Leadership seminar with aAdvantage Consulting 10 September in Singapore. A shared presentation by Vincent Ho (aAdvantage) and Tor Eneroth (Barrett Values Centre).
Why your organisation's future demands a new kind of HR
How do you adopt an operating model of the future to upgrade the HR function’s strategy and management and help them achieve their goals of agility, customer centricity and operational efficiency?
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
Before the current pandemic, changing technologies and new ways of working were already disrupting jobs and the skills employees need to do them. Unpack how your organisation can meet this challenge in relation to your current talent strategy.
Rolling Arrays - The Trusted HR Transformation PartnerRolling Arrays
Rolling Arrays is Asia’s premier award winning HR transformation company, headquartered in Singapore with offices in 6 countries. Since its inception in 2009, Rolling Arrays has successfully delivered more than 100 HR transformation projects for more than 50 blue-chip clients across Asia. A consultative approach to HR Processes, HR Functions and HR Software is Rolling Arrays core expertise and the primary catalyst for its’ success.
Rollingarrays.com
Email: info@rollingarrays.com
Why your organisation's future demands a new kind of HR
How do you adopt an operating model of the future to upgrade the HR function’s strategy and management and help them achieve their goals of agility, customer centricity and operational efficiency?
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
Before the current pandemic, changing technologies and new ways of working were already disrupting jobs and the skills employees need to do them. Unpack how your organisation can meet this challenge in relation to your current talent strategy.
Rolling Arrays - The Trusted HR Transformation PartnerRolling Arrays
Rolling Arrays is Asia’s premier award winning HR transformation company, headquartered in Singapore with offices in 6 countries. Since its inception in 2009, Rolling Arrays has successfully delivered more than 100 HR transformation projects for more than 50 blue-chip clients across Asia. A consultative approach to HR Processes, HR Functions and HR Software is Rolling Arrays core expertise and the primary catalyst for its’ success.
Rollingarrays.com
Email: info@rollingarrays.com
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.
Learn how to build an agile culture by using dedicated leadership and change management to reduce resistance, increase engagement and achieve sustainable adoption.
In Agile Transformation, C comes before A by Syed RiyazuddinAgile ME
Almost 19 years since Agile Manifesto was published, organizations are still struggling to adopt and mature Agile. There is no one-size-fits-all when it comes to Agile transformation strategy, but plenty of learning from other successful/ failed initiatives.
I will discuss one of the crucial prerequisites of Agile transformation, Cultural assessment, referring to some of the popular models, such as Schneider and Laloux. But most importantly which framework would be most suitable, mapping to cultural type of a department/organization. Not limiting to Scrum, or Kanban, but considering other methods such as Lean, Design Thinking, DevOps etc, to formulate one that aligns with organization's culture. At two levels, first Adoption and then Scale (Scale -up or -out).
Along the way, I will share insights from my experience, some use cases, from working across organizations of various sizes and shapes, and the factors that enabled success in their transformation journeys.
Strategic workforce planning (also known as strategic staffing, talent demand planning and workforce shaping) is used by organisations to help them understand the workforce they will need in the future to execute on their planned strategy.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
APM webinar sponsored by the South Wales and West of England Branch on 23 November 2021.
Speaker: David Hawkins
Projects by their very nature require many stakeholders to work together to deliver outcomes. The greater the level of collaboration the higher the probability of success. This webinar was held on 23 November 2021.
The impact of relationships and behaviours cannot be underestimated but often this is left to develop organically and can frequently be impacted by external influences directly or inadvertently. A structured approach to placing collaborative working as part of the project plan and execution can help enhance performance.
https://www.apm.org.uk/news/how-collaborative-working-can-help-deliver-successful-projects-webinar/
In our increasingly complex and ambiguous world, how do Risk Management & Assurance practitioners build and deploy the capability necessary to deliver greater value and be perceived as Trusted Advisors?
Technical skills remain absolutely necessary, but are not sufficient on their own. The most effective Risk Management & Assurance team possesses a broad range of non-technical attributes in addition to deep technical expertise.
