Daniel Assouline is the co-founder of Montreal, Canada based payment processing firm UpClick. A dynamic and highly capable leader, Daniel has managed to make the most of the given opportunities for his organization.
Corporate and intraprenurial culture (corporate vs intrapreneurial culture)Suleyman Ally
Corporate culture favors conservative decision-making, gathering extensive data before decisions, and postponing risky decisions. It has a hierarchical structure with many approval levels so no individual feels responsible. Intrapreneurial culture encourages innovation, has a flat structure, and rewards new business ventures, innovativeness, and self-renewal. The key differences are that corporate culture prioritizes following instructions and avoiding mistakes, while intrapreneurial culture focuses on developing visions and rewarding action, suggestion, creation, and responsibility-taking.
The document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan to become an entrepreneur, challenges of business growth, managing a family business, and corporate intrapreneurship. Specifically, it notes that entrepreneurs notice opportunities and mobilize resources to create new goods/services, they often have traits like risk-taking and self-confidence, planning thoroughly is important, growth can require more formal structures, family businesses require clear roles/responsibilities, and intrapreneurs innovate within large companies.
Christopher Davis is applying for a CEO position and has extensive experience in management, leadership, strategy, business development, and finance in the healthcare industry over 20 years. He has served as CEO and Chairman for 10 years of a medical communications agency that worked with Fortune 500 clients. Davis also has experience consulting with C-suite clients at global medical device companies and serving as CEO of a consumer products company. He believes his demonstrated skills in these areas along with his communication abilities would make him a strong candidate for the CEO role.
This document discusses entrepreneurial leadership. It provides definitions of entrepreneurs and entrepreneurship. Successful entrepreneurs possess traits like leadership, commitment, risk-taking, creativity and team management. The document explains that a leader influences and motivates others towards common goals, and entrepreneurs must demonstrate leadership as their businesses grow. Entrepreneurial leadership requires developing long-term vision, effective communication, appropriate company culture and monitoring performance while delegating responsibilities. As companies mature, entrepreneurs face challenges changing their role to focus on functions like marketing, accounting and people management. The primary role of entrepreneurial leaders is constructing an organizational architecture that fosters flexibility, opportunity and competitive advantage.
The document defines entrepreneurship as developing, organizing, and managing a business venture to make a profit, such as by starting a new business. An entrepreneur is an individual who runs their own small business and assumes the risk, rather than working as an employee. Successful entrepreneurs exhibit qualities like motivation, hard work, leadership, determination, creativity, and strong people skills. There are different types of entrepreneurship such as business, trading, industrial, corporate, and agricultural.
The document discusses the need for more effective leadership development. It notes that only 3% of businesses feel they develop people well and 75% of leaders do not achieve their goals. Effective leadership is linked to higher employee satisfaction, loyalty, profits and reduced attrition. The Leadership C.U.R.E. program aims to train lawyers to lead through online modules, workshops and coaching to provide personal and organizational benefits.
Since you go through life, you have two career decisions. One is called security, or a job, going to work – become employee. The other choice is freedom, or to become an entrepreneur and start your own business. Which part you consider in to?
There is no such thing as a typical entrepreneur. Some entrepreneurs are quiet and hard-working, while others are more outgoing and flamboyant. The key to being a successful entrepreneur lies in the ability to take an idea and then, through the process of innovation, develop it in such a way that it becomes a marketable product or service.
Corporate and intraprenurial culture (corporate vs intrapreneurial culture)Suleyman Ally
Corporate culture favors conservative decision-making, gathering extensive data before decisions, and postponing risky decisions. It has a hierarchical structure with many approval levels so no individual feels responsible. Intrapreneurial culture encourages innovation, has a flat structure, and rewards new business ventures, innovativeness, and self-renewal. The key differences are that corporate culture prioritizes following instructions and avoiding mistakes, while intrapreneurial culture focuses on developing visions and rewarding action, suggestion, creation, and responsibility-taking.
The document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan to become an entrepreneur, challenges of business growth, managing a family business, and corporate intrapreneurship. Specifically, it notes that entrepreneurs notice opportunities and mobilize resources to create new goods/services, they often have traits like risk-taking and self-confidence, planning thoroughly is important, growth can require more formal structures, family businesses require clear roles/responsibilities, and intrapreneurs innovate within large companies.
Christopher Davis is applying for a CEO position and has extensive experience in management, leadership, strategy, business development, and finance in the healthcare industry over 20 years. He has served as CEO and Chairman for 10 years of a medical communications agency that worked with Fortune 500 clients. Davis also has experience consulting with C-suite clients at global medical device companies and serving as CEO of a consumer products company. He believes his demonstrated skills in these areas along with his communication abilities would make him a strong candidate for the CEO role.
