The document provides an overview of strategies and best practices for leading and managing a title insurance company. It discusses the importance of leadership, setting clear goals and direction, developing employees, and driving productivity. Key aspects of managing a title insurance company include assessing the organization, measuring performance metrics, influencing positive employee behavior, effective communication, and managing change.
Consulting firms guide: top consultant 09JPStrategy
This document provides an overview of different types of consulting firms, including strategy firms, boutique firms, and full-service firms. It discusses the typical profiles of each, including their business models, project structures, career opportunities, and strengths and weaknesses. Strategy firms focus on strategic advice, boutique firms provide specialized expertise, and full-service firms emphasize large-scale implementation projects. The document aims to help readers understand the differences between these firm types when pursuing a consulting career.
Here are a few clarifications on the utility scoring:
- Initiative contribution is an estimate by the presenter of how well the initiative meets each utility factor, on a scale of 0 to 5.
- Class utility rules define the weighting given to each utility factor for projects in that class. These weightings were set based on the company's strategic priorities.
- The initiative score is calculated by multiplying the initiative's contribution by the class utility weighting. This gives a score out of 100 for how well the initiative meets the utility definition for its class.
- Initiative utility is the initiative score expressed as a percentage of the maximum possible score for that class. This allows initiatives from different classes to be compared on the same scale.
Ravi Agarwal founded Bizland, Inc. in 1997 to provide online resources for small businesses. While the company initially struggled, it gained traction in 1999 by adding free web hosting. Seeking to expand, Ravi considered hiring a CEO. Four candidates were identified with varied experience in business, marketing, and finance. While all were qualified, Michael Speer stood out as having the most relevant experience in small business services, B2B marketing, and financial management. A balanced scorecard approach was recommended to thoroughly evaluate each candidate against the position requirements.
The document discusses the BEI Pros Elite 100 program, which aims to identify and develop the top 100 independent dealers' service organizations in the US. It discusses how differentiation in the market has become difficult to achieve, and how the program sets out to build a process to select dealers and develop their service operations to elite levels. It provides quotes from Steve Rolla and Jerry Newberry of BEI Pros describing the program. It then shares stories from three dealers—John Heiser of MT Business Technologies, Michael Chambers of Central Copiers, and Brian Peltier of Corporate Business Systems—who implemented the Elite 100 program and saw improvements in service productivity, profitability, and their ability to differentiate themselves in their markets.
IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
Supplier Relationship Management Srm Research 2010 2011salleijn
This fifth SRM Survey marks Capgemini Consulting’s continued efforts to understand the trends and issues affecting organizations when implementing a SRM solution and provides insights for executives on issues and trends across the Procurement profession. Capgemini Consulting has surveyed 100 SRM vendors over the last five years, with this edition surveying twenty vendors with a global geographical scope and worldwide implementations. These vendors represent a broad range of applications that provide full coverage for all sub-processes to niche players supporting only a selected functionality
A full copy of the report can be downloaded from:
http://www.capgemini.com/insights-and-resources/by-publication/supplier-relationship-management-srm-research-20102011/
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
The document discusses restructuring sales organizations to increase profitability. It summarizes research showing that sales challenges are related to the stage of development the sales organization has reached (build, complete, maintain, cull, or extend). To maximize profitability, the sales force structure needs to be aligned with the challenges associated with the organization's current development stage. Misalignment between structure and challenges can harm the business. The document provides examples of structural changes that may be needed at different stages, such as emphasizing outside sales personnel in early stages and inside sales in later stages.
Consulting firms guide: top consultant 09JPStrategy
This document provides an overview of different types of consulting firms, including strategy firms, boutique firms, and full-service firms. It discusses the typical profiles of each, including their business models, project structures, career opportunities, and strengths and weaknesses. Strategy firms focus on strategic advice, boutique firms provide specialized expertise, and full-service firms emphasize large-scale implementation projects. The document aims to help readers understand the differences between these firm types when pursuing a consulting career.
Here are a few clarifications on the utility scoring:
- Initiative contribution is an estimate by the presenter of how well the initiative meets each utility factor, on a scale of 0 to 5.
- Class utility rules define the weighting given to each utility factor for projects in that class. These weightings were set based on the company's strategic priorities.
- The initiative score is calculated by multiplying the initiative's contribution by the class utility weighting. This gives a score out of 100 for how well the initiative meets the utility definition for its class.
- Initiative utility is the initiative score expressed as a percentage of the maximum possible score for that class. This allows initiatives from different classes to be compared on the same scale.
