This document contains the terms of use and an overview of the Good to Great diagnostic tool developed by Jim Collins. It outlines the four stages of the Good to Great framework: 1) Disciplined People, 2) Disciplined Thought, 3) Disciplined Action, and 4) Building Greatness to Last. It also defines the key concepts within each stage, including Level 5 Leadership, the First Who principle, confronting brutal facts, and establishing a culture of discipline. Users must agree to the terms of use, which specify allowed uses and disclaim liability, before accessing the diagnostic sections of the tool.
This document contains terms of use for an individual diagnostic tool developed by Jim Collins to help users assess where their organization is on its journey from good to great. It outlines four stages for building a great organization based on Collins' research: assembling the right people; disciplined thinking through confronting facts and developing a clear concept; taking disciplined action through a culture of discipline and building momentum; and ensuring longevity. The terms require users to abide by copyright and use the tool only for personal use, and disclaim any warranties or liability for results.
This document contains the terms of use and overview for a diagnostic tool developed by Jim Collins to help organizations assess where they are on their journey from good to great. The terms of use specify that the tool is for personal non-commercial use and that no warranties are provided. The overview provides a high-level summary of Collins' good to great framework, which involves four stages: disciplined people, disciplined thought, disciplined action, and building greatness to last. It also defines the key concepts within the framework, such as level 5 leadership, confronting the brutal facts, and the hedgehog concept. Individual worksheets are then provided for users to grade their organization in specific areas.
This document contains the terms of use and overview for a diagnostic tool developed by Jim Collins called the Good to Great Diagnostic Tool. It provides definitions for key concepts from Collins' research on what separates good companies from great companies. The diagnostic tool allows individuals to assess their organization across four stages - disciplined people, disciplined thought, disciplined action, and building greatness to last. It does this through worksheets that provide grades on concepts like level 5 leadership, first who (getting the right people on the bus), confronting brutal facts, and having a culture of discipline. The terms of use specify the copyright and limitations on use of the diagnostic tool.
The document summarizes key findings from Jim Collins' book "Good to Great". It discusses that some companies are able to make the leap from good to great while others do not. It identifies several factors that helped companies transition, including having Level 5 leadership with professional will and personal humility, getting the right people in leadership positions before defining strategies, confronting brutal facts about performance, focusing resources in areas of greatest strength or "hedgehog concept", developing a culture of discipline, and building momentum slowly over time like a flywheel rather than trying to force quick changes.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies focus on having the right "Level 5 Leadership" that is both humble and driven. They also focus on getting the right "First Who" by ensuring they have the right people before deciding on strategies. Companies need to "Confront the Brutal Facts" by facing reality while maintaining faith. They develop a simple "Hedgehog Concept" of what they are passionate about and best at to drive their business.
The document summarizes key findings from Jim Collins' research for his book "Good to Great". Collins studied companies that made the leap from good to sustained great performance. He found that these companies were led by humble leaders who first got the right people in place before setting strategy. They focused on what not to do rather than what to do. Technology alone did not cause the transition. The companies followed a "flywheel" process of disciplined people, thought, and action. They embraced a "hedgehog concept" of doing what they could be the best at. Collins believes the principles for going from good to great are timeless.
How top-tier companies disintegrate, rapidly altered his intended trajectory. Collins knows a good idea when it latches its hooks into his mind. He’s the author of one of the most referenced and celebrated business “must-reads” of the last 30 years, Good to Great. If that book chronicled the arduous trek to the zenith of the business world, How the Mighty Fall stands on the shadowy side of the mountain, where businesses tumble down at varying rates of speed and terror.
The strange coincidence concerning Collins’ book is that its creation occurred largely before the 2008 global economic apocalypse. Fearing accusations of an attempt to capitalize on the current financial crisis, Collins is quick to assert that How the Mighty Fall is not about Wall Street, nor are its observations confined to the latter half of this decade.
This document contains terms of use for an individual diagnostic tool developed by Jim Collins to help users assess where their organization is on its journey from good to great. It outlines four stages for building a great organization based on Collins' research: assembling the right people; disciplined thinking through confronting facts and developing a clear concept; taking disciplined action through a culture of discipline and building momentum; and ensuring longevity. The terms require users to abide by copyright and use the tool only for personal use, and disclaim any warranties or liability for results.
