Business in a modern world is a constant transformation. Markets, companies and even complete societies are subject to constant change. The ability to transform is a key success factor in business but also a major challenge. „How to“ transform? Which factors are relevant for a sustainable and successful transformation? This paper will give some answers to these questions and we will show, that transformation is strongly related to:
Why? The purpose of the future business and transformation process has to be carved out precisely and communicated well. This is essential to get the buy-in of all relevant stakeholders. They have to understand the necessity to change values, behaviors and develop the competencies needed for a future excellence.
How? A well-laid strategy in combination with operational excellence in organizational design and process layouts sets the direction, a structured development of competencies and skills ensures the necessary abilities are in place.
What? In the end the result oriented execution of strategies and plans will be the key factor for success. Only realized results make the difference!
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
The strategic objectives of the P-CMM are to
• Improve the capability of organizations by increasing the capability of their workforce
• Ensure that software development capability is an attribute of the organization rather than of a few individuals
• Align the motivation of individuals with that of the organization
• Retain human assets (i.e., people with critical knowledge and skills) within the organization
The P-CMM includes practices in such areas as
• Work environment
• Communication
• Staffing
• Managing performance
• Training
• Compensation
• Competency development
• Career development
• Team building
• Culture development
People Capability Maturity Model (P-CMM) Facing the Key HR Challenges of MSME...JIANGUANGLUNG DANGMEI
Micro Small and Medium Enterprises (MSME) have a significant role in the growth of Indian economy and contribute to generating employment especially in the rural areas. But, the performances of the MSME in the globalization period have not been satisfactory as the number of sick MSME is increasing year by year. The MSME in India now face a tough competition from large industries and are not adequately equipped to compete
with the global players. There are many challenges in the MSME of India and HR practices are one of the major
problems. Many industries claimed that the P-CMM is a strategy for transforming an organization in the modern
era by improving workforce practices progressively. Therefore, this paper specifically tries to enlighten the
important of P-CMM and its relevant applications to solve the HR problems faced by the MSME of India.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
The strategic objectives of the P-CMM are to
• Improve the capability of organizations by increasing the capability of their workforce
• Ensure that software development capability is an attribute of the organization rather than of a few individuals
• Align the motivation of individuals with that of the organization
• Retain human assets (i.e., people with critical knowledge and skills) within the organization
The P-CMM includes practices in such areas as
• Work environment
• Communication
• Staffing
• Managing performance
• Training
• Compensation
• Competency development
• Career development
• Team building
• Culture development
People Capability Maturity Model (P-CMM) Facing the Key HR Challenges of MSME...JIANGUANGLUNG DANGMEI
Micro Small and Medium Enterprises (MSME) have a significant role in the growth of Indian economy and contribute to generating employment especially in the rural areas. But, the performances of the MSME in the globalization period have not been satisfactory as the number of sick MSME is increasing year by year. The MSME in India now face a tough competition from large industries and are not adequately equipped to compete
with the global players. There are many challenges in the MSME of India and HR practices are one of the major
problems. Many industries claimed that the P-CMM is a strategy for transforming an organization in the modern
era by improving workforce practices progressively. Therefore, this paper specifically tries to enlighten the
important of P-CMM and its relevant applications to solve the HR problems faced by the MSME of India.
The Frisby Group has long been committed to working with small and medium sized construction companies, assisting them in reducing turn over rates and thereby improving survival rates of them. This webinar was prepared for small (including minority ) contractors attending a SAME convention in St. Louis several years ago. It is very timely in that the Federal Government construction projects will probably diminish over the next several years but the emphasis on small business set asides will increase, as will the Government's O&M budget, especially relating to its goal of Net 0 buildings.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
국가든 기업이든 리더가 어떤 리더십을 발휘하느냐에 따라 흥망이 결정된다. 전세계 어디에 가나 리더십을 교육하는 기관들은 넘쳐나지만 인재 발굴 양성, 리더십 교육에 있어 세계 최고라는 찬사를 받고 있는 곳이 바로 GE크로톤빌이다. GE 리더십 인재양성 비결을 배우기 위해 그동안 무수히 많은 국내외 기업인들이 GE크로톤빌로 향했다. 전세계 최고 리더십 양성기관 GE크로톤빌의 라구 크리슈나무르티 원장이 지난 120여년간 GE가 세계 최고 기업중 하나로 군림하는데 결정적 역할을 한 GE 리더십 양성법에 대해 이야기한다.
