Presentation about Corporate Social Investment, Community Relations, Investment and Development in South Africa as well as Africa - presented and developed 2011.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They involve sensing opportunities and threats, seizing resources to pursue opportunities, and transforming the firm through new strategies and business models. Dynamic capabilities are more difficult to develop than ordinary capabilities involved in day-to-day operations, but are also more inimitable and provide sustained competitive advantage. Government policy needs dynamic capabilities to shape markets and address grand challenges through experimentation rather than just fixing market failures.
Building Competencies Bma Presentation Chandramowlygueste6e6f5f
1. The document discusses competency modeling and mapping, including defining competencies, developing competency frameworks, and aligning human resource strategies and processes with organizational goals and strategies.
2. It provides an overview of competency-based human resource management and describes benefits such as unifying HR processes, identifying capabilities for success, and developing talent pipelines.
3. The document outlines strategies for building competency models, including analyzing organizational needs, evaluating best practices, piloting the model, and integrating competencies into performance management, training, and other HR systems.
Project relations as a Dynamic Capability @ EURAM 2010: Systemic Relations As...Maria Kapsali
This document discusses relating as a dynamic capability in innovation projects. It proposes that relating within a project can become a third-order dynamic capability that produces innovative advantages if it takes on characteristics of agile exploration, exploitation, and knowledge recombination. However, projects are often inhibited from innovating when their external relationships focus more on formal processes than dynamic learning. The document recommends that future research should conceptualize relating and provide more functional explanations of how it works as a dynamic capability to help fill gaps in the literature and link various fields.
The document provides an outline for a presentation on knowledge management. It introduces the concepts of KM and discusses why it is important for organizations. It then presents a KM model and shares a case study of how one organization successfully implemented KM. The presentation outlines how to design and implement KM, including creating a culture of contribution and leveraging knowledge through technology and processes. It concludes by discussing measuring the impact of KM efforts.
1) The document discusses strategic management concepts including core competencies, distinctive competences, dynamic capabilities, and knowledge-based management.
2) It references experts in the field such as Ikujiro Nonaka who developed the SECI model of knowledge creation and transfer between tacit and explicit knowledge.
3) Key concepts discussed include the need for organizations to continuously learn, adapt, and reconfigure their resources and capabilities in order to gain and maintain competitive advantages in changing environments.
This document discusses how organizations can develop a culture that supports radical innovation. It argues that having a general "culture of innovation" is not enough, and that a whole systems approach is needed where the entire organization is aligned behind radical innovation through its strategic mandate, leadership, metrics, structures, resources, processes, skills, and continuous evolution. The document also examines some key cultural differences that do and do not matter for radical innovation, such as an organization's orientation to talent, network richness, and resource fluidity. It notes challenges around leadership, metrics, early market participation, and governance that can get in the way of successfully incubating and accelerating radical innovations.
Presentation about Corporate Social Investment, Community Relations, Investment and Development in South Africa as well as Africa - presented and developed 2011.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They involve sensing opportunities and threats, seizing resources to pursue opportunities, and transforming the firm through new strategies and business models. Dynamic capabilities are more difficult to develop than ordinary capabilities involved in day-to-day operations, but are also more inimitable and provide sustained competitive advantage. Government policy needs dynamic capabilities to shape markets and address grand challenges through experimentation rather than just fixing market failures.
Building Competencies Bma Presentation Chandramowlygueste6e6f5f
1. The document discusses competency modeling and mapping, including defining competencies, developing competency frameworks, and aligning human resource strategies and processes with organizational goals and strategies.
2. It provides an overview of competency-based human resource management and describes benefits such as unifying HR processes, identifying capabilities for success, and developing talent pipelines.
3. The document outlines strategies for building competency models, including analyzing organizational needs, evaluating best practices, piloting the model, and integrating competencies into performance management, training, and other HR systems.
Project relations as a Dynamic Capability @ EURAM 2010: Systemic Relations As...Maria Kapsali
This document discusses relating as a dynamic capability in innovation projects. It proposes that relating within a project can become a third-order dynamic capability that produces innovative advantages if it takes on characteristics of agile exploration, exploitation, and knowledge recombination. However, projects are often inhibited from innovating when their external relationships focus more on formal processes than dynamic learning. The document recommends that future research should conceptualize relating and provide more functional explanations of how it works as a dynamic capability to help fill gaps in the literature and link various fields.