This document contains the terms of use and overview for a diagnostic tool developed by Jim Collins to help organizations assess where they are on their journey from good to great. The terms of use specify that the tool is for personal non-commercial use and that no warranties are provided. The overview provides a high-level summary of Collins' good to great framework, which involves four stages: disciplined people, disciplined thought, disciplined action, and building greatness to last. It also defines the key concepts within the framework, such as level 5 leadership, confronting the brutal facts, and the hedgehog concept. Individual worksheets are then provided for users to grade their organization in specific areas.
This document contains the terms of use and overview for a diagnostic tool developed by Jim Collins called the Good to Great Diagnostic Tool. It provides definitions for key concepts from Collins' research on what separates good companies from great companies. The diagnostic tool allows individuals to assess their organization across four stages - disciplined people, disciplined thought, disciplined action, and building greatness to last. It does this through worksheets that provide grades on concepts like level 5 leadership, first who (getting the right people on the bus), confronting brutal facts, and having a culture of discipline. The terms of use specify the copyright and limitations on use of the diagnostic tool.
The document summarizes key findings from Jim Collins' book "Good to Great". It discusses that some companies are able to make the leap from good to great while others do not. It identifies several factors that helped companies transition, including having Level 5 leadership with professional will and personal humility, getting the right people in leadership positions before defining strategies, confronting brutal facts about performance, focusing resources in areas of greatest strength or "hedgehog concept", developing a culture of discipline, and building momentum slowly over time like a flywheel rather than trying to force quick changes.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies focus on having the right "Level 5 Leadership" that is both humble and driven. They also focus on getting the right "First Who" by ensuring they have the right people before deciding on strategies. Companies need to "Confront the Brutal Facts" by facing reality while maintaining faith. They develop a simple "Hedgehog Concept" of what they are passionate about and best at to drive their business.
The document summarizes key findings from Jim Collins' research for his book "Good to Great". Collins studied companies that made the leap from good to sustained great performance. He found that these companies were led by humble leaders who first got the right people in place before setting strategy. They focused on what not to do rather than what to do. Technology alone did not cause the transition. The companies followed a "flywheel" process of disciplined people, thought, and action. They embraced a "hedgehog concept" of doing what they could be the best at. Collins believes the principles for going from good to great are timeless.
How top-tier companies disintegrate, rapidly altered his intended trajectory. Collins knows a good idea when it latches its hooks into his mind. He’s the author of one of the most referenced and celebrated business “must-reads” of the last 30 years, Good to Great. If that book chronicled the arduous trek to the zenith of the business world, How the Mighty Fall stands on the shadowy side of the mountain, where businesses tumble down at varying rates of speed and terror.
The strange coincidence concerning Collins’ book is that its creation occurred largely before the 2008 global economic apocalypse. Fearing accusations of an attempt to capitalize on the current financial crisis, Collins is quick to assert that How the Mighty Fall is not about Wall Street, nor are its observations confined to the latter half of this decade.
The document discusses the Neurological Levels model, which proposes that people structure their thoughts, feelings, and actions across six hierarchical levels. These levels include environment, behaviors, capabilities, beliefs and values, identity, and mission/vision. The model can help project teams identify and address issues by determining where blockages exist across the different levels. Making changes at higher levels has a greater impact but is more difficult than changing lower levels. The document provides tips for using the model with teams, such as getting buy-in, focusing on hot spots, and considering how changes at one level may impact other levels.
3 Vision Visioning is relatively easy. Casting a shared and clea.docxjesusamckone
3 Vision V
isioning is relatively easy. Casting a shared and clear vision, then holding one another accountable for its pursuit is what’s tough.
A vision is an expression of what a person or an organization cares about.
The insight to see new paths, the courage to try them, and judgment to measure results—these are the qualities of a leader. —MARY PARKER FOLLETT
WHY POLICE MANAGERS GET INTO TROUBLE!
The future isn’t what it used to be. —Yogi Berra Obviously police managers can get into trouble for a lot of reasons. The seven reasons I most often see follow. First, they choose to forfeit their integrity for the slick, fast, questionable shortcuts to success. Second, their vision isn’t shared by others. Third, the vision lacks clarity. Four, the vision may be great, but it is sorely void of a strategy for making it happen. Five, worse yet, it may contain a viable strategy, but there’s no built-in accountability. Six, some managers fail to recognize and deal with the existing culture.
We’ll tackle these issues in the following four sections:
• Vision
• Strategy
• Culture
• Prospection
VISION
If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them. —Henry David Thoreau
A vision is stable; it doesn’t change often or much. After all, what we truly value does not flip-flop daily. Values are enduring and therefore visions are, too. A vision is a compass for maintaining a steady point toward a destination that we really care about. Strategy serves as a rudder for altering direction, speed, and tactics to successfully navigate the incoming tempest to change. Visions are constant while strategies vary.