- GE크로톤빌이 세계적인 리더십 양성기관이 된 비결은
- 현재 리더십은 과거의 리더십과 어떻게 다른가
- 리더십이 탁월한 사람들에게서 발견할 수 있는 공통분모는
- GE크로톤빌에서 리더십 교육을 할 때 가장 강조하는 덕목은
- 리더십을 발휘할 때 가장 커다란 장애물이 되는 것은
라구 크리슈나무르티 (GE, CLO 겸 크로톤빌 원장)
The book is designed to promote understanding of conflicts in organisations, and establish how they can be handled effectively, and make them work as opportunities for improvement and constructive change.
One day interactive workshop delivered in Cumbria to an audience of HR professionals, Training Managers, coaches and Learning & Development specialists.
Are we really able to change before we have to? This question is probably on many people’s minds as we confront more and more transformations and crises that have major impacts on the way we do business and, most important, on our everyday lives.
The Frisby Group has long been committed to working with small and medium sized construction companies, assisting them in reducing turn over rates and thereby improving survival rates of them. This webinar was prepared for small (including minority ) contractors attending a SAME convention in St. Louis several years ago. It is very timely in that the Federal Government construction projects will probably diminish over the next several years but the emphasis on small business set asides will increase, as will the Government's O&M budget, especially relating to its goal of Net 0 buildings.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
국가든 기업이든 리더가 어떤 리더십을 발휘하느냐에 따라 흥망이 결정된다. 전세계 어디에 가나 리더십을 교육하는 기관들은 넘쳐나지만 인재 발굴 양성, 리더십 교육에 있어 세계 최고라는 찬사를 받고 있는 곳이 바로 GE크로톤빌이다. GE 리더십 인재양성 비결을 배우기 위해 그동안 무수히 많은 국내외 기업인들이 GE크로톤빌로 향했다. 전세계 최고 리더십 양성기관 GE크로톤빌의 라구 크리슈나무르티 원장이 지난 120여년간 GE가 세계 최고 기업중 하나로 군림하는데 결정적 역할을 한 GE 리더십 양성법에 대해 이야기한다.
- GE크로톤빌이 세계적인 리더십 양성기관이 된 비결은
- 현재 리더십은 과거의 리더십과 어떻게 다른가
- 리더십이 탁월한 사람들에게서 발견할 수 있는 공통분모는
- GE크로톤빌에서 리더십 교육을 할 때 가장 강조하는 덕목은
- 리더십을 발휘할 때 가장 커다란 장애물이 되는 것은
라구 크리슈나무르티 (GE, CLO 겸 크로톤빌 원장)
The book is designed to promote understanding of conflicts in organisations, and establish how they can be handled effectively, and make them work as opportunities for improvement and constructive change.
One day interactive workshop delivered in Cumbria to an audience of HR professionals, Training Managers, coaches and Learning & Development specialists.
Are we really able to change before we have to? This question is probably on many people’s minds as we confront more and more transformations and crises that have major impacts on the way we do business and, most important, on our everyday lives.