The document provides an outline for a presentation on knowledge management. It introduces the concepts of KM and discusses why it is important for organizations. It then presents a KM model and shares a case study of how one organization successfully implemented KM. The presentation outlines how to design and implement KM, including creating a culture of contribution and leveraging knowledge through technology and processes. It concludes by discussing measuring the impact of KM efforts.
1) The document discusses strategic management concepts including core competencies, distinctive competences, dynamic capabilities, and knowledge-based management.
2) It references experts in the field such as Ikujiro Nonaka who developed the SECI model of knowledge creation and transfer between tacit and explicit knowledge.
3) Key concepts discussed include the need for organizations to continuously learn, adapt, and reconfigure their resources and capabilities in order to gain and maintain competitive advantages in changing environments.
This document discusses how organizations can develop a culture that supports radical innovation. It argues that having a general "culture of innovation" is not enough, and that a whole systems approach is needed where the entire organization is aligned behind radical innovation through its strategic mandate, leadership, metrics, structures, resources, processes, skills, and continuous evolution. The document also examines some key cultural differences that do and do not matter for radical innovation, such as an organization's orientation to talent, network richness, and resource fluidity. It notes challenges around leadership, metrics, early market participation, and governance that can get in the way of successfully incubating and accelerating radical innovations.
Human Capital Development & Future Learning for BCADjadja Sardjana
This document discusses human capital development and the role of human resource management in future learning for BCA. It covers several key topics:
1. It defines human capital and discusses how knowledge, skills, abilities, and experiences make up human capital.
2. It outlines new imperatives for human resource management, including building strategic capability, managing new roles, and expanding boundaries.
3. It discusses how information technology can support learning through various modes like listening, reading, discussing ideas, and practicing.
4. It emphasizes the importance of context, champions, capacity building, and change for successful e-learning implementation.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
Leadership development by Mr VC Agrawal at HRRT organised by ISPE & UPES Dehr...UPES Dehradun
This document summarizes a leadership development conference for public sector undertakings in India. It discusses the context of leadership in public sectors, including guidelines from the government that impact human resources practices and business processes. It also outlines leadership competency models and describes leadership development practices in public sectors, such as recruitment, training programs, career planning, performance management, and empowering employees. The document concludes that generic competencies are important for leadership success and can be developed, and that too many government oversight roles can slow organizations, though recent reforms have provided more autonomy to some public sectors.
Dynamic capabilities allow organizations to sense opportunities, seize opportunities, and transform themselves. They consist of microfoundations like routines, methodologies, and individual acts. Microfoundations include routines for sensing opportunities, as well as non-routine acts by leaders. Effective microfoundations balance routines with non-routine innovation. Research studies both the nature of individual microfoundations and their complex interactions.
The document discusses integrating entities through assessing cultures, operations, leadership and establishing a "new we". It recommends assessing current states, identifying similarities/differences, and establishing communications strategies. It also proposes focusing on operations integration through clarifying rationales, creating value, blending cultures and overcommunicating. Developing an innovation and leadership center is suggested to provide tools, train leaders and align culture with changing strategies.
Leadership map for future by Mr Faridun Dotiwala & Navin Unni at round table ...UPES Dehradun
The document discusses the need for oil and gas companies to develop strong leadership to address challenges like capacity gaps, new technologies, and regulatory/climate change issues. It recommends creating a "leadership engine" with 3 elements: 1) individual leader development through stretch roles and feedback, 2) integrated leadership systems for recruiting, performance management, and matching leaders to opportunities, and 3) shifting organizational culture through role modeling, skills development, and reinforcement. Case studies show approaches like leadership academies, high-impact projects, and frontline training linked to daily work can boost leadership capabilities and business results for various companies. The key is developing leaders holistically rather than just training, with a focus on the business needs.
The document discusses integrated reporting and its role in value creation. It provides an overview of the Australian Business Reporting Leaders Forum and their work to promote integrated reporting in Australia. The document also summarizes feedback on the International Integrated Reporting Council's discussion paper and potential benefits of integrated reporting, such as improved capital allocation and more meaningful reports that articulate a company's business model and value creation.
