The document provides details about the Manager Business Systems position at the Ministry of Business, Innovation and Employment (MBIE) in New Zealand. It discusses the purpose of the role, which is to lead a team that implements enterprise business systems and processes to improve efficiency and support key regulatory, investment, and stakeholder functions. The role is also responsible for business intelligence, ongoing systems development, and embedding geospatial capabilities. It outlines key responsibilities, relationships, and success indicators for the position, including providing strategic business systems support, leadership, and general management of the business unit.
This document discusses how technology can differentiate and accelerate businesses. It introduces S&I, a company that provides strategic technological solutions and IT consulting services to help businesses adapt to changing market dynamics and stay competitive. S&I delivers solutions that empower businesses through technologies like business applications, infrastructure optimization, and managed services in order to improve performance, compliance, and return on investment.
Sodexo's World Facilities Management Day Tribute 2014:
We dedicate this tribute to facilities professionals worldwide. You truly make every day a better day!
Aon Hewitt best employer 2013 Smartsalary case studyProspa.
Smartsalary believes that an engaged workforce is critical to company performance and success. They have focused on developing high performers through career development opportunities and tools to help employees drive their own learning. This engagement strategy has increased revenues, customer satisfaction, and profits since the company's inception. Smartsalary works with Aon Hewitt to measure and improve engagement, identifying issues like career development. They addressed these issues through new programs to help employees develop their careers. This engagement approach helped Smartsalary achieve accreditation as a Best Employer.
This document advertises and provides information about the Finance Transformation Summit 2014 conference. Some key details include:
- The conference will take place from October 22-23, 2014 in Sydney, featuring workshops, presentations from industry leaders, and case studies.
- Early bird registration before September 12th saves up to $400 on registration fees.
- The agenda covers topics like people strategies, data analytics, organizational structure, and process optimization to help finance professionals transform their teams into strategic business partners.
- Interactive workshops will focus on developing a finance transformation strategy and change management best practices.
- Over 25 speakers are scheduled from leading organizations like Telstra, NAB, Flight Centre, and Monash University.
Wistraledge Consulting provides management consulting, training, and advisory services. They help clients in diverse industries improve performance, transform operations, and stimulate growth. Their services include strategic planning, business intelligence, project management, IT, and human resources development. They also offer a variety of corporate training programs in areas like leadership, finance, sales, marketing, and personal development. Additionally, Wistraledge provides advisory services focused on business and financial matters, tax, corporate value, quality management, and health and safety. Their goal is to support clients' success through innovative solutions that address specific needs.
Wistraledge Consulting provides management consulting, training, and advisory services. They help clients in diverse industries improve performance, transform operations, and stimulate growth. Their services include strategic planning, business intelligence, project management, IT, and human resources development. They also offer a variety of corporate training programs in areas like leadership, finance, sales, marketing, and personal development. Additionally, Wistraledge provides advisory services focused on business and financial matters, tax, corporate value, quality management, and health and safety.
Chazey Partners - Your Business Services Partner Chazey Partners
The brochure gives you an edgy information on how Chazey Partners - a practitioners-led global advisory business - works with shared services leaders globally to deliver world-class operations
Julie Moore Rapacki has over 15 years of experience in management consulting, executive leadership, and project management. She has served in roles such as interim executive director, board chair, and legislative tracking. Her project experience includes redesigning processes, creating policies and procedures, and analyzing organizations. Rapacki has worked with a variety of clients, including health regulatory agencies and professional associations.
This document discusses how technology can differentiate and accelerate businesses. It introduces S&I, a company that provides strategic technological solutions and IT consulting services to help businesses adapt to changing market dynamics and stay competitive. S&I delivers solutions that empower businesses through technologies like business applications, infrastructure optimization, and managed services in order to improve performance, compliance, and return on investment.
Sodexo's World Facilities Management Day Tribute 2014:
We dedicate this tribute to facilities professionals worldwide. You truly make every day a better day!
Aon Hewitt best employer 2013 Smartsalary case studyProspa.
Smartsalary believes that an engaged workforce is critical to company performance and success. They have focused on developing high performers through career development opportunities and tools to help employees drive their own learning. This engagement strategy has increased revenues, customer satisfaction, and profits since the company's inception. Smartsalary works with Aon Hewitt to measure and improve engagement, identifying issues like career development. They addressed these issues through new programs to help employees develop their careers. This engagement approach helped Smartsalary achieve accreditation as a Best Employer.
This document advertises and provides information about the Finance Transformation Summit 2014 conference. Some key details include:
- The conference will take place from October 22-23, 2014 in Sydney, featuring workshops, presentations from industry leaders, and case studies.
- Early bird registration before September 12th saves up to $400 on registration fees.
- The agenda covers topics like people strategies, data analytics, organizational structure, and process optimization to help finance professionals transform their teams into strategic business partners.
- Interactive workshops will focus on developing a finance transformation strategy and change management best practices.
- Over 25 speakers are scheduled from leading organizations like Telstra, NAB, Flight Centre, and Monash University.
Wistraledge Consulting provides management consulting, training, and advisory services. They help clients in diverse industries improve performance, transform operations, and stimulate growth. Their services include strategic planning, business intelligence, project management, IT, and human resources development. They also offer a variety of corporate training programs in areas like leadership, finance, sales, marketing, and personal development. Additionally, Wistraledge provides advisory services focused on business and financial matters, tax, corporate value, quality management, and health and safety. Their goal is to support clients' success through innovative solutions that address specific needs.
Wistraledge Consulting provides management consulting, training, and advisory services. They help clients in diverse industries improve performance, transform operations, and stimulate growth. Their services include strategic planning, business intelligence, project management, IT, and human resources development. They also offer a variety of corporate training programs in areas like leadership, finance, sales, marketing, and personal development. Additionally, Wistraledge provides advisory services focused on business and financial matters, tax, corporate value, quality management, and health and safety.