MEMORIAS TRABAJOS LIBRES
Conferencia Científica Anual sobre Síndrome Metabólico 2016
Correlación entre el índice cardiovascular y resistina en pacientes con disglicemia
M.P.S.S. Dania Guadalupe Solís Cano1, D en C. Leonardo M. Porchia2, D en C. Martha Elba González Mejía3, M.A.S.S. Guadalupe Ruíz Vivanco2, 3, 4, D en C. Enrique Torres Rasgado3, D en C. Ricardo Pérez Fuentes2, 3
1 Licenciatura en Medicina, Universidad Popular Autónoma del Estado de Puebla; Programa de Servicio Social en el SNS modalidad en investigación en salud. 2 Laboratorio de Investigación en Fisiopatología de Enfermedades Crónicas, Centro de Investigación Biomédica de Oriente, IMSS. 3 Facultad de Medicina de la Benemérita Universidad Autónoma de Puebla, 4 Doctorado en Ciencias Biológicas, Universidad Autónoma de Tlaxcala
Business Performance Improvement in the Future of WorkDalia Katan
How can we accelerate group performance improvement in this increasingly unpredictable, fast-changing world? As the challenges we face at work become more and more complex, leaders will need to focus on the practices that help workgroups better handle exceptions, learn together, and create value. (Spoiler... Amp up the friction and play with possibilities!) Focus on 'process' is no longer enough.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
Webinar – Transition Your Organization
- Introduction to the Panel
- Definition of Transition
- Transformation at Microsoft
- Transition Methodology
- People and Transitioning
- Executive Sponsor Role
- Keys to Success
You Have All the Right Pieces, but Do You Have the Right Glue?James Fitzgerald
While most modern manufacturing companies have invested in performance management tools, they often fail to drive improvement in anticipated ways. Without a performance management methodology that glues the pieces together and creates a culture that truly drives business decision-making based on metrics, companies can’t realize the value of key performance indicators. Myrtle Consulting’s Management Operating Systems Deployment Methodology leads to better decisions and increased profitability be serving as the glue for performance management tools.
Zukunft ist Veränderung und Veränderung ist Lernen. Wie Veränderungen allerdings gerade im wirtschaftlichen Kontext verlaufen und wann sie gewünschte Ergebnisse zeigen, ist dabei ganz di-rekt von den individuellen und kollektiven Lernprozessen in der Organisation abhängig. Design, Umsetzung und Erfolgsmessung von Lernen gehören deswegen zwingend auf die Agenda aller Sta-keholder, egal ob Lerner selbst, deren Führungskraft oder Personalabteilung.
Allerdings verändert sich die Art des Lernens in Zeiten von Digitalisierung, Agilisierung und anderen Trends permanent. Die Fähigkeit zu Lernen wird daher immer wichtiger, um die individuelle und organisationale Anpassungsfähigkeit an sich permanent verändernde Situationen zu gewährleisten. Auf Basis des agilen Manifestes und den Ursprüngen von Agilität entstand deswegen das Konzept des agilen Lernens, das sowohl die unterschiedlichen Rollen von Lerner, Führungskraft der Perso-nalentwicklung als auch die eingesetzten Lernformate und Rahmenbedingungen einbezieht. Was agiles Lernen ist, was dazu gehört und was wichtig ist, beschreibt das folgende Whitepaper.
Ein Nebeneffekt der aktuellen Situation ist der enorme Bedeutungssprung, den digitales Arbeiten und digitales Lernen erleben. Diese Entwicklung wird auch Post-Corona Bestand haben und jetzt ist eine gute Zeit, sich als Berufstätiger oder Unternehmen darauf vorzubereiten. Ein Element kann die Analyse der eigenen Lernkompetenzen und der Rahmenbedingungen für das eigene Lernen sein. Mehr dazu im Dokument.
Es gibt viele Rollen, in denen versucht wird, Menschen dabei zu helfen, ihr Leben, ihre Beziehun-gen, die Karriere und ihr Wohlergehen positiv zu verändern. So ist es nicht verwunderlich, dass selbst Experten gelegentlich Schwierigkeiten haben, die einzelnen Rollen sauber voneinander ab-zugrenzen. Für das Spektrum, in dem Coaching und Mentoring angesiedelt sind, können mehrere Gemeinsamkeiten gelten:
- Sie basieren auf einem mehr oder weniger großen Anteil an Dialog / Konversation, zur Wahr-nehmung neuer Perspektiven und Möglichkeiten.