Société générale citizen act Case study group youboontoo (team 526), draft 6patrickspath
The document outlines Société Générale's strategies for enhancing team performance through initiatives to build team spirit, develop talent, promote diversity, and provide skills training. It discusses the bank's CSR and corporate image efforts including communicating their CSR activities and measuring reputation and corporate image. The document also covers the types of risks Société Générale faces, both external and internal, and the justification for risk management to ensure strategic success and survival.
The document discusses budgeting concepts and frameworks. It provides 3 key points:
1) Budgeting serves two major roles - to provide real-world constraints for strategic planning and allocate resources to realize strategic plans. This enforces accountability.
2) Effective budgeting requires alignment across the organization's business model, strategy, structure, culture, leadership, and resources. A four-wheels model is presented to illustrate this.
3) Budgeting priorities must be set based on each discipline's focus - whether operational excellence, product leadership, or customer intimacy. Managing gaps between actual and planned budgets also requires flexibility, reserve funds, and prioritizing investments based on market potential and business performance.
Transparency for effective it governance v1.0Ahmed Buhazza
In 3 sentences or less:
Transparency and effective IT governance require a framework that establishes principles of accountability, measurability, and alignment with organizational mission and strategy. This framework should include integrated processes for resource management, objective setting, monitoring, communication, and cultural change to ensure information systems support business goals. Automating compliance checks and adapting industry standards provides a solid, practical approach for transparency.
Recent strategic management literature has suggested the age of sustainable competitive advantage has ended, that we instead live in the age of temporary advantage. However, dynamic capabilities, routines that adapt resources, are considered to be a source of sustainable competitive advantage. This paper addresses a gap in the literature by proposing a theory of individual level dynamic capability development. This paper also proposes dynamic capabilities which are organized by the four dimensions of the learning orientation construct are positively associated sustainable competitive advantage.
This is my report on IC of cities with recommendations to the European Commission on how to proceed. Participating cities were Donostia-San Sebastian, Sevilla, Dos Hermanas and Donegal, Ireland. To much effort has been given to build tangible assets like highways and ITK. However, the intangible assets, like people and the "way-of-work" has been neglected. This should be considered in the next steps in order to achieve our Lisbon goals to become the leading region in the world when it comes to wealth and innovation.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
This document summarizes and compares four approaches to strategic management: competitive forces, strategic conflict, resource-based perspectives, and dynamic capabilities. It argues that the dynamic capabilities approach is promising because it analyzes how firms build competitive advantage through distinctive processes and capabilities for managing resources and adapting to changing environments. This approach emphasizes internal technological, organizational and managerial processes for identifying opportunities and adapting efficiently, which are more fundamental to wealth creation than external strategizing against competitors.
Human resources priortiy by Mr Utpal Ghosh at HRRT organised by ISPE & UPES D...UPES Dehradun
1. The oil and gas industry relies heavily on human talent and expertise, but many experienced engineers will retire in the next 10 years, diminishing the talent pool.
2. Knowledge transfer from experienced people mentoring others is needed for innovation, but universities are producing more graduates in IT and science popularity has declined globally.
3. The sector must retain and attract new talent to replace the large number of expected retirees over the next 10 years.
European Experiences in University Mergers
University mergers are complex processes that require careful planning and management of organizational change. They involve multiple stages including early thinking and target identification, negotiating a heads of agreement, conducting due diligence, developing a business case, negotiating legal aspects, planning the transition, and embedding the new organization. Key challenges include dealing with the unexpected, managing significant change, and addressing the emotional aspects of the process. Success requires tenacity to work through problems that may arise regardless of whether a merger occurs. Effective communication and engagement with all stakeholders is crucial throughout the process.
WORKSHOP: Performance Effectiveness, by Rahila Narejo♚ MBT- Khalid ♞
The document discusses competency-based human resource management. It defines competencies as clusters of knowledge, skills, and attributes that enable superior job performance. The key benefits of competency-based HR include aligning HR processes through a common language, establishing clear performance expectations, and facilitating employee development. Recruitment, performance management, training, development, and compensation can all be designed based on an organization's competency model. The document provides an overview of developing a competency catalogue and applying competencies across the HR cycle.
This document provides an agenda and objectives for an upcoming webinar on integrated reporting. The webinar will feature a panel of experts who will share practices and trends in integrated reporting, deliver insights and best practices, and provide information on getting involved in integrated reporting standards evolution. The panelists will represent organizations like the International Integrated Reporting Council, SASB, and companies currently implementing integrated reporting.