The twentieth century began by changing the old constancies, while the twenty-first century began with change as the only constant.
The remainder of this section covers (1) the ingredients or “recipe” for a vision, (2) building a shared vision or not, and (3) accountability. (The foundational need for a clear vision is a part of strategy.)
Recipe
Here are the key characteristics of vision:
Purpose/Mission. Whether you call it a mission or a purpose, a vision statement must articulate the fundamental reason for the organization’s existence. It explains exactly why you exist and why you’re important.
Future. It paints an inspiring future that is not out of sight, but slightly out of reach. It is not an idle dream, but rather a compelling picture of the way it ought to look.
Values. A vision statement is loaded with values. It tells the reader precisely what the organization stands for and is prepared to be measured on.
Principled Decision Making. A shared vision should be judged on its ability to encourage principled decisions. Here’s the question: “Does my vision statement help me to know the wrong path while pointing to the right one?” When you study your shared vision, are you comfortable that it propels you toward moral high ground?
Change Agent. A shared vi.
3 Vision Visioning is relatively easy. Casting a shared and clea.docxlorainedeserre
3 Vision V
isioning is relatively easy. Casting a shared and clear vision, then holding one another accountable for its pursuit is what’s tough.
A vision is an expression of what a person or an organization cares about.
The insight to see new paths, the courage to try them, and judgment to measure results—these are the qualities of a leader. —MARY PARKER FOLLETT
WHY POLICE MANAGERS GET INTO TROUBLE!
The future isn’t what it used to be. —Yogi Berra Obviously police managers can get into trouble for a lot of reasons. The seven reasons I most often see follow. First, they choose to forfeit their integrity for the slick, fast, questionable shortcuts to success. Second, their vision isn’t shared by others. Third, the vision lacks clarity. Four, the vision may be great, but it is sorely void of a strategy for making it happen. Five, worse yet, it may contain a viable strategy, but there’s no built-in accountability. Six, some managers fail to recognize and deal with the existing culture.
We’ll tackle these issues in the following four sections:
• Vision
• Strategy
• Culture
• Prospection
VISION
If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them. —Henry David Thoreau
A vision is stable; it doesn’t change often or much. After all, what we truly value does not flip-flop daily. Values are enduring and therefore visions are, too. A vision is a compass for maintaining a steady point toward a destination that we really care about. Strategy serves as a rudder for altering direction, speed, and tactics to successfully navigate the incoming tempest to change. Visions are constant while strategies vary.
The twentieth century began by changing the old constancies, while the twenty-first century began with change as the only constant.
The remainder of this section covers (1) the ingredients or “recipe” for a vision, (2) building a shared vision or not, and (3) accountability. (The foundational need for a clear vision is a part of strategy.)
Recipe
Here are the key characteristics of vision:
Purpose/Mission. Whether you call it a mission or a purpose, a vision statement must articulate the fundamental reason for the organization’s existence. It explains exactly why you exist and why you’re important.
Future. It paints an inspiring future that is not out of sight, but slightly out of reach. It is not an idle dream, but rather a compelling picture of the way it ought to look.
Values. A vision statement is loaded with values. It tells the reader precisely what the organization stands for and is prepared to be measured on.
Principled Decision Making. A shared vision should be judged on its ability to encourage principled decisions. Here’s the question: “Does my vision statement help me to know the wrong path while pointing to the right one?” When you study your shared vision, are you comfortable that it propels you toward moral high ground?
Change Agent. A shared vi ...
The document is a magazine that discusses creating a high performance work culture. It includes articles on identifying risks that can impact an organization's culture and drive success or failure. It also discusses using surveys to measure an organization's culture and identify positive or negative forces. One example shows survey responses from different levels of an organization identified very different perceptions of the current culture, with top leadership seeing it as overwhelmingly positive while frontline staff saw it as overwhelmingly negative.
The Outstanding Organization Introduction & Chapter 1TKMG, Inc.
This is the Introduction & Chapter 1 for the Shingo Award-winning The Outstanding Organization. The book addresses the 4 fundamental organizational behaviors required for outstanding performance: clarity, focus, discipline, and engagement. For more information, visit http://www.ksmartin.com/TOO.
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.
Biases are nonconscious drivers — cognitive quirks — that influence how people see the world. They appear to be universal in most of humanity, perhaps hardwired into the brain as part of our genetic or cultural heritage, and they exert their influence outside conscious awareness.