This document discusses entrepreneurial leadership. It provides definitions of entrepreneurs and entrepreneurship. Successful entrepreneurs possess traits like leadership, commitment, risk-taking, creativity and team management. The document explains that a leader influences and motivates others towards common goals, and entrepreneurs must demonstrate leadership as their businesses grow. Entrepreneurial leadership requires developing long-term vision, effective communication, appropriate company culture and monitoring performance while delegating responsibilities. As companies mature, entrepreneurs face challenges changing their role to focus on functions like marketing, accounting and people management. The primary role of entrepreneurial leaders is constructing an organizational architecture that fosters flexibility, opportunity and competitive advantage.
The document defines entrepreneurship as developing, organizing, and managing a business venture to make a profit, such as by starting a new business. An entrepreneur is an individual who runs their own small business and assumes the risk, rather than working as an employee. Successful entrepreneurs exhibit qualities like motivation, hard work, leadership, determination, creativity, and strong people skills. There are different types of entrepreneurship such as business, trading, industrial, corporate, and agricultural.
The document discusses the need for more effective leadership development. It notes that only 3% of businesses feel they develop people well and 75% of leaders do not achieve their goals. Effective leadership is linked to higher employee satisfaction, loyalty, profits and reduced attrition. The Leadership C.U.R.E. program aims to train lawyers to lead through online modules, workshops and coaching to provide personal and organizational benefits.
Since you go through life, you have two career decisions. One is called security, or a job, going to work – become employee. The other choice is freedom, or to become an entrepreneur and start your own business. Which part you consider in to?
There is no such thing as a typical entrepreneur. Some entrepreneurs are quiet and hard-working, while others are more outgoing and flamboyant. The key to being a successful entrepreneur lies in the ability to take an idea and then, through the process of innovation, develop it in such a way that it becomes a marketable product or service.
Andy Danforth had his first job in his father's manufacturing company where he discovered his interest in human resources. He got an MBA in international business to gain a comprehensive understanding of business disciplines and apply them globally. As the Chief People Officer, Andy focuses on strategic workforce planning while also paying attention to details like recruitment, development and compensation. He enjoys building successful companies by recruiting great people and transforming company cultures. His favorite part of the job is seeing people he recruited succeed, and his least favorite part is needless bureaucracy that impacts customer service.
The document summarizes key topics in entrepreneurship including trends, facts about the state of entrepreneurship globally and in Indonesia, and the role universities can play in fostering entrepreneurship. It discusses how universities like MIT and Stanford helped catalyze entrepreneurial ecosystems through supporting startups, technology transfer, business competitions and more. It proposes steps ITB university could take such as designating an entrepreneurship center, offering entrepreneurship courses, supporting technology transfer, startup clubs and investors forums.
The document discusses whether entrepreneurs are born or made, and argues that entrepreneurship results from both nature and nurture. It outlines several common traits of successful entrepreneurs, such as unwavering self-belief, courage, pragmatism, and relentlessness. The document emphasizes that vision and the ability to execute are key, and encourages the reader to continuously learn, inspire others, and work to realize their potential as an extraordinary entrepreneur.
If you're an entrepreneur, do you believe you were born with certain traits? Or do you believe that anyone can become an entrepreneur? Here are 20 perspectives from the members of Succeed: Small Business Network, Powered by Staples.
Uncovering and understanding your deeper motives is the first step toward becoming a successful entrepreneur or discovering that you are not cut out for its punishing demands -- the personal sacrifices, inevitable setbacks, relentless work, crushing time pressure, financial uncertainty and sleepless nights faced by 99 percent of entrepreneurs.
Derek Lidow, a veteran entrepreneur, author of Startup Leadership, and a professor in Entrepreneurship at Princeton University, provides a roadmap for determining your entrepreneur type.
The document discusses definitions and characteristics of entrepreneurs and entrepreneurship from various scholars and perspectives. It defines entrepreneurs as innovators who recognize opportunities, take risks to start new business ventures, and realize rewards. Successful entrepreneurs have qualities like initiative, willingness to take risks, ability to learn from mistakes, self-confidence, motivation towards hard work, and ability to make timely decisions. Entrepreneurship is the process undertaken by entrepreneurs to establish new enterprises through creative innovation.
The document traces the development of entrepreneurship from early periods through modern times. It discusses how entrepreneurs have evolved from signing contracts to taking on risks and rewards of new ventures. The key aspects of entrepreneurship discussed include identifying opportunities, developing business plans, obtaining resources, and managing new enterprises. Different types of startups like lifestyle firms and high-potential ventures are also outlined. Finally, the document examines the role of entrepreneurship in economic development and innovation.