- Sie beinhalten eine Verantwortlichkeit zur Fürsorge gegenüber der Person, der geholfen wer-den soll.
- Sie beinhalten die Entwicklung größeren Bewusstseins, so dass der Lerner bessere Entschei-dungen treffen kann.
- Sie erfordern ein gewisses Maß an Unterstützung bei der Implementierung von Entscheidun-gen des Lerners.
Das Wort Agil wird sehr oft verwendet und teils heftig diskutiert. Aber was bedeutet Agil bzw. Agilität eigentlich, wenn wir im Kontext der Wirtschaft über Agil sprechen? Hier das Angebot einer Definition.
Agile learning Designs for an Agile world - Using Agile values and principles...Frank Edelkraut
Qualifiying sesidns preparing for agile work and organizations should reflect the agile principles. Which changes are needed and how an agile design may look like is described in this paper.
The paper received the "Best Paper Award" at Innovation Arabia 12 in February 2019.
Sport als erlebte Metapher für Agilität? Ja, gerade für Führungskräfte kann dies ein motivierender Einstieg in das Verständnis von Business Agility sein.
Der Umgang mit der eigenen Unsicherheit ist für viele ein echtes Karrierehindernis. Hier können Mentoren und Coaches helfen. Wie beschreibt der Artikel.
Wenn CEOs und andere Top-Manager einen Mentor oder Coach haben, ist für diesen die Frage, wo sie mit der Zusammenarbeit ansetzen können. Im Harvard Business Review wurden sechs Dimensionen der Führung vorgestellt, die als Ansatzpunkt dienen können. Hier wird beschrieben, wie ein Mentor oder Coach die Dimensionen nutzen kann.
Agile Methoden und agiles Arbeiten beschäftigen viele Unternehmen. Wie so oft heißt die Anfangsphase aber auch, dass noch Unklarheiten und Missverständnisse bestehen. Hier ein Erklärungsversuch.
Die Verbreitung agiler Methoden steigt und die Notwendigkeit, das Organisationsdesign anzupassen wird immer offensichtlicher. Aber wie kann ein Unternehmen die Agile Transformation gestalten, wenn keine oder wenig Erfahrung mit Agil vorliegt? Hier ein paar Gedanken dazu.
Wer als Mentor oder Coach mit einem neuen Mentee oder Coachee das erste Mal zusammenarbeitet wird versuchen, möglichst viel über ihn zu erfahren. Hier sind ein paar Fragen zusammengestellt, die es leichter machen den Mentee zu verstehen und den Einstieg in eine fruchtbare Zusammenarbeit zu finden.
Mentoring kann auch bei ethischen Fragen in der Wirtschaft eine positive Rolle spielen. Der "ethische Mentor" unterstützt seine Mentees bei der Handhabung ethischer Fragen und beeinflusst die Unternehmenskultur.
Wie kann ein Mentor dem Mentee helfen, Vorwürfe und Schuldzuweisungen zu vermeiden und Situationen umfassender und konstruktiver zu betrachten? Ein paar Fragen helfen dabei.
Mentoring im Militär? Was bis heute noch relativ ungewöhnlich ist, kann zukünftig immer wichtiger werden. Auch für die Wirtschaft ist die Reflexion über diesen Einsatzbereich ggf. hilfreich.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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Transformation_in_Business
1. Towards a Sustainable Excellence:
Successful Transformation in modern businesses
Frank Edelkraut, Managing Director Mentus GmbH fe@mentus.de
Thorsten Sand, Managing Director HRmatic GmbH
Keywords:
Transformation Management; Change methods; Execution Journey, Management
qualification
Abstract
Business in a modern world is a constant transformation. Markets, companies and even
complete societies are subject to constant change. The ability to transform is a key success
factor in business but also a major challenge. „How to“ transform? Which factors are relevant
for a sustainable and successful transformation? This paper will give some answers to these
questions and we will show, that transformation is strongly related to:
Why? The purpose of the future business and transformation process has to be carved out
precisely and communicated well. This is essential to get the buy-in of all relevant
stakeholders. They have to understand the necessity to change values, behaviors and develop
the competencies needed for a future excellence.