Ravi Agarwal founded Bizland, Inc. in 1997 to provide online resources for small businesses. While the company initially struggled, it gained traction in 1999 by adding free web hosting. Seeking to expand, Ravi considered hiring a CEO. Four candidates were identified with varied experience in business, marketing, and finance. While all were qualified, Michael Speer stood out as having the most relevant experience in small business services, B2B marketing, and financial management. A balanced scorecard approach was recommended to thoroughly evaluate each candidate against the position requirements.
The document discusses the BEI Pros Elite 100 program, which aims to identify and develop the top 100 independent dealers' service organizations in the US. It discusses how differentiation in the market has become difficult to achieve, and how the program sets out to build a process to select dealers and develop their service operations to elite levels. It provides quotes from Steve Rolla and Jerry Newberry of BEI Pros describing the program. It then shares stories from three dealers—John Heiser of MT Business Technologies, Michael Chambers of Central Copiers, and Brian Peltier of Corporate Business Systems—who implemented the Elite 100 program and saw improvements in service productivity, profitability, and their ability to differentiate themselves in their markets.
IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
Supplier Relationship Management Srm Research 2010 2011salleijn
This fifth SRM Survey marks Capgemini Consulting’s continued efforts to understand the trends and issues affecting organizations when implementing a SRM solution and provides insights for executives on issues and trends across the Procurement profession. Capgemini Consulting has surveyed 100 SRM vendors over the last five years, with this edition surveying twenty vendors with a global geographical scope and worldwide implementations. These vendors represent a broad range of applications that provide full coverage for all sub-processes to niche players supporting only a selected functionality
A full copy of the report can be downloaded from:
http://www.capgemini.com/insights-and-resources/by-publication/supplier-relationship-management-srm-research-20102011/
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
The document discusses restructuring sales organizations to increase profitability. It summarizes research showing that sales challenges are related to the stage of development the sales organization has reached (build, complete, maintain, cull, or extend). To maximize profitability, the sales force structure needs to be aligned with the challenges associated with the organization's current development stage. Misalignment between structure and challenges can harm the business. The document provides examples of structural changes that may be needed at different stages, such as emphasizing outside sales personnel in early stages and inside sales in later stages.
Tom Sweeney will be speaking at the GameON: Finance Conference in Toronto on October 28-29, 2008. His discussion topics will include revisiting innovation, business models, business plans and pitches, venture economics and development plans. He will discuss how early stage companies are better focusing on value leadership and new market innovation rather than sustaining and low-end innovation. The importance of intellectual property and business models in building sustainable companies will also be covered.
Apohan is making the world's first strategic transaction platform. The highly ambitious new generation of SMEs need services for transactions (such as equity funding or JV) to grow. SMEs neither have a management capable of carrying out complex transactions nor know how to avail these services from consultants. Hence, strategic transactions are nearly absent in SMEs & the reason is lack of a economical, reliable service platform. Apohan's platform would bring the strategic transactions to the doorsteps of SMEs. Our platform caters to all ecosystem stakeholders, all parts of the transaction value chain & we capture exhaustive information of a business needed to take conclusive transaction decisions. Our platform is made to increase the success rate of transactions, reduce the cycle time, break the long broker chains & reduce the transaction costs. Apohan realizes counselling, screening & success charges. The company expects to close an unprecedented 100 transactions a day within 10 years. On the competition front, hardly 0.1% of fintech companies are in the transaction space & there is no transaction management platform in the whole world.
The document summarizes the findings of a survey of 201 professional services firms about their innovation practices. It reports that more innovative firms, as self-rated, introduced over 5 new services in the last year on average, compared to less innovative firms which introduced under 3. The top benefits of services innovation reported by more innovative firms were unique services, increased referral business, and increased revenue. More innovative firms were also more effective across a range of innovation activities compared to less innovative firms.
why settle for less - Deloitte\'s 2007 outsourcing reportAbhishek Breja
The document summarizes key findings from a survey of 300 executives about their outsourcing experiences and initiatives. While the majority reported meeting financial goals like ROI, many felt they could have achieved more from outsourcing. The survey identified five dimensions of the outsourcing process that companies must address to fully realize outsourcing's potential benefits: rightsizing the deal; building a solid foundation; changing how vendors are selected; striking the right deal; and properly managing arrangements after the deal. The report aims to help companies improve their outsourcing strategies and outcomes.
Managing your team to higher quotas with social sellingG3 Communications
The document discusses using social selling and sales intelligence tools to improve sales team performance. It describes how social selling can help salespeople find qualified leads, accelerate deals, and close more business. Implementing social selling and sales intelligence solutions was shown to increase win rates for companies. Concur, a travel and expense management company, struggled with SMB sales due to lack of qualified leads and ineffective processes. A pilot program using social selling and sales intelligence helped Concur salespeople reduce time spent on research and focus on engaging prospects.