Entrepreneurs possess characteristics that help economies and societies. They take risks to innovate factors of production and shift resources to higher productivity. Definitions describe entrepreneurs as adventurers who organize businesses and assume risks. Successful entrepreneurs enjoy challenges but are careful planners who attribute success to hard work. As leaders, entrepreneurs have qualities like selfless dedication, purpose, vision, courage, conviction, enthusiasm, integrity, and tact. They are positive thinkers who make decisions by carefully identifying problems, gathering data, analyzing options, selecting solutions, and implementing them.
This document provides an overview of entrepreneurship basics including definitions, types of entrepreneurship, emerging markets, and successful entrepreneurs. It defines entrepreneurship as starting a new business or organization and being responsible for its success or failure. There are different types such as business and social entrepreneurs. The global number of entrepreneurs is nearing 400 million according to a 2011 report. India has many shadow entrepreneurs who operate unregistered businesses. Common reasons for business failure include issues with management, funding, or market saturation. Examples of successful entrepreneurs highlighted include Mark Zuckerberg of Facebook, Jack Dorsey of Twitter and Square, and Larry Page of Google.
This document proposes a model of entrepreneurial motivation that integrates aspects of previous models involving the venture startup process and entrepreneurship. The proposed model exhibits the relationship between implementation and outcomes, describing factors that influence the startup decision and sustained entrepreneurial behavior. It incorporates individual characteristics and environmental influences, and suggests entrepreneurs are motivated when they perceive a strong relationship between their strategies and firm outcomes meeting their personal goals and expectations. The model generates five hypotheses for future research testing its framework.
This document provides information about an entrepreneurship course, including its objectives, course assignments, project evaluation criteria, and sessions. The course aims to develop an understanding of entrepreneurship through examples and a project. Students will be divided into groups to develop and pitch a value-creating idea. The pitch should not exceed 10 slides and address the idea, problem/need addressed, implementation plan, competition, and financials. Students' work will be evaluated based on participation, attendance, presentation of slides, content, and the final presentation. Sessions will include videos and discussions on the concept of entrepreneurship and the entrepreneurial cycle and support system.
People started businesses for all manner of reasons during the pandemic, from economic necessity to the growth of newer industries to simply having extra time during a lockdown. Some data indicate people also left their jobs during the pandemic to start businesses amid massive labor turnover and demands for increased wages in industries like retail and hospitality.
Dr. G. Richard Patton is the featured speaker. He has been a faculty member at the University of Pittsburgh's Katz Graduate School of Business since 1976, where he teaches courses in entrepreneurship, innovation, and strategic management. He was also the president and CEO of an investment fund that specialized in early stage venture capital investments. The presentation overview includes topics on entrepreneurship, innovation, strategic management, and examples from companies like Google and GE. It discusses the importance of innovation, different types of innovation, traits of successful innovators, and building a systematic innovation capability in organizations.
The document provides an overview of entrepreneurship education topics including systemic entrepreneurship, social entrepreneurship, characteristics of entrepreneurship, the entrepreneurial process, startups, business models, and funding. Key definitions and concepts are discussed such as using entrepreneurship to address social problems, the importance of vision and mission, common startup myths, and customer discovery. The document also shares tips for entrepreneurs such as focusing on product/market fit and solving customer problems.
This document discusses entrepreneurship and the characteristics of successful entrepreneurs. It provides examples of famous entrepreneurs like G.D. Birla, Dhiru Bhai Ambani, and Ratan Tata. It also discusses theories of entrepreneurship including sociological, economic, cultural, and psychological theories. The document emphasizes that entrepreneurship is influenced by social, economic, and cultural factors as well as individual psychological characteristics.
Rama krishna MISSION SHILPA mandira lecture on enteprenuershipINDRANIL AICH
This document discusses entrepreneurship and social entrepreneurship. It begins with defining entrepreneurship and discussing the characteristics and traits of entrepreneurs. It describes different types of entrepreneurs and the stages of a company. The document then discusses social entrepreneurship as a new form of entrepreneurship focused on creating social value. Social entrepreneurs use business models and principles to address social problems. Both social and commercial entrepreneurship share many of the same characteristics, with the key difference being how returns are defined. The document provides examples of social businesses and argues that a society with social entrepreneurship can be more prosperous.
Military Game/Simulation Scenario/Story Development @IISTEC 2014Marie Broyles
With today’s DoD budget cuts, the need and demand for military simulations will continue to grow. This is largely driven by shear fiscal necessities since live-exercises costs are placing more pressure to employ simulations. Within the military, there are two conflicting forces: decreasing resources and facing increasing demands for highly trained and proficient soldiers. However, at the same the military must challenge and stimulate digital learners who have grown-up playing "America's Army”, “Call to Duty”, and/or "Full Spectrum Warrior".
