The document discusses:
1) Valuing options that are part of executive compensation packages can be complex due to different valuation models. Options help ensure executives' interests are aligned with company performance but discounts may need to be applied for non-transferable options.
2) Selling non-core business lines can be challenging and require preparation. It discusses the importance of preparing financials, identifying key risks, resolving any legal or tax issues, and engaging advisors to help maximize sale value.
3) Settling on a sale price for a business involves comparing the locked box and completion accounts approaches. Locked box fixes the sale price at a historic date while completion accounts adjusts for events until closing.
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
The document discusses rewarding key account managers and the issues companies face. It explores defining performance and the purpose of rewards. Companies often emphasize short-term financial results in their reward schemes, but this can encourage behaviors that are not aligned with developing long-term customer relationships, the goal of most key account management programs. The document examines using a broader, behavior-based definition of performance and designing schemes to support companies' key account management models and desired outcomes.
1. The document discusses how despite decades of focus on customer satisfaction, most customers remain insufficiently satisfied with suppliers.
2. It argues that managers tend to adopt fads and focus on unique differentiators rather than delivering what customers truly want from a product category.
3. The example is given of how Orange mobile phone differentiated successfully by focusing on reliable service and simpler pricing plans that addressed customer pain points, rather than technical innovations. This allowed it to establish itself before competitors could copy the approach.
Here are a few key considerations in evaluating this opportunity:
- The $100,000 annual loss is a quantifiable cost to Disney that will reduce firm value. However, there are also social benefits to opening the store that do not accrue directly to Disney.
- Creating employment in an area of high unemployment could have significant social value by improving lives and economic conditions in the community. This may indirectly benefit Disney over the long-run by helping grow a customer base.
- Revitalizing the neighborhood may have spillover effects that are difficult to quantify but could benefit Disney and society. A thriving community could attract other businesses.
- There is a risk the store underperforms expectations and losses are greater than estimated
The document discusses the objective of maximizing firm value in corporate finance. It notes that traditional theory holds that the objective is to maximize stockholder wealth by maximizing stock price. However, it also discusses some criticisms of this view, such as the fact that maximizing stock price does not necessarily conflict with meeting other objectives like treating employees and customers well. The document also examines some ways in which pursuing stock price maximization alone could potentially go wrong, such as managers prioritizing their own interests over stockholders or significant social costs being ignored.
This document summarizes the strategic planning services of a consulting firm called Strategic Red Team Consulting. They offer several services: (1) Intelligence Preparation of the Corporate Battlefield to understand a company's strategic environment; (2) a Competitive Benchmarking Survey to gather internal feedback; (3) Strategic Planning Support using established methodologies; and (4) exercises like Corporate Wargaming and Red Teaming to test strategies against competitors in simulated scenarios. Their aim is to increase clients' competitiveness through strategic analysis, planning, and risk mitigation.
The document discusses the challenges that companies face in managing their talent acquisition resources to meet fluctuating hiring demand. It argues that the traditional model leaves companies facing issues like increased costs, decreased quality, and stress on the talent acquisition team during peaks and valleys in demand. It proposes that using a recruitment process outsourcing (RPO) provider can help address these issues by allowing companies to scale up and down their recruiting resources more easily to match demand. An RPO provides a dedicated team to handle operations and allows the company to focus on strategy. This new model can improve key performance indicators, lower costs, and help companies avoid the "Groundhog Day" scenario of facing the same talent challenges repeatedly.
This document summarizes key aspects of employee engagement. It defines engagement as employees feeling invested in an organization's success and being motivated to exceed job requirements. The document outlines what managers can do to improve engagement levels among satisfied, motivated, committed, and advocate level employees. It also identifies key drivers of engagement, including leadership, career advancement, and job motivation. A case study on Singapore's civil service found these three factors explained most of the variance in engagement scores. The document concludes that compensation is important but other non-financial factors also influence engagement.