Measuring the Blended Value of Corporate Social Responsibility and Social Ent...Karim Harji
Presentation to the Canadian Evaluation Society Annual Conference, Ottawa, June 2, 2009
Innovative evaluation methods and tools are emerging in the fields of corporate social responsibility (CSR) and social enterprise. The focus of these innovations is the measurement of the “blended value” (financial, social and environmental) that is created by CSR and social enterprise, which is of interest to social investors, “philanthrocapitalists” and governments.
This panel will summarize findings-in-process from ongoing applications in these spheres in Ontario, Ghana and other developing-world settings. There are advantages and challenges in applying “blended value” approaches that the presenters will examine. The panelists will also discuss the implications of these findings for the theory and practice of evaluation.
The document summarizes a company called IPS Group that provides consulting services to help businesses capitalize on opportunities in the disability market. It notes that (1) disability is a large untapped market segment of 1.1 billion people, (2) IPS offers intelligence, strategic planning, targeted programming, and valuation/measurement services to integrate disability initiatives into companies' strategies, and (3) IPS' process helps companies identify opportunities, define strategies, deliver solutions, and measure their progress in including people with disabilities.
Human Capital Development & Future Learning for BCADjadja Sardjana
This document discusses human capital development and the role of human resource management in future learning for BCA. It covers several key topics:
1. It defines human capital and discusses how knowledge, skills, abilities, and experiences make up human capital.
2. It outlines new imperatives for human resource management, including building strategic capability, managing new roles, and expanding boundaries.
3. It discusses how information technology can support learning through various modes like listening, reading, discussing ideas, and practicing.
4. It emphasizes the importance of context, champions, capacity building, and change for successful e-learning implementation.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
Leadership development by Mr VC Agrawal at HRRT organised by ISPE & UPES Dehr...UPES Dehradun
This document summarizes a leadership development conference for public sector undertakings in India. It discusses the context of leadership in public sectors, including guidelines from the government that impact human resources practices and business processes. It also outlines leadership competency models and describes leadership development practices in public sectors, such as recruitment, training programs, career planning, performance management, and empowering employees. The document concludes that generic competencies are important for leadership success and can be developed, and that too many government oversight roles can slow organizations, though recent reforms have provided more autonomy to some public sectors.
Dynamic capabilities allow organizations to sense opportunities, seize opportunities, and transform themselves. They consist of microfoundations like routines, methodologies, and individual acts. Microfoundations include routines for sensing opportunities, as well as non-routine acts by leaders. Effective microfoundations balance routines with non-routine innovation. Research studies both the nature of individual microfoundations and their complex interactions.
The document discusses integrating entities through assessing cultures, operations, leadership and establishing a "new we". It recommends assessing current states, identifying similarities/differences, and establishing communications strategies. It also proposes focusing on operations integration through clarifying rationales, creating value, blending cultures and overcommunicating. Developing an innovation and leadership center is suggested to provide tools, train leaders and align culture with changing strategies.
Leadership map for future by Mr Faridun Dotiwala & Navin Unni at round table ...UPES Dehradun
The document discusses the need for oil and gas companies to develop strong leadership to address challenges like capacity gaps, new technologies, and regulatory/climate change issues. It recommends creating a "leadership engine" with 3 elements: 1) individual leader development through stretch roles and feedback, 2) integrated leadership systems for recruiting, performance management, and matching leaders to opportunities, and 3) shifting organizational culture through role modeling, skills development, and reinforcement. Case studies show approaches like leadership academies, high-impact projects, and frontline training linked to daily work can boost leadership capabilities and business results for various companies. The key is developing leaders holistically rather than just training, with a focus on the business needs.
The document discusses integrated reporting and its role in value creation. It provides an overview of the Australian Business Reporting Leaders Forum and their work to promote integrated reporting in Australia. The document also summarizes feedback on the International Integrated Reporting Council's discussion paper and potential benefits of integrated reporting, such as improved capital allocation and more meaningful reports that articulate a company's business model and value creation.
Société générale citizen act Case study group youboontoo (team 526), draft 6patrickspath
The document outlines Société Générale's strategies for enhancing team performance through initiatives to build team spirit, develop talent, promote diversity, and provide skills training. It discusses the bank's CSR and corporate image efforts including communicating their CSR activities and measuring reputation and corporate image. The document also covers the types of risks Société Générale faces, both external and internal, and the justification for risk management to ensure strategic success and survival.