Chazey Partners - Your Business Services Partner Chazey Partners
The brochure gives you an edgy information on how Chazey Partners - a practitioners-led global advisory business - works with shared services leaders globally to deliver world-class operations
Julie Moore Rapacki has over 15 years of experience in management consulting, executive leadership, and project management. She has served in roles such as interim executive director, board chair, and legislative tracking. Her project experience includes redesigning processes, creating policies and procedures, and analyzing organizations. Rapacki has worked with a variety of clients, including health regulatory agencies and professional associations.
Deloitte Canada is a leading professional services firm that provides audit, tax, consulting, enterprise risk and financial advisory services. It has over 8,000 total people across Canada, including 538 partners and 5,513 professional staff. Deloitte Canada has been recognized as the largest professional services firm in Canada from 2010-2012, and it has received several best employer awards. The document provides an overview of Deloitte Canada's consulting services, which includes human capital, strategy and operations, and technology consulting across various industries.
The document provides information about Busara Leadership Partners, a multidisciplinary advisory and consulting firm. It outlines their vision to be the leading partners to leaders, mission to work with and develop leaders, and focus areas which include integrated governance, strategic projects, public strategy, and talent development. The document describes their approach of using self-accountability, creativity, innovation, passion, and enjoyment. It then gives examples of services provided by different parts of the firm related to governance, projects, public strategy, and an overview of key team members and their experiences.
The document provides information about Deloitte's talent search services. It summarizes that Deloitte finds the perfect fit for clients by identifying, locating, and sourcing the right talent through executive search, Gen-Y recruitment, and added value services like background checks and skills assessments.
Devan Reddy has over 20 years of experience in consulting, corporate executive, and entrepreneurial roles. He has expertise in various industries including retail, insurance, contact centers, software development, and more. His skills include leadership, strategic planning, change management, project management, and business analysis. Currently he works as the lead consultant at his firm Redivision Consulting Group, helping clients with organizational development projects.
The document provides an overview of Eo1 Solutions Corporation, a shared services provider founded in 2001 that offers services including human resources, financial, marketing, business development, and consulting services. It focuses on providing customized, holistic solutions to its clients across various industries such as healthcare, telecommunications, and real estate. The document outlines Eo1's mission and target markets, and describes its "360 approach" and suite of human services solutions that allow clients to outsource various business functions to minimize costs and maximize value.
This document provides information about Accenture, a global management consulting and outsourcing company. It details Accenture's operations in Hyderabad, India, with over 200,000 employees worldwide. Accenture helps clients improve performance through technology services, consulting, and managing business operations. The company's growth strategy focuses on innovation through digital, technology, and operational platforms to create integrated solutions for clients. Accenture aims to attract top talent and deliver long-term client value through a global network and respect for diversity.
This document provides financial and operational metrics for DTSS from 2012-13 to 2018-19. It shows increasing revenue and EBITDA over time with DSO generally in the mid-60s. A second section discusses DTSS' values around customers, employees, investors, and partners. It also covers compliance initiatives and processes to improve profitability and people initiatives. The final section recognizes top performers in areas like sales, operations, and special projects who helped DTSS succeed.
Peer Awards For Excellence ICMEA_Transforming Corporate CultureTUBA ERTEK
Takeda, a 238-year-old Japanese pharmaceutical company, completed its £46 billion acquisition of Shire in January 2019, creating one of the world's largest pharmaceutical companies. The merger presented both opportunities and challenges for transforming Takeda's culture and integrating the two organizations. Takeda's regional office in India, CIS, Middle East and Africa launched several initiatives to manage the human side of change, including designating integration leads, conducting employee surveys, and providing tools and resources to help navigate the transition. The integration efforts aimed to minimize disruption and ambiguity during the merger in order to successfully unite the companies' cultures and realize the projected value of the deal.
Skoda Minotti HR - Cultural 2016 Edge Nomination (ID 82081)Laura Rohde
Skoda Minotti implemented a Cultural & HR Innovation initiative to redefine and promote its core values of teamwork, being family-oriented, and encouraging innovation. It developed behavior statements for each value and integrated the values into hiring, onboarding, training, performance evaluations, and recognition. It launched the initiative at an all-employee meeting with interactive activities and gifts. Videos and weekly emails provide examples of living the values. Results show high employee alignment with and recognition for demonstrating the core values.
A small mining contractor experienced rapid growth from two employees to over 70 in two years. To manage the expansion, the company director engaged a consulting firm to develop a business and human resources plan. The consultant conducted a survey of employees to assess the current culture and identify areas for improvement. They also assessed leadership and revised the organizational structure. As a result of implementing the recommendations, including improved communication and employee engagement, productivity increased and the company achieved 800 days without an incident. The client was pleased with the results and awarded the company additional work.
The document discusses how sustainability advisory experts can help businesses embed sustainability into their strategies, operations, and stakeholder relationships. It describes analyzing material issues, aligning with standards, developing strategies, building engagement, and reporting to transform sustainability obligations into opportunities that add business value. The goal is to make sustainability an integral part of how businesses function.
EY Human Capital Conference 2012: Talent management challenges in today’s glo...EY
► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
Aronagh's Consulting Services Portfolio covers people & culture, organisation design, business transformation and data governance. Contact me at www.aronagh.com for more information.
Deloitte is Canada's largest professional services firm providing audit, tax, consulting, enterprise risk and financial advisory services. It has over 8,000 total employees across Canada, including over 5,500 professional staff and 2,000 administrative staff working out of 56 locations. Deloitte provides consulting services in areas such as human capital, strategy and operations, and technology to clients across many industries.
- The document discusses talent management and aligning an organization's people strategy with its business growth strategy. It emphasizes that an organization's biggest competitive advantage is its employees and linking their growth and competencies to the organization's growth.
