Most firms think they have a viable strategy, but don\'t! There are four critical decisions anchoring an effective strategy for dominating your industry which revolve around Verne\'s famous one-page strategic planning document
Get back on track with Mastering the Rockefeller Habits, a one-day seminar packed with actionable ideas guaranteed to make your company grow. Backed by nearly three decades of experience working with growing firms - from start-up through mid-stage and on to IPO - Verne Harnish has sifted through all the theory and distilled a fundamental set of principles into strategies you can use immediately.
1) Managers do things right while leaders do the right thing. The best leaders can switch between leadership styles depending on the circumstances.
2) The STARS framework identifies five types of leadership transitions: start-up, turnaround, accelerated growth, realignment, and sustained success. Each transition has different challenges and opportunities.
3) Stefan used the STARS model to recognize the difference between the turnaround situation in Europe and the realignment needed in North America. This allowed him to select the appropriate leadership strategies and style for each transition.
Social media is demonstrating its power to bring together disparate groups through sharing ideas. Some organizations are looking to leverage social media to help deliver innovation during difficult economic times. This requires a collaborative leadership style that taps into the depth of talent within an organization. O2 established an internal social network to encourage idea sharing and improve customer service. Glaxo Smith Kline is developing a talent pool of high potentials by paying off their student loans to recruit top graduates and deliver future innovation. Developing talent pools can provide cost savings and improve quality over time.
Larry farrell in entrepreneurship Special Reportapplebandong31
The Entrepreneurial Growth Forum (EGF) was founded in 1983 by Larry Farrell to research and teach entrepreneurial practices of successful entrepreneurs worldwide. [1] EGF's mission is to study high-growth business practices and distill them into teachable principles. [2] It serves large companies, aspiring entrepreneurs, schools, and governments in over 40 countries and has over 5 million participants. [3] After over 25 years, EGF has successfully achieved its goal of researching and teaching entrepreneurship worldwide.
Navigating in the new competitive landscape: Building strategic flexibility a...UGRME
The document outlines six strategies for building strategic flexibility and competitive advantage in the 21st century competitive landscape: 1) exercise strategic leadership, 2) build dynamic core competencies, 3) focus and develop human capital, 4) make effective use of new technology, 5) engage in valuable strategies such as exploiting global markets and cooperative strategies, and 6) develop new organizational structures and cultures that emphasize learning, innovation, and treating the firm as a bundle of assets.
This document provides information for districts implementing the Missouri Integrated Model (MIM) to expand implementation to additional buildings or grade levels (known as "scaling up"). It outlines two phases for scaling up - Exploration or Initial Implementation. Districts can submit scaling up plans for either phase. The plans should include details of the current and new buildings/grade levels, letters of commitment, a scaling up proposal and budget. Support of up to $10,000 is available for costs associated with attending trainings and meetings and addressing action plan items. Questions about the process can be directed to the listed DESE contacts.
Most sales executive understand sales skills but execute them poorly. This highly interactive seminar provides field-proven, added-value strategies for productivity improvement while building long-term client relationship.
Get ready to take Jack\'s proven techniques and turn them into your own sales and management success stories. This man\'s enthusiasm is contagious - you\'ve been warned!
10 Top Reasons to Sign Up:
- Achieve greater sales and profits with existing resources
- Build a world-class sales organisation
- Leverage the web and social media to increase sales
- Increase your sales while reducing your sales and marketing costs
- Identify key characteristics of top performers
- Learn how to sell smarter through creating value
- Develop a winning culture in your organisation
- Leverage communication / social / buying styles to increase sales
- Set and reach your business and life goals
- Get quick results and accelerate your business growth
40 Things Every Start-Up Should Do To Scale UpHappy Marketer
A must read for everyone - from frontline employees to senior executives to get aligned in contributing to the growth of a start-up. Based on 'Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)' by Verne Harnish, this slideshare shares practical one-line approaches on building an industry-dominating business.
Growth Summit Europe 2015 #gse15 in beeld en quotes - ScaleUp CompanyErno Hannink
De 5e Growth Summit Europe te Amsterdam.