The document discusses budgeting concepts and frameworks. It provides 3 key points:
1) Budgeting serves two major roles - to provide real-world constraints for strategic planning and allocate resources to realize strategic plans. This enforces accountability.
2) Effective budgeting requires alignment across the organization's business model, strategy, structure, culture, leadership, and resources. A four-wheels model is presented to illustrate this.
3) Budgeting priorities must be set based on each discipline's focus - whether operational excellence, product leadership, or customer intimacy. Managing gaps between actual and planned budgets also requires flexibility, reserve funds, and prioritizing investments based on market potential and business performance.
Transparency for effective it governance v1.0Ahmed Buhazza
In 3 sentences or less:
Transparency and effective IT governance require a framework that establishes principles of accountability, measurability, and alignment with organizational mission and strategy. This framework should include integrated processes for resource management, objective setting, monitoring, communication, and cultural change to ensure information systems support business goals. Automating compliance checks and adapting industry standards provides a solid, practical approach for transparency.
Recent strategic management literature has suggested the age of sustainable competitive advantage has ended, that we instead live in the age of temporary advantage. However, dynamic capabilities, routines that adapt resources, are considered to be a source of sustainable competitive advantage. This paper addresses a gap in the literature by proposing a theory of individual level dynamic capability development. This paper also proposes dynamic capabilities which are organized by the four dimensions of the learning orientation construct are positively associated sustainable competitive advantage.
This is my report on IC of cities with recommendations to the European Commission on how to proceed. Participating cities were Donostia-San Sebastian, Sevilla, Dos Hermanas and Donegal, Ireland. To much effort has been given to build tangible assets like highways and ITK. However, the intangible assets, like people and the "way-of-work" has been neglected. This should be considered in the next steps in order to achieve our Lisbon goals to become the leading region in the world when it comes to wealth and innovation.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
This document summarizes and compares four approaches to strategic management: competitive forces, strategic conflict, resource-based perspectives, and dynamic capabilities. It argues that the dynamic capabilities approach is promising because it analyzes how firms build competitive advantage through distinctive processes and capabilities for managing resources and adapting to changing environments. This approach emphasizes internal technological, organizational and managerial processes for identifying opportunities and adapting efficiently, which are more fundamental to wealth creation than external strategizing against competitors.
Human resources priortiy by Mr Utpal Ghosh at HRRT organised by ISPE & UPES D...UPES Dehradun
1. The oil and gas industry relies heavily on human talent and expertise, but many experienced engineers will retire in the next 10 years, diminishing the talent pool.
2. Knowledge transfer from experienced people mentoring others is needed for innovation, but universities are producing more graduates in IT and science popularity has declined globally.
3. The sector must retain and attract new talent to replace the large number of expected retirees over the next 10 years.
European Experiences in University Mergers
University mergers are complex processes that require careful planning and management of organizational change. They involve multiple stages including early thinking and target identification, negotiating a heads of agreement, conducting due diligence, developing a business case, negotiating legal aspects, planning the transition, and embedding the new organization. Key challenges include dealing with the unexpected, managing significant change, and addressing the emotional aspects of the process. Success requires tenacity to work through problems that may arise regardless of whether a merger occurs. Effective communication and engagement with all stakeholders is crucial throughout the process.
WORKSHOP: Performance Effectiveness, by Rahila Narejo♚ MBT- Khalid ♞
The document discusses competency-based human resource management. It defines competencies as clusters of knowledge, skills, and attributes that enable superior job performance. The key benefits of competency-based HR include aligning HR processes through a common language, establishing clear performance expectations, and facilitating employee development. Recruitment, performance management, training, development, and compensation can all be designed based on an organization's competency model. The document provides an overview of developing a competency catalogue and applying competencies across the HR cycle.
This document provides an agenda and objectives for an upcoming webinar on integrated reporting. The webinar will feature a panel of experts who will share practices and trends in integrated reporting, deliver insights and best practices, and provide information on getting involved in integrated reporting standards evolution. The panelists will represent organizations like the International Integrated Reporting Council, SASB, and companies currently implementing integrated reporting.