This document provides an overview of Tatum, the largest consulting and interim management firm focused on the Office of the CFO. It discusses how companies can thrive, not just survive, during tough economic times through a business reset that focuses on controlling costs, improving profitability, shaking up the organization, and using new decision tools. Case studies are presented on how companies achieved a reset by digging deeper into opportunities, focusing on profitability, and making difficult changes. Tatum offers strategic perspective and senior executive expertise to help companies ensure success during periods of economic turmoil.
This document provides a summary of the February 2011 issue of the monthly newsletter "Performetrix" which focuses on enhancing human capital value. The issue includes articles on using HR dashboards effectively for monitoring and intervention, avoiding recruiting mistakes through competency-based selection, factors that influence sales effectiveness, and an overview of strategic HR consulting and training offerings from Cerebral Dimensions and Formations.
The document discusses strategic enterprise management and how to align corporate objectives and human capital. It introduces using a balanced scorecard approach and competency models to integrate performance management, compensation, and talent development processes. This would help organizations effectively implement business strategies and leverage human capital contributions.
This document discusses how buyers have taken control of the purchasing process and outlines a methodology called the Buyers' Social Framework to engage with customers. It notes that 70% of buying decisions are made before a sales representative is engaged. The framework involves discovering buyers at different stages like defining needs, evaluating options, and nurturing long-term relationships. The document provides examples of how to operationalize the framework at each stage through relevant marketing, content, and calls to action.
1. This document describes key employee incentive plans to motivate and retain important employees. It discusses the importance of identifying key employees and designing plans that tie financial rewards to measurable increases in company value.
2. Effective incentive plans provide substantial financial awards to key employees if specific performance standards are met. Part of the bonus is deferred and subject to vesting requirements to "handcuff" employees to the company.
3. The document compares equity-based plans, which provide stock ownership, to cash-based plans. It outlines factors to consider for stock plans and describes non-qualified deferred compensation plans and stock appreciation rights plans as alternatives to stock ownership.
No man's land (Growing Companies) 05222012John Gillis
Doug Tatum, No Man's Land, Portfolio (Penguin Group), says there's no shortcut through rapid growth, but on the other hand, no man's land happens only once. Robust thinking on what really happens to business and their managers, and what to do about it.
By outsourcing non-core HR functions through a PEO, businesses can reduce costs, improve service, and focus on their core operations. Employers spend 7-25% of time on paperwork and compliance for employees, taking away from strategic goals. A PEO can eliminate up to 90% of non-productive HR tasks so that business owners can spend more time on revenue-generating activities like marketing, sales, and production. Outsourcing allows small businesses to achieve operating leverage like large companies by removing HR burdens and focusing internally on profit-driven work.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
- The consultant has over 15 years of experience helping large companies release millions from working capital including accounts receivable, inventory, and accounts payable.
- The approach aims to improve working capital performance at smaller businesses by improving processes, controls, and employee involvement.
- Typical reductions in working capital are 15-20% within 2-6 months, with some cash gains being immediate.
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
Delivered by Tony Lael at MSP World, this presentation walks through key indicators of a healthy business and signs of trouble by watching your financial trends. (no finance expertise required!)
Six truths BtoB marketers must accept to be successful with marketing automation:
1. Marketing automation requires developing a strong process and filling marketing skills gaps.
2. Process is key - marketers must define stages of the marketing funnel and how leads will be nurtured.
3. The buying process has changed - buyers do extensive research online before engaging with sales.
4. Content is important to support buyers at each stage and overcome their objections.
5. Lead nurturing provides value to prospects and drives greater conversion than just generating leads.
6. Marketers may lack skills for deep use of automation and will need training, new hires, or an agency.
The document discusses financial transformation and outsourcing finance functions to reduce costs and improve efficiency; it proposes that Accuserv Corporate Advisors can help companies outsource accounting, finance, budgeting and reporting to handle non-core activities and free up management time, using a customized approach based on the company's needs and culture. The company aims to provide timely and reliable financial information to stakeholders through qualified finance professionals and a skilled team.
Tom Sweeney will be speaking at the GameON: Finance Conference in Toronto on October 28-29, 2008. His discussion topics will include revisiting innovation, business models, business plans and pitches, venture economics and development plans. He will discuss how early stage companies are better focusing on value leadership and new market innovation rather than sustaining and low-end innovation. The importance of intellectual property and business models in building sustainable companies will also be covered.