On the whole, biases are helpful and adaptive. They enable people to make quick, efficient judgments and decisions with minimal cognitive effort. But they can also blind a person to new information, or inhibit someone from considering valuable options when making an important decision.
All of these biases, and others, lead many great companies and institutions to make disastrous and dysfunctional decisions.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses the characteristics of Level 5 Leadership, which blends personal humility and professional will. It also covers the importance of first getting the right people on the team before deciding on strategy and vision. Additional concepts include confronting brutal facts, developing a Hedgehog concept of focusing on one thing you can be the best at, building a culture of discipline, and using technology as an accelerator, not the driver of success.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses the level 5 leadership exhibited by leaders of companies that transitioned from good to great. These leaders demonstrated humility and a fierce resolve to succeed. It also outlines the three stages of disciplined people, thought and action that good to great companies progressed through, focusing first on the right people, confronting brutal facts, developing a hedgehog concept of what they could be best at, and creating a culture of discipline. Technology was used as an accelerator, not the driver of success.
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
The document provides an overview of Jim Collins' framework for building an enduring organization as presented by Leke Oshiyemi. Some key points:
1) Jim Collins is the author of several influential business books including "Good to Great" and "Built to Last" that explore what distinguishes companies that achieve long-term success.
2) Collins' research identified 11 companies that made the leap from good to great results over 15+ years, comparing them to companies that failed to sustain gains.
3) Collins' framework includes concepts like "Level 5 Leadership", focusing first on the right people before strategy ("First Who, Then What"), confronting brutal facts, the "Hedgehog Concept", and
Business transformation workshop feb 2014Iayn Clark
This document provides an overview of Iayn G Clark's experience in international strategic management, including a list of current and past clients from various industries such as software, plastics, food and beverage, banking, and automotive. It also lists some key concepts and models in leadership, teamwork, and strategy, including Stephen Covey's 7 Habits of Highly Effective People, John Kotter's 8 Step Change Model, Patrick Lencioni's Five Dysfunctions of a Team, and concepts around alignment, SWOT analysis, and transformational leadership. Contact information is provided at the end for International Strategic Management Limited.
A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute.
This document summarizes Jim Collins' research process for studying companies that transitioned from good to great. It involved four phases: 1) Identifying companies that showed long-term stock returns greater than the market after a transition point, 2) Comparing these companies to others in the same industry or those that had short-term shifts, 3) Analyzing what distinguished the inside operations of the good-to-great companies, 4) Iteratively developing concepts to explain the findings through chaos to concept. Key findings included the importance of level 5 leadership, first getting the right people on the team before deciding where to drive it, confronting brutal facts, having a hedgehog concept, and viewing transformations as building momentum like a flywheel rather
This document summarizes key points from Days 5 and 6 of a leadership development program workbook. The agenda for Days 5 and 6 includes reviewing projects and lessons learned, optimizing climate through stakeholder management, influencing skills, leading up/down/across, and developing a plan to enhance Vietnam's leadership. Key topics covered are influencing styles, social contracts, persuasion, negotiation options, and stakeholder mapping and management strategies. Participants apply communication skills and consider their stakeholder webs. The document concludes with developing an organizational leadership architecture.
The document discusses personality and the Birkman Method, which is an assessment tool used to measure personality traits, interests, needs, and behaviors. The Birkman Method provides comprehensive personality profiles through over 40 scales and measures usual behavior, underlying needs, stress behavior, and motivational interests. It has been empirically validated and its reliability averages around 0.85. The Birkman Method is used in various contexts like team development, career counseling, and hiring to improve self-awareness, communication, and interpersonal effectiveness.
The document discusses ethics in trading and provides guidelines on dos and don'ts. It defines ethics as standards of right and wrong that prescribe what humans ought to do in terms of rights, obligations, benefits to society, fairness, or virtues. It also discusses developing one's ethical standards through continuous self-examination. The dos section recommends learning about trading strategies, having a money management plan, making independent decisions, and understanding risks. The don'ts advise against making decisions based on rumors, letting emotions rule trading, and manipulative activities. It also discusses resolving ethical dilemmas by analyzing consequences, actions, and making a decision.
