Eis team2
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1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO. 2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams. 3. The team had to adapt their strategy after misunderstanding the company's hierarchy and failing to predict managers' reactions, and they were able to gain support from more influential people to successfully implement the EIS.
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The team began by collecting information and defining roles and relationships before establishing a strategy. Their initial decisions were not very effective. After an unexpected event, they decided to focus on top managers by organizing meetings. They made decisions as a group through discussion and tried some risks. They contacted all members by email and meetings to clarify the new EIS project. Later they focused too much on one interested person while neglecting others. They improved over time by making more relevant decisions and progressing step-by-step.
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1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
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This document provides tips for board directors on effectively asking questions during meetings. It discusses that directors often do not ask questions due to fear, board culture, or lack of preparation. It then outlines tips for directors to prepare before meetings by reviewing materials and thinking of potential issues or questions. During meetings, directors are advised to listen with an open mind and frame questions clearly and respectfully. An oversight framework is presented to help directors ask questions through different lenses like strategy, impact, compliance, and relationships. The document suggests directors will remember to lead into questions conversationally and avoid criticisms or opinions.
Module 1 session 2 rethinking leadership
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Rewind to fast forward: retrospectives as the essence of Agile
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Effective Board Meetings
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Organizational Culture and Leading Change
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Advanced management in practice
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3cs of Developing High Performing Teams
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Speak Using Both Sides of Your Brain Like a Collaborative Leader
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Leading change march 2011
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Leading And Managing Change
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The healing circle module 3 18
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Sally Cross, Engage for Growth - engagement on a shoestring
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一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Eis team2
- 1. Presented by Team 2 : Boukhalfa Taha Benamar Soukaina El Hatimi Lamyae Lakribssi Kaoutar Sahli Mohamed Salah EIS SIMULATION WHAT WE LEARNED Academic Year 2011/2012 Professor : Pietri José
- 6. The EIS Challenge (www.calt.insead.edu/eis) AAAngehrn/INSEAD Initiatives { MANAGEMENT TRAINING } { SEEK ADVICE } { PERSONAL PROFILE } { TASK FORCES } { INTERNAL MAGAZINE } { DIRECTIVE } { WORKSHOP } { NETWORKS } { COVERT LOBBYING } { COFFEE BREAK } { DIRECTORS MEETING } { ELECTRONIC MAIL } { QUESTIONNAIRE } { PILOT TEST } { STAFF MEETING } { FACE-TO-FACE MEETING } { MEMORANDUM } { EXTERNAL SPEAKER }
- 7. George Glenn Hillary Ross Franck Scotti Donald Pierce Ernest Stone 20 years of service International experience Trust : a key value Traditionnal process Travel to see what happens elsewhere Likes interaction lunch/dinner Sociable Cost Control Accepts change only for cost improvment Wild ideas New within the company Not organized Personnalize work Potential of HR « people person»
- 13. 4. Results (1)
- 14. 4. Results (2) The CEO The 5 top managers Aware Interested Trying Adopted Ivan Skull Ann Finkelbaum Donald Pierce Frank Scotti Omar Schal Bart Bell Hillary Ross George Glenn Silvia Linn Cynthia Jones Linda Dubois Ernest Stone Mel Schmidt Jean Bonnain Quentin Ryan Ken Lee Tina Fein Nick Meyer Victoria Strong Pam Kahn Wilma Long Rob Boss Xavier Ras Urs Dodd 3 10 9 2
- 17. 5.1 Decisions made throughout time
- 19. Our Team Soukaina in the role of : « Sorry for being late !!» Salah in the role of : « Guys !!! No more time !!!» Kaoutar in the role of: « If we do this, we will win !!!» Lamyae in the role of : « No, we already did this !!!» Taha in the role of : « Relaaaaax guys !! Take it easy»
- 26. ORGANIZATIONAL DIAGNOSIS INDIVIDUALS NETWORKS ORG. CULTURE Role & history Attitude towards change Motivation & Resistance Influence Formal & informal networks Power & diffusion networks Communication culture Positive/negative signals Values & vision Mgmt style The EIS Challenge (www.calt.insead.edu/eis)
- 27. STRATEGY ORGANIZATIONAL DIAGNOSIS EFFECTIVE ORG. L INTERVENTIONS Adaptive Explicit Key driving principles (collaborative vs. competitive) Leveraging networks & key individuals TACTICS Adapted to people, timing & adoption stage Target individuals vs groups Open vs. covert Collaborative vs competitive Expectation mgmt Process fairness dimensions Awareness Interest Trial Adoption ! INDIVIDUALS NETWORKS ORG. CULTURE Role & history Attitude towards change Motivation & Resistance Influence Formal & informal networks Power & diffusion networks Communication culture Positive/negative signals Values & vision Mgmt style PROCESS AAAngehrn/INSEAD The EIS Challenge (www.calt.insead.edu/eis)
- 28. Thank you for your attention Now it’s your time to take the right decision and ask the right questions