Apohan is making the world's first strategic transaction platform. The highly ambitious new generation of SMEs need services for transactions (such as equity funding or JV) to grow. SMEs neither have a management capable of carrying out complex transactions nor know how to avail these services from consultants. Hence, strategic transactions are nearly absent in SMEs & the reason is lack of a economical, reliable service platform. Apohan's platform would bring the strategic transactions to the doorsteps of SMEs. Our platform caters to all ecosystem stakeholders, all parts of the transaction value chain & we capture exhaustive information of a business needed to take conclusive transaction decisions. Our platform is made to increase the success rate of transactions, reduce the cycle time, break the long broker chains & reduce the transaction costs. Apohan realizes counselling, screening & success charges. The company expects to close an unprecedented 100 transactions a day within 10 years. On the competition front, hardly 0.1% of fintech companies are in the transaction space & there is no transaction management platform in the whole world.
The document summarizes the findings of a survey of 201 professional services firms about their innovation practices. It reports that more innovative firms, as self-rated, introduced over 5 new services in the last year on average, compared to less innovative firms which introduced under 3. The top benefits of services innovation reported by more innovative firms were unique services, increased referral business, and increased revenue. More innovative firms were also more effective across a range of innovation activities compared to less innovative firms.
why settle for less - Deloitte\'s 2007 outsourcing reportAbhishek Breja
The document summarizes key findings from a survey of 300 executives about their outsourcing experiences and initiatives. While the majority reported meeting financial goals like ROI, many felt they could have achieved more from outsourcing. The survey identified five dimensions of the outsourcing process that companies must address to fully realize outsourcing's potential benefits: rightsizing the deal; building a solid foundation; changing how vendors are selected; striking the right deal; and properly managing arrangements after the deal. The report aims to help companies improve their outsourcing strategies and outcomes.
Managing your team to higher quotas with social sellingG3 Communications
The document discusses using social selling and sales intelligence tools to improve sales team performance. It describes how social selling can help salespeople find qualified leads, accelerate deals, and close more business. Implementing social selling and sales intelligence solutions was shown to increase win rates for companies. Concur, a travel and expense management company, struggled with SMB sales due to lack of qualified leads and ineffective processes. A pilot program using social selling and sales intelligence helped Concur salespeople reduce time spent on research and focus on engaging prospects.
This document provides an overview of Tatum, the largest consulting and interim management firm focused on the Office of the CFO. It discusses how companies can thrive, not just survive, during tough economic times through a business reset that focuses on controlling costs, improving profitability, shaking up the organization, and using new decision tools. Case studies are presented on how companies achieved a reset by digging deeper into opportunities, focusing on profitability, and making difficult changes. Tatum offers strategic perspective and senior executive expertise to help companies ensure success during periods of economic turmoil.
This document provides a summary of the February 2011 issue of the monthly newsletter "Performetrix" which focuses on enhancing human capital value. The issue includes articles on using HR dashboards effectively for monitoring and intervention, avoiding recruiting mistakes through competency-based selection, factors that influence sales effectiveness, and an overview of strategic HR consulting and training offerings from Cerebral Dimensions and Formations.
The document discusses strategic enterprise management and how to align corporate objectives and human capital. It introduces using a balanced scorecard approach and competency models to integrate performance management, compensation, and talent development processes. This would help organizations effectively implement business strategies and leverage human capital contributions.
This document discusses how buyers have taken control of the purchasing process and outlines a methodology called the Buyers' Social Framework to engage with customers. It notes that 70% of buying decisions are made before a sales representative is engaged. The framework involves discovering buyers at different stages like defining needs, evaluating options, and nurturing long-term relationships. The document provides examples of how to operationalize the framework at each stage through relevant marketing, content, and calls to action.
1. This document describes key employee incentive plans to motivate and retain important employees. It discusses the importance of identifying key employees and designing plans that tie financial rewards to measurable increases in company value.
2. Effective incentive plans provide substantial financial awards to key employees if specific performance standards are met. Part of the bonus is deferred and subject to vesting requirements to "handcuff" employees to the company.
3. The document compares equity-based plans, which provide stock ownership, to cash-based plans. It outlines factors to consider for stock plans and describes non-qualified deferred compensation plans and stock appreciation rights plans as alternatives to stock ownership.
No man's land (Growing Companies) 05222012John Gillis
Doug Tatum, No Man's Land, Portfolio (Penguin Group), says there's no shortcut through rapid growth, but on the other hand, no man's land happens only once. Robust thinking on what really happens to business and their managers, and what to do about it.
By outsourcing non-core HR functions through a PEO, businesses can reduce costs, improve service, and focus on their core operations. Employers spend 7-25% of time on paperwork and compliance for employees, taking away from strategic goals. A PEO can eliminate up to 90% of non-productive HR tasks so that business owners can spend more time on revenue-generating activities like marketing, sales, and production. Outsourcing allows small businesses to achieve operating leverage like large companies by removing HR burdens and focusing internally on profit-driven work.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
- The consultant has over 15 years of experience helping large companies release millions from working capital including accounts receivable, inventory, and accounts payable.