How? A well-laid strategy in combination with operational excellence in organizational
design and process layouts sets the direction, a structured development of competencies and
skills ensures the necessary abilities are in place.
What? In the end the result oriented execution of strategies and plans will be the key factor for
success. Only realized results make the difference!
Background and introduction
When talking about Excellence it may be worth to spend some minutes and think about the
meaning of excellence. What makes a product, company or even a person excellent? We
define three levels of excellence:
1. Technical and design excellence Craftsmanship
2. Individual skills and dedication Competence
3. History and Tradition Culture
On the first level, excellence is related to a proper design which may be easy to use,
manufactured on a high quality level. In most cases a brilliant product is not enough but there
is also a need for a person who is able to use the product in the right way. A child will not be
able to drive the best car and an unexperienced person will not be able to use a golf club
properly. One factor quite often ignored but relevant too is culture and tradition. Real mastery
is always a result of a time-consuming learning and optimization process, often lasting for
generations.
Although there is some kind of excellence in every single of these three levels for real
excellence all three have to be covered. To reach real mastery you have to train a lot and be
2. focused, you need excellent instruments and tools and in most cases a social network of other
excellent persons will leverage your excellence. This is applying for the personal as well as
organizational level.
Transferred to the sphere of economics the three levels of excellence stand for:
Craftmanship – Quality and improvement in operational excellence. Only companies who
have efficient, result-oriented processes in place and constantly try to change for the better
will succeed in the long run.
Competence – Qualification and motivation of employees ensure a sufficient level of
impetus and innovation and customer satisfaction.
Culture – Clear vision and strategy for the whole company ensure that all employees and
managers understand and actively support the company values and strategy. Additionally
excellence in business culture requires curiosity and open attitude for new ideas together
with hunger to execute towards common vision and clear goals. Last but not least a
Leadership behavior engages people for the vision, empowers them for actions and
enhances them with feedback.
Sometimes we hear that these three levels of excellence are outdated and less relevant in a
modern, global, digitalized economy. We strongly believe the opposite is true. So let´s have a
look into the future of business. Most of the relevant consultancies, think tanks and trend
evangelists draw similar pictures for the coming changes. The actual trends in globalization
(mainly driven in Asia), digitalization, urbanization and individualized products and services
force nearly all industries to develop faster and far more radical, as it has been in the past.
Figure 1: Main drivers for cooperation and change, according to IBM CEO Study 2012
The majority of CEO´s already understood these trends and the resulting needs for their own
companies. In the yearly CEO studies conducted by IBM, the increasing complexity of
business (2011) and the need to be more and better connected (2012; Source for the shown
diagram). The most dramatic needs for change are seen for collaboration with other
organizations, internal collaboration, internal processes etc. CEO´s are well aware of the fact
that these changes increase the pressure on their organizations to constantly transform and
reinvent themselves. Doing business becomes more agile and management has to focus on
transformation and learning.
Are companies well prepared for the future world of collaboration? Most probably not! The
changes already foreseen by the C-Level have only partly been transferred into operations and
3. this is a time-consuming process, partly in unknown terrain. For example just a few
companies started to use external crowd intelligence for their R&D or qualify their managers
to master the digital media which influence our communication and collaboration behavior
more and more.
To be well prepared for the future challenges all companies are stipulated to identify which of
the drivers shown in the picture have a significant impact and must be handled to ensure
business excellence. The given details are only examples but clearly show the complexity in
modern business. Whatever the individual situation and driver may be, one message is clear.