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
The document discusses rewarding key account managers and the issues companies face. It explores defining performance and the purpose of rewards. Companies often emphasize short-term financial results in their reward schemes, but this can encourage behaviors that are not aligned with developing long-term customer relationships, the goal of most key account management programs. The document examines using a broader, behavior-based definition of performance and designing schemes to support companies' key account management models and desired outcomes.
1. The document discusses how despite decades of focus on customer satisfaction, most customers remain insufficiently satisfied with suppliers.
2. It argues that managers tend to adopt fads and focus on unique differentiators rather than delivering what customers truly want from a product category.
3. The example is given of how Orange mobile phone differentiated successfully by focusing on reliable service and simpler pricing plans that addressed customer pain points, rather than technical innovations. This allowed it to establish itself before competitors could copy the approach.
Here are a few key considerations in evaluating this opportunity:
- The $100,000 annual loss is a quantifiable cost to Disney that will reduce firm value. However, there are also social benefits to opening the store that do not accrue directly to Disney.
- Creating employment in an area of high unemployment could have significant social value by improving lives and economic conditions in the community. This may indirectly benefit Disney over the long-run by helping grow a customer base.
- Revitalizing the neighborhood may have spillover effects that are difficult to quantify but could benefit Disney and society. A thriving community could attract other businesses.
- There is a risk the store underperforms expectations and losses are greater than estimated
The document discusses the objective of maximizing firm value in corporate finance. It notes that traditional theory holds that the objective is to maximize stockholder wealth by maximizing stock price. However, it also discusses some criticisms of this view, such as the fact that maximizing stock price does not necessarily conflict with meeting other objectives like treating employees and customers well. The document also examines some ways in which pursuing stock price maximization alone could potentially go wrong, such as managers prioritizing their own interests over stockholders or significant social costs being ignored.
This document summarizes the strategic planning services of a consulting firm called Strategic Red Team Consulting. They offer several services: (1) Intelligence Preparation of the Corporate Battlefield to understand a company's strategic environment; (2) a Competitive Benchmarking Survey to gather internal feedback; (3) Strategic Planning Support using established methodologies; and (4) exercises like Corporate Wargaming and Red Teaming to test strategies against competitors in simulated scenarios. Their aim is to increase clients' competitiveness through strategic analysis, planning, and risk mitigation.
The document discusses the challenges that companies face in managing their talent acquisition resources to meet fluctuating hiring demand. It argues that the traditional model leaves companies facing issues like increased costs, decreased quality, and stress on the talent acquisition team during peaks and valleys in demand. It proposes that using a recruitment process outsourcing (RPO) provider can help address these issues by allowing companies to scale up and down their recruiting resources more easily to match demand. An RPO provides a dedicated team to handle operations and allows the company to focus on strategy. This new model can improve key performance indicators, lower costs, and help companies avoid the "Groundhog Day" scenario of facing the same talent challenges repeatedly.
This document summarizes key aspects of employee engagement. It defines engagement as employees feeling invested in an organization's success and being motivated to exceed job requirements. The document outlines what managers can do to improve engagement levels among satisfied, motivated, committed, and advocate level employees. It also identifies key drivers of engagement, including leadership, career advancement, and job motivation. A case study on Singapore's civil service found these three factors explained most of the variance in engagement scores. The document concludes that compensation is important but other non-financial factors also influence engagement.
Ireland's Executive Talent Management Commentary 2012 - Back to the FutureHRMRecruitment
The document discusses competing for talent in today's changing employment landscape in Ireland. It focuses on the importance of employee value proposition (EVP) in attracting and retaining top talent. EVP shapes an organization's employer brand and impacts how potential candidates view the organization. When done effectively, EVP can help align talent pools with organizational goals and values, improve employee retention, and increase performance and effort. The article argues that EVP should be a core part of any talent management strategy given the competition for skilled professionals.
