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IBL HealthCare started in 1997 as a subsidiary of Searle and became a public limited company in 2009. It has five divisions that produce and sell nutrition products, medical disposables, and equipment. Muhammad Tariq is the CFO who has a vision to make IBL HealthCare a leading healthcare brand in Pakistan. He uses a visionary leadership style with explicit goals, invites challenges, and influences people with his vision. He also motivates employees through teamwork, considers himself a team member, and ensures decisions are consensus-based.
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0601015 training & development
Hi Friends
This is supa bouy
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I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
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0601015 training & development
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
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We've already talked about what to expect, in our PPT but to recap: Apple is expected to announce a new 4-inch iPhone that combines the size of the iPhone 5S with features from the iPhone 6 and 6S. It will also supposedly be upgrading the 9.7-inch iPad, giving it updated internals, a Smart Connector, and Apple Pencil support imported from the iPad Pro. The Apple Watch may get some love in the form of new band colors and combinations, but rumors say not to expect a full hardware refresh just yet.
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Yet what IS a network effect? How do we untangle the nuances of 'network effects' with 'marketplaces' and 'platforms'? What’s the difference between network effects, virality, supply-side economies of scale? And how do we know a company has network effects?
Most importantly, what questions can entrepreneurs and product managers ask to counter the wishful thinking and sometimes faulty assumption behind the belief that “if we build it, they will come” … and instead go about more deterministically creating network effects in their business? Because it's not a winner-take-all market by accident.
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A experiência da Xpand IT em mobilidade é composta por um conjunto de projectos, que não são mais do que “histórias” sobre como implementar mobilidade nas empresas. Todo o saber acumulado ao longo dos anos permite-nos ter uma visão holística do que é um projecto de mobilidade e da importância de ter uma estratégia bem definida.
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A escolha das tecnologias e dos moldes nos quais implementar os projectos continua a ser importante, claro, mas numa segunda fase. E quando se atinge este estágio, está então na altura de perceber o que é melhor para a organização. Desenvolvimento nativo, uma abordagem híbrida ou o velho sonho de desenvolver uma vez para disponibilizar em qualquer plataforma? Quais as vantagens, desvantagens, cenários de aplicabilidade, riscos, investimento associado, entre outros?
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Sérgio Viana - Associate Partner & Microsoft Solutions Lead da Xpand IT
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El final ppt
- 3. VISION • To become the leading healthcare products and service providers of Pakistan
- 4. • We are committed to contribute in the betterment of society by providing the versatile range of healthcare and nutrition products. We aim to grow by relentlessly providing better products and services to our customers, better returns to our stake holders and the better quality of life to the employees.
- 5. ABOUT IBL HEALTH-CARE IBL HealthCare (IBLHC) started its operations as a Private Limited Company in 1997. As a subsidiary of SEARLE. In 2009, IBLHC incorporated as a Public limited company while remains a subsidiary of Searle. The idea behind the creation of IBLHC is to tap the potential of HealthCare nutritional products and medical disposables. Company has a net worth of RS1.4 Billion.
- 6. DIVISIONS Meads Johnson Nutrition Nestle Health Science Brand Plus Medical deposable Division Principle Health Care
- 7. PRODUCTS Meads Johnson Milk for children Adult Nutrition Prepa Medical Disposables Medical Equipment Protein Powders
- 8. LEADER WE CHOOSE Muhammad TARIQ (CHIEF FINANCIAL OFFICER)
- 9. EARLY LIFE EDUCATION Did his Matric (SSC) from Technical High School of Karachi. Because of certain events could not peruse in that field. His subject of interest was engineering however couldn’t carry on with it. Did BSC and passed ICMA in 1996. Did his MBA in 2009 at the age of 49.
- 10. WORKING HISTORY • Started his carrier as a Government official. • Became the deputy director in 1996. • After that became an Audit officer for the state and a 18th grade officer in 2005. • Resigned from Government post because of corruption within the department.
- 11. • Joined SEARLE PUBLIC LTD in 2009 as a Senior auditor. • Became the head of IT department in 2010 and established the whole IT network for the firm. • Was promoted to be the CFO of IBL HEALTH-CARE in 2012 because of outstanding leadership and working efficiency. • Has put in his efforts to make IBL HEALTH-CARE one of the leading brands in Pakistan.
- 12. LEADERSHIP STYLE
- 13. VISIONARY LEADERSHIP Explicit Goals or Targets Never Settled for Less Invited Challenges Vision to Influence People
- 14. LEADERSHIP STYLE • Global Perspective or Broad Spectrum • A good leader never looks for small obstacles in implementation of decision • Thought process is very vast and he overcome such hindrances by his experiences or knowledge of a situation faced by another country or anywhere in the world. • Aware of his responsibilities: 1. Being a CFO, he was well aware of his responsibilities such as finance operation. 2. Day to day profit and loss statement 3. Managing the work of other Managers associated with finance department
- 15. MOTIVATION OF EMPLOYEES 1.Team Work 2,Never let superiority of his position affect the task 3.Always consider himself as a team member 4.The objectives were associated with team rather than individual 5.Each member worked on similar goal “ Success for the company” 6.Never mind late sitting with the other members. 7.A bit of democratic style as decision was based on consensus between other members.
- 16. INTRINSIC NEEDS • He made sure the newer employees are given responsibility which they are capable of achieving. • He does not want them to get demotivated as he understands that it takes time for the employees to get settle and get adopted to the culture of the organization • Understand the intrinsic needs of a person such as autonomy • Aware of the capabilities of other and he used them according to the demand of the situation.