The need for change and transformation is reality for all companies, competing in global
markets. Consequently the capability to realize sustainable transformations is a key success
factor in modern business.
Here the three levels of excellence discussed in the beginning become relevant again. As we
will show, a culture of change and result-orientation is as essential, as a proper transformation
method (craftsmanship) and capable Leaders (competence).
Figure 2: Drivers leading to transformation needs in business.
But how does reality look like? In all the years we supported managers in different change
and transformation processes we slowly realized there are some patterns in the processes
themselves and human behavior, which make it really difficult to succeed in transformation
excellence. When looking at a transformation process with the eyes of a middle manager it is
“over-”. The combination of Old and New increases complexity, often becoming over-
4. whelming. The workload increases dramatically by additional needs for organization and
communication, making managers feel over-burdened. Finally they do their best but will be
ower-worked sooner or later. Consequently communication, result-orientation and other key
success factors for an excellent transformation process decline, the process slows down or
even is turning back.
But is it the manager´s fault? No, mostly it is not. Let´s take the metaphor of a journey to
explain why not. Assuming, the promised land we want to reach lies behind a mountain (the
mountain of change) it immediately becomes clear, we have to consider some aspects:
- Destination: No one climbs a mountain without a clear picture what he wants to achieve.
What is it good for and which route is suitable? Answers on these questions create the will
and mental strength to take the hardships.
- Supply: We need ropes, food, proper clothes etc. to master the climb. In business terms it
means we need a proper process, tools and instruments etc.
- Training: For a long respectively straining journey we have to be trained. Our physical
strength and our capability to use the tools. Many people have to be trained to new IT
tools, processes, you name it.
- Guidance: Experience is a key success factor. If this is not available we will rely on a
guide showing us the best way and helping us, if help is needed. In many companies there
is no need for explicit transformation experience (until we decide to transform) so where
should it come from? External experts may be a good idea to guide through the process.
- Network: Climbing a mountain is not only exhausting, it is dangerous. Cooperation in a
well trained team is essential and in business we have to ensure that our workforce is
strong enough and in numbers and experience. If this is not the case Interim Managers and
other “guides” may be hired to strengthen the forces.
Mastering a sustainable transformation process
As laid out before, to achieve real excellence we have to master all three levels of excellence,
which applies also for transformation processes. The last two decades have shown giant leaps
in change management methodology and skills and most companies also have leadership
development high on their agendas. So, why aren’t we seeing higher success rates? An
educated guess is that only 10-30% of organizations succeed to implement their strategy for
change. While craftsmanship and competence are comparably easier to tackle and solve (e.g.
through talent management, performance management and leadership/people development),
culture seems to be the hardest part. Mastering culture – from our experience - proves to be
the real differentiator between poor or average performing companies and the ones who stand
out and achieve excellence.
To achieve this sustainable transformation through building the capability to execute and
changing the culture we found the framework of the Execution Journey to be a strong driver.
It integrates successfully proven methods and tools into a clear and cosistent 4-phase culture
change program, which builds the capability to execute (and thus constant change and
sustainable transformation capabilities) into the DNA of the organisation.
It is called a “journey” because it is not just a project or a program one may administer or
control. It is a clearly laid out path with a well defined starting point and a visible but not yet
tangible destination. To get there (and transform on the way) we have to
- Create momentum through correctly directed action
- Design the path
5. - Evoke emotion
- Change behavior
- … and build capabilities
So where to start?
The journey usually starts after all the analyses, strategy building and business planning have
been done. Business cases have been approved, C-Level is convinced that this is the right
thing to do, consultants went home, and the only question that is left is: How do we do it and
move on from here?