Talent management involves strategically managing an organization's human capital. It includes attracting, developing, and retaining valuable employees. The article discusses how talent management differs from traditional HR and headhunting by taking a more strategic, long-term approach to ensure organizations have the right people in place. It also notes that talent management can help organizations perform better and be more efficient, especially during difficult economic times.
White paper -employee_retentionwhitepaperConfidential
This document summarizes best practices for employee retention based on a white paper. It discusses determining which employees to retain by assessing uniqueness, performance, leadership potential, and risk of leaving. Managers should empathize with employees, communicate clearly, and recognize performance to boost retention. Calculating turnover costs can demonstrate the financial case for investing in retention strategies. Treating exiting employees respectfully is also important for motivating remaining staff.
The document discusses the changing role of frontline managers in the pharmaceutical industry due to emerging trends like increased use of technology, personalized medicine, and changing customer expectations; it highlights the importance of coaching and training for frontline managers to help them adapt to these changes and ensure field force excellence; and it announces an upcoming event on field force excellence that will bring together industry experts to discuss these topics and how to foster excellence through the human resources approach and the role of the second line manager.
The annals of commercial history are full of anecdotes about the B2B buyer-seller relationship. Variously described as a contest, a war, a win/win partnership, a value-adding collaboration, a strategic venture, there are very few sales people who don’t have an epic tale to tell about an encounter with a purchasing manager. And, on the other side of the fence, most procurement professionals have plenty to say about sales people!
We wanted to find out how the sales function interacts with procurement in 2012, and for this reason, we decided to re-run a survey we carried out in 2007 which revealed some stark messages about Sales’ preparedness for dealing with this rapidly evolving function. We also added some new questions to the original survey to make for a richer picture.
In essence, the research showed sales people being reactive, transactional, overly focused on face-to-face behavioural negotiation tactics, and unaware of the strategic, analytical and longer term methods being employed by, arguably, a superiorly-educated procurement profession.
Our conclusions are that sales and account management must:-
•Do their homework; undertake Analysis Before Action
•Recognise procurement is after your job as The New Trusted Advisor
•Understand the Levers of Power and Value at play in their key relationships
•Ditch any avoidance behaviour and accept that it’s now Time to Engage with Procurement
We debate the survey results from both the Sales and Procurement points of view, and suggest that no longer this issue can be ignored by suppliers where procurement is in the game.
www.fourpillars.co
The chief executive of a New Zealand tech company recommends several factors for successfully expanding a business into the US market during difficult economic times:
1) The chief executive needs to relocate to the US to demonstrate commitment and better understand the market firsthand.
2) Hiring top local talent is critical but difficult, requiring psychometric testing and deep reference checks to find truly excellent employees.
3) Americans appreciate the less formal work culture of New Zealand companies. However, pay and equity incentives must be competitive to attract top talent.
4) Cash reserves are extremely important in a recession as sales cycles lengthen and some customers may default on payments. Companies must plan accordingly. Guidance from experienced organizations can help navigate
The global economic meltdown has radically changed the deal landscape. Research findings from Hay Group reveal that there are several critical success factors for all executives to keep in mind which make the difference between winning and losing in the M&A game.
The document discusses the importance of employee retention during an economic recession. While leaders may assume employees are happy just to have a job, many are actually disengaged and looking for other work. The document recommends that companies clearly communicate strategic objectives, demonstrate how employees contribute to them, and consistently recognize employee efforts to boost engagement. This will help retain top talent and ensure the company is well-positioned when economic conditions improve.
If you want to run your own business – whilst being part of a professional team of consultants, then become GLOBAL RESIDENT PARTNER - GRP please contact us on info@global-dubai.com
The document discusses talent management (TM) and the shortage of talented TM practitioners. Some key points:
1) While companies are increasingly focusing on talent issues, many TM professionals are underperforming and their practices remain bloated and impractical. There is a lack of "world-class" talent in the TM field.
2) Speaking to executive search firms reveals that there are very few considered truly great in the TM field. Additionally, there are almost no companies known for consistently producing great TM professionals.