- It then discusses customized solutions for employee engagement that are tailored to a company's industry, business, culture and employees. The organization claims it can help implement contemporary engagement solutions.
- Finally, it discusses keeping employees engaged as a challenge due to multiple generations, individual preferences, work-life balance and diversity, and implementing engagement solutions that address these complex dimensions.
The Mindset Group enables organisations to execute their business strategy through three key areas of:
* transformation
* talent services
* technology for HR
Transformation - aligns business, people and process strategies to drive and sustain a change in the organisation's mindset.
Talent - secures an organisation's capabilities to ensure they have the correct skill sets now and in the future.
Technology - drives the engagement of the workforce by implementing a tool set(s) for improved capability and increased engagement.
The document provides 10 strategies for HR leaders to guide their businesses through economic recovery. The strategies include: protecting businesses from increased government regulation; improving employee communication; maximizing training resources; reducing operating expenses such as by rightsizing carefully; mitigating rising employment risks; using incentive plans to boost productivity; providing support for employees; upgrading the workforce; capitalizing on new opportunities from economic shifts; and focusing on profit-generating activities by outsourcing HR functions. Examples are given from various companies that have successfully implemented these strategies with assistance from Administaff.
This short document promotes the creation of Haiku Deck presentations on SlideShare by stating it provides inspiration and allows users to get started making their own Haiku Deck presentations.
Robert Brown has over 10 years of experience in IT program and project management. He has a track record of successfully delivering solutions and managing multiple projects simultaneously. Brown's experience includes managing network and telecom infrastructure projects at T-Mobile and consolidating contact centers and vendors worldwide. He has extensive experience in data center technology, infrastructure migrations, and virtualization projects.
The document defines and provides examples for 10 different phrasal verbs in English: come in, eat up, keep up, see about, stay in, try on, work under, to be back, brush off, and buy over. Each phrasal verb is defined and an example sentence is given to illustrate its meaning. The purpose of the document is to explain the meaning and usage of these common English phrasal verbs.
Deloitte Canada is a leading professional services firm that provides audit, tax, consulting, enterprise risk and financial advisory services. It has over 8,000 total people across Canada, including 538 partners and 5,513 professional staff. Deloitte Canada has been recognized as the largest professional services firm in Canada from 2010-2012, and it has received several best employer awards. The document provides an overview of Deloitte Canada's consulting services, which includes human capital, strategy and operations, and technology consulting across various industries.
The document provides information about Busara Leadership Partners, a multidisciplinary advisory and consulting firm. It outlines their vision to be the leading partners to leaders, mission to work with and develop leaders, and focus areas which include integrated governance, strategic projects, public strategy, and talent development. The document describes their approach of using self-accountability, creativity, innovation, passion, and enjoyment. It then gives examples of services provided by different parts of the firm related to governance, projects, public strategy, and an overview of key team members and their experiences.
The document provides information about Deloitte's talent search services. It summarizes that Deloitte finds the perfect fit for clients by identifying, locating, and sourcing the right talent through executive search, Gen-Y recruitment, and added value services like background checks and skills assessments.
Devan Reddy has over 20 years of experience in consulting, corporate executive, and entrepreneurial roles. He has expertise in various industries including retail, insurance, contact centers, software development, and more. His skills include leadership, strategic planning, change management, project management, and business analysis. Currently he works as the lead consultant at his firm Redivision Consulting Group, helping clients with organizational development projects.
The document provides an overview of Eo1 Solutions Corporation, a shared services provider founded in 2001 that offers services including human resources, financial, marketing, business development, and consulting services. It focuses on providing customized, holistic solutions to its clients across various industries such as healthcare, telecommunications, and real estate. The document outlines Eo1's mission and target markets, and describes its "360 approach" and suite of human services solutions that allow clients to outsource various business functions to minimize costs and maximize value.
This document provides information about Accenture, a global management consulting and outsourcing company. It details Accenture's operations in Hyderabad, India, with over 200,000 employees worldwide. Accenture helps clients improve performance through technology services, consulting, and managing business operations. The company's growth strategy focuses on innovation through digital, technology, and operational platforms to create integrated solutions for clients. Accenture aims to attract top talent and deliver long-term client value through a global network and respect for diversity.
This document provides financial and operational metrics for DTSS from 2012-13 to 2018-19. It shows increasing revenue and EBITDA over time with DSO generally in the mid-60s. A second section discusses DTSS' values around customers, employees, investors, and partners. It also covers compliance initiatives and processes to improve profitability and people initiatives. The final section recognizes top performers in areas like sales, operations, and special projects who helped DTSS succeed.
Peer Awards For Excellence ICMEA_Transforming Corporate CultureTUBA ERTEK
Takeda, a 238-year-old Japanese pharmaceutical company, completed its £46 billion acquisition of Shire in January 2019, creating one of the world's largest pharmaceutical companies. The merger presented both opportunities and challenges for transforming Takeda's culture and integrating the two organizations. Takeda's regional office in India, CIS, Middle East and Africa launched several initiatives to manage the human side of change, including designating integration leads, conducting employee surveys, and providing tools and resources to help navigate the transition. The integration efforts aimed to minimize disruption and ambiguity during the merger in order to successfully unite the companies' cultures and realize the projected value of the deal.
Skoda Minotti HR - Cultural 2016 Edge Nomination (ID 82081)Laura Rohde
Skoda Minotti implemented a Cultural & HR Innovation initiative to redefine and promote its core values of teamwork, being family-oriented, and encouraging innovation. It developed behavior statements for each value and integrated the values into hiring, onboarding, training, performance evaluations, and recognition. It launched the initiative at an all-employee meeting with interactive activities and gifts. Videos and weekly emails provide examples of living the values. Results show high employee alignment with and recognition for demonstrating the core values.