Measuring the Blended Value of Corporate Social Responsibility and Social Ent...Karim Harji
Presentation to the Canadian Evaluation Society Annual Conference, Ottawa, June 2, 2009
Innovative evaluation methods and tools are emerging in the fields of corporate social responsibility (CSR) and social enterprise. The focus of these innovations is the measurement of the “blended value” (financial, social and environmental) that is created by CSR and social enterprise, which is of interest to social investors, “philanthrocapitalists” and governments.
This panel will summarize findings-in-process from ongoing applications in these spheres in Ontario, Ghana and other developing-world settings. There are advantages and challenges in applying “blended value” approaches that the presenters will examine. The panelists will also discuss the implications of these findings for the theory and practice of evaluation.
The document summarizes a company called IPS Group that provides consulting services to help businesses capitalize on opportunities in the disability market. It notes that (1) disability is a large untapped market segment of 1.1 billion people, (2) IPS offers intelligence, strategic planning, targeted programming, and valuation/measurement services to integrate disability initiatives into companies' strategies, and (3) IPS' process helps companies identify opportunities, define strategies, deliver solutions, and measure their progress in including people with disabilities.
Are your senior leaders leading the charge to realizing a bottom-line payoff from diversity and inclusion? We are all aware of the need for top management “buy-in” for D&I. But turning head nods into consistent, visible and impactful actions by senior leaders is often a much greater challenge. This session will explore the missing links between verbal endorsement and active role modeling and ownership for D&I accountability. It will present ways to increase the likelihood that senior managers will make inclusive, culturally competent behaviors part of their leadership style and a “diversity lens” part of their business decision-making. We’ll suggest approaches to increase hands-on participation in strategy development, in-depth dialogue with diverse constituencies and expectation setting for their own subordinates. Potential measures of progress for this aspect of D&I change will also be discussed.
What Participants Will Learn:
What senior leader behaviors have the greatest impact on D&I progress.
How to more fully engage leaders in creating and implementing D&I strategy and in role modeling of inclusive behaviors.
What cultural competence is and why it’s important for leaders.
Approaches to measuring progress in increasing top management’s D&I leadership.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They enable firms to sense opportunities and threats, seize opportunities, and transform the firm as needed. Dynamic capabilities are about strategic adaptation and doing the right things, while ordinary capabilities are about operational efficiency and doing things right. Strong dynamic capabilities are required to thrive in environments of deep uncertainty. Governments also need dynamic capabilities to shape markets and address grand challenges.
The document summarizes an upcoming workshop on sustainability reporting trends for an energy sustainability interest group. It includes an agenda for the workshop covering topics like GRI reporting trends, GRI collaborations with industry associations, and an electric utilities sector guidance workshop. The workshop will provide presentations and opportunities for feedback from attendees on GRI resources and reporting requirements for the electric utilities industry.
The document discusses challenges and opportunities for successful innovation through the use of information systems and technology, providing examples of how organizations have maximized their innovation investments, expertise, and data through various initiatives. It also examines factors that contribute to successful innovation, such as clear sponsorship, diversity, engagement, and alignment of IT and business strategies. The document advocates using a portfolio approach to assess opportunities and prioritize initiatives to improve realization of benefits from innovation investments.
Embedding Sustainability into Strategy I: A source of business opportunity un...Miles Weaver
Exploring business strategy and sustainability from a traditional strategic management lens. Lecture delivered to Edinburgh Napier Business School students in 2013.
The Russia Innovation Collaborative aims to connect Russian and US institutions to increase innovation and economic growth in Russia. It provides consulting services to Russian regional governments on innovation policies and programs. It also works to build cooperation between universities to facilitate innovation and supports tech transfer and market entry for companies. The collaborative follows an innovation ecosystem development model to assess regions, map existing capabilities and gaps, create action plans, implement projects, and provide training and marketing support. An analysis found gaps between Perm's current innovation ecosystem and best practices, including in university entrepreneurship education and collaboration with businesses.
Newport Consulting Group is an independent consulting firm founded in 1995 that delivers strategy, operations, risk, and technology services through experienced professionals. The document discusses Newport's services in corporate sustainability, enterprise performance management, pathway innovation, and governance, risk, and compliance. It provides an overview of their approach and frameworks in these areas to create value for clients.