3) This talent shortage in TM represents a missed opportunity, as success could help redeem HR's reputation and position TM as the driver of an organization's talent engine. However, failure to deliver
This document outlines 5 reasons why strategic recognition is important for businesses:
1. Strategic recognition drives employee engagement which leads to improvements in key business metrics like productivity, customer loyalty, sales, and profits.
2. Recognized employees are less likely to leave their jobs which can significantly reduce turnover costs.
3. Strategic recognition encourages emotional engagement over just transactional engagement which is better for employee well-being and performance.
4. Strategic recognition programs provide data that can be used to better manage talent and improve succession planning, performance management, and retention of top performers.
5. Strategic recognition helps bring a company's values to life by rewarding employees for demonstrating those values in their
G K Lim\'s "Negotiation Skills Workshop," on 15 -16 June 2011, at M...gklim
This document advertises a two-day workshop on strategic negotiation skills facilitated by GK Lim on June 15-16, 2011 in Kuala Lumpur, Malaysia. The workshop will provide participants with powerful negotiation techniques and strategies to use in business negotiations. Participants will learn how to prepare for negotiations, apply different strategies, maintain control in difficult situations, and close deals. Attendees include executives and managers who need to negotiate with customers, clients, vendors or suppliers. The workshop is supported by several HR organizations and provides a comprehensive manual.
The Christman Group is an investment banking firm that provides integrated solutions for private business owners. They take a unique approach to serving clients by addressing all personal, business, legal, financial, and tax issues into a single process. They have over 150 years of combined M&A experience and have been involved in over 460 successful transactions worth over $4.
Conscious and rigorous employing of seemingly contradicting perspectives on any context can help us widen the universal set of possibilities leading to potentially better advice. This is what is reckoned as “being creative by design”. Listed here are some of the perspectives (about objectives, strategy and execution) put forward by gurus that although contrarian to established thinking seems to be management true as well in specific contexts. For more writings, visit my website - http://www.sustaining-relevance.com/
The document discusses challenges facing the talent management field and proposes solutions to address them. It notes a lack of highly skilled talent in talent management and that current practices are often too complex. It argues that talent management must [1] elevate the capabilities of its practitioners by improving their business knowledge and adopting a production mindset, [2] radically simplify processes to focus on essential goals, and [3] add value to each practice to better support managers. The document contends that these changes are necessary for talent management to fulfill its potential and impact.
Best Practices in Consulting - Kennedy 2014Erik Wayton
This document discusses best practices for effectively managing HR administration in consulting firms. It notes that consulting firms face pressures to maintain profitability while costs rise. Direct costs associated with employees average around 60% of revenues. The complexity of managing different staffing models, from full-time employees to contractors, creates challenges for HR administration. While outsourcing some back-office functions can reduce costs, many firms realize benefits from keeping HR administration in-house. As consulting firms grow, transitioning to more structured HR management practices is important for sustaining growth and healthy profit margins.
This document provides guidance for conducting effective candidate interviews, including common hiring criteria, frequently asked interview questions, behavior-based interview questions, questions employers should avoid, motivation-based interview questions, management and supervisory skill questions, and a candidate evaluation form. It emphasizes using legal and job-relevant questions to evaluate a candidate's qualifications and cultural fit.
2011 Senior Executive Forum Final Presentationphil_waldeck
The document summarizes key points from a conference on managing employee benefits. It discusses increased focus by finance executives on pension benefits risk management and cost reduction due to challenges posed by healthcare reform and pension regulations. Specific solutions covered for mitigating pension plan risks include liability driven investing, buy-ins where an insurer takes over a portion of liability, and buy-outs where the insurer fully assumes the plan's liability. Developing a long-term strategy to transition pension plans through selective buy-ins or full buy-outs is recommended.