Cornerstone uniquely tailors consulting and development programs using the Integral Framework. Integral thinking and application (i) is a holistic perspective on organisational life (ii) is one of the most significant frameworks capable of taking into account the rapid rates of change and complexity emerging in the global marketplace (iii) Has increased potential to deliver the requisite outcomes both tangible and intangible. It has significant application for career, leadership and organisational development.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
Gary Hamel defines management innovation as a marked departure from traditional management principles, processes, and practices (or a departure from customary organizational forms that significantly alters the way the work of management is performed). He deems it the prime driver of sustainable competitive advantage in the 21st century.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Building Capability 2012 - The Standard Model of RecruitmentEmma Mirrington
Andy Dolby from Write Research challenges our notions of the Standard Model of Recruitment in his key note session at our Building Capability Conference 2012
Portfolio Management in times of uncertainty
Sandie Grimshaw
Balancing your change portfolio
APM Portfolio Management SIG Conference 2017,
11 May 17,
Holiday Inn Bloomsbury, London
Conduct Risk. Assessing risk and identifying cultural drivers for clear defin...Compliance Consultant
Conduct Risk is sweeping the financial services world and catching many risk manager out as there is still a lack of understanding.
Our Compliance Manual is available at http://bit.ly/ComplianceManualTemplate
Risk management need to determine the corporate risk philosophy and appetite. To assess or understand the risk philosophy, try to comprehend the organisation's culture, values and environment. The way business operations are conducted on a daily basis and the organisation’s strategy are typically good indicators where you can find the company risk philosophy. Assess whether business has an aggressive, innovative, typical or conservative attitude towards risks for achieving business goals.
Risk appetite is simply the amount of risk which the organisation is willing to take to undertake business activities and achieve the business objectives, where Conduct Risk is concerned this has to include good customer outcomes. A simple question to ask the board of members could be “What amount of reported mismanagement or public uproar would make you uncomfortable if it appeared in the business newspapers?”
Consolidate the various risk exposures from the risk department's identified risks and present them to the board. Finally, assess whether the company’s internal perception and rhetoric on risk philosophy and appetite are consistent with the board and other stakeholder's viewpoints. Realign the two where required to prepare the annual strategy.
Build Your Framework.
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.
Learn how to build an agile culture by using dedicated leadership and change management to reduce resistance, increase engagement and achieve sustainable adoption.
In Agile Transformation, C comes before A by Syed RiyazuddinAgile ME
Almost 19 years since Agile Manifesto was published, organizations are still struggling to adopt and mature Agile. There is no one-size-fits-all when it comes to Agile transformation strategy, but plenty of learning from other successful/ failed initiatives.
I will discuss one of the crucial prerequisites of Agile transformation, Cultural assessment, referring to some of the popular models, such as Schneider and Laloux. But most importantly which framework would be most suitable, mapping to cultural type of a department/organization. Not limiting to Scrum, or Kanban, but considering other methods such as Lean, Design Thinking, DevOps etc, to formulate one that aligns with organization's culture. At two levels, first Adoption and then Scale (Scale -up or -out).
Along the way, I will share insights from my experience, some use cases, from working across organizations of various sizes and shapes, and the factors that enabled success in their transformation journeys.
Strategic workforce planning (also known as strategic staffing, talent demand planning and workforce shaping) is used by organisations to help them understand the workforce they will need in the future to execute on their planned strategy.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
APM webinar sponsored by the South Wales and West of England Branch on 23 November 2021.
Speaker: David Hawkins
Projects by their very nature require many stakeholders to work together to deliver outcomes. The greater the level of collaboration the higher the probability of success. This webinar was held on 23 November 2021.
The impact of relationships and behaviours cannot be underestimated but often this is left to develop organically and can frequently be impacted by external influences directly or inadvertently. A structured approach to placing collaborative working as part of the project plan and execution can help enhance performance.
https://www.apm.org.uk/news/how-collaborative-working-can-help-deliver-successful-projects-webinar/
In our increasingly complex and ambiguous world, how do Risk Management & Assurance practitioners build and deploy the capability necessary to deliver greater value and be perceived as Trusted Advisors?
Technical skills remain absolutely necessary, but are not sufficient on their own. The most effective Risk Management & Assurance team possesses a broad range of non-technical attributes in addition to deep technical expertise.