Although there is no substitute for live-experience, gaming/simulations provide experiences to soldiers who allow them to play as a character within the game/simulation environment.
In order to create compelling game/simulation environments that requires trainees to assess situations and make critical decisions. Design/development teams must create story-based learning environments (defined from real-world situations) and to develop the storyline allowing the trainee to move forward through the simulation while making decisions and choices and causing the simulation experience to follow a different branching storyline.
This tutorial will discuss using real-world experiences to design and develop game/simulation storylines. It will cover storytelling instructional methods currently used. Using a real-world experience, the tutorial will take participants through story development and how to design the story to include: linear/non-linear branching, decision-making. It will also discuss how the storyline influences the simulation structure and game play and how to connect completing the mission to how the trainee achieves mission success or failure.
Explain how story and emotion are critical to military simulation development.
Describe the four types of storytelling instructional methods.
Describe how using real-world situations lend themselves to developing simulation storylines.
Explain how mission, tasks, and objectives are derived from the storyline and leads to gameplay and simulation structure (linear or non-linear).
Explain how the simulation victory conditions connect the action and simulation results are derived from the story.
Creating a High Performance Culture for Competitive AdvantageJoydeep Hor
In this webinar, Joydeep Hor the Managing Principal of the fastest growing workplace relations firm in Australia, People + Culture Strategies brings his 17+ years' experience in advising some of the world's largest corporations on what it takes to introduce a high performance culture.
What is your organisations currently like? Joydeep lists several questions for a self-audit.
What have some organisations done to address this?
Andy Danforth had his first job in his father's manufacturing company where he discovered his interest in human resources. He got an MBA in international business to gain a comprehensive understanding of business disciplines and apply them globally. As the Chief People Officer, Andy focuses on strategic workforce planning while also paying attention to details like recruitment, development and compensation. He enjoys building successful companies by recruiting great people and transforming company cultures. His favorite part of the job is seeing people he recruited succeed, and his least favorite part is needless bureaucracy that impacts customer service.
The document summarizes key topics in entrepreneurship including trends, facts about the state of entrepreneurship globally and in Indonesia, and the role universities can play in fostering entrepreneurship. It discusses how universities like MIT and Stanford helped catalyze entrepreneurial ecosystems through supporting startups, technology transfer, business competitions and more. It proposes steps ITB university could take such as designating an entrepreneurship center, offering entrepreneurship courses, supporting technology transfer, startup clubs and investors forums.
The document discusses whether entrepreneurs are born or made, and argues that entrepreneurship results from both nature and nurture. It outlines several common traits of successful entrepreneurs, such as unwavering self-belief, courage, pragmatism, and relentlessness. The document emphasizes that vision and the ability to execute are key, and encourages the reader to continuously learn, inspire others, and work to realize their potential as an extraordinary entrepreneur.
If you're an entrepreneur, do you believe you were born with certain traits? Or do you believe that anyone can become an entrepreneur? Here are 20 perspectives from the members of Succeed: Small Business Network, Powered by Staples.
Uncovering and understanding your deeper motives is the first step toward becoming a successful entrepreneur or discovering that you are not cut out for its punishing demands -- the personal sacrifices, inevitable setbacks, relentless work, crushing time pressure, financial uncertainty and sleepless nights faced by 99 percent of entrepreneurs.
Derek Lidow, a veteran entrepreneur, author of Startup Leadership, and a professor in Entrepreneurship at Princeton University, provides a roadmap for determining your entrepreneur type.
The document discusses definitions and characteristics of entrepreneurs and entrepreneurship from various scholars and perspectives. It defines entrepreneurs as innovators who recognize opportunities, take risks to start new business ventures, and realize rewards. Successful entrepreneurs have qualities like initiative, willingness to take risks, ability to learn from mistakes, self-confidence, motivation towards hard work, and ability to make timely decisions. Entrepreneurship is the process undertaken by entrepreneurs to establish new enterprises through creative innovation.
The document traces the development of entrepreneurship from early periods through modern times. It discusses how entrepreneurs have evolved from signing contracts to taking on risks and rewards of new ventures. The key aspects of entrepreneurship discussed include identifying opportunities, developing business plans, obtaining resources, and managing new enterprises. Different types of startups like lifestyle firms and high-potential ventures are also outlined. Finally, the document examines the role of entrepreneurship in economic development and innovation.