Riskpro India is a risk management consulting firm with offices in major Indian cities. It aims to provide integrated risk management solutions to mid-large sized corporations and financial institutions in India. Riskpro has over 200 years of cumulative experience across its multi-skilled team. It offers a variety of risk advisory services including Basel compliance, corporate risks, IT risks, operational risks, governance solutions, and legal risks. Restructuring is the process of radically changing relationships among stakeholders to make a company more profitable and efficient. It may be necessary due to poor financial performance, a new strategy, or correcting market valuation errors. Key factors for successful restructuring include setting objectives, focusing resources, communicating plans, executing swiftly, and monitoring progress. P
This document provides an overview of Riskpro India, a risk management consulting firm with offices in New Delhi, Mumbai, and Bangalore. It details Riskpro's mission to provide integrated risk management solutions to mid-large sized corporates and financial institutions in India. The document outlines Riskpro's value propositions including affordable services delivered by skilled professionals. It also summarizes Riskpro's service offerings such as Basel compliance advisory, corporate risk advisory, IT risk advisory, and corporate restructuring advisory.
Ireland's Executive Talent Management Commentary 2012 - Back to the FutureHRMRecruitment
The document discusses competing for talent in today's changing employment landscape in Ireland. It focuses on the importance of employee value proposition (EVP) in attracting and retaining top talent. EVP shapes an organization's employer brand and impacts how potential candidates view the organization. When done effectively, EVP can help align talent pools with organizational goals and values, improve employee retention, and increase performance and effort. The article argues that EVP should be a core part of any talent management strategy given the competition for skilled professionals.
Talent management involves strategically managing an organization's human capital. It includes attracting, developing, and retaining valuable employees. The article discusses how talent management differs from traditional HR and headhunting by taking a more strategic, long-term approach to ensure organizations have the right people in place. It also notes that talent management can help organizations perform better and be more efficient, especially during difficult economic times.
White paper -employee_retentionwhitepaperConfidential
This document summarizes best practices for employee retention based on a white paper. It discusses determining which employees to retain by assessing uniqueness, performance, leadership potential, and risk of leaving. Managers should empathize with employees, communicate clearly, and recognize performance to boost retention. Calculating turnover costs can demonstrate the financial case for investing in retention strategies. Treating exiting employees respectfully is also important for motivating remaining staff.
The document discusses the changing role of frontline managers in the pharmaceutical industry due to emerging trends like increased use of technology, personalized medicine, and changing customer expectations; it highlights the importance of coaching and training for frontline managers to help them adapt to these changes and ensure field force excellence; and it announces an upcoming event on field force excellence that will bring together industry experts to discuss these topics and how to foster excellence through the human resources approach and the role of the second line manager.
The annals of commercial history are full of anecdotes about the B2B buyer-seller relationship. Variously described as a contest, a war, a win/win partnership, a value-adding collaboration, a strategic venture, there are very few sales people who don’t have an epic tale to tell about an encounter with a purchasing manager. And, on the other side of the fence, most procurement professionals have plenty to say about sales people!
We wanted to find out how the sales function interacts with procurement in 2012, and for this reason, we decided to re-run a survey we carried out in 2007 which revealed some stark messages about Sales’ preparedness for dealing with this rapidly evolving function. We also added some new questions to the original survey to make for a richer picture.
In essence, the research showed sales people being reactive, transactional, overly focused on face-to-face behavioural negotiation tactics, and unaware of the strategic, analytical and longer term methods being employed by, arguably, a superiorly-educated procurement profession.
Our conclusions are that sales and account management must:-
•Do their homework; undertake Analysis Before Action
•Recognise procurement is after your job as The New Trusted Advisor
•Understand the Levers of Power and Value at play in their key relationships
•Ditch any avoidance behaviour and accept that it’s now Time to Engage with Procurement
We debate the survey results from both the Sales and Procurement points of view, and suggest that no longer this issue can be ignored by suppliers where procurement is in the game.
www.fourpillars.co
The chief executive of a New Zealand tech company recommends several factors for successfully expanding a business into the US market during difficult economic times:
1) The chief executive needs to relocate to the US to demonstrate commitment and better understand the market firsthand.