Sprekers Steve Martin, Ari Meisel, Alan Miltz en Verne Harnish.
Meer foto's van de Growth Summit https://scaleupcompany.com/growth-summit-europe-2015-fotos-gse15/
Door ScaleUp Company
1) Managers do things right while leaders do the right thing. The best leaders can switch between leadership styles depending on the circumstances.
2) The STARS framework identifies five types of leadership transitions: start-up, turnaround, accelerated growth, realignment, and sustained success. Each transition has different challenges and opportunities.
3) Stefan used the STARS model to recognize the difference between the turnaround situation in Europe and the realignment needed in North America. This allowed him to select the appropriate leadership strategies and style for each transition.
Social media is demonstrating its power to bring together disparate groups through sharing ideas. Some organizations are looking to leverage social media to help deliver innovation during difficult economic times. This requires a collaborative leadership style that taps into the depth of talent within an organization. O2 established an internal social network to encourage idea sharing and improve customer service. Glaxo Smith Kline is developing a talent pool of high potentials by paying off their student loans to recruit top graduates and deliver future innovation. Developing talent pools can provide cost savings and improve quality over time.
Larry farrell in entrepreneurship Special Reportapplebandong31
The Entrepreneurial Growth Forum (EGF) was founded in 1983 by Larry Farrell to research and teach entrepreneurial practices of successful entrepreneurs worldwide. [1] EGF's mission is to study high-growth business practices and distill them into teachable principles. [2] It serves large companies, aspiring entrepreneurs, schools, and governments in over 40 countries and has over 5 million participants. [3] After over 25 years, EGF has successfully achieved its goal of researching and teaching entrepreneurship worldwide.
Navigating in the new competitive landscape: Building strategic flexibility a...UGRME
The document outlines six strategies for building strategic flexibility and competitive advantage in the 21st century competitive landscape: 1) exercise strategic leadership, 2) build dynamic core competencies, 3) focus and develop human capital, 4) make effective use of new technology, 5) engage in valuable strategies such as exploiting global markets and cooperative strategies, and 6) develop new organizational structures and cultures that emphasize learning, innovation, and treating the firm as a bundle of assets.
This document provides information for districts implementing the Missouri Integrated Model (MIM) to expand implementation to additional buildings or grade levels (known as "scaling up"). It outlines two phases for scaling up - Exploration or Initial Implementation. Districts can submit scaling up plans for either phase. The plans should include details of the current and new buildings/grade levels, letters of commitment, a scaling up proposal and budget. Support of up to $10,000 is available for costs associated with attending trainings and meetings and addressing action plan items. Questions about the process can be directed to the listed DESE contacts.
Most sales executive understand sales skills but execute them poorly. This highly interactive seminar provides field-proven, added-value strategies for productivity improvement while building long-term client relationship.
Get ready to take Jack\'s proven techniques and turn them into your own sales and management success stories. This man\'s enthusiasm is contagious - you\'ve been warned!
10 Top Reasons to Sign Up:
- Achieve greater sales and profits with existing resources
- Build a world-class sales organisation
- Leverage the web and social media to increase sales
- Increase your sales while reducing your sales and marketing costs
- Identify key characteristics of top performers
- Learn how to sell smarter through creating value
- Develop a winning culture in your organisation
- Leverage communication / social / buying styles to increase sales
- Set and reach your business and life goals
- Get quick results and accelerate your business growth
40 Things Every Start-Up Should Do To Scale UpHappy Marketer
A must read for everyone - from frontline employees to senior executives to get aligned in contributing to the growth of a start-up. Based on 'Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)' by Verne Harnish, this slideshare shares practical one-line approaches on building an industry-dominating business.
Growth Summit Europe 2015 #gse15 in beeld en quotes - ScaleUp CompanyErno Hannink
De 5e Growth Summit Europe te Amsterdam.
Sprekers Steve Martin, Ari Meisel, Alan Miltz en Verne Harnish.
Meer foto's van de Growth Summit https://scaleupcompany.com/growth-summit-europe-2015-fotos-gse15/
Door ScaleUp Company
Growth Summit Europe 2015 #gse15 in beeld en quotesErno Hannink
De 5e Growth Summit Europe te Amsterdam.