Cornerstone uniquely tailors consulting and development programs using the Integral Framework. Integral thinking and application (i) is a holistic perspective on organisational life (ii) is one of the most significant frameworks capable of taking into account the rapid rates of change and complexity emerging in the global marketplace (iii) Has increased potential to deliver the requisite outcomes both tangible and intangible. It has significant application for career, leadership and organisational development.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
Gary Hamel defines management innovation as a marked departure from traditional management principles, processes, and practices (or a departure from customary organizational forms that significantly alters the way the work of management is performed). He deems it the prime driver of sustainable competitive advantage in the 21st century.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Building Capability 2012 - The Standard Model of RecruitmentEmma Mirrington
Andy Dolby from Write Research challenges our notions of the Standard Model of Recruitment in his key note session at our Building Capability Conference 2012
Portfolio Management in times of uncertainty
Sandie Grimshaw
Balancing your change portfolio
APM Portfolio Management SIG Conference 2017,
11 May 17,
Holiday Inn Bloomsbury, London
Conduct Risk. Assessing risk and identifying cultural drivers for clear defin...Compliance Consultant
Conduct Risk is sweeping the financial services world and catching many risk manager out as there is still a lack of understanding.
Our Compliance Manual is available at http://bit.ly/ComplianceManualTemplate
Risk management need to determine the corporate risk philosophy and appetite. To assess or understand the risk philosophy, try to comprehend the organisation's culture, values and environment. The way business operations are conducted on a daily basis and the organisation’s strategy are typically good indicators where you can find the company risk philosophy. Assess whether business has an aggressive, innovative, typical or conservative attitude towards risks for achieving business goals.
Risk appetite is simply the amount of risk which the organisation is willing to take to undertake business activities and achieve the business objectives, where Conduct Risk is concerned this has to include good customer outcomes. A simple question to ask the board of members could be “What amount of reported mismanagement or public uproar would make you uncomfortable if it appeared in the business newspapers?”
Consolidate the various risk exposures from the risk department's identified risks and present them to the board. Finally, assess whether the company’s internal perception and rhetoric on risk philosophy and appetite are consistent with the board and other stakeholder's viewpoints. Realign the two where required to prepare the annual strategy.
Build Your Framework.
Australian Government,
Corporate and NGO
partnerships establish
The Dandelion Program
to deliver social and
economic benefits for
workers with Autism
Spectrum Disorder and all
Australians
Business Case Study on PricewaterhouseCoopers (PwC)Karthik Krishnan
A Case Study on PricewaterhouseCoopers (PwC) highlighting the leaders of it's Indian Management and Global as well. Also, Highlighting the Business Functions and it's leaders.
Nine Steps of Collaboration with Craig NealValuesCentre
2016 CTT International Conference:
Craig Neal shares the nine steps of collaboration, including a case study of how the steps have been applied in government and relates to public engagement.
This APM event was co-organised by the ProgM and Governance SIGs in conjunction with our good friends at PWC. [Full write up: http://bit.ly/apmpwcsurvey]
As Miles Dixon and I introduced the evening, I knew that we were in for some fun as Karl Reilly @karl_reilly_pwc, our host, speaker for the evening and veteran of programme management, let it be known that he would ‘ask the audience’ to send in their votes using software called Poll Everywhere. [You only have to look at the website of this tool to realise just how engaging this can be for a live audience!]
As part of my introduction I threw out a couple of challenges. Firstly with the well-known saying ‘lies, damned lies and statistics’ - why should we trust what this survey from PWC says?
Also, “Isn’t it rather shocking that out of more than 3,000 respondents from more than 100 countries, only half [50%] agreed that ‘an appropriate baseline exists to measure all benefits for their organisation [projects and programmes]’
If this really is the case how can change commissioners possibly know whether they have got what they wanted in the first place?
The 4th PwC Global PPM Survey, conducted in 2014 looked at; trends, challenges, opportunities and opinions relating to the management of portfolios, programmes and projects.
During the evening we were invited to vote by text and web on our smartphones [one of those rare ‘don’t switch your phones off’ evenings] on various survey questions. The results and opinions of ‘we happy few’ were compared to those of the much larger global population.
So for example. On the question of “Where benefits are set, are they realised?” [Slide 12] illustrates the fact that audience opinion [yellow] is broadly similar with the global view [orange] this certainly wasn’t the same in every case and led to some interesting debate.
Sandie Grimshaw, who led the survey team, joined us part way through the session - after a long day at work. She says “The results are both interesting and enlightening, especially when considered with the findings of previous surveys, and also with the results that we find when PWC undertakes maturity assessments around the world on client programmes.