2) Hiring top local talent is critical but difficult, requiring psychometric testing and deep reference checks to find truly excellent employees.
3) Americans appreciate the less formal work culture of New Zealand companies. However, pay and equity incentives must be competitive to attract top talent.
4) Cash reserves are extremely important in a recession as sales cycles lengthen and some customers may default on payments. Companies must plan accordingly. Guidance from experienced organizations can help navigate
The global economic meltdown has radically changed the deal landscape. Research findings from Hay Group reveal that there are several critical success factors for all executives to keep in mind which make the difference between winning and losing in the M&A game.
The document discusses the importance of employee retention during an economic recession. While leaders may assume employees are happy just to have a job, many are actually disengaged and looking for other work. The document recommends that companies clearly communicate strategic objectives, demonstrate how employees contribute to them, and consistently recognize employee efforts to boost engagement. This will help retain top talent and ensure the company is well-positioned when economic conditions improve.
If you want to run your own business – whilst being part of a professional team of consultants, then become GLOBAL RESIDENT PARTNER - GRP please contact us on info@global-dubai.com
The document discusses talent management (TM) and the shortage of talented TM practitioners. Some key points:
1) While companies are increasingly focusing on talent issues, many TM professionals are underperforming and their practices remain bloated and impractical. There is a lack of "world-class" talent in the TM field.
2) Speaking to executive search firms reveals that there are very few considered truly great in the TM field. Additionally, there are almost no companies known for consistently producing great TM professionals.
3) This talent shortage in TM represents a missed opportunity, as success could help redeem HR's reputation and position TM as the driver of an organization's talent engine. However, failure to deliver
This document outlines 5 reasons why strategic recognition is important for businesses:
1. Strategic recognition drives employee engagement which leads to improvements in key business metrics like productivity, customer loyalty, sales, and profits.
2. Recognized employees are less likely to leave their jobs which can significantly reduce turnover costs.
3. Strategic recognition encourages emotional engagement over just transactional engagement which is better for employee well-being and performance.
4. Strategic recognition programs provide data that can be used to better manage talent and improve succession planning, performance management, and retention of top performers.
5. Strategic recognition helps bring a company's values to life by rewarding employees for demonstrating those values in their
G K Lim\'s "Negotiation Skills Workshop," on 15 -16 June 2011, at M...gklim
This document advertises a two-day workshop on strategic negotiation skills facilitated by GK Lim on June 15-16, 2011 in Kuala Lumpur, Malaysia. The workshop will provide participants with powerful negotiation techniques and strategies to use in business negotiations. Participants will learn how to prepare for negotiations, apply different strategies, maintain control in difficult situations, and close deals. Attendees include executives and managers who need to negotiate with customers, clients, vendors or suppliers. The workshop is supported by several HR organizations and provides a comprehensive manual.
The Christman Group is an investment banking firm that provides integrated solutions for private business owners. They take a unique approach to serving clients by addressing all personal, business, legal, financial, and tax issues into a single process. They have over 150 years of combined M&A experience and have been involved in over 460 successful transactions worth over $4.
Conscious and rigorous employing of seemingly contradicting perspectives on any context can help us widen the universal set of possibilities leading to potentially better advice. This is what is reckoned as “being creative by design”. Listed here are some of the perspectives (about objectives, strategy and execution) put forward by gurus that although contrarian to established thinking seems to be management true as well in specific contexts. For more writings, visit my website - http://www.sustaining-relevance.com/
The document discusses challenges facing the talent management field and proposes solutions to address them. It notes a lack of highly skilled talent in talent management and that current practices are often too complex. It argues that talent management must [1] elevate the capabilities of its practitioners by improving their business knowledge and adopting a production mindset, [2] radically simplify processes to focus on essential goals, and [3] add value to each practice to better support managers. The document contends that these changes are necessary for talent management to fulfill its potential and impact.