A small mining contractor experienced rapid growth from two employees to over 70 in two years. To manage the expansion, the company director engaged a consulting firm to develop a business and human resources plan. The consultant conducted a survey of employees to assess the current culture and identify areas for improvement. They also assessed leadership and revised the organizational structure. As a result of implementing the recommendations, including improved communication and employee engagement, productivity increased and the company achieved 800 days without an incident. The client was pleased with the results and awarded the company additional work.
The document discusses how sustainability advisory experts can help businesses embed sustainability into their strategies, operations, and stakeholder relationships. It describes analyzing material issues, aligning with standards, developing strategies, building engagement, and reporting to transform sustainability obligations into opportunities that add business value. The goal is to make sustainability an integral part of how businesses function.
EY Human Capital Conference 2012: Talent management challenges in today’s glo...EY
► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
Aronagh's Consulting Services Portfolio covers people & culture, organisation design, business transformation and data governance. Contact me at www.aronagh.com for more information.
Deloitte is Canada's largest professional services firm providing audit, tax, consulting, enterprise risk and financial advisory services. It has over 8,000 total employees across Canada, including over 5,500 professional staff and 2,000 administrative staff working out of 56 locations. Deloitte provides consulting services in areas such as human capital, strategy and operations, and technology to clients across many industries.
- The document discusses talent management and aligning an organization's people strategy with its business growth strategy. It emphasizes that an organization's biggest competitive advantage is its employees and linking their growth and competencies to the organization's growth.
- It then discusses customized solutions for employee engagement that are tailored to a company's industry, business, culture and employees. The organization claims it can help implement contemporary engagement solutions.
- Finally, it discusses keeping employees engaged as a challenge due to multiple generations, individual preferences, work-life balance and diversity, and implementing engagement solutions that address these complex dimensions.
The Mindset Group enables organisations to execute their business strategy through three key areas of:
* transformation
* talent services
* technology for HR
Transformation - aligns business, people and process strategies to drive and sustain a change in the organisation's mindset.
Talent - secures an organisation's capabilities to ensure they have the correct skill sets now and in the future.
Technology - drives the engagement of the workforce by implementing a tool set(s) for improved capability and increased engagement.
The document provides 10 strategies for HR leaders to guide their businesses through economic recovery. The strategies include: protecting businesses from increased government regulation; improving employee communication; maximizing training resources; reducing operating expenses such as by rightsizing carefully; mitigating rising employment risks; using incentive plans to boost productivity; providing support for employees; upgrading the workforce; capitalizing on new opportunities from economic shifts; and focusing on profit-generating activities by outsourcing HR functions. Examples are given from various companies that have successfully implemented these strategies with assistance from Administaff.
This short document promotes the creation of Haiku Deck presentations on SlideShare by stating it provides inspiration and allows users to get started making their own Haiku Deck presentations.
Robert Brown has over 10 years of experience in IT program and project management. He has a track record of successfully delivering solutions and managing multiple projects simultaneously. Brown's experience includes managing network and telecom infrastructure projects at T-Mobile and consolidating contact centers and vendors worldwide. He has extensive experience in data center technology, infrastructure migrations, and virtualization projects.
The document defines and provides examples for 10 different phrasal verbs in English: come in, eat up, keep up, see about, stay in, try on, work under, to be back, brush off, and buy over. Each phrasal verb is defined and an example sentence is given to illustrate its meaning. The purpose of the document is to explain the meaning and usage of these common English phrasal verbs.
Human development - Social and Personality Development #2Juliana Nunez
This document discusses social and personality development from various psychoanalytic perspectives. It covers development from infancy through late adulthood based on the theories of Freud and Erikson. For infants, Freud believed oral gratification was important while Erikson focused on nurturing and comforting. In early childhood, toilet training and independence were key. School-aged children develop self-concepts and competence. Adolescents form identities and relationships. Adults progress through intimacy, generativity, and integrity seeking satisfaction in life and relationships. Personality traits and successful aging vary through adulthood.
Human development - Social and Personality Development Juliana Nunez
This document discusses social and personality development from various psychoanalytic perspectives. It covers development from infancy through late adulthood based on Freud and Erikson's theories. For infants, Freud believed oral gratification was important while Erikson focused on trust from nurturing. In early childhood, toilet training and autonomy vs shame were key. Middle childhood involved cultural skills and intimacy vs inferiority. Adolescence included identity formation and generativity vs stagnation in adulthood. Personality traits and continuity/change were also examined across the lifespan.
This document is a curriculum vitae for Lau Eng Sai that summarizes his education and professional experience. He has a Master's degree from the University of New South Wales in Australia and a Bachelor's degree from the National University of Singapore. His experience includes over 15 years in project management, business operations, and business development roles in various industries. Currently he is an Associate Team Director at PropNex Realty, where he manages a real estate team and provides services in property acquisition and leasing.
Getting the right people to the right places-Global-mobilitynevilletowell
Getting the right people to the right places at the right cost quickly and efficiently is now expected as the entry point rather than a competitive advantage. Global mobility programs must focus on supporting business strategy through a portfolio of assignment options that balance employee growth and business impact. To effectively manage growing mobility needs, companies must master strategy, rewards, service delivery, compliance, and technology.
Steve Smith is an intrapreneur with over 30 years of experience helping organizations improve how they work. He has a proven track record of analyzing complex problems and designing innovative solutions. As an intrapreneur, he is highly motivated, proactive, and comfortable taking initiative within an organization to pursue new products, services, or solutions. He provides examples of projects he has led, such as establishing best practices forums and performance monitoring processes, that have helped companies improve employee engagement, efficiencies, and growth.
Steve Smith is an intrapreneur with over 30 years of experience helping organizations improve through innovative solutions. As an intrapreneur, he is highly motivated, proactive, and comfortable taking initiative within an organization. He has a proven track record of analyzing complex problems and designing tools and processes to restore effective operations. Some examples of his achievements include establishing best practices forums, developing resource planning processes, and integrating acquired companies to align with company policies.