Finding a Way to Overcome Current Economic and Political Quagmires in MyanmarKaungHtetZawSMU
Background
Myanmar faces a choice between maintaining some version of the status quo in which the military holds
sway while allowing some limited forms of democracy or creating a genuine shift to a more open and
inclusive system. This is not just a choice about who gets what share of the national output or even how
fast that output grows, though that is part of the choice. The main choice is between national survival
and unity or weakness and division. Myanmar may end up more like Pakistan than Turkey.1 To avoid
this, it needs a broad coalition of interest groups that support federalism, resource sharing, and taxation
of resources for productive public investment. Such a change requires a fairly elected government and a
stronger rule of law, including protection of minorities and those with wealth, however acquired. The
current path is producing religious tension, very little if any growth (in spite of good intentions and high
reported GDP growth), and ethnic and religious conflicts. The following graphic summarizing Why
Nations Fail, a recent book, illustrates the situation. However, Myanmar is leaning to the left side of the
diagram – closer to failure than success.
Global leadership a new framework for a changing worldKaungHtetZawSMU
This document proposes a new framework called the Global Leadership Model (GLM) for developing global leaders. The GLM has four key aspects:
1) It identifies four domains of leadership - transactional, transformational, conscious, and transpersonal - moving beyond prior frameworks focused on tasks and relationships.
2) It incorporates six levels of leadership intelligence beyond just cognitive and emotional intelligence.
3) It connects the four leadership domains to the six levels of intelligence to create a comprehensive framework.
4) It aims to help organizations identify and develop global leaders to succeed in today's complex, interconnected world.
The document discusses the Neurological Levels model, which proposes that people structure their thoughts, feelings, and actions across six hierarchical levels. These levels include environment, behaviors, capabilities, beliefs and values, identity, and mission/vision. The model can help project teams identify and address issues by determining where blockages exist across the different levels. Making changes at higher levels has a greater impact but is more difficult than changing lower levels. The document provides tips for using the model with teams, such as getting buy-in, focusing on hot spots, and considering how changes at one level may impact other levels.
3 Vision Visioning is relatively easy. Casting a shared and clea.docxjesusamckone
3 Vision V
isioning is relatively easy. Casting a shared and clear vision, then holding one another accountable for its pursuit is what’s tough.
A vision is an expression of what a person or an organization cares about.
The insight to see new paths, the courage to try them, and judgment to measure results—these are the qualities of a leader. —MARY PARKER FOLLETT
WHY POLICE MANAGERS GET INTO TROUBLE!
The future isn’t what it used to be. —Yogi Berra Obviously police managers can get into trouble for a lot of reasons. The seven reasons I most often see follow. First, they choose to forfeit their integrity for the slick, fast, questionable shortcuts to success. Second, their vision isn’t shared by others. Third, the vision lacks clarity. Four, the vision may be great, but it is sorely void of a strategy for making it happen. Five, worse yet, it may contain a viable strategy, but there’s no built-in accountability. Six, some managers fail to recognize and deal with the existing culture.
We’ll tackle these issues in the following four sections:
• Vision
• Strategy
• Culture
• Prospection
VISION
If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them. —Henry David Thoreau
A vision is stable; it doesn’t change often or much. After all, what we truly value does not flip-flop daily. Values are enduring and therefore visions are, too. A vision is a compass for maintaining a steady point toward a destination that we really care about. Strategy serves as a rudder for altering direction, speed, and tactics to successfully navigate the incoming tempest to change. Visions are constant while strategies vary.
The twentieth century began by changing the old constancies, while the twenty-first century began with change as the only constant.
The remainder of this section covers (1) the ingredients or “recipe” for a vision, (2) building a shared vision or not, and (3) accountability. (The foundational need for a clear vision is a part of strategy.)
Recipe
Here are the key characteristics of vision:
Purpose/Mission. Whether you call it a mission or a purpose, a vision statement must articulate the fundamental reason for the organization’s existence. It explains exactly why you exist and why you’re important.
Future. It paints an inspiring future that is not out of sight, but slightly out of reach. It is not an idle dream, but rather a compelling picture of the way it ought to look.
Values. A vision statement is loaded with values. It tells the reader precisely what the organization stands for and is prepared to be measured on.
Principled Decision Making. A shared vision should be judged on its ability to encourage principled decisions. Here’s the question: “Does my vision statement help me to know the wrong path while pointing to the right one?” When you study your shared vision, are you comfortable that it propels you toward moral high ground?
Change Agent. A shared vi.
3 Vision Visioning is relatively easy. Casting a shared and clea.docxlorainedeserre
3 Vision V
isioning is relatively easy. Casting a shared and clear vision, then holding one another accountable for its pursuit is what’s tough.