As laid out before just building on craftsmenship and competence alone will not move an
organisation beyond the point of no return in terms of a sustainable transformation. But this is
what often happens. The (project-) management troops start marching with all their tools
asigning tasks, setting up schedules and defining KPIs (craftsmanship). Communications
focuses on getting messages through and HR starts to move people around, asigning new
functions, assessing competencies and skills, training for new asignments and coordinating
change management workshops (competency). As we all know: if capability to change and
execute is not in the DNA of the organisation these efforts will not help to the extend that is
actually need to sustainably tranform. This is why only less than 30% of change efforts still
succed – let alone sustain in constant tranformation need today. Everybody know at least one
expample from own experience which terribly failed.
Figure 3: The Execution Journey, a modell for successful transformations. The Execution
Journey has four phase: Define, Create, Mobilze, Lead. Growth, mainly out of qualification is
relevant in all four phases.
Like in any project, the start of the journey is crucial to the success of the whole effort. Only
if a clear direction is achieved a journey should start. Too many times too many different
messages are out there for the same thing, or the messages are not precise or clear enough.
6. This would blur the vision of the journey destination right from the beginning. So getting the
direction clear, setting the focus to the right areas that have to be addressed is key for the
overall transformation effort to be successful. Another important part is to know about the
change readiness within an organisation in terms of mind set, willingness to change,
commitment, dedication and hunger for success and innovation. This has to be taken into
account when designing the path for the journey and the creating the engery to finally embark
on the journey. So this crucial phase we call “Define” and has to take place at the very top-
level of an organisation, involving the C-level and/or powerful transformation sponsors within
the organisation: few people have to do the right thing, set the direction and the agenda.
In the next step is the fun part. We call it the “Create”-phase. It is about broadening the base
of the involved stakeholders and laying out the path for the journey, creating awareness and
momentum among the ones who need to drive the transformation in their responsibility.
Depending on the size of the company and the desired transformation this can be any number
of participants betwen the low two digits up to more than 500. There are many methods and
tools out there, which can actually support this phase. But the strongest by far we experienced
is the Design Shop Method (MG Taylor corporation). The method is ideal for a large number
of stakeholders to collaborate and co create tangible solutions to complex problems. Engaging
all relevant parties into the design through an energetic and structured process ensures
ownership. Dedication and quality of the outputs are significantly increased by the method.
Learning activities and supportive electronic tools like TEDtalks, Slams or an eLearning
platform additionally accelerate the processes. The “Create”-phase leverages the know-how
and experience of a broad stake holder base within the organization. Complex problems and
initiatives are broken up into manageable pieces that can actually be done. The methodology
is agile in any sense and creates solutions, which can be adopted quickly throughout the
organization. The transformation capabilities start to root within the organization’s culture.
After laying out the path of the journey in detail through the “Create”-phase it is important to
involve an even broader base of employees and stakeholders (which employees actually are,
sooner or later). This phase we call “Mobilize”. This is the classical moment, where
“craftsmanship” and “competence” as elements of excellence are usually in focus – and need
to be there. But now it is the pivotal point, where culture change either starts to grab a hold or
entirely fails. Only if the participants of the create part of the journey can walk the talk and
support with their energy and capability to execute in their normal work environment (with
their colleagues, peers and subordinates), the capability to execute will spread across the
organisation.. To get it right: we need all the competency building and the enhancement of the
craftsmanship, but if the transformation is handled as a project, run by a few, not rooted in
day-to-day operations, it will inevitably fail, leaving behind an oversized project management
infrastructure and a puzzled sponsor team. So the Mobilize part is about spreading the word,
showing the others the path and changing things that need to be changed. This usually takes
its time, lots of effort regarding communication and classic change management initiatives.