Steve Smith is an intrapreneur with over 30 years of experience helping organizations improve how they work. He has a proven track record of analyzing complex problems and designing innovative solutions. As an intrapreneur, he is highly motivated, proactive, and comfortable taking initiative within an organization to pursue new products, services, or solutions. He provides examples of projects he has led, such as establishing best practices forums and performance monitoring processes, that have helped companies improve employee engagement, efficiencies, and growth.
Deloitte provides human capital consulting services through over 7,500 consultants in 80 offices worldwide. They help clients with HR transformation, talent management, organizational change, and other services. Deloitte has extensive experience in industries like energy and healthcare. They use tools and frameworks to assess clients' needs and design customized solutions. Recent projects include helping a large energy company implement offshore shared HR services centers.
The document contains the resume of Zaheed M Diwan, which summarizes his experience as an investment banking process manager, consultant, associate at JPMorgan Services, and other roles. It lists his skills, experience launching a crystal business, roles at various financial firms, and education.
This document provides information about a 2-day training course on "Leading Change Management" held in Lagos, Nigeria from February 26-27, 2015. The training will help participants understand the reasons for and impacts of change, develop strategies to manage change, and provide tools to increase commitment, performance and profits. The course will cover topics such as vision, culture, technology, projects, sales and customer focus. It is aimed at executives, managers and leaders seeking to lead change initiatives and adapt to new business realities.
This document discusses business transformation and innovation. It provides an overview of the need for organizations to constantly change and adapt to their external environment in order to survive. It also discusses how Capita Symonds can help organizations transform their strategies, processes, behaviors, infrastructure, and customer service to create smarter and more sustainable operations. The document then goes into more detail on various aspects of organizational transformation.
This document provides an overview of EOH Enterprise Applications and SAP Services. It discusses the need for business transformation in order to adapt to changing business landscapes. Key trends driving this change include big data, enterprise mobility, cloud computing, and the internet of everything. The document outlines EOH's approach to helping clients bridge the strategy to execution gap through a three phase methodology of plan, build, and run. This includes gaining insights, improving efficiencies, and ensuring flexibility. The ultimate goal is to turn clients' strategies into meaningful actions through business transformation.
Velrada is a transformational consulting company that seeks to deliver high value outcomes and build strategic relationships centered around trust and value delivery. They aim to attract and retain top talent by providing rewarding work, empowerment, and opportunities for growth. The company empowers its people's intellectual capital and know-how to create a sustainable business that is responsive, progressive, and ethically responsible. Velrada focuses on industries like government, resources, engineering, and utilities. They have experience implementing projects involving risk management, operations, efficiency, systems architecture, information management, digital experiences, business change, and C-level advisory services. Velrada has a proven track record of successfully delivering complex projects and transforming organizations.
George Lee is a highly experienced IT Services Delivery and Project Manager with over 25 years of experience. He has a proven track record of managing IT service delivery, projects, teams, and customer relationships. He is seeking a new strategic management role where he can contribute his leadership and technical skills. He has extensive experience in service delivery, service management, customer service, business consulting, people management, and communication.
The document provides information about a group assignment for a construction management course. It includes a company profile for a newly founded construction company called DEVELECO COMPANY. It outlines the company's vision, mission, goals, strategic planning, SWOT analysis, organizational structure, and how it will utilize information technology and management skills. The company aims to become a premier green technology construction firm through quality work, skilled employees, and sustainable practices.
PwC Msia Trf Strategy Service Statement Sept 2012Naresh Alagan
This document from PwC discusses transformational strategy and how they can help organizations through transformation journeys. It provides an overview of the challenges modern organizations face and how carefully calibrated transformation strategies are needed. PwC offers services to help organizations formulate, validate, and implement strategies from developing business cases to strategic planning to change management. The document includes examples of work PwC has done with clients and profiles some of PwC's team members with relevant experience.
Morne Kleinhans has over 20 years of experience in senior level information management and business leadership roles. He has a track record of developing and implementing business and IT strategies, managing projects and programs, and providing consulting services across various industries. The CV lists his extensive skills, qualifications, and work history in strategic planning, organizational development, project management, business intelligence, process improvement, and more.
Mm International Pty Ltd Corporate Directory24aug11mmpm1
Masters in Success Dynamics is a growth dynamics organization established by founder and CEO Martin Morris to be a single source for education, mentoring, and coaching for individuals and businesses seeking prosperity, success, and achievement through its various divisions and affiliate partners that provide services such as brokerage, financial planning, marketing, and legal assistance. The organization has a central administration headed by Martin Morris that links members and customers to specialist divisions and affiliate partners through MMI Agencies to maximize success.
Mian Muhammad Fazal led Orient Group of Companies to success over five decades, growing it from a small retailer to a major home electronics brand in Pakistan. The document discusses Orient's vision, mission, values and corporate objectives, which emphasize excellence, integrity, customer satisfaction and becoming a market leader. It also provides information on Orient's financial performance from 2013-2017, noting its net sales and profits grew each year but were negatively impacted by GST rollouts.
This document introduces a new competency framework for the UK Civil Service. It describes 10 competencies grouped into 3 clusters: setting direction, engaging people, and delivering results. For each competency, it provides descriptions of effective and ineffective behaviors at various levels of seniority. The framework aims to support performance management, recruitment, and development by clarifying how civil servants are expected to work.
An accomplished senior leader with over 25 years’ in progressive leadership roles in Information Technology, the last 15 years have been in executive level positions (VP/SVP/CIO/Consultant). Experience ranges across industries with current in Hospitality.
Owner of Technology Advisory Services, Inc. which provides technology leadership and advisory services in support of delivering the right solutions at the right time using effective right-sized governance practices.