Blink Consulting provides concise summaries to understand documents quickly. The document discusses how organizations can improve results by mobilizing and developing people. It explains that Blink Consulting helps clients with human resources strategies in four areas: organizing structures, aligning people with strategies, managing performance, and developing skills. The overall message is that empowering people and continuous learning are keys to exceptional organizational results.
Craig Brown was invited to speak at Swinburne University about project management. He wanted to discuss how business models can help with successful project outcomes. In his talk, Brown covered several topics:
In part 1, he discussed various business modeling techniques like the Business Model Canvas, Cynevin framework, Porter's five forces and value chain models, and the Strategy Map. These models help define goals and strategies.
In part 2, he talked about performance measurement models like the Balanced Scorecard and Quadruple Constraint. Models help define what "done" looks like.
In part 3, Brown discussed how to apply the models through various steps and frameworks like lean startup and agile delivery. Planning
This document discusses how organizations can respond, scale, and increase the performance of their project management organizations. It provides takeaways on understanding that strategy involves more than just technology, the importance of innovation in recognizing how some organizations are closing the gap between strategy and execution, and the need to adapt by learning about the relationships between strategic planning and performance management. The document also discusses how scheduling and project portfolio management can leverage technology to improve demand management, portfolio selection and analytics, resource management, and extract innovation from these practices.
This document discusses changing corporate culture through organizational development. It addresses that change is inevitable and necessary for companies to adapt. Corporate culture is shaped by shared values, beliefs, and behaviors that influence how an organization functions. A strong, coherent culture can enable success, while an inflexible culture may lead to failure during times of change. Implementing cultural change requires understanding the existing culture, developing a vision for change, rewarding changed behaviors, and living the new culture. Organizational development aims to create cultures that are effective, innovative, and help both the organization and its members achieve their goals.
Power point set 001 definitions of strategy spring 2009Ankush Sharma
Strategic management involves three key activities: 1) understanding how firms create competitive advantage, 2) analyzing strategic situations to formulate strategic plans, and 3) implementing strategies and organizing the firm for strategic success. The document discusses definitions of strategy, the importance of defining the business and establishing goals and mission, sources of competitive advantage, and levels of strategy including corporate, business, and functional strategies. Effective strategic decision-making requires addressing factors like time constraints, limited information, and group biases.
13 tonia swetman session 13 2012 04 21 doa wanda forum presentationBikash Jaiswal
The document provides information on sustainable pricing for community services. It discusses developing a sustainable price that covers all costs of delivering, administering, monitoring and evaluating a service. Key factors for determining a sustainable price include identifying direct, indirect and capital costs. Methods for allocating indirect costs and calculating unit costs are also presented. The importance of financial monitoring, auditing and tracking costs over time to ensure ongoing sustainability is emphasized.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
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3. What is an organisation?
• Firstly they are complex structures of social
interactions, consciously designed to achieve collective goals
• They draw on their environment and transform inputs into
outputs
• They use the expertise of their human resources to produce
results, which can be measured and compared
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4. What is an organisation?
Closed Open
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5. What is organisational culture?
“Manifestation of human intellectual achievement regarded
collectively and the achievements of a particular time or
people – it is the way of life of a particular society or group”
(Oxford Dictionary 2006: 347)
• 1960s American model of management was supreme –
organisational culture was not considered paramount in
management theory
• 1970s a shift by the Japanese towards a solid reputation for
service, reliability, values and quality – which matched their
societal values that found synergies and success
• As a result since the 1980s and 1990s culture has played a
large part of any business curriculum and seen as a
fundamental element for business success
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6. Organisational Culture
“Organisational culture is the pattern of basic assumptions that a
given group has invented, discovered or developed in learning to
cope with its problems of external adaptation and internal
integration, and that have worked well enough to be considered
valid, and therefore, to be taught to new members as the new way
to perceive, think and feel in relation to those problems”
Schein. E. (1984) Sloan Management Quarterly, Winter 1984. p.7
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7. Organisational culture
Taylor, C. (2012) Walking the talk – Building a Culture for Success. Random House Group Limited, London, SW1V 2SA
7
8. Financial risk
Cost of not achieving a cultural fit in an organisation
• 50 hours of HR department’s time to manage the issue $ 5,000
• 15 hours spent by senior executives to manage the issue $10,000
• 250 hours of direct manager’s time to manage the issue $25,000
• Associated costs to cover work not achieved in the period $25,000
• Associated costs with recruiting & training of new staff $85,000
$150,000
Sutton, R. (2011) Building a Civilised Workplace and Surviving One That Isn’t. Little Brown Book Group.