Entrepreneurs possess characteristics that help economies and societies. They take risks to innovate factors of production and shift resources to higher productivity. Definitions describe entrepreneurs as adventurers who organize businesses and assume risks. Successful entrepreneurs enjoy challenges but are careful planners who attribute success to hard work. As leaders, entrepreneurs have qualities like selfless dedication, purpose, vision, courage, conviction, enthusiasm, integrity, and tact. They are positive thinkers who make decisions by carefully identifying problems, gathering data, analyzing options, selecting solutions, and implementing them.
This document provides an overview of entrepreneurship basics including definitions, types of entrepreneurship, emerging markets, and successful entrepreneurs. It defines entrepreneurship as starting a new business or organization and being responsible for its success or failure. There are different types such as business and social entrepreneurs. The global number of entrepreneurs is nearing 400 million according to a 2011 report. India has many shadow entrepreneurs who operate unregistered businesses. Common reasons for business failure include issues with management, funding, or market saturation. Examples of successful entrepreneurs highlighted include Mark Zuckerberg of Facebook, Jack Dorsey of Twitter and Square, and Larry Page of Google.
This document proposes a model of entrepreneurial motivation that integrates aspects of previous models involving the venture startup process and entrepreneurship. The proposed model exhibits the relationship between implementation and outcomes, describing factors that influence the startup decision and sustained entrepreneurial behavior. It incorporates individual characteristics and environmental influences, and suggests entrepreneurs are motivated when they perceive a strong relationship between their strategies and firm outcomes meeting their personal goals and expectations. The model generates five hypotheses for future research testing its framework.
This document provides information about an entrepreneurship course, including its objectives, course assignments, project evaluation criteria, and sessions. The course aims to develop an understanding of entrepreneurship through examples and a project. Students will be divided into groups to develop and pitch a value-creating idea. The pitch should not exceed 10 slides and address the idea, problem/need addressed, implementation plan, competition, and financials. Students' work will be evaluated based on participation, attendance, presentation of slides, content, and the final presentation. Sessions will include videos and discussions on the concept of entrepreneurship and the entrepreneurial cycle and support system.
People started businesses for all manner of reasons during the pandemic, from economic necessity to the growth of newer industries to simply having extra time during a lockdown. Some data indicate people also left their jobs during the pandemic to start businesses amid massive labor turnover and demands for increased wages in industries like retail and hospitality.
Dr. G. Richard Patton is the featured speaker. He has been a faculty member at the University of Pittsburgh's Katz Graduate School of Business since 1976, where he teaches courses in entrepreneurship, innovation, and strategic management. He was also the president and CEO of an investment fund that specialized in early stage venture capital investments. The presentation overview includes topics on entrepreneurship, innovation, strategic management, and examples from companies like Google and GE. It discusses the importance of innovation, different types of innovation, traits of successful innovators, and building a systematic innovation capability in organizations.
The document provides an overview of entrepreneurship education topics including systemic entrepreneurship, social entrepreneurship, characteristics of entrepreneurship, the entrepreneurial process, startups, business models, and funding. Key definitions and concepts are discussed such as using entrepreneurship to address social problems, the importance of vision and mission, common startup myths, and customer discovery. The document also shares tips for entrepreneurs such as focusing on product/market fit and solving customer problems.
This document discusses entrepreneurship and the characteristics of successful entrepreneurs. It provides examples of famous entrepreneurs like G.D. Birla, Dhiru Bhai Ambani, and Ratan Tata. It also discusses theories of entrepreneurship including sociological, economic, cultural, and psychological theories. The document emphasizes that entrepreneurship is influenced by social, economic, and cultural factors as well as individual psychological characteristics.
Rama krishna MISSION SHILPA mandira lecture on enteprenuershipINDRANIL AICH
This document discusses entrepreneurship and social entrepreneurship. It begins with defining entrepreneurship and discussing the characteristics and traits of entrepreneurs. It describes different types of entrepreneurs and the stages of a company. The document then discusses social entrepreneurship as a new form of entrepreneurship focused on creating social value. Social entrepreneurs use business models and principles to address social problems. Both social and commercial entrepreneurship share many of the same characteristics, with the key difference being how returns are defined. The document provides examples of social businesses and argues that a society with social entrepreneurship can be more prosperous.
Military Game/Simulation Scenario/Story Development @IISTEC 2014Marie Broyles
With today’s DoD budget cuts, the need and demand for military simulations will continue to grow. This is largely driven by shear fiscal necessities since live-exercises costs are placing more pressure to employ simulations. Within the military, there are two conflicting forces: decreasing resources and facing increasing demands for highly trained and proficient soldiers. However, at the same the military must challenge and stimulate digital learners who have grown-up playing "America's Army”, “Call to Duty”, and/or "Full Spectrum Warrior".