A vision is an expression of what a person or an organization cares about.
The insight to see new paths, the courage to try them, and judgment to measure results—these are the qualities of a leader. —MARY PARKER FOLLETT
WHY POLICE MANAGERS GET INTO TROUBLE!
The future isn’t what it used to be. —Yogi Berra Obviously police managers can get into trouble for a lot of reasons. The seven reasons I most often see follow. First, they choose to forfeit their integrity for the slick, fast, questionable shortcuts to success. Second, their vision isn’t shared by others. Third, the vision lacks clarity. Four, the vision may be great, but it is sorely void of a strategy for making it happen. Five, worse yet, it may contain a viable strategy, but there’s no built-in accountability. Six, some managers fail to recognize and deal with the existing culture.
We’ll tackle these issues in the following four sections:
• Vision
• Strategy
• Culture
• Prospection
VISION
If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them. —Henry David Thoreau
A vision is stable; it doesn’t change often or much. After all, what we truly value does not flip-flop daily. Values are enduring and therefore visions are, too. A vision is a compass for maintaining a steady point toward a destination that we really care about. Strategy serves as a rudder for altering direction, speed, and tactics to successfully navigate the incoming tempest to change. Visions are constant while strategies vary.
The twentieth century began by changing the old constancies, while the twenty-first century began with change as the only constant.
The remainder of this section covers (1) the ingredients or “recipe” for a vision, (2) building a shared vision or not, and (3) accountability. (The foundational need for a clear vision is a part of strategy.)
Recipe
Here are the key characteristics of vision:
Purpose/Mission. Whether you call it a mission or a purpose, a vision statement must articulate the fundamental reason for the organization’s existence. It explains exactly why you exist and why you’re important.
Future. It paints an inspiring future that is not out of sight, but slightly out of reach. It is not an idle dream, but rather a compelling picture of the way it ought to look.
Values. A vision statement is loaded with values. It tells the reader precisely what the organization stands for and is prepared to be measured on.
Principled Decision Making. A shared vision should be judged on its ability to encourage principled decisions. Here’s the question: “Does my vision statement help me to know the wrong path while pointing to the right one?” When you study your shared vision, are you comfortable that it propels you toward moral high ground?
Change Agent. A shared vi ...
The document is a magazine that discusses creating a high performance work culture. It includes articles on identifying risks that can impact an organization's culture and drive success or failure. It also discusses using surveys to measure an organization's culture and identify positive or negative forces. One example shows survey responses from different levels of an organization identified very different perceptions of the current culture, with top leadership seeing it as overwhelmingly positive while frontline staff saw it as overwhelmingly negative.
The Outstanding Organization Introduction & Chapter 1TKMG, Inc.
This is the Introduction & Chapter 1 for the Shingo Award-winning The Outstanding Organization. The book addresses the 4 fundamental organizational behaviors required for outstanding performance: clarity, focus, discipline, and engagement. For more information, visit http://www.ksmartin.com/TOO.
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.
Biases are nonconscious drivers — cognitive quirks — that influence how people see the world. They appear to be universal in most of humanity, perhaps hardwired into the brain as part of our genetic or cultural heritage, and they exert their influence outside conscious awareness.
On the whole, biases are helpful and adaptive. They enable people to make quick, efficient judgments and decisions with minimal cognitive effort. But they can also blind a person to new information, or inhibit someone from considering valuable options when making an important decision.
All of these biases, and others, lead many great companies and institutions to make disastrous and dysfunctional decisions.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses the characteristics of Level 5 Leadership, which blends personal humility and professional will. It also covers the importance of first getting the right people on the team before deciding on strategy and vision. Additional concepts include confronting brutal facts, developing a Hedgehog concept of focusing on one thing you can be the best at, building a culture of discipline, and using technology as an accelerator, not the driver of success.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses the level 5 leadership exhibited by leaders of companies that transitioned from good to great. These leaders demonstrated humility and a fierce resolve to succeed. It also outlines the three stages of disciplined people, thought and action that good to great companies progressed through, focusing first on the right people, confronting brutal facts, developing a hedgehog concept of what they could be best at, and creating a culture of discipline. Technology was used as an accelerator, not the driver of success.
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
The document provides an overview of Jim Collins' framework for building an enduring organization as presented by Leke Oshiyemi. Some key points:
1) Jim Collins is the author of several influential business books including "Good to Great" and "Built to Last" that explore what distinguishes companies that achieve long-term success.