- The approach aims to improve working capital performance at smaller businesses by improving processes, controls, and employee involvement.
- Typical reductions in working capital are 15-20% within 2-6 months, with some cash gains being immediate.
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
Delivered by Tony Lael at MSP World, this presentation walks through key indicators of a healthy business and signs of trouble by watching your financial trends. (no finance expertise required!)
Six truths BtoB marketers must accept to be successful with marketing automation:
1. Marketing automation requires developing a strong process and filling marketing skills gaps.
2. Process is key - marketers must define stages of the marketing funnel and how leads will be nurtured.
3. The buying process has changed - buyers do extensive research online before engaging with sales.
4. Content is important to support buyers at each stage and overcome their objections.
5. Lead nurturing provides value to prospects and drives greater conversion than just generating leads.
6. Marketers may lack skills for deep use of automation and will need training, new hires, or an agency.
The document discusses financial transformation and outsourcing finance functions to reduce costs and improve efficiency; it proposes that Accuserv Corporate Advisors can help companies outsource accounting, finance, budgeting and reporting to handle non-core activities and free up management time, using a customized approach based on the company's needs and culture. The company aims to provide timely and reliable financial information to stakeholders through qualified finance professionals and a skilled team.
MA Consulting International is an international consulting firm established in 1993 with offices throughout the UK. They provide professional consulting services across all business sectors, specializing in business strategy, leadership, customer service, and people management. Their team of experienced consultants help clients develop their vision and strategy, optimize business processes, improve customer service and financial results, and embrace new technologies. They follow a "Vision to Reality" methodology involving strategic planning, realistic implementation, and organizational buy-in to create sustainable change for clients.
Presentation on using a performance approach to link competencies to outcomes and therefore to business results. First delivered at ASTD's international conference
Predictive analytic models are not new within many analytical organizations. However, the use of predictive analytics is growing rapidly. Data-driven decision-making initiatives are compelling more and more enterprises to move their analytics efforts beyond the basics. Enterprises must go from measurement and reporting to predictions and decision management. With ever-increasing amounts of historical data ready for mining, the right predictive analytic models can help an enterprise understand future behavior – adherence to medical prescriptions, increased or decreased spending, loan repayment, and more. By driving better decision-making, such insights can be transformative. Join us as we look into best-practices for building a predictive enterprise, technology tips for using and implementing predictive analytics tools, and guidelines for building predictive models.
The document discusses how business architecture can help organizations successfully manage change and innovation. It provides a framework for integrating siloed change initiatives and coordinating them using multiple perspectives, including strategic intent, business capabilities, processes, and implementation considerations. These perspectives allow business architecture to balance internal and external pressures and provide a consistent view that guides coherent organizational change. The value of business architecture is that it serves as an organized approach for describing and analyzing an organization's business to support a variety of change purposes.
Directors are responsible for establishing the company's mission, vision and values to guide its strategic direction. They decide on strategies and structures to ensure the company's survival and prosperity. Directors delegate implementation to management while exercising responsibility to shareholders and other stakeholders to promote their interests. Effective boards establish clear policies and provide oversight, accountability and strategic guidance.
Key Questions and Ideas this presentation addresses:
· How to manage a Portfolio if you don't have a PMO?
· How to say no to a project request?
· Portfolio Governance
· How to setup a portfolio management office?
· How to engage the business or practice groups?
· How to develop a mature portfolio practice?
· What are the steps for setting up a PPM capability?
The document provides guidance for CFOs on developing a successful IT leadership team, including discussing the relationship between CFOs and CIOs, fundamentals of IT governance and operations, strategies for sourcing and hiring CIOs for new organizations, turnarounds, or sudden departures, and the roles and responsibilities of CFOs in ensuring IT leadership success. Key recommendations include being clear on the needed skills and abilities of the CIO, getting help to conduct the CIO search and hire, and providing ongoing support and communication from the CFO during the CIO's tenure.
Cloudforce Essentials 2012 - Salesforce on Salesforce - Optimising Your Sales...Salesforce_APAC
The document discusses optimizing a high performance sales team using Salesforce tools and programs. It describes how Salesforce accelerates productivity and revenues by improving sales metrics like productivity, win rates, and new hire ramp time. Sales managers are empowered with tools in the Salesforce platform to monitor team performance, review deals, and prepare for customer meetings. Salesforce also drives certification programs to train reps on latest techniques and transform selling approaches using their own social collaboration technology.
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
10 Questions to Ask at Your Next Board MeetingRoger Branch
This document provides 10 questions for company boards to focus on at meetings to drive strategic discussion and long-term performance. The questions are divided into 3 governance questions regarding key metrics, risk management, and board composition, and 7 strategic questions focused on market changes, growth plans, evaluating proposals, and balancing mission with sustainability. Addressing these questions is meant to help boards focus on strategic issues rather than getting bogged down in procedural activities.