Although there is no substitute for live-experience, gaming/simulations provide experiences to soldiers who allow them to play as a character within the game/simulation environment.
In order to create compelling game/simulation environments that requires trainees to assess situations and make critical decisions. Design/development teams must create story-based learning environments (defined from real-world situations) and to develop the storyline allowing the trainee to move forward through the simulation while making decisions and choices and causing the simulation experience to follow a different branching storyline.
This tutorial will discuss using real-world experiences to design and develop game/simulation storylines. It will cover storytelling instructional methods currently used. Using a real-world experience, the tutorial will take participants through story development and how to design the story to include: linear/non-linear branching, decision-making. It will also discuss how the storyline influences the simulation structure and game play and how to connect completing the mission to how the trainee achieves mission success or failure.
Explain how story and emotion are critical to military simulation development.
Describe the four types of storytelling instructional methods.
Describe how using real-world situations lend themselves to developing simulation storylines.
Explain how mission, tasks, and objectives are derived from the storyline and leads to gameplay and simulation structure (linear or non-linear).
Explain how the simulation victory conditions connect the action and simulation results are derived from the story.
Creating a High Performance Culture for Competitive AdvantageJoydeep Hor
In this webinar, Joydeep Hor the Managing Principal of the fastest growing workplace relations firm in Australia, People + Culture Strategies brings his 17+ years' experience in advising some of the world's largest corporations on what it takes to introduce a high performance culture.
What is your organisations currently like? Joydeep lists several questions for a self-audit.
What have some organisations done to address this?
This document discusses managing uncertainty and ambiguity. It notes that when the brain encounters unfamiliar situations, it responds with a threat response due to stress. It suggests developing a sense of autonomy and control to reduce this threat response. Finally, it provides tips for responding positively to change, such as focusing on opportunities, maintaining optimism, and surrounding oneself with positive people.
[GUIDE] From the annual performance review to continuous feedbackImpraise
Companies like Adobe, Accenture, Deloitte, Google, Gap and others moved away from the annual performance appraisal to more continuous, real-time feedback.
Thus calendar guide shows you how you can get your company ready for continuous, instant feedback feedback at work.
It's a simple 12 step process that you can follow.
For a more detailed guide go to blog.impraise.com
Impraise is a simple app that helps you transform your company. Over 100 companies achieved this already with Impraise, among them Booking.com, Atlassian or IDEO.
This document discusses the uncertainty principle as stated by Werner Heisenberg in 1927. It provides Heisenberg's background and contributions to physics. The principle states that the momentum and position of a particle cannot be simultaneously measured with perfect precision due to inherent uncertainties. There is a minimum for the product of the uncertainties in these two measurements. The document explains this concept and provides the formula for the uncertainty principle.
Engagement by Design - How to create a High Performance Flow Culture through ...Wolfgang Rathert
Engagement by Design - How to create a High Performance Flow Culture through Gamification.
Presentation of Wolfgang Rathert session at the HR Unconference in Berlin, July 2nd, 2015, #hruBerlin #THTechTank
1. The document discusses the uncertainty principle and how it is impossible to know both the precise position and momentum of a particle at the same time.
2. It argues that software development is a learning process where uncertainty decreases over time as knowledge increases. Early decisions should not dominate later development when understanding is greatest.
3. The key ideas are that uncertainty should be used as an indicator to consider options and defer commitment, and that the best way to achieve flexibility is to understand specific examples rather than trying to account for all possible general cases.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
Daniel assouline is an exceptional motivatorMessy Leon
Leading a modern organization in an increasingly globalized world with all its complexities and uncertainties can be an immensely challenging task for a leader.
The document discusses leadership and what makes an effective leader. It distinguishes between managers and leaders, noting that while managers focus on stability and controlling resources, leaders look to the future and engage people. Leaders inspire followers through their vision and values rather than relying on formal authority. The document suggests that true leadership comes from the qualities one possesses, not their job title or position in the organization. Effective organizations need both managers and leaders to work together to achieve goals and guide the organization.
The latest edition, The 10 Most Empowering Women in Business, 2021, features empowering women who lead ambitiously & contribute to the most significant & worthy causes. Read on.
The document discusses entrepreneurial leadership and attempts to define it. Entrepreneurial leadership combines aspects of entrepreneurship and traditional leadership. It involves taking risks to innovate, having a vision to inspire others, and empowering employees to achieve goals. Organizations need entrepreneurial leaders who can adapt to constant changes in technology and customer demands. While leadership, management, and entrepreneurship can overlap, entrepreneurial leadership requires a willingness to take calculated risks and make choices to move an organization forward. Developing entrepreneurial skills within an organization can help emerging leaders test their abilities before becoming external entrepreneurs.