Specialties include Business IT alignment, Governances including Executive Council and Steering Committee, Project Portfolio Management, Change Management, Resource Management, Vendor Management, Financial Management, contracts and agreements, effective communication, leadership and leadership development and talent optimization.
Dawn’s Information Technology Management experience is strong and encompasses all IT domain areas. She views IT as an integrated business and all departments need to operate in unison in support of delivering continuous results. Security, compliance and data protection are always in the forefront, strong talent management is expected and continuous improvement is part of core operations with expected high customer satisfaction results.
Dawn is passionate about helping and guiding organizations to embrace change using innovative approaches that challenges and delivers business results. She is recognized as a steady, trusted leader and partner who fosters and builds deep connections among organizational stakeholders and teams at all levels.
Dawn continuous to challenge herself to become a better version of herself in everything she does and she is grateful for the opportunities she has been privileged to experience through great partnerships. She brings this approach and attitude to every client and delivers expected results and more. She may join a team as a leadership consultant but always leaves as a trusted partner and advocate.
Peter Coward is a British national with experience leading IT implementation projects in East Africa for the past 5 years. He has skills in project and change management, improving quality of services, and advising businesses on IT investments and process reengineering. He aims to add value through implementing solutions on time and within budget to defined quality standards while considering risks and stakeholder needs.
Similar to Energy_and_Resourse_Markets-Information_Services_-_Manager_Business_Systems_-_July2015 (20)
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POSITION DESCRIPTION
Position details
PositionTitle Manager Business Systems
Team/Branch/Group EnergyandResource Markets/Building, Resourse andMarkets
Location Wellington
Date July2015
Our purpose – grow New Zealand for all
Our purpose is to grow New Zealandfor all. Our goalis to create a strong and high performingeconomywithout
compromising the integrityof our environment and the safetyof our workplaces.
We do this bycreatinganenvironment that supports businesses to become more productive andinternationally
competitive, andbyincreasing opportunities for all New Zealanders to participate inthe economythrough
improvedjobopportunities andbyensuring qualityhousing is more affordable.
These aspirations are echoedinour Māori identity – Hikina Whakatutuki – which broadlymeans “lifting to make
successful”.
How we work
Our targets are challenging andcannot be achievedbythe Ministryalone. Theyrequire us to workina waythat
makes the most of our size andscope andtakes advantage of our strengths.
We work in a waythat enables us to expandanddeepenour understanding of businesses andmarkets. We use
our extensive presence across New Zealand and around the world to make andleverage domestic andglobal
connections.
With our Crown entitypartners we work collaborativelywithother government agencies;local government;
businesses;industry, sector, unionandemployer groups;consumer groups;Māori leaders;andscientists to
developanddeliver fit-for-purpose policy, services, advice andregulation that support people, businesses,
communitiesandregions to be successful.
As the leadagencyfor providing government services for business, we are focussed onmakingit easier for
business to interact withgovernment.
Our operatingstyle is tight-loose-tight. We set sharp, clear expectations (tight);trust andempower our peopleto
deliver (loose), and holdourselves to account (tight).
Our character
Shape We shape the agenda bychallengingthe status quo, andbygenerating andadoptingnew
ideas, to bringthose ideas to life.
Collaborate We support eachother, engage earlyand proactivelypartner in pursuit of shared goals.
Deliver We have a cando attitude, take ownership, act withpurpose, urgencyanddiscipline, take
calculated risks, celebrate successandlearnas we go.
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Our structure
The Ministrycomprises around3,200 staff operating inNew Zealandwitha further 400 staff inoverseaslocations.
The Ministryhas sevenbusinessgroups:Building, Resources andMarkets;Corporate, Governance and
Information;Finance andPerformance; ImmigrationNew Zealand;Labour, Science andEnterprise; Market
Services;andthe Office ofthe ChiefExecutive.
The Manager BusinessSystems positionreports into the Manager InformationServices in the Building, Resources
and Markets group.
The functions inthis groupare:
Commerce, Consumers andCommunications
EnergyandResource Markets
Construction andHousing Markets
BuildingSystemPerformance
Business Management.
Position purpose
The Manager BusinessSystems is a people management positionin MBIE. The Manager Business Systems will
bring enterprise business systems understandingandperspective to work in partnership with senior managers,
other people managers, team members and service providers.
The Manager BusinessSystems will be responsible for enterprise level business registry and geospatial systems
and capability, businessintelligence and reporting servicesas wellas relatedoperationalprocess and procedural
improvement. The role is responsible for leading the development andongoingmonitoringof enterprise systems
to lift the overall performance andefficiencyof the branch through continual improvement of processes and
maximisation of digital services, particularly via web channels
Specifically, the incumbent will leada team ofanalysts and system administrators that document operational
processes, advise and implement enterprise systems improve ments. The Manager will oversee ongoing
development of systems infrastructure to support business activities and provide an ongoing permit registry
capabilityas set out in the CrownMinerals Act. Responsibilitiesof the manager spanall businesscritical enterprise
systems that underpinkeyregulatory, investment attraction and stakeholder engagement functions of the branch
other than geoscience information systems.
This is an influential role and presents the opportunityto create a centre of excellence that sets new standards in
business to government service alignedwith governments approach to “Better Public Services for Business”. The
incumbent will needto drawoninitiatives relatingto openandtransparent data, commercial and government
trends indigital service deliveryand MBIE’s system approach as well as be a thought leader in embedding
geospatial serviceswithinthe branch and wider Ministry. Maintaininga strong client service ethic is critical to
enable the team to attend to its functions in a professional and timely manner.
To achieve this the Manager Business Systems will be recognised as a technical expert in business systems
development, businessintelligence, evaluation and monitoring witha strongunderstanding of the strate gic and
business benefits of geospatial methodologies, and be a credible and able leader capable of shaping and
influencing common approachesto business systems. The role is responsible for building and enhancing the
overall capabilityof the team to ensure qualityandconsistency of advice and practice in relation to its work.