I believe our survey findings have provided a fresh perspective for executive teams, as well as giving PPM professionals evidence from which to re-evaluate their priorities and approach to delivering successful change programmes.”
Not being one to miss an opportunity, Alan Macklin, ProgM committee member and Deputy Chair of APM Board, stated APM’s desire to be involved in the next survey round 2015/16 as he sees it as an opportunity to extend our own work on Conditions for Project Success.
In addition, in a short infomercial, the audience were invited to attend our inaugural APM Benefits Summit [23-25 June] - partially in response to the survey’s findings on Benefits Management uptake!
Merv Wyeth
Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
Joanna Barclay of Culture Leadership Group and Vincent Ho of aAdvantage Consulting share the ABCs for inner and outer transformation to support leaders' journeys of culture change to measure, map and manage culture transformation.
Outline:
- Influence of values and brhaviours on high perfomance, engagement and retention
- Overview of culture transformation tools and the link between performance and culture
- Leadership development and personal alignment to 'wak the talk' and motivate continuous learning to develop a culture of participation
- Case studies on building high performing leadership teams
Aronagh's Consulting Services Portfolio covers people & culture, organisation design, business transformation and data governance. Contact me at www.aronagh.com for more information.
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
1. Managing Multi-generational Workforce
2. What drives Generation Y employees
3. What drives Singapore employees
4. What do Singapore employees desire of their workplace
Presented at World Learning/ SIT Graduate Institute, Washington DC, August 2013.
Orientation for MA Sustainability/ International Policy & Management Programs
The Importance of Organisational Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/1GXsNm249S4
This webinar focuses on the role values play in organisational culture. Richard will share insights on:
-How do you build a high performing values-driven organization?
-Why is it important to measure your culture?
-What role do leaders play in managing culture?
For more information please visit our website:
https://valuescentre.com
Importance of Societal Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/7yKNU_sWOZo
This webinar focuses on the role values play in society. Richard will share insights on:
-Which are the most conscious nations on the planet?
-What is the worldview of your nation?
-What is your worldview?
For more information please visit our website:
https://valuescentre.com
Importance of Personal Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/2PCfFO0hobA
This webinar focuses on the role values play in your personal life. Richard will share insights on:
-What are values?
-How are values connected to our needs?
-Why do values change throughout our lives?
For more information please visit our website:
https://valuescentre.com
Building a Global Values Community with Alan WilliamsValuesCentre
2016 CTT International Conference:
Global Values Alliance, with Alan Williams, explores how to inspire greater authenticity all over the world by enabling connection, exploration, and action for our global values-driven community.
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
Get Connected and Dynamics of Change with Tor Eneroth and Niran JiangValuesCentre
2016 CTT International Conference:
Tor Eneroth and Niran Jiang co-host a workshop to familiarise you with the suite of free resources available in Get Connected and The Dynamics of Change.
Insights into Leadership with Jim StatenValuesCentre
2016 CTT International Conference:
Jim Staten shares how to use finances to make sound thoughtful and compassionate investments to support the vision in a values-centred way. His stories will show you a way to enable the transformational journey with sound financial principles.
The Case of Love for Shifting the Conversation with Monika GutscherValuesCentre
2016 CTT International Conference:
Monika Gutscher shares research and practices on the relevance and power of Love for transformation on a large scale.
The Current Point on the Journey with John Campbell and Phil ClothierValuesCentre
2016 CTT International Conference:
Phil Clothier and John Campbell lead an interactive session to connect deeply with and explore approaches for action to support the UN Global Goals.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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/
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.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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.
18. Interactive Activity 1: Current Culture
Bureaucracy
Blame
Control
Long hours
Short-term focus
Confusion
Teamwork
Open communication
Care
Profit
Cost consciousness
Financial stability
Company 1
Company 2 Company 4
Company 3
24. Volvo IT
26
Culture - 2010
“…The decisive factor is and
will remain corporate culture.”
September 2003
“…The key to our competitiveness
lies in our corporate culture.”
December 2006
Volvo Group CEO’s view
25. Volvo
Culture - Tor Eneroth, 2010
Human Systems
A whole system approach calls for actions in all four dimensions at the same time.
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Structures and system
Products, equipment etc
Bottom line results
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber
Environment
26. Volvo IT
Culture - 2010
Impact of Volvo IT Culture 2000 - 2010
Improved more than 30%
Customer Satisfaction
ESI 90% last 5 years
Employee Satisfaction
From 55 to 90%
Delivery Precision
Best in branch (IT)
Attractive employer
27. Volvo IT
Culture - 2010
The Volvo IT Culture Journey… so far!