2) Collins' research identified 11 companies that made the leap from good to great results over 15+ years, comparing them to companies that failed to sustain gains.
3) Collins' framework includes concepts like "Level 5 Leadership", focusing first on the right people before strategy ("First Who, Then What"), confronting brutal facts, the "Hedgehog Concept", and
Business transformation workshop feb 2014Iayn Clark
This document provides an overview of Iayn G Clark's experience in international strategic management, including a list of current and past clients from various industries such as software, plastics, food and beverage, banking, and automotive. It also lists some key concepts and models in leadership, teamwork, and strategy, including Stephen Covey's 7 Habits of Highly Effective People, John Kotter's 8 Step Change Model, Patrick Lencioni's Five Dysfunctions of a Team, and concepts around alignment, SWOT analysis, and transformational leadership. Contact information is provided at the end for International Strategic Management Limited.
A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute.
This document summarizes Jim Collins' research process for studying companies that transitioned from good to great. It involved four phases: 1) Identifying companies that showed long-term stock returns greater than the market after a transition point, 2) Comparing these companies to others in the same industry or those that had short-term shifts, 3) Analyzing what distinguished the inside operations of the good-to-great companies, 4) Iteratively developing concepts to explain the findings through chaos to concept. Key findings included the importance of level 5 leadership, first getting the right people on the team before deciding where to drive it, confronting brutal facts, having a hedgehog concept, and viewing transformations as building momentum like a flywheel rather
This document summarizes key points from Days 5 and 6 of a leadership development program workbook. The agenda for Days 5 and 6 includes reviewing projects and lessons learned, optimizing climate through stakeholder management, influencing skills, leading up/down/across, and developing a plan to enhance Vietnam's leadership. Key topics covered are influencing styles, social contracts, persuasion, negotiation options, and stakeholder mapping and management strategies. Participants apply communication skills and consider their stakeholder webs. The document concludes with developing an organizational leadership architecture.
The document discusses personality and the Birkman Method, which is an assessment tool used to measure personality traits, interests, needs, and behaviors. The Birkman Method provides comprehensive personality profiles through over 40 scales and measures usual behavior, underlying needs, stress behavior, and motivational interests. It has been empirically validated and its reliability averages around 0.85. The Birkman Method is used in various contexts like team development, career counseling, and hiring to improve self-awareness, communication, and interpersonal effectiveness.
The document discusses ethics in trading and provides guidelines on dos and don'ts. It defines ethics as standards of right and wrong that prescribe what humans ought to do in terms of rights, obligations, benefits to society, fairness, or virtues. It also discusses developing one's ethical standards through continuous self-examination. The dos section recommends learning about trading strategies, having a money management plan, making independent decisions, and understanding risks. The don'ts advise against making decisions based on rumors, letting emotions rule trading, and manipulative activities. It also discusses resolving ethical dilemmas by analyzing consequences, actions, and making a decision.
Finding a Way to Overcome Current Economic and Political Quagmires in MyanmarKaungHtetZawSMU
Background
Myanmar faces a choice between maintaining some version of the status quo in which the military holds
sway while allowing some limited forms of democracy or creating a genuine shift to a more open and
inclusive system. This is not just a choice about who gets what share of the national output or even how
fast that output grows, though that is part of the choice. The main choice is between national survival
and unity or weakness and division. Myanmar may end up more like Pakistan than Turkey.1 To avoid
this, it needs a broad coalition of interest groups that support federalism, resource sharing, and taxation
of resources for productive public investment. Such a change requires a fairly elected government and a
stronger rule of law, including protection of minorities and those with wealth, however acquired. The
current path is producing religious tension, very little if any growth (in spite of good intentions and high
reported GDP growth), and ethnic and religious conflicts. The following graphic summarizing Why
Nations Fail, a recent book, illustrates the situation. However, Myanmar is leaning to the left side of the
diagram – closer to failure than success.
Global leadership a new framework for a changing worldKaungHtetZawSMU
This document proposes a new framework called the Global Leadership Model (GLM) for developing global leaders. The GLM has four key aspects:
1) It identifies four domains of leadership - transactional, transformational, conscious, and transpersonal - moving beyond prior frameworks focused on tasks and relationships.
2) It incorporates six levels of leadership intelligence beyond just cognitive and emotional intelligence.
3) It connects the four leadership domains to the six levels of intelligence to create a comprehensive framework.
4) It aims to help organizations identify and develop global leaders to succeed in today's complex, interconnected world.