This presentation is a book review of the Fail-Safe Leadership book which provides a candid look at leadership processes, managerial effectiveness, and describes more efficient and effective processes to improve the results of your team. Contact us for more information at dave.gregory@inspiredperformancesolutions.com
This document discusses strategies for managing marketing campaigns and sales leads at a company called Charleston Gas Light. It provides guidelines for setting up marketing campaigns with defined targets, costs, and metrics. It also describes processes for capturing leads from various sources, qualifying them, routing them to sales reps, and tracking their progress through the sales pipeline. Key performance metrics like conversion rates and cost per lead are discussed. The overall aim is to establish standards and visibility for marketing and sales activities and results.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
2. A GUIDE TO LEADING AND MANAGING A TITLE INSURANCE COMPANY
3. Chapter 1: FINDING THE RIGHT PATH. Without leadership there is no change.
Chapter 2: THE BUSINESS OF TITLE INSURANCE. A title insurance company is different .
Chapter 3: ASSESSING YOUR ORGANIZATION. Companies do not know where they are headed.
Chapter 4: SETTING CLEAR DIRECTION. A company is better starting off by developing goals.
Chapter 5: MEASURES AND METRICS. Labor ratio is the most important measure of health.
Chapter 6: DEVELOPING YOUR TEAM. The power of a team.
Chapter 7: EMPLOYEE CULTURE. Creating good morale is a key to a company’s success.
Chapter 8: STARTING TO MANAGE. Technical knowledge does not prepare you to manage.
Chapter 9: INFLUENCING BEHAVIOR. Employees need positive consequences for their behavior.
Chapter 10: SETTING EXPECTATIONS. You can never provide too much communication.
Chapter 11: SUPPORTIVE COACHING. Use constructive feedback to focus on behavior and results.
Chapter 12: MANAGING PROBLEMS. If you measure it, they do it.
Chapter 13: WHY MEETINGS ARE IMPORTANT. Effective meetings are in a manger’s basic skill set.
Chapter 14: MAKING CHANGE PRACTICAL. Innovation and change are a way of life.
Corporate Behavior Analysts, Ltd. 2011 3
4. Every Leader is faced with Choices:
Each turn can lead to success.
Every turn can result in failure.
After every turn there is another.
Corporate Behavior Analysts, Ltd. 2011 4
7. Being a leader, manager, and team member
is confusing.
Leading is not managing.
Most days employees need a manager.
In small teams you have to decide are you a
sergeant or a general.
When a team needs a leader, a manager will
not do.
Corporate Behavior Analysts, Ltd. 2011 7
8. Leading and managing a title insurance
company in the future will require:
1. Good people skills,
2. Technical knowledge and experience,
3. Forward looking business /sales skills.
Corporate Behavior Analysts, Ltd. 2011 8
9.
10. What happened to your business? Did You:
Lose money Make Money
Lose customers Gain Customers
Lose good employee Gain better employees
Lose to competitors Gain over competitors
Lose Underwriter Gain Underwriter
Fall behind on technology Get ahead of technology
Lose to consolidation Benefit from consolidation
Stay the same Change
Corporate Behavior Analysts, Ltd. 2011 10
11. What changes are you planning?
1.
2.
3.
Corporate Behavior Analysts, Ltd. 2011 11
12. In the BBC and Fox TV shows, Chef Gordon Ramsay spends a
week with a failing restaurant in an attempt to revive the business.
In the Food Network series Chef Robert Irvine has to save
America’s most desperate restaurants from impending failure in just
two days with only $10,000.
Corporate Behavior Analysts, Ltd. 2011 12
13. It is critical that the owner(s) admits that
the company
needs to change.
No permanent change
will occur otherwise.
Corporate Behavior Analysts, Ltd. 2011 13
14. 1. Create Urgency
2. Form a Powerful Coalition
3. Create a Vision for Change
4. Communicate the Vision
5. Remove Obstacles
6. Create Short-term Wins
7. Build on the Change
8. Anchor the Changes in Corporate Culture
“John Kotter is a professor at Harvard Business School
and world-renowned change expert, Kotter introduced
his eight-step change process in his 1995 book,
Leading Change."
Corporate Behavior Analysts, Ltd. 2011 14
15. 1. Determine purpose – reason for change
2. Create a Team
3. Assess the organization and set objectives.
4. Determine outcome measures.
5. Brainstorm new changesprocedures.
6. If work-flow changes considered, map existing and future.
7. Rank-order ideas and prioritize top three.
8. Generate pro’s and con’s for each top idea.
9. Present recommendations to management.
10. Develop implementation plan with management, include
evaluation and communication methods.