2000 2004 2008 2010
Grow ONE Company –
the Volvo IT Identity
Grow Customer Focus –
applying values in operations
Ensure Resilience –
Culture in Downturn
- Build a company with one
culture, uniting people with
different backgrounds
- Build awareness &
understanding of culture
- Apply our values in our work
with customers, make sure
we live our values
- Build awareness &
understanding of culture
- Work with trust to decrease
loss of faith and commitment
in turbulent times
- Maintain customer/ delivery
focus
- Build awareness &
understanding of culture
Realise Strategy –
Culture as an Enabler
- Emphasize the connection
to our new strategy and the
requirements it poses on
our culture and brand
- Focus on making culture
an enabler for expected
business benefits
- Build awareness &
understanding of culture
28. Investments in our Culture pays back!
>500 Culture Ambassadors
to facilitate and support
“Dedicated and persistent work
with our wanted
culture is one of
our most critical
success factors”
Visible Results
Customer Satisfaction 60 to 90%
Employee Satisfaction ~90%
Owners Trust Low to High!
Delivery Precision 55 to 90%
Attractive Employer Best in Class!
Systematic Approach
>100 tools and
methods for
active dialogues
and reinforcement
Consistently
Shared
Mission,
Vision
Values
29. Volvo IT
Culture - 2010
Many Transformation “Tools”
Exercises
The Volvo Way (new)
Fortune Magazine
Vision 2015 – Magnitude of Change
The Purpose of Our Team
Core Motivation & 4 Why’s
Personal Values Exercise
Wanted “Fingerprints”
Mapping Personal and Core Values
4 Key Consistency Questions
Personal Audit
We Are Going on Record
Our Culture Build up Journey
Complaints –We love them!
Raving Fans
Daily walk the talk
ValueMaker
Values in Projects
Values in Customer Relations
Values and Ai
Trust
GlobeSmart Intro
Approaches (How to make value based...)
Decision making
Recruitment
Introduction of employees
Appraisal Discussion
Salary Setting
Methods
Skilful Discussion
Effective Feedback
Conflict Resolution
Learning Style
Creative Mind
Individual/Team Reflection
Measurement and Follow up
• Denison Culture Survey
• Our Walk the Talk Assessment
• Customer Satisfaction Surveys
• Culture Values Assessment
• Volvo Attitude Survey/Team Barometer
• Strategic Behaviour Quiz
Intercultural Communication
• GlobeSmart TM
Recognition, Rewards and Celebration
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30. Volvo IT
33
Culture - 2010
How to Make
Value-Based Decisions
1 Evaluate information available.
2 Consider how your decisions might affect
stakeholders.
3 Consider what values/behaviors are relevant to the
situation.
4 Determine the best course of action that takes into
account relevant values and stakeholders’ interests.
Make sure your decisions leave the right “mental
fingerprints” in the minds of your stakeholders.
31. Volvo IT
34
Culture - 2010
Appraisal Discussion – “Living the values”
Make sure you align to
wanted culture and
behaviour in the
performance reviews
32. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
35
Fear and Distrust Block our Full Potential
1. bureaucracy (L)
2. caution (L)
3. customer collaboration
4. experience
5. short-term focus (L)
6. hierarchy (L)
7. internal competition (L)
8. results orientation
9. customer satisfaction
10. cost-consciousness
11. information hoarding (L)
1. honesty
2. respect
3. adaptability
4. humour/fun
5. co-operation
6. reliability
7. accountability
8. compassion
9. family
10. fairness
Personal Values Current Culture Values
33. Whole Human System
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
Structures and system
Products, equipment etc
Bottom line results
Personal DesiredCurrent
34. Review of Potentially Limiting Values - Description
Potentially
Limiting
Values
Definition
How do WE define this value?
Culture
How does it look like/appear
in our daily work situations?
Preventive actions
What actions can we* take to take out this limiting value?
*) ME personally, WE as a group and the
COMPANY/Management?
Caution
No risk taking
No stretch
Both a personal- and a
team behavior
Lean organizational
set up – not
overspending
regarding resources
Not stating how good we
are or someone is – low
profile.
If we are not 100% sure,
we would not do it.
