On 29th March, the Golden Book team together with DG MARKT from the European Commission presented the project at the 23nd meeting of the e-Procurement Working Group (ePWG) which took place in Brussels.
ePWG is a working group set up by DG MARKT to discuss on electronic public procurement.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services.
On 29th March, the Golden Book team together with DG MARKT from the European Commission presented the project at the 23nd meeting of the e-Procurement Working Group (ePWG) which took place in Brussels.
ePWG is a working group set up by DG MARKT to discuss on electronic public procurement.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services.
Building a High Performance Team using the Integral FrameworkDavid Mallard
Presentation to the South Pacific & Asia Internal Audit Conference in Melbourne on leveraging the Integral Framework for building a high performance team - (http://www.iia.org.au/sopac/home.aspx)
Building High Performance Team in Top ManagementHora Tjitra
Given the increasing globalization and international mergers & acquisitions, the number of international joint ventures (IJV) has been growing strongly in recent years. The success of such IJV depends very much on how successful the top management can communicate, interact and collaborate together as a high-performance team.
An important element here is the identification of the top management with the joint venture as well as their competence and sensitivity in dealing with cross-cultural differences.
Prof. Dr. Hora Tjitra will present recent studies and best practice examples from Asia (China) on the challenges and potentials in building high-performance teams in an IJV. Subsequently the culture-specific intercultural sensitivity will be discussed, highlighting examples from Germany, China and Indonesia.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
Bcp Dr Grant Thornton Llp(Danny Miller) VfinalDanny Miller
In light of the hurricane coming up the east coast of the U.S., Grant Thornton has a holistic approach to business continuity and disaster preparedness.
This Lead Generation slide deck by Sales Benchmark Index gives information on setting up Lead Management – approaches, roles, compensation, pros & cons...
Building a High Performance Team using the Integral FrameworkDavid Mallard
Presentation to the South Pacific & Asia Internal Audit Conference in Melbourne on leveraging the Integral Framework for building a high performance team - (http://www.iia.org.au/sopac/home.aspx)
Building High Performance Team in Top ManagementHora Tjitra
Given the increasing globalization and international mergers & acquisitions, the number of international joint ventures (IJV) has been growing strongly in recent years. The success of such IJV depends very much on how successful the top management can communicate, interact and collaborate together as a high-performance team.
An important element here is the identification of the top management with the joint venture as well as their competence and sensitivity in dealing with cross-cultural differences.
Prof. Dr. Hora Tjitra will present recent studies and best practice examples from Asia (China) on the challenges and potentials in building high-performance teams in an IJV. Subsequently the culture-specific intercultural sensitivity will be discussed, highlighting examples from Germany, China and Indonesia.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
Bcp Dr Grant Thornton Llp(Danny Miller) VfinalDanny Miller
In light of the hurricane coming up the east coast of the U.S., Grant Thornton has a holistic approach to business continuity and disaster preparedness.
This Lead Generation slide deck by Sales Benchmark Index gives information on setting up Lead Management – approaches, roles, compensation, pros & cons...
This 3-day course is designed to develop your skills as a lean operations consultant. It provides a practical toolkit as well as opportunities to practice in an inspiring yet safe environment. It leads to the following professional qualifications: The Certificate in Management Consulting Essentials (CMCE) and Diploma in Management Consultancy (DMC). We are fully approved to deliver these qualifications by the Chartered Management Institute, Institute of Business Consulting and Institute of Value Management.
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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.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. Impact of Macro Economics on Insurance Industry
Markets have turned choppy and customer confidence is rock
bottom
Volatile Equity Market US Debt downgrade
Inflation continues to Interest rate continue
remain high to rise
Fixed Deposits gone-up Currency Depreciation
3. Regulatory changes continue to push the industry into a state of flux,
disrupting growth
Direct Tax
Code
Charges
Agent (Allocation &
Productivity Surrender)
Multi Tied
Bancassurance
5 yrs locking
period
Agent Commission
“It compelled companies to think of „Cost Efficiency‟ overnight”
3
4. It is not a stand alone action but part of the overall organization
strategy
Infrastructure Leadership Change
& Resources'
Management
Continual Communication
4
5. Selling insurance is becoming challenging by the day. This in turn
increases the complexity of building the right talent pool
Managing critical Talent Developing the Existing
Shortage Talent
Identifying the Future Retaining Talent
Leader
Build capabilities and develop leaders
5
6. Hence it becomes strategically imperative to create a robust leadership pipeline
PRP Assessment
Centre
Senior Up to Mid
Management Level
Develop
Sourcing and Induction
Mantra 10
6
7. Potential Review Process (PRP)
• AVP and Above
Target Audience • Approx 120 candidates experienced the
PRP in FY 10-11
• CMS rating of 3 and above
Eligibility Criteria • 6 months in the organisation
Frequency • Annual
Panel • Executive Committee
7
8. Potential Review Process (PRP)
5
Based on the talent category, a
development plan is designed to Feedback
further enhance the competencies IDP
1. Step Up
4
2. Broaden Laterally
3. Stay in the Job
Talent Bucketing
4. Review Fit
5. Too Soon to be Rated
Review Panel: The 3
executive committee Panel Review
Case Presentation:
The respective HOD
2
Immediate Superiors feedback on the candidate
1
Self Application
8
11. Forum and Field Approach
2 days 12 days 30 days 2 days 12 days 30 days 2 days
RM
forum 1
▪ For all RMs CH
(30) forum 1
RM + CH field 1
▪ ZMs to
▪ For all CHs ( RM1 RM2 RM3
participate + …
~200 + 0+
▪ Change participants) CHs CHs CHs
Leader to
lead the
▪ 2 day forum For first set of RM
to be modules - forum 2 Feedback,
forum with CH RM + CH field 2 reflections
conducted ▪ One day live
external
for each interaction for each
▪ For all RMs forum 2
RM1 RM2 RM3
and closure
facilitators (30)
zone …
▪
RM and CHs + + 0+
▪ 3-4
▪ Change mapped to him/her ▪ ZMs to
For the CHs CHs CHs
second set
modules to driven by Change participate For second set of
Leader to of modules Forum 3
be covered Leader and external modules –
deliver the
facilitators
▪ Change ▪ Change
forum with Leader to Leader to ▪ One day live
L&D, ZMs ▪ On-going phone lead the deliver with interaction for each
and RMs conversations with forum with RM and CHs
RMs, ZMs
▪ HDFCL each RM external and L&D mapped to him/her
trainers to facilitators driven by Change
Leader and external
get trained ▪ Covering
for field facilitators
next set of 3-
4 modules ▪ On-going phone
conversations with
each RM
11
12. Communication
CEO
Communicat
ion
Morning Sparsh
Huddles
Communic
ation
E- Sparsh CEO Blog/
Newsletter
Coffee with
Leadership
12
13. THANK YOU
13
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