Embankment, London EC4Y 0DY
8
9. What is risk?
Principles and guidelines standard ISO 31000 suggest you need to
“The effect of uncertainty on objectives”
place risk in the context of being able “to define the external and
internal parameters that organisations must consider when they
manage risk”
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11. Risk awareness
• Why is risk awareness important?
• Failed start ups in Australia – 40% in first year
• 82% in the first ten-years
• Reason for these failures – leadership – lack of cultural
cohesion – succession planning and foresight
• The inability to implement governance and support structures
• A mismatch of vision to strategy
Source: Australian Tax Office (2011)
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13. Risk culture
Enabling
Organisation
Structure Tools &
Training
Part of
Strategic
Planning
Vision / Value
Governance
Leadership
Information &
System
Consistent
Appetite
Ownership &
Communication
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14. The architecture
STRATEGY
VISIBLE
STRUCTURE SYSTEMS
INVISIBLE
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15. A case study
• BHP Billiton
• Incorporated in 1885 – self sufficient and closed until 1915
• Used its own resources – built their own towns –
Newcastle, Port Kembla and Whyalla
• Became risk aware in the 1970s and their vision shifted. They
looked for efficiency and growth after suffering market share
lose due to cheaper imported products
• Restructured – and sliced into divisions – each with its own
organisational structure to ensure flexibility and the ability to
react to the market. Each with their own level of
accountability
• Record profits in 2011 of US$10.52 Billion
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16. BHP Billiton – what they got right
Leadership Behaviours External Climate & Drivers
- Clear tone set from top - Industry direction
- Culture embedded through - Competitors
front-line leaders - Government funding or pressure
Perceived Value Risk Managers/Champions & Leaders
- Had mandate and authority
Governance Framework & Tools
- Positive change leaders
- Provided clear language
- Tenacity
- Accessible tools
- “risk champions” scattered
- Responsive structure throughout the business
- Linkages and integration
- Enabled decision making
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17. BHP Billiton – what they got right
top down perspective
inform direct
bottom up perspective
Risk Engineering & Assessment Symposium
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18. Not being aware of risk
• Krispy Kreme – a case study
• Took their product to the people – large expansion based on
the balance sheet and not on sustained demand for their
product
• No full understanding of the market in which they operated
• Did not keep the brand exclusive – did not limit distribution
• Failure to understand consumer tastes
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19. The cost of not being risk aware
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20. What they got wrong
History Governance Framework & Tools
- “fall in love with shadows” had a - Too complex
backwards looking mentality
- Full of jargon
- “this is the way we’ve always done
it” - Reporting processes drove poor
behaviours
- Misread popularity as long-term
loyalty - Paperwork was too complex
- Not practical - did not work in
organisation
Leadership Behaviours - Set up silos
- Not enough resources applied
- Limited sharing
- No follow-up
- Blame culture Risk Managers/Champions & Leaders
- Claimed ignorance to issues
- Not influencers
- No effective communication
- Not positioned at right level
- Acted alone in silos - disconnected
- Seen to own risk, rather than
share it
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- On their own
21. The journey forward
Set the stage
- Create a sense or urgency
- Put together a guiding team
Decide what to do SafetyC’s Journey C’s
5 Journey – 5
- Develop the change vision and
strategy
High
Management
Activity
Make it happen
Supervisory
- Communicate the Activity
understanding and buy-in Management
Team Activity
- Empower others to act Low
Leadership
- Produce short term wins
Cr
Co
Co
Co
Cu
isi
nt
m
m
ltu
- Do not let up
s
pl
m
ro
re
ia
itm
l
nc
en
e
t
Make it stick
- Create a new culture
MindTools (2012) Implementing Change Powerfully & Successfully [online] MindTools
http://www.mindtools.com/pages/article/newPPM_82.htm (accessed) 5 July 2012.
21
23. Risk aware
top down perspective
inform direct
bottom up perspective
Risk Engineering & Assessment Symposium
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24. Risk culture
• Final hint for embedding a risk culture
Just keep going………………
Patience Perseverance
Passion
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