11. Pilot testing.
12. Implement and evaluate.
Corporate Behavior Analysts, Ltd. 2011 15
16. What you can do:
Start giving convincing reasons for change
Identify potential threats, showing what could
happen in the future.
Examine opportunities that should be, or could
be, exploited.
Learn what your customers are doing.
Corporate Behavior Analysts, Ltd. 2011 16
18. What will the first Title Insurance
iPhone App look like?
Now every underwriter
has an app.
Corporate Behavior Analysts, Ltd. 2011 18
19. What you can do:
Leadership at the top.
Identify other true leaders in your organization.
Ask for a commitment from these key people.
Create a change team.
Corporate Behavior Analysts, Ltd. 2011 19
20. 1. Owner / Manager must sanction the team.
2. Owner / Manager must communicate purpose
and authority of team to others.
3. Owner / Manager must stay connected to team.
4. Team should follow prescribed meetings game-
plan.
5. The plansgoals for the team must be
communicated.
Corporate Behavior Analysts, Ltd. 2011 20
21. Team must have a leader / facilitator.
Team will need idea people.
Team will need doers.
Team will need full representation.
Decision makers must be on team.
Planners must be on team.
Team will need voice of employees.
Team must have rules.
Team must follow prescribed process.
Corporate Behavior Analysts, Ltd. 2011 21
22. What you can do:
Determine the values that are central to the
company and to the change.
Develop a short statement that captures what you
"see" as the future of your organization.
Ensure that Key people can describe the vision.
Practice your "vision speech" often.
Create a strategy to execute that vision.
Corporate Behavior Analysts, Ltd. 2011 22
23. Sales
Management Marketing
Admin Policy
Information
Acct Technology Escrow
HR Title
Web Site Order
Corporate Behavior Analysts, Ltd. 2011 23
24. BECAUSE YOU CAN PLAN ALL THE PARTS
Corporate Behavior Analysts, Ltd. 2011 24
25. YOU HAVE TO CONSIDER / START WITH
THE CURRENT PARTS
Corporate Behavior Analysts, Ltd. 2011 25
26. Owners
President
Title Escrow Admin
Sales
Manager Manager
IT
Escrow
Officers
Title Staff Policy
Accounting
Escrow
Staff
HOW A COMPANY WORKS
Corporate Behavior Analysts, Ltd. 2011 26
27. HOW A COMPANY WORKS IS DETERMINED
BY THE PEOPLE IN EACH JOB
Corporate Behavior Analysts, Ltd. 2011 27
28. HOW A COMPANY WORKS IS DETERMINED
BY THE PEOPLE IN EACH JOB
Corporate Behavior Analysts, Ltd. 2011 28
29. Reception
Order Entry
Search
Examination
Commitment production / communication
Scheduling
Escrow Processing
Closing
Policy
Customer service
And a dozen others…
Corporate Behavior Analysts, Ltd. 2011 29
30. Customer Fax Enters
Data
Checks
Sales Paper
for Priors
Order Order
Entry
Orders
Branch Completes Taxes
Reception Online Form
Creates
Files
Corporate Behavior Analysts, Ltd. 2011 30
31. Name
Check
Order
Prior
Checks
Enters data on Address for Priors
Customer Online Form Check
Create
E-File
Orders
Tax
Taxes
Number
Check
Other
data
Check
Corporate Behavior Analysts, Ltd. 2011 31
32. Evaluate the Readiness of each person in your organization
CONDITION YES NO
Does not actively oppose change efforts
Does not passively resist change
Job is secure and will follow
Will change if minimal disruption to work
Agrees with the need for change
Believes change is possible
Accepts change readily
Dissatisfied with present state
No coaching or training is necessary
Able and confident
Already Changing
Corporate Behavior Analysts, Ltd. 2011 32
33. Evaluate the Readiness of each person in your organization
CONDITION YES NO
Does not actively oppose change efforts
Does not passively resist change
Job is secure and will follow
Will change if minimal disruption to work
Agrees with the need for change
Believes change is possible
Accepts change readily
Dissatisfied with present state
No coaching or training is necessary
Able and confident
Already Changing
Corporate Behavior Analysts, Ltd. 2011 33
34. Translate individual buy-in and readiness into
Company readiness
Able and Already Actively opposed
confident
5%
Changing
3%
COMPANY READINESS to change
7%
No coaching or training Slow to change -
necessary passive resistance
7% 11%
Dissatisfied with
present state
9% Job is secure
and will follow
15%
Accepts change
readily
9%
Believes change is Will change if minimal
possible disruption to work
10% Agrees with the
12%
need for change
12%
Corporate Behavior Analysts, Ltd. 2011 34
35. What you can do:
Create a communication plan.
Talk often about your vision.