Sprekers Steve Martin, Ari Meisel, Alan Miltz en Verne Harnish.
Meer foto's van de Growth Summit https://ScaleUpCompany.com/growth-summit-europe-2015-fotos-gse15/
door ScaleUp Company
This document provides an agenda for a two-day national growth summit. Day one will feature presentations from experts on topics related to business growth, excellence, leadership, marketing, and building brands. Day two will allow attendees to choose from four concurrent workshops covering: re-imagining business excellence in a disruptive age; learning about multipliers leadership; mastering the mindset for sales success; and four key decisions to drive growth. The workshops will involve interaction, discussion, and practical exercises.
Scaling Up and Out your Virtualized SQL Serversheraflux
Scaling up a single SQL Server instance can be tough. Scaling up hundreds or thousands is tougher. Now virtualize them all. Whew! But… does it have to be harder when virtualized? Could it be easier than when physical? This session will explore the use of virtualization technologies to help augment and improve SQL Server’s native capabilities to help you better scale up for a single intense workload and scale out for many such workloads in the same environment. Come learn valuable tips and tricks that you can bring back to your organization on topics such as workload characteristic analysis, horizontal versus vertical scalability, common pitfalls and ways around them, performance optimization, VM sizing, and more!
Session source: IT/Dev Connections conference, 8/2014
Liz Wiseman beleuchtet in ihrem Buch "Multiples" nach jahrelangen Studien und Recherchen, warum Manager so unterschiedlich wirksam in ihrem Erfolg sind, obwohl sie intellektuell die gleichen Voraussetzungen mitbringen. Sie unterscheidet grundsätzlich zwischen Multipliern und Diminishern und zeigt auf, worin sich diese beiden Typen unterschieden. Das Buch deckt schonungslos auf, anhand welcher Verhaltensweisen man Diminisher erkennt und zeigt ebenso Chancen, sich selbst als Manager zum Multiplier weiter zu entwickeln.
Auf 19 Folien habe ich die wichtigsten Aussagen und Erkenntnisse des Buches für einen Vortrag unter Gründern & Geschäftsführern aufgearbeitet.
This book review summarizes the key points of the book "Multipliers" by Liz Wiseman. It discusses how multipliers aim to optimize the talents of those they work with by extending challenges, debating decisions openly, and giving a sense of ownership. Multipliers do this by asking questions, owning mistakes, trusting their team, and requiring their best work. The book provides practical advice on developing multiplier skills and examples of concrete practices to help the reader improve. It encourages the reader to choose practices to focus on to more effectively grow their team.
Nationale Groeimasterclass 2015 een terugblik #ngmc2015 #ngm15Erno Hannink
Een terugblik met foto's en quotes van de Nationale Groeimasterclass 2015 - 27 okt 2015 de 2e nationale groeimasterclass te Hilversum. Met Verne Harnish @thegrowthguy, Greg Crabtree en Paul Hughes als keynotes.
Presentaties van Pieter Zwart (Coolblue), Heleen van Oord (DQNA), Jitse Groen (Thuisbezorgd), Harald Swinkels (NLE), Han de Groot (Metrixlab) en Philip Walkate.
The Focused Creator: Learn the art of follow through and achieve your goalsJake Jorgovan
The Focused Creator is a book for creatives, entrepreneurs and knowledge workers who struggle to focus.
This is for everyone who has ever claimed Entrepreneurial ADD or Shiny Object Syndrome as a problem in their life.
This book is for everyone who has supplies for a project they never finished, half drafted books, and a graveyard of abandoned ideas.
This book is about the intersection of productivity, creativity and goal setting. This book builds upon the great authors that came before me such as Todd Henry, David Allen, Scott Belsky, Verne Harnish, Steven Covey and many others.
This book is about focus, follow through and achieving your goals.