Myanmar is at a pivotal moment as it transitions to a more open economy and society after decades of isolation and authoritarian rule. The report analyzes Myanmar's economic potential and challenges over the next two decades. It finds that Myanmar has a $200 billion economic opportunity by 2030 if it can address major challenges like low productivity, lack of infrastructure, impending urbanization, and need to reconnect to global trade and investment. Four keys to unlocking this potential are raising productivity, shifting to manufacturing, preparing for urbanization, and reconnecting to global markets. The government and private sector must work to overcome substantial challenges in order to realize Myanmar's economic opportunities.
Microfinance in myanmar sector assessment (ifc-cgap) 2013 janKaungHtetZawSMU
This document provides an assessment of Myanmar's microfinance sector in early 2013. It finds that while demand for microfinance is high, the supply is limited with few institutions providing microcredit. The financial sector is small and underdeveloped, dominated by state-owned banks. The regulatory framework for microfinance is still nascent. Recommendations include strengthening the regulatory framework, expanding the supply of microfinance institutions, improving financial infrastructure, and increasing effectiveness of funders. Developing Myanmar's private sector through microfinance could help reduce poverty and boost economic growth.
Rapid political reforms in Myanmar are driving optimism about its economic prospects, however significant challenges remain. While sanctions are beginning to be lifted following democratic elections, Myanmar's economy remains very small, poor, and underdeveloped compared to its neighbors. Only a few companies have meaningful exposure there. Myanmar faces major hurdles, including weak human capital and institutions, before it could become a sizable investment destination.
The document provides an overview of Myanmar's economy. Key points include:
1) Myanmar has natural resources like agriculture land, forests, minerals, gas, and gems that form the basis of its economy.
2) The economy is expected to have grown 5.5-5.8% in fiscal year 2011-2012, driven by investment in hydropower, natural gas, oil and commodity exports.
3) GDP composition in 2011 consisted of services (43.6%), agriculture (38.2%), and industry (18.2%), with services overtaking agriculture for the first time.
This document analyzes security and economic relations between China and Myanmar. It discusses how China has emerged as Myanmar's most important foreign partner due to Western sanctions. Trade and investment between the two countries has increased substantially in recent years, though China's influence is sometimes exaggerated. The relationship is complex, as China's central government, regional authorities, businesses, and other actors sometimes have differing interests and approaches regarding Myanmar. While economic ties are strong, Myanmar works to balance relations with China and other countries to maximize its own interests. Security cooperation has also improved but rumors of Chinese military bases in Myanmar remain unfounded. The relationship provides opportunities but also tensions, as China's role impacts other regional countries.
Small and medium enterprises (SMEs) engaged in sugar processing emerged in Myanmar in the late socialist era out of necessity. The growth of these SMEs helped address acute sugar deficits during this time. Originally located in Pyawbwe, these SMEs later clustered in Mandalay as market forces and competition shifted. While SMEs have grown substantially, large private and military companies have recently emerged as major players in the sugar industry. The locations and driving forces affecting Myanmar's sugar SMEs provide insight into the country's economic transformation from central planning to a market system.
This document provides key economic indicators for Myanmar from 1993 to 2010, including:
1. Population growth slowed from 1.8% annually in 1993 to 1.1% in 2010, while urbanization increased steadily from 25.6% to around 33% over the period.
2. Agriculture remained the dominant sector, accounting for around 60% of GDP initially but declining to 36.4% by 2010 as other sectors grew.
3. Private consumption was the largest component of demand, ranging from 88.6% to 78.3% of GDP over the period. Gross capital formation and government consumption gradually increased as a share of GDP.
The document provides an overview of recent developments in emerging East Asian local currency bond markets. It notes that while growth prospects remain robust in emerging East Asia, uncertainties in the eurozone pose risks. Total bonds outstanding in the region grew 7.0% in 4Q11, led by strong corporate bond growth, while government bond growth was more modest. Inflationary pressures have moderated but may rise again with higher commodity prices.
1. The document provides background on the ADB's engagement with Burma, including that it has not provided loans or direct assistance since 1986-1987 due to political pressure after a 1988 crackdown. However, the ADB plays a role in facilitating private sector investment in Burma through the Greater Mekong Subregion program and outside of it.
2. One way the ADB is facilitating investment is by promoting regional natural gas integration and trade. It released a strategy in 2009 exploring expanding trade of natural gas via Myanmar, which has significant gas resources. It notes infrastructure is limited but there is potential for increased trade, including controversial projects like the Shwe gas pipeline.
3. Critics argue projects in
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.