The final phase, which helps to sustain the transformation and tells the good from the
excellent we call “Lead”. Realizing results in day-to-day operations is the key challenge in
transformation. The different stakeholders and their conflicting interests offer a wide range of
reasons to deliver not. Consequence and the strong will to get over the tipping point into a
better future are essential for success. Here quite often the biggest need for support can be
observed, since the strongest thread to a sustainable transformation is the slowly diminishing
engery, when the final destination seems almost be reached. If this happens, the next
transformation (that will inevitably come) will start at zero – culturewise. “Lead” is about
keeping up the will to execute and really concentrating on what matters until the final
7. destination is tangibly reached. In this phase leadership (development), learning and
mentoring are crucial for success. Efforts have to be tracked and achievements to be made
transparent. What we see is, that organisations, excelling in this phase, really root the
capabiltiy to execute in their DNA. We see a clear drop in number or meetings, less meeting
participants, better meeting outputs and things that finally move. As Herzberg found out
already in the 1960ies, achievment is the biggest motivator people have, no matter in which
organisation they work in. This is, what finally starts to happen in “Lead”: people achieve
what was laid out in the path, starting an upward cycle to exitement about getting things done.
Figure 4: Elements of the four phases within an Execution Journey
Qualification of Transformation managers
As shown in the discussion, another aspect of transformation management may be of high
relevance. In standard qualifications for managers the specific aspects of transformation
processes are not covered and hence it is no surprise that many managers feel overburdened
when becoming involved in a transformation process.
So one part of an organizations capability for change and transformation is qualification.
What kind of knowledge and competences do managers need to be well prepared to lead a
transformation? From our point of view we suggest a formal qualification should cover the
following fields:
- Strategic Management
- Project Management
- Leading complex and flexible systems
- Methods for transformation processes
- Personal and leadership skills
8. - Digital media competence and communication
Beside this operational experience shows that within a transformation process a formal
qualification may not be sufficient. Quite often the complex and demanding situation is
overwhelming and a personal accompaniment is needed. Like a buddy system an experienced
external manager helps to focus on the relevant aspects and intended results. He acts like a
shadow of the manager and jumps in, when help is needed.
In a business world streamlined for efficiency it may be realized that the actual bandwidth of
management is insufficient. In a transformation process the need for communication and
coordination is significantly increased. Therefore not only the qualification may be short but
also the number of managers needed. One solution may be the use of Interim Managers who
temporarily join the team to make sure the right management capacity is in place.
Summary and outlook
In a global and digitalized business, the ability to transform is essential for sustainable
success. On one side this is connected to operational excellence in day-to-day work but on the
other side it means to establish a culture and organization of continuous transformation.
The keyword for successful transformation is capability. It stands for a culture of professional
change, operational agility, result orientation and individual competence. As a framework for
sustainable transformations we suggest seven rules for success:
1. Develop a culture of constant change and hunger for excellence. Striving for excellence is
a key factor for success.
2. Ensure the purpose of any change or transformation is well understood and shared. People
want to know, why their work makes sense.
3. Empower experts and teams to ensure agile, result-oriented operations. The people
knowing best, what is the right thing to do are those who should do the work.
4. Focus on Capabilities and execution. Results are what we are looking for!
5. Digitalize the company for better communication and collaboration
6. Qualify the relevant persons to ensure the time of transformation, i.e. uncertainty and
conflict of interest is managed well.
7. Check your leadership bandwidth. In times of change and transformation the need for
qualified and available managers is significantly higher
Literature
Deiser, R., Newton, S., 2013. Six social-media skills every leader needs, McKinsey
Quarterly
Heath, Chip & Da 2011. switch – How to change things when change is hard, Random
House Business
Herzberg F. 2003. One More Time: How Do You Motivate Employees?, Harvard Business
Review
IBM 2011. “Global CEO Study – Capitalizing on Complexity”
IBM 2012. „Global CEO Study – Leading Through Connections“
Kotter John P. 2012. Leading Change, Harvard Business Review Press
9. Kotter, John P., Helsett, James L. 2011. Corporate Culture and Performance, Free Press
Denison, D., Hooijberg, R., Lane N. 2012. Leading Culture Change in Global
Organizations: Aligning Culture and Strategy, von Jossey Bass