The strategic plan outlines NeighborSpace's vision to preserve green open spaces in established Baltimore County neighborhoods. The plan details 5 goals: 1) acquire more land for open spaces, 2) engage communities in stewardship of spaces, 3) expand communications and outreach, 4) diversify revenue sources, and 5) strengthen operational capacity. Major strategies include developing land acquisition, property management, and communications/fundraising plans to achieve these goals and fulfill NeighborSpace's mission.
The document discusses a research study that identified two types of leaders: diminishers, who decrease the intelligence of those around them, and multipliers, who amplify the intelligence of others. The study found five disciplines that distinguish multipliers from diminishers: instilling accountability, encouraging debate, attracting and optimizing talent, extending challenges, and creating space for best thinking. Multipliers create a genius effect by leveraging the capabilities of their employees and achieving greater productivity and results.
What words come to mind when you think about Lean? Toyota? Six Sigma? Manufacturing? Waste? What about Leadership? Does that factor in your thinking? Leadership is often depicted as the foundation of lean, but what does this mean in practise? Is there a place for Lean Leadership in IT? There absolutely is.
In this session we will explore what it means to be a Lean Leader and the role of Leadership in supporting the house of Lean. This presentation extends well beyond theory, peppered with numerous practical real world examples of how Lean Leadership has been applied in IT. Attendees will leave this session armed with proven tools and techniques the help them on their journey to Lean Leadership.
Presented at itSMF Australia Service Management Conference 2016
Scott Farquhar is an entrepreneur and the co-founder and co-CEO of Atlassian, an enterprise software company. Atlassian's mission is to build a different kind of software company that listens to clients, values innovation, and solves problems with simplicity while providing legendary customer service. The company has over 50,000 customers and uses metrics and rhythm to guide its culture and vision.
A presentation filled with tips by the investigative recruitment research firm Intellerati on taking a focused approach to candidate sourcing. Visit Intellerati at http://www.intellerati.com.
For CEOs and their Leadership Teams:
Join the exceptional company of more than 20,000 executives who have attended this workshop and experienced results.
Spend a day with a senior certified coach and and you will GAIN:
1.An overview of the Four Decisions™ (People, Strategy, Execution, Cash) you must get right to grow.
2.A considerable start on your 2012 One-Page Strategic Plan, to focus and align your team.
3.The Rockefeller Habits checklist to strengthen your ability to execute and accelerate your growth.
4.An aligned, accountable and enthusiastic leadership team, ready to hit the ground running in 2012.
BMP is an intensive business mentoring program dedicated to accomplished entrepreneurs, executive managers or to management teams which are part of Romanian companies or companies from neighboring countries. The program is developed following the initiative of the Post-Privatization Foundation with the support of Entrepreneurship Ventures Inc. (USA).
The document is an invitation to attend the Creative Resilience Program being held from October 22-24, 2011 at the Sofitel Hotel in Sharm El-Sheikh, Egypt. The program aims to teach business leaders how to strengthen creative resilience, think innovatively, and overcome challenges in tough economic times. It will cover topics like creativity and idea generation, business model innovation, strategic decision making, and developing a culture that supports innovation. The facilitators will include experts in creativity and innovation. The program will provide materials, translation services, and participants will receive a certificate of completion.
The document discusses entrepreneurial leadership and different leadership models for startups. It explains that entrepreneurial leadership requires having a vision and motivating employees, but that different entrepreneurs may have different leadership styles. Successful startup teams are characterized as having a product that solves customer problems, a tight collaborative culture, relentless customer focus, strong operations, and an early focus on sales.
The document discusses turnarounds and outlines Steven L'Heureux's framework for successful turnarounds. It notes that turnarounds require envisioning what is possible and taking decisive action. It then provides details on assessing the business situation, building an effective leadership team, making organizational changes, delivering growth and profitability, and answering questions.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
Paul Cartabiano has over 30 years of experience in pharmaceutical sales leadership. He emphasizes building a demanding environment where accountable, high-performing teams thrive. As a sales leader, he has launched multiple brands successfully and grown sales significantly. His career highlights include leadership roles at Pfizer, Noven Pharmaceuticals, and a start-up where he helped the company get acquired.
