i n c l u d e s
knowledge, belief, art, morals,
law, custom and any other
c a p a b i l i t i e s a n d h a b i t s
acquired by man as a member
of society.
..without understanding
culture, it is hard to solve
organisational
problems…
4. What is corporate culture?
..without understanding
culture, it is hard to solve
organisational
problems…
Shortly, culture is the values and practices shared
by the members of the group.
Company Culture, therefore, can be defined as
the shared values and practices of the company's
employees. Exceptional organizations create and
sustain a culture that engages and motivates their
employees.
Creating a company culture requires :
• Meaningful work
• Deep employee engagement
• Job and organizational fit
• Strong leadership
5. How to transform corporate culture?
..transforming the
company on purpose and
with control is critical…
In reality, every organization is
n a t u r a l l y i n s o m e s t a t e o f
transformation.
The critical question is, to what end
i s t h e o r g a n i z a t i o n b e i n g
transformed and who are the
architects of the transformation?
5 Steps to transform company
culture are :
• Figure out what aspect of culture
needs to change
• Identify the influencers in the
organization and bring them “in”
• Start walking the talk in small
steps
• Be courageous in weeding out
behaviors that do not align with
the Company Culture
• Communicate and celebrate the
winning culture
6. How to create a continuous
improvement culture?
In order to achieve success in
operational excellence efforts,
corporate culture should be
t r a n s f o r m e d t o s o c a l l e d
“ c o n t i n u o u s i m p r o v e m e n t
culture” (CIC).
In creating CIC, it is critical to get
employees committed and involved
in the change process of the
company. Every employee needs to
share the CI vision, which is about
focusing on the customer and
making the word “improvement”
part of the company’s DNA.
The executives may demonstrate
their commitment to CIC by,
• Setting clear objectives and
priorities
• Identifying the right team
• Continuously developing CI skills
within company
• Preventing from excuses when
deviations happen from the plan.
Continuous improvement begins
by clearly defining value through
the eyes of customers.
The four goals of improvement
must be making things;
• Easier
• Better
• Faster
• Cheaper
for the customers.
..continuous improvement culture should
be embedded in the corporate DNA…
7. How to create employee
involvement in continuous improvement?
Employee involvement is central to the
philosophy of continuous improvement.
CI involvement is about:
• Leading by doing
• Asking the right questions
• Listening to all ideas
• Regularly reviewing key CI projects
• Empowering all employees to make
improvements
Operational excellence requires a
widespread commitment throughout the
organisation.
A culture must be developed where every
person in the organisation demonstrates a
high level of respect for every other person.
..continuous improvement
culture should be embedded in
the corporate DNA…
8. Shingo principles revisited
As you might recall from previous
presentation, Shingo Principles were
regarded as pillars of operational
excellence. To remind you shortly the
Shingo Principles, they are;
1. Respect every individual
2. Lead with humility
3. Seek perfection
4. Assure quality at the source
5. Flow and pull value
6. Embrace scientific thinking
7. Focus on process
8. Think systemically
9. Create constancy of purpose
10.Create value for the customer
All the items above are related with CIC.
Especially the first three have a direct impact
on the culture. Therefore we are going to
mention these shortly in the following
section.
…shingo principles are directly
related with company culture…
9. Shingo principle 1 - Respecting every individual
..without respect as a
fundamental value in an
organisation, sustainable
outcomes are impossible…
Respect is a principle that enables the
development of people and creates an
e n v i r o n m e n t f o r e m p o w e r e d
associates to improve the processes
that they “own.”
Respect for every individual naturally
includes respect for customers, for
suppliers, for the community and for
society in general.
Some examples to respect as a
corporate value are as follows:
• Because we respect every individual (the
principle); therefore, we always place safety
first (the value).
• Because we have respect for every individual
(the principle); therefore, we empower people
to act independently (the value)
• Because we have respect for every individual
(the principle); therefore, we make all of our
key communications open
10. Why and how to lead with humility
Humility is an enabling principle that
precedes learning and
improvement.
A leader’s willingness to seek input,
listen carefully and continuously learn
creates an environment where
associates feel respected and energized
and give freely of their creative abilities.
Some examples to leading with humility
as a corporate value are as follows:
• Because I lead with humility (the principle);
therefore, I am open to good ideas and
innovation from anywhere in the organization
(the value).
• Because I lead with humility (the principle);
therefore, I accept responsibility and enable
change (the value).
• Because I possess humility (the principle);
therefore, I seek,
• trust and follow the direction of those with a
responsibility to lead (the value).
..humility makes employees feel respected
and energized and give freely of their
creative abilities…
11. Seeking perfection and
continuous improvement
The third principle of Shingo is seeking perfection.
Excellence is a non-ending journey. Improvement
from a certain level to another is achieved and this
success for sure deserves an appreciation.
However, the final destination to excellence is never
reached.
Keeping this in mind, the motivation and focus of
everyone in the company should be aligned for a
never ending continuous improvement.
A powerful incentive for employees at this stage is
an improvement and learning opportunity for
themselves. At first sight, efforts for perfection
seems for only company’s wellbeing.
However, continuous improvement efforts should
be designed and introduced also as opportunities
for improvement of the employees.
..seeking for perfection and
continuous improvement
culture should be embedded
in the corporate DNA…
CI is an improvement
opportunity for employees as
well as the company…
12. Creating and leading change
in the corporation
All we have mentioned and all we are going to
mention from now on are about a “change”
process. Unfortunately, most of the change
efforts are unsuccessful.
By systematically designing and managing the
change process, it is possible to achieve the
change desired.
The steps and the mechanism to be followed for
achieving change are going to be mentioned in
the following presentations. Till then, we are
inviting you to work on the obstacles refraining
your company from success in the change
process. Just take a piece of paper and write
down the items coming to your mind. Similarly,
also work on the items which are easing the way
on the change process.
We are going to use these drafts later in
managing change presentation.
…change is a process which
can be systematically
intitated and managed…
13. To be continued with other
Shingo principles
So back to Shingo principles; they are:
1. Respect every individual
2. Lead with humility
3. Seek perfection
4. Assure quality at the source
5. Flow and pull value
6. Embrace scientific thinking
7. Focus on process
8. Think systemically
9. Create constancy of purpose
10.Create value for the customer
Our following presentations aim to mention
all these items and give you a simple and
pragmatic understanding to apply the
principles in your organisation.
We have covered the first three items. We
are continuing explaining the rest of the
principles in our following presentations.
Additional topics related to OpEx are going
to be available as well.
14. About us
Simple and Pragmatic
Consultancy
S&P is a common initiative of
Leannovative and Performance
Club consultancy companies.
Our aim is to simplify things for
professionals and for our clients.
For more information about our
projects and for support please
contact us via e-mail through:
edursun@leannovative.com
tansu@kariyer-kulubu.com
Additional contact details and our
web page will be available soon.