Apply your vision to all aspects of operations –
from training to performance reviews. Tie
everything back to the vision.
Openly and honestly address peoples' concerns
and anxieties.
Lead by example.
Corporate Behavior Analysts, Ltd. 2011 35
36. For most people, resisting change is natural
regardless of the level of change.
The degree of resistance a person puts forth
often is an indication of the person’s
perception about how the change will affect
the person, i.e., the more it affects me, the
more I resist.
In many cases, the person’s fear far exceeds
the reality of what will happen.
Corporate Behavior Analysts, Ltd. 2011 36
37. Change almost always appears threatening to
a part of the work force if it involves:
Loss of job security.
Loss of familiar patterns of behavior.
Loss of control, predictability, or power.
New skills and procedures to learn.
New people to work with.
Corporate Behavior Analysts, Ltd. 2011 37
38. In most companies, it is the managers who
are most resistant to change.
For some reason, companies that are doing
the worst, often cling to the past the most
and their people will resist even the smallest
change.
Corporate Behavior Analysts, Ltd. 2011 38
39. What you can do:
Identify change leaders whose main roles are to
deliver the change.
Look at your organizational structure, job
descriptions, and performance and compensation
systems to ensure they're in line with your vision.
Recognize and reward people for making change
happen.
Identify people who are resisting the change, and help
them see what's needed.
Take action to quickly remove barriers (human or
otherwise.
Corporate Behavior Analysts, Ltd. 2011 39
40. To help a failing tree:
Add nutrients to the roots and
cut the dead wood
To help a healthy tree grow:
Cut interfering or unnecessary
limbs
Corporate Behavior Analysts, Ltd. 2011 40
41. By definition, small changes should be ones
that can be accomplished with little
planning, with little instruction, by just telling
employees, and with little new learning.
For example, teaching the receptionists to answer
the phones the same way. Getting everyone to
answer the phone the same way.
Have managers conduct a monthly meeting using
a template.
Corporate Behavior Analysts, Ltd. 2011 41
42. Create a monthly communication e-mail.
Have everyone spell check their e-mails.
Have all managers greet customers.
Develop a look – dress the same.
Paint and redecorate your office.
Create a consistent impression in each lobby.
Change something customers will notice.
Corporate Behavior Analysts, Ltd. 2011 42
43. Centralize order entry and customer service functions.
Centralize title production and combine search, exam
and commitment production functions.
Centralize escrow processing and post closing functions.
Develop off houroff site-closing procedures, including
weekends, incorporating new electronic technology.
Map out your customer points of contact and develop a
“WOW” customer service approach.
Eliminate redundancies in a work flow.
Develop standards for each unit / department.
Corporate Behavior Analysts, Ltd. 2011 43
44. Combine escrow processor and closer functions
into one position.
Develop a mobile closing team.
Train staff in customer service and hospitality.
Provide customers with an order entry
application for their smart phones.
Corporate Behavior Analysts, Ltd. 2011 44
45. Leadership is delegated.
Management is not visible.
Communication is insufficient.
The plans for change are conceived behind closed doors.
Staff perceive that change is not critical.
Options and alternatives are not fully explored.
Change implications are not taken into account.
Resistance to change misdiagnosed.
Tracking is absent.
Training and coaching needed.
Corporate Behavior Analysts, Ltd. 2011 45
46. LEADERSHIP IS A MUST
HAVING A PLAN HELPS
CREATING BUY-IN IS ESSENTIAL
But…in the end,
CHANGE IS OFTEN ABOUT HOW YOU START
HOW YOU GET PEOPLE TO SEE A SITUATION
DIFFERENTLY AND THEN
ACT DIFFERENTLY
Corporate Behavior Analysts, Ltd. 2011 46
47. 1. Identify one aspect of your company that
needs to (must) immediately change.
2. Identify one small thing
(area, procedure, behavior, person) you would
like to change.
3. Identify one big thing
(area, function, process, procedure) you would
like to change.
4. What do you need to get started?
5. What is your greatest barrier to change?
Corporate Behavior Analysts, Ltd. 2011 47
48. What will your company
be like in the future?
Corporate Behavior Analysts, Ltd. 2011 48
49. Corporate Behavior Analysts, Ltd.
Roger C. Lubeck, Ph.D. Chris R. Hanson, Ph.D.
President Executive Vice President
686 Carriage Hill Lane 623 North Dunton
Sugar Grove, Il 60554 Arlington Heights, IL 60004
(630)-466-3812 (847) 749-2348
FAX (630)-4663813 FAX (847) 749-2349
rclubeck@cbaltd.biz crhanson@cbaltd.biz
www.cbaltd.biz www.cbaltd.biz
Corporate Behavior Analysts, Ltd. 2011 49