Too self critical, which
hinders you from taking
action.
Afraid of making
mistakes.
Avoid conflicts.
Don’t dare to say what
you see and think or feel.
We don’t always share
the problems, so I don’t
bring my problems to the
team and vs.
If I bring up my problem I
have to follow it up, so I
don’t bring up.
Slow in taking action on
decisions taken.
We don’t stretch our
budgets – we want to
make sure we can reach
our targets.
(ME) Bring your problems to the team and
use the team to solve them, and follow it up.
Bring your possibilities and opportunities to
the team as well.
(COMPANY) Our defined responsibilities is
to too individual and not shared within the
team. We need to define our shared team
responsibilities by clear targets. Not only as a
target as a sum of all sites.
(ME/WE) Every member of the team should
feel responsible for the problem that are
brought to the team.
(WE) Make our team profile more clear to our
stakeholders.
(ME) Be more challenging (in our team and
outside the team?)
(ME) Talk and share what we are good at
more (proven by benchmarks) and be proud
of it!!
(ME/COMPANY) Be prepared to take risks.
Bring up specific situations regarding
potential risks in the RMT.
36. Free our Full Potential – The Korea Story
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfillment
12. global perspective
13. shared values
1. family
2. enthusiasm
3. personal growth
4. responsibility
5. performance
6. health
7. open communication
8. efficiency
9. financial stability
10. balance (home/work)
Personal Values Desired Culture Values
PLAN
38. VOLVO IT Korea Culture Transformation Story
PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0
1. global perspective
2. customer satisfaction
3. open communication
4. cost-consciousness
5. diversity
6. goal orientation
7. long hours (L)
8. result orientation
9. shared values
10. customer collaboration
11. experience
12. responsibility
1. open communication
2. global perspective
3. customer satisfaction
4. information sharing
5. balance home/work)
6. organisational growth
7. cost-consciousness
8. continuous learning
9. co-operation
10. professional growth
11. reliability
12. teamwork
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfilment
12. global perspective
13. shared values
Current 2007 Current 2008 Desired 2007
PLAN
Matches 7
Current and Desired
Volvo IT Korea Transformation Journey
Matches 4
Current and Desired
39.
40. From CVA to Action
1
2
34
5
6 Values Assessment
Share results and start dialogue
Prioritize
key focus
values
Explore key values and behaviours
Create Culture Development Plan
Live the values and grow the desired culture
43. 46
Majlis Ugama Islam Singapura
(Islamic Religious Council of Singapore)
Majlis Ugama Islam Singapura (Muis)
Established in 1968 under AMLA
(Administration of Muslim Law Act)
A Statutory Board of the
Ministry of Culture,
Community and Youth (MCCY)
44. A Gracious Muslim Community of Excellence That
Inspires And Radiates Blessings To AllVISION
To work with the community in developing a
profound religious life and dynamic institutionsMISSION
Integrity
Consultative & Inclusive
Transformational
VALUES
Vision, Mission, Values & Strategic Priority
45. Results & Progress
• Improve team collaboration and cohesiveness
• Better demonstration of desired behaviours by staff
and management
• Better resource allocation reducing workload
• Holistic interventions programmes
• L.O.V.E – increase common language
• Development of Competency Framework
48. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
51
Barrett Values Centre – Vision, Mission & Values
49. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
54
wwww.valuescentre.com/pva
50. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
55
51. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
56
52. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
57
My 3 personal values
1. Choose your 3 most important values…
2. Why are they important for you?
3. Are they seen in your behaviour?
4. Share with a friend…
53. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
58
Our values reflect our focus
Values show our energies and is the base for our decisions!
Inclusiveness
Positive
Potentially limiting (L)
Individual (I)
Relationship (R)
Organisational (O)
Societal (S)
Common good
Transformation
Self interest
Service to humanity
Making a difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Finance
External Relations
Fitness
Culture
Societal Contribution
Evolution
Spiritual
Mental
Emotional
Physical
54. Origins of the Cultural Transformation Tools
Growth Needs
When these needs are fulfilled they do not
go away, they engender deeper levels of
motivation and commitment.
Deficiency Needs
An individual gains no sense
of lasting satisfaction from
being able to meet these
needs, but feels a sense of
anxiety if these needs are not
met.
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Self Actualization
55. Maslow’s Needs to Barrett’s Consciousness
Need s Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
57. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
63
Make the invisible visible!