Key relationships
Ministers and staff in Ministers’ offices
Stakeholders and sector leaders
Businesses in the mineral and petroleum sectors and their agents
Staff inother government agencies, particularlyNatural Resource Sector agencies and regulatory agencies
involved in health, safety and environmental aspects of the resources sector
Geospatial Office of LINZ
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Geospatial and technical staff in Crown Research Institutes, especia lly GNS Science and NIWA
Information Technology and Software Application support partners
Suppliers of goods and services
Software supplier user communities
Members of the public
Manager Business Systems andManager InformationServices
MBIE business units managing other registry systems
Members of the Senior Leadership team
MBIE Capital Project Office and corporate information technology group
MBIE Business Service Centre
IRM Policy Groups especially Resources, Energy and Communication Branch
National and team Managers across NZP&M
Managers and staff in MBIE
Key accountabilities and deliverables
Responsibilities ofthis positionare expectedto change over time as the Ministryresponds to changingneeds. The
incumbent will needthe flexibilityto adapt and developas the environment evolves.
Key accountability or
deliverable
Indicators of success
Critical areas of success
Provide strategic support to
the business through the use
of commerciallysound
organisational solutions
The Manager BusinessSystems will be requiredto deliver results in the following
areas. The role:
Provides digital registryservices to enable the branchto meet its statutory
obligations under the Crown Minerals Act
Develops and executes a strategic approach to ensure the continual
improvement and ongoing provisionof enterprise business systems that lift
overall productivity and efficiency of the branch
Builds monitors andmaintains fit for purpose, certifiedoperationalprocess
and procedures
Develops businessintelligence capability and monitors and reports on
business and transactional performance
Develops andembeds spatial methodologies into business workflows to
enable stakeholders to extract maximum value fromintegrated business
and geoscience information and services
Develops andexecutes an investment roadmap for critical supporting
systems with emphasis on enabling self service via web channels
Develops andimproves digital transactional standards andcapability with
all stakeholders
Provides analysis andadvice for provision ofbriefings (oral or written) on
policyand for internalclients, Ministers, Cabinet, Parliamentary Select
Committees, and other stakeholders
Builds, monitors, andmaintains fit for purpose capability (people and
structures) needed to achieve desired goals and objectives, and achieves
expected efficiency benefits and on-going improvements in cost
effectiveness
Leads BusinessSystems as a centre of excellence and expertise for the
Ministry, andanexemplar ofbest practice for both the public service and
the wider New Zealandmineral and petroleum business environment
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Key accountability or
deliverable
Indicators of success
Delivers services to activelysupport and contribute to the achievement of
the Ministry’s outcomes and meet the needs of internal and external
stakeholders
Procures, monitors and maintains fit for purpose service provision to
support activities
Creates andmaintains a customer focusedculture across the businessunit
Personal Leadership
Provide leadership that
engages and motivates others
to succeed and develop, and
proactively share experience,
knowledge and ideas
Models exemplarymanagement and leadership behaviours, and State
sector ethics and values
Creates a sense of vision, engages, andmotivates people to participate,
and makes things happen
Fosters anopen, collaborative environment that encourages quality,
innovation, on-going learning, andknowledge sharing
General Management
Apply sound general
management practices so that
the business unit operates
effectivelyand efficiently, and
delivers agreed outputs to
support achievement of MBIE
outcomes
Develops strategies, work programmes, and performance targets for the
team, with supporting measurement, monitoring and reporting
mechanisms
Aligns the Business Systems work programmes with NZP&M strategic
direction and other Groups’ work programmes
Monitors andadjusts work programmes throughthe agreed processes to
enable the Branch to adapt to changing circumstances
Regularlymonitors andreports onprogress towards achievement of plans
and strategies
Managesexpenditure and resources in line with approved guidelines,
budget, deadlines andreporting requirements, witha focus on driving cost
effectiveness in the Ministry
Builds continuous reviewandimprovement throughout all elements of
Business Systems operations
Effectivelyand consistentlyidentifies and managesrisk
Team Leadership
Build and maintain a high-
performing team that is
capable of developing and
delivering innovative advice,
products and services to
support MBIE’s strategic
direction
Establishes clear accountabilities, expectations, andperformance standards
with direct reports andensures regular performance management and
development occurs
Monitors individual, team and branch performance to ensure that
performance targets are met
Anticipates future capabilityneeds inHumanResources, identifies gaps in
capabilityand addresses these gaps through targeted recruitment and
development or other actions
Coaches, mentors, anddevelops staff to meet the needs of NZP&M now
and in the future
Identifiesand develops talent for keyroles inthe Business Systems team
Relationship Management
Manage constructive working
relationships with work
colleagues and external
Participatesas anactive teammember and contributes knowledge and
expertise needed to achieve NZP&M outcomes
Develops effective working relationships withother managers and staff in
order to transfer knowledge and learning from Business Systems team to
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Key accountability or
deliverable
Indicators of success
stakeholders to enhance
understanding and co-
operation needed to achieve
desired results
the wider organisation
Represents whole-of-Ministryviews andprotects its reputation inexternal
interactions
Builds strategic alliances to influence keygovernment and non-government
representatives to ensure NZP&M’s views are reflected in their decision-
making
Builds andmaintains effective relationships andpartnerships with national
and international organisations to identify and share best practice
informationandto promote the broader Ministry, its products and its
services
Tests the effectiveness of stakeholder relationships using a range of
appropriate measures andprocesses (including stakeholder feedback)
Organisational commitment
and public service
Role model the standards of
Integrity and Conduct for the
State Services
Contributes to the development of, and helps promote and build,
commitment to MBIE’s vision, mission, values, and services.