Best Practices in Consulting - Kennedy 2014Erik Wayton
This document discusses best practices for effectively managing HR administration in consulting firms. It notes that consulting firms face pressures to maintain profitability while costs rise. Direct costs associated with employees average around 60% of revenues. The complexity of managing different staffing models, from full-time employees to contractors, creates challenges for HR administration. While outsourcing some back-office functions can reduce costs, many firms realize benefits from keeping HR administration in-house. As consulting firms grow, transitioning to more structured HR management practices is important for sustaining growth and healthy profit margins.
This document provides guidance for conducting effective candidate interviews, including common hiring criteria, frequently asked interview questions, behavior-based interview questions, questions employers should avoid, motivation-based interview questions, management and supervisory skill questions, and a candidate evaluation form. It emphasizes using legal and job-relevant questions to evaluate a candidate's qualifications and cultural fit.
2011 Senior Executive Forum Final Presentationphil_waldeck
The document summarizes key points from a conference on managing employee benefits. It discusses increased focus by finance executives on pension benefits risk management and cost reduction due to challenges posed by healthcare reform and pension regulations. Specific solutions covered for mitigating pension plan risks include liability driven investing, buy-ins where an insurer takes over a portion of liability, and buy-outs where the insurer fully assumes the plan's liability. Developing a long-term strategy to transition pension plans through selective buy-ins or full buy-outs is recommended.
Riskpro India is a risk management consulting firm with offices in major Indian cities. It aims to provide integrated risk management solutions to mid-large sized corporations and financial institutions in India. Riskpro has over 200 years of cumulative experience across its multi-skilled team. It offers a variety of risk advisory services including Basel compliance, corporate risks, IT risks, operational risks, governance solutions, and legal risks. Restructuring is the process of radically changing relationships among stakeholders to make a company more profitable and efficient. It may be necessary due to poor financial performance, a new strategy, or correcting market valuation errors. Key factors for successful restructuring include setting objectives, focusing resources, communicating plans, executing swiftly, and monitoring progress. P
This document provides an overview of Riskpro India, a risk management consulting firm with offices in New Delhi, Mumbai, and Bangalore. It details Riskpro's mission to provide integrated risk management solutions to mid-large sized corporates and financial institutions in India. The document outlines Riskpro's value propositions including affordable services delivered by skilled professionals. It also summarizes Riskpro's service offerings such as Basel compliance advisory, corporate risk advisory, IT risk advisory, and corporate restructuring advisory.
Actuarial consultant vs insurance broker how to chooseBrad Gauen
Choosing an insurance broker (vs. actuarial consultants) is a decision that many mid-sized employers are getting wrong. If your organization has between 250 and 3,000 employees, here's why to consider going with a fee-for-service actuarial consulting firm for your employee benefits needs.
Avoiding blind spots in your next joint venturerob coulson
This document discusses common challenges that can cause joint ventures to fail, even when best practices are followed. It notes that 40-60% of joint ventures underperform or fail outright. While clear business rationale, partner selection, structure, exit planning and governance are considered best practices, joint ventures often fail due to a lack of process discipline. Specifically, companies rush through planning to meet deadlines, focus more on financial aspects than operational realities, and have declining executive involvement in later stages. To improve outcomes, companies need to balance speed and thorough planning, maintain leadership continuity across all stages, and ensure ongoing high-level participation throughout the process.
This document discusses the career opportunities and qualifications for becoming a Certified Public Accountant (CPA). It notes that demand for CPAs has increased due to factors like renewed focus on business ethics, globalization, and new technology. CPAs work in diverse roles beyond traditional accounting, including auditing, tax planning, IT services, and forensic accounting. The path to becoming a CPA involves obtaining a bachelor's degree, completing additional accounting credits, passing the Uniform CPA Exam, and gaining work experience. Earning a CPA license enhances career prospects and earning potential across various sectors of business.