1. Please select ten of the following values/behaviours that
most reflect who you are, not who you desire to become.
2. Please select ten of the following values/behaviours that
most reflect how your organisation currently operates.
3. Please select ten of the following values/behaviours that, in
your opinion, are essential for your organisation to be a high
performance one.
Three Questions:
~80
personal
values
(tailored)
~90
organization
al
values
(tailored)
58. Placement of Values by Level
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
10
42 5
7
9
6
8
3
110
Current Culture 100 Employees
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
59. Volvo IT
SMM Fourth Step – 27 May 2010
65
Volvo IT Senior Managers (104)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2
CC - DC 4
PV - DC 5
Health
Index (PL)
PV: 10-0
CC: 10-0
DC: 10-0
1. commitment 61 5(I)
2. trust 48 5(R)
3. honesty 43 5(I)
4. cooperation 42 5(R)
5. respect 42 2(R)
6. humour/fun 41 5(I)
7. accountability 32 4(R)
8. integrity 32 5(I)
9. openness 30 5(R)
10. courage 29 4(I)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. global perspective 48 3(O)
2. cost-consciousness 43 3(O)
3. customer
collaboration
38 6(O)
4. commitment 36 5(I)
5. customer satisfaction 32 2(O)
6. challenge 31 4(O)
7. professionalism 29 3(O)
8. cooperation 28 5(R)
9. results orientation 26 3(O)
10. financial stability 24 1(O)
1. global perspective 38 3(O)
2. customer
collaboration
37 6(O)
3. trust 36 5(R)
4. commitment 34 5(I)
5. professionalism 33 3(O)
6. accountability 32 4(R)
7. continuous
improvement
32 4(O)
8. humour/fun 32 5(O)
9. respect 28 2(R)
10. innovation 26 4(I)
Values Plot Copyright 2010 Barrett Values Centre May 2010
61. Volvo IT
Volvo IT Strategic Focus Areas 2010 - 2012
Current Culture Values Desired Culture Values
Finance Finance
Fitness
Client
Relations
Evolution Culture
Societal
Contribution
Societal
Contribution
Volvo IT Management May2010
62. Distribution of Values by Level
Current Culture 100 Employees
11%
1
2
3
4
5
6
7
Cultural
Entropy
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
64. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
71
The Impact on Performance
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008
65. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
72
Low Cultural Entropy Leads to High Financial Returns
Entropy Level 3 Year Revenue Growth %
<10% 32.87%
10% – 19% 24.90%
20% – 29% 11.39%
>29% 11.07%
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
66. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
73
13%
5%
13%
12%
6%
15%
Level 3
Level 2
Level 1
Entropy
ProfitAlignment
A reduction in entropy and increased values alignment lead to improved
financial performance.
PV CC DC
Impact of Cultural Evolution
70. The level of entropy represents the degree of potential
challenges that may prevent a leader from achieving the
organisation’s success outcomes
Entropy Impact
0-6% Healthy: Authentic individual. Decision-making is not driven by subconscious
fears.
7-10% Minor Issues: Requiring leaders to examine how their fear-based behaviours
and actions are affecting people around them and/ or their degree of work/life
balance.
11-15% Moderate Issues: Requiring leaders to examine how their fear-based
behaviours may be compromising relationships with peers and subordinates,
and negatively impacting their professional goals.
16-20% Significant Issues: Requiring leaders to examine how their fear-based
behaviours may be undermining their personal integrity and trustworthiness,
and negatively impacting their professional and personal goals.
21%+ Critical Issues: Requiring leaders to examine how their fear-based behaviours
are compromising their ability to inspire and support their subordinates and
collaborate effectively with their peers.
Key PointsAsk people about this statement.We often add an extra few words “organisational transformation begins with personal transformation OF THE LEADERS”
Key PointsThis is once again written in Level 3 language. We now have tools that allow us to measure and manage aspects of the business that people did not know how to do before.
Use this slide as a template for presenting your materials in powerpoint to external clients as well as internal meetingsGuideline:Title – Calibri, Bold, 28pt [Font Colour (RGB): Red242 Green86 BlueB34]Body text, Calibri, 20pt [Font Colour (RGB): Red89 Green89 Blue89]Sub Body text, Calibri, 16pt [Font Colour (RGB): Red89 Green89 Blue89]