Willinglyundertakes anydutyrequiredwithin the context of the position
Works appropriately within the political environment in which the
organisation operates and its interface with the wider State services
Understands Equal Employment Opportunities (EEO) principles and the
application of these to MBIE
Complies withall legislative requirements andgood employer obligations
Safety and wellbeing
Manages own personal health
and safety, and takes
appropriate action to deal
with workplace hazards,
accidents and incidents.
Displays commitment through activelysupporting all safetyandwellbeing
initiatives
Ensures all staff/colleaguesmaintainadequate safetystandards on the job
through consultation, training and supervision
Ensures ownandothers’ safetyat all times
Complies withrelevant safetyand wellbeingpolicies, procedures, safe
systems of work andevent reporting
Reports all incidents/accidents, includingnear misses, ina timelyfashion
Is involved inhealthandsafetythroughparticipation and consultation
Evidence ofparticipationinsafetyand wellbeingactivities
Demonstrates support of staff/colleagues to maintainsafe systems ofwork
Evidence of compliance with relevant safety and wellbeing policies,
procedures and event reporting
Competencies
Cultivates
Innovation
Shape the agenda, creating newandbetter ways for the organisationto be successful, by
Coming upwith useful ideasthat are new, better or unique
Challenging the status quo
Introducingnew ways of looking at problems
Generating and adopting new and creative ideas, and putting theminto
practice
Encouragingdiverse thinkingto promote andnurture innovation
Nimble Learning Activelylearn throughexperimentationwhentacklingnew problems, usingboth
6. Page 6 of 7
successes andfailures as learning fodder, by
Learning as we go, when facing newsituations
Experimenting to find newsolutions
Taking onthe challenge of unfamiliar tasks
Extracting lessons learnedfromfailures andmistakes
Beingflexible andresponsive to changesinrequirements
Identifyingpersonal learning opportunities
Finding own solutions where possible
Collaborates Support others, building partnerships andworking collaborativelywith others to meet
sharedobjectives, by
Workingco-operativelywithothers across MBIE, the public sector andexternal
stakeholder groups to achieve sharedobjectives
Balancing competing interests andpriorities appropriatelyand inline with
MBIE’s priorities
Identifying, engaging early andpartnering withrelevant stakeholders to get
work done
Creditingothers for their contributions and accomplishments
Gaining trust andsupport of others.
Addressing behaviours that do not alignwithour culture
Seeking and respectingthe views and opinions of others
Providing timelyandhelpful information to others acrossthe organisation
Customer Focus Build strong customer relationships anddelivering customer-centric solutions, by
Gaining insights intocustomer needs
Deliveringquality, accurate, timelyservice andcustomer focussedsolutions
Identifyingopportunitiesthat benefit the customer and willimprove service
delivery
Buildinganddeliveringsolutions that meet customer expectations
Establishing andmaintaining effective customer relationships
Pro-actively partnering in pursuit of shared goals.
Activelyseeking andresponding to customer feedback
Action Oriented Take onnew opportunities andtoughchallengeswith purpose, urgency and discipline, by
Readilytaking ownership and action onchallenges, without unnecessary
planning, andbeing accountable for the results
Identifyingandseizing newopportunities
Displaying a can-doattitude in goodandbadtimes, and celebrating success
Stepping upto manage toughsituations and encouraging mycolleaguesto do
the same
Decision Quality Make good andtimelydecisions that keepthe organisation moving forward, by
Makingsounddecisions, evenin the absence of complete information
Relyingon an appropriate mix of analysis, wisdom, experience andjudgement
to make valid and reliable decisions
Considering all relevant factors andusing appropriate decision-makingcriteria
and principles, taking calculatedrisks where required
Recognising whena quick 80% solution will suffice, andwhenit will not
Analysing informationto make effective decisions in order to improve
performance
Organisational
commitment and
public service
Role models the standards ofIntegrityand Conduct for the State ServicesContributesto
the development of, and helps promote andbuilds commitment to MBIE’s vision, mission,
values andservices, by
Willinglyundertaking anydutyrequiredwithin the context of the position
Managingownpersonalhealthandsafety, and takesappropriate action to deal
with workplace hazards, accidents andincidents
UnderstandingEqual Employment Opportunities(EEO) principles andthe
applicationof these to MBIE
Complying withall legislative requirements andgood employer obligations
Personal specifications
Skills and Experience
Skilled indigital strategy, service design and capability, operational planning, project management,
business and process development, business intelligence and information management
In-depthknowledge of enterprise businessregistrysystems development, monitoring, evaluation and
7. Page 7 of 7
reporting best practice
Strategic understanding and knowledge of geospatial methodologies, systems and processes
In-depthknowledge of project methodologies commonlyusedin Information Technology investments
Experience in operational process improvement and certification
Proven stakeholder engagement experience in systems requirement and benefit analysis
A proven trackrecordinleadinga team ofsystem experts to deliver large work programmes, balancing
day to day operational demands with strategic and short-term project needs
Demonstrates experience ininfluencing policymakers and opinionleaders usinga relationship approach
An understanding of government structures, processes, planning, and reporting requirements
A strategic outlookwiththe intellectual capabilityto analyse large, complex issues and readily grasp and
synthesise the ideas, analysis, and advice produced by others
Excellent change leadership, communication, andcoachingskillsto embeda culture of excellence in the
unit
A history of success in a client-focused environment
An understanding of organisational and management theoryandpractice, andapplied understanding of
resource and change management
Credible, respectedrelationships with diverse stakeholders andwell -developed networks amongst the
mineral and petroleum commercial sector, their agents and geoscience research community
Qualifications
An advanced tertiaryqualificationin business systems or informationtechnology, or a related discipline AND
experience in a senior public or private sector role in an enterprise business systems and information
management setting.
Background or qualifications in geospatial approaches would be beneficial.
Must have the legal right to live andwork in New Zealand