This white paper discusses five steps for successful succession planning for advisory firms: 1) define goals, 2) weigh options like selling, merging, or internal transition, 3) structure the transaction and transition, 4) check for compliance, and 5) communicate the change to clients. It emphasizes starting succession planning early, identifying a worthy internal successor, and creating a formal plan to protect clients, employees, and the firm's value.
BDO is the brand name for the BDO network and for each of the BDO Member Firms. The document is a newsletter from BDO New Zealand called Business Edge that discusses four topics: incentivising employees for success, going public as a company, using social media beyond just buzz, and having a sense of purpose in business. It provides insights and advice for businesses on these key issues.
This document discusses the challenges of international performance management. It outlines several key challenges, including differing expectations between headquarters and subsidiaries, variations in environmental factors between countries, lack of uniformity in performance data due to accounting standard differences, and difficulties measuring expatriate performance due to raters potentially lacking competence in foreign business environments and being prone to bias. The document emphasizes that a standardized performance appraisal approach is difficult for multinational companies given the many cultural and country-specific variables involved.
This document discusses the challenges of international performance management. It outlines several key challenges, including differing expectations between headquarters and subsidiaries, using standardized vs customized performance criteria across cultures, accounting for environmental variations between countries, and ensuring rater competence and reducing bias when appraising expatriates. The document emphasizes that international performance management is complicated by these factors and MNCs must consider these challenges in their approach.
1. The document discusses strategies that high-growth insurance agencies use to build a successful sales culture and high-performance sales engine, including producer recruiting, sophisticated service staff, defined agency value propositions, and clearly communicated producer expectations.
2. It recommends agencies focus on recruiting proven sales professionals from other industries, use personality testing and accountability tracking to identify the best candidates. Having a sophisticated service staff allows producers to focus on new sales.
3. Defining the agency's value proposition and communicating producer expectations are also discussed as important elements of success. The overall message is that agencies need to take control of growth rather than being passive in today's challenging economic environment.
The document discusses Barclays' process for evaluating and selecting investment managers. It states that identifying the right asset allocation and implementing it properly are both important for achieving investment goals. The process involves both science, through a formal and structured methodology, and art, by applying judgment and philosophy. Barclays aims to identify managers most likely to perform well through rigorous due diligence and ongoing monitoring. The paper will explain Barclays' comprehensive approach to manager analysis, selection, and review.
The CEO's Guide to Corporate Finance outlines four principles, or cornerstones, to help executives make strong financial decisions independently of the CFO. The four cornerstones are: 1) the core-of-value principle focuses on returns on capital and growth as drivers of value, 2) the conservation-of-value principle states that only improving cash flows creates value, 3) the expectations treadmill principle explains how share prices reflect changing expectations rather than just performance, and 4) the best-owner principle states that a business's value depends on its owner and strategy. Applying these principles can help executives evaluate acquisitions, divestitures, projects, and compensation to make decisions that create rather than destroy value.
Husys Consulting identifies 9 common mistakes made when hiring a CEO: 1) Being too rigid on salary and failing to negotiate non-cash compensation. 2) Not creating a proper job description. 3) Assuming success in one company guarantees success elsewhere. 4) Overlooking whether a candidate's personality is a good fit. 5) Rushing the hiring decision. 6) Not considering what skills are needed based on the company's current growth stage. 7) Failing to effectively sell the company to candidates. 8) Only hiring candidates similar to existing skills and personalities. 9) Not providing proper onboarding support for the new CEO.
Every company is known by the public via two distinct brands, its
employer brand and its consumer brand. Understanding what
distinguishes the employer brand
and how it may affect attracting and
retaining superior performers can
be the difference between spring-loading
out of a recession and not recovering at all.
PiR Resourcing is a life science recruiting firm that focuses on providing senior resourcing solutions and interim management services to international life science companies. They specialize in high demand roles like medical, regulatory, and commercial positions. Their objective is to identify senior talent to support clients' goals for innovation and competitive advantage. They offer permanent recruiting, interim management placement, talent identification services, and can connect clients with board evaluation and HR consultants through their network.