Irena Markovic, the CEO of Lifestyle Properties, is delighted to grace the cover of the renowned World’s Leaders Magazine as one of the World's Most Exemplary Female Leaders to Follow in 2023
Bob Sutton author of "Scaling Up Excellence" & “Good Boss Bad Boss” says. “But, if you want to see real innovation, often you have to hire defiant rule-breakers who don’t think much of corporate culture.”
How to cultivate Positive Deviants in your organization who can drive the change and innovation you need to keep your business ahead in the market.
The document discusses key concepts for taking a company from good to great. It discusses the importance of level 5 leadership, which focuses on the company rather than the individual leader. It also emphasizes the need to first get the right people on the team before deciding on strategy ("first who, then what"). Companies must also confront the brutal facts of reality and maintain faith that they can prevail. The hedgehog concept involves focusing on what a company can be best at and is passionate about. A culture of discipline with the right people can avoid bureaucracy and sustain great results.
An enabler seeks to unlock latent potential in people and help them achieve their goals. Their role is to provide clear direction and encouragement, coach and support people, recognize good performance, ensure ongoing progress, select the right staff, resolve conflicts, encourage innovation, remain unpredictable, and act with integrity. An effective enabler communicates goals, involves people, delegates responsibility, provides honest feedback, and helps correct issues. Their role is to foster individual, team, and strategic excellence through meritocracy, speed, imagination, and excellence in execution.
The innovator’s method by Nathan Furr and Jeff dyer. Book Summary by D Shivak...Marketing Buzzar
What makes a Good Leader. Lessons, tips, Insights & more.
A crisp summary of the book "Strategies for Taking Charge" : Warren Bennis & Burt Nanus by D Shivakumar, Chairman & CEO - India Region, PepsiCo
The document summarizes interviews with 85 CEOs and C-suite executives about what they look for in leaders. When asked about leadership, the CEOs emphasized vision, communication, culture-building, flexibility, and teamwork. They said leaders must inspire commitment to organizational goals. Regarding attitudes and aptitudes, the CEOs stressed communication skills, understanding others, and commitment. Their words of wisdom focused on interpersonal relationships, active listening, understanding decision consequences, face-to-face communication over social media, and focusing on small successes.
The 5 habits of highly effective c.e.o.'s Dolphin Inc.
The document summarizes an excerpt from Adam Bryant's book "The Corner Office" which analyzes interviews with over 70 CEOs to identify 5 habits of highly successful leaders. The 5 habits are: 1) Passionate curiosity - an infectious fascination with learning; 2) Battle-hardened confidence - ability to overcome adversity; 3) Team smarts - understanding how teams work; 4) A simple mindset - ability to concisely communicate ideas; 5) Fearlessness - willingness to take calculated risks and try new things.
This document discusses coaching approaches for different generations, with a focus on coaching Millennials. It notes that by 2020, half the workforce will be Millennials. Millennials were often raised with constant parental support and praise for efforts rather than results. As coaches, focusing on both strengths and weaknesses can help Millennials develop self-awareness and self-management skills. Coaches should provide harsh but constructive feedback to Millennials and encourage risk-taking and learning from failures. Relationship-building and collaborative approaches work well in coaching Millennials.
Senior managers need to apply the following ten key lessons to effectively lead a major organizational transformation. Unfortunately, they often don’t know these lessons or they choose to ignore them. Be bold, be utterly obvious, be careful what you promise, make commitments stick, forget happy, take culture seriously, be responsible, stay connected, provide interpretation and meaning, and celebrate accomplishments. Jeanie Duck shares these ten lessons from her three decades of experience helping companies initiate and sustain organizational change.
This document discusses creating a culture of self-discipline in corporations. It argues that the defining feature of highly successful companies is self-discipline among both leaders and employees. Self-discipline comes from within and motivates good work, rather than external discipline based on fear. The key aspects to fostering self-discipline are having the right disciplined people, clear strategic thought, and taking disciplined action focused on customer satisfaction. This replaces the need for bureaucracy and micro-management.
Recent surveys indicate that achieving employee engagement and meeting/exceeding customer expectations are at the top of business concerns identified by CEOs worldwide. This Leadership Brief Express (LBE) explores the leadership behaviors instrumental in creating a culture where employees are engaged and motivated to contribute. These behaviors transform the relationship between management and employees enabling alignment, involvement, open & two-way communication, collaborative problem-solving & learning, innovation and high-performance.
This document discusses the importance of personal and interpersonal competence for leadership. It argues that subject matter expertise alone does not make a good leader, and that leadership requires competencies like self-awareness, social skills, and the ability to develop others. It also discusses how leaders can benefit from executive coaching or "sparring partners" to develop these competencies through self-reflection, honest feedback, and exploring their strengths and weaknesses. The document advocates for a focus on potential and resources rather than just fixing problems when developing leadership skills.
Wayne Dyson Director of Bridgeworks outlines how a culture deteriorates and provides solutions as to how to rebuild and restore an organisation's culture
Similar to Daniel Assouline, the Former CEO of UpClick, is a Charismatic Leader (20)
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
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Daniel Assouline, the Former CEO of UpClick, is a Charismatic Leader
1.
2. o Daniel Assouline is the co-founder of Montreal, Canada
based payment processing firm UpClick. A dynamic and
highly capable leader, Daniel has managed to make the
most of the given opportunities for his organization.
o Organizations grow and expand by entering into new
markets, in the process attaining a combination of
financial, material, and knowledge assets that go a
long way in shaping their destinies.
3. o The modern business environment is in a constant
state of flux. Competition, technologies, as well as
consumers’ needs and wants are continuously
changing.
o However, companies led by people with inadequate
leadership skills sometimes fail to change and make
the most of new opportunities.
4. o Instead, they choose the more convenient and less
risky option of trying to get the best out of the old
opportunities. Leaders of such organizations avoid
uncertainty. They fear that if they embrace change,
their current status maybe adversely effected.
o Overcoming the resistance to change is one of the
greatest challenges facing leaders today. In the
following section, we shall deal in some detail with
some of the other skills needed to be an effective
leader.
5. o This is an important leadership quality.
Charismatic leaders are also found to be
good orators. They use language that
evokes images and symbols.
o They firmly believe that inspiring
speeches change people. For example,
Bill Atkinson, considered to be the most
gifted programmer of Apple during its
early days, said of Steve Jobs, “He can
con you into believing his dream.”
6. o Capable leaders are emotionally
involved in all things that they do as well
as with their followers. They are
comfortable with their own emotions,
and are fully capable of dealing with
others' feelings and perceptions.
o They never see constructive criticism as
a threat to their self image and
confidence. They are always open to
feedback and new and improved ways of
doing things.
7. o Leaders, on the other hand, who are emotionally
isolated cannot tolerate dissent. For them,
teamwork is nothing more than working with a
team of yes-men.
o As a result of this attitude, independent minded
people either leave the organization or are told to
leave, which results in a huge succession
problem.
8. o Good quality leaders are highly
empathetic toward their followers. They
understand human emotions well and
are not averse to bend the rules and
norms in favor of their employees.
o This ability to empathize gives wings to
their ability to communicate. They, as
such, are not solely dependent on their
passion and conviction to lead people.
9. o They are genuinely interested in feedback and
do not believe that there is no need to change
as long as things are working smoothly.
o Daniel Assouline, the former chairman of
payment processing firm UpClick, is a
charismatic leader who is highly sensitive to the
needs of his employees.
10. o He has this ability to provide excellent
mentorship to his subordinates. He possesses
the intimacy necessary to work closely with his
followers.
o Daniel is also extraordinary at analysis. He has
the knowledge and expertise of breaking up
big questions into manageable problems.
11. o A leader who is truly exceptional when it
comes to envisioning the big picture, Daniel
has been immensely successful in taking the e-
commerce solution provider to new heights in
a very short period of time.
o George Bernard Shaw once said, “Some people
see things as they are and ask why.” Visionary
leaders see things that never were and ask
why not.
12. o Quality leaders are a paradoxical blend of
fierce will and personal humility. They may
seem to be stubborn at times, but they are
very humble.
o These leaders often demonstrate their
fierce will in ensuring superb results for
their organizations. They play the most
important role in transforming their
companies that were merely good to great
companies.
13. o Daniel Assouline, the former CEO of Montreal,
Canada based UpClick, despite having achieved
great things for the organization, never failed to
give credit to his employees.
o He is a leader who never allows his ego come in
way of the organization’s success. He is highly
ambitious and always attributes his remarkable
accomplishments to his employees and clients.
14. o Modern organizations function
in a highly chaotic and
uncertain business
environment. There is a higher
level of risk involved and a
leader must be willing to take
risks.
15. o However, motivating people to take risk can be
highly challenging. The leader needs to have a
frank discussion on the chances of success,
making roles and responsibilities clear,
spreading risk across the team and
organization, and by supporting the initiatives
irrespective of the chances of success.
16. o Daniel Assouline, the former chairman of
UpClick, is an excellent motivator. His care
and concern for the employees at the
lowest level inspires not only them but
people at all the levels of the organization.
His genuine concern for his employees has
resulted in a highly loyal, dedicated, and
motivated workforce.