This document contains lecture notes on entrepreneurship and the entrepreneurial process from a course. It discusses key concepts such as the definition of an entrepreneur, characteristics of opportunities and entrepreneurial teams. It also examines models of the entrepreneurial process, myths about entrepreneurs, and statistics on business survival rates. The notes provide an overview of the entrepreneurial mindset and best practices for new ventures.
Growth Summit Europe 2015 #gse15 in beeld en quotesErno Hannink
De 5e Growth Summit Europe te Amsterdam.
Sprekers Steve Martin, Ari Meisel, Alan Miltz en Verne Harnish.
Meer foto's van de Growth Summit https://ScaleUpCompany.com/growth-summit-europe-2015-fotos-gse15/
door ScaleUp Company
This document provides an agenda for a two-day national growth summit. Day one will feature presentations from experts on topics related to business growth, excellence, leadership, marketing, and building brands. Day two will allow attendees to choose from four concurrent workshops covering: re-imagining business excellence in a disruptive age; learning about multipliers leadership; mastering the mindset for sales success; and four key decisions to drive growth. The workshops will involve interaction, discussion, and practical exercises.
Scaling Up and Out your Virtualized SQL Serversheraflux
Scaling up a single SQL Server instance can be tough. Scaling up hundreds or thousands is tougher. Now virtualize them all. Whew! But… does it have to be harder when virtualized? Could it be easier than when physical? This session will explore the use of virtualization technologies to help augment and improve SQL Server’s native capabilities to help you better scale up for a single intense workload and scale out for many such workloads in the same environment. Come learn valuable tips and tricks that you can bring back to your organization on topics such as workload characteristic analysis, horizontal versus vertical scalability, common pitfalls and ways around them, performance optimization, VM sizing, and more!
Session source: IT/Dev Connections conference, 8/2014
Liz Wiseman beleuchtet in ihrem Buch "Multiples" nach jahrelangen Studien und Recherchen, warum Manager so unterschiedlich wirksam in ihrem Erfolg sind, obwohl sie intellektuell die gleichen Voraussetzungen mitbringen. Sie unterscheidet grundsätzlich zwischen Multipliern und Diminishern und zeigt auf, worin sich diese beiden Typen unterschieden. Das Buch deckt schonungslos auf, anhand welcher Verhaltensweisen man Diminisher erkennt und zeigt ebenso Chancen, sich selbst als Manager zum Multiplier weiter zu entwickeln.
Auf 19 Folien habe ich die wichtigsten Aussagen und Erkenntnisse des Buches für einen Vortrag unter Gründern & Geschäftsführern aufgearbeitet.
This book review summarizes the key points of the book "Multipliers" by Liz Wiseman. It discusses how multipliers aim to optimize the talents of those they work with by extending challenges, debating decisions openly, and giving a sense of ownership. Multipliers do this by asking questions, owning mistakes, trusting their team, and requiring their best work. The book provides practical advice on developing multiplier skills and examples of concrete practices to help the reader improve. It encourages the reader to choose practices to focus on to more effectively grow their team.
Nationale Groeimasterclass 2015 een terugblik #ngmc2015 #ngm15Erno Hannink
Een terugblik met foto's en quotes van de Nationale Groeimasterclass 2015 - 27 okt 2015 de 2e nationale groeimasterclass te Hilversum. Met Verne Harnish @thegrowthguy, Greg Crabtree en Paul Hughes als keynotes.
Presentaties van Pieter Zwart (Coolblue), Heleen van Oord (DQNA), Jitse Groen (Thuisbezorgd), Harald Swinkels (NLE), Han de Groot (Metrixlab) en Philip Walkate.
The Focused Creator: Learn the art of follow through and achieve your goalsJake Jorgovan
The Focused Creator is a book for creatives, entrepreneurs and knowledge workers who struggle to focus.
This is for everyone who has ever claimed Entrepreneurial ADD or Shiny Object Syndrome as a problem in their life.
This book is for everyone who has supplies for a project they never finished, half drafted books, and a graveyard of abandoned ideas.
This book is about the intersection of productivity, creativity and goal setting. This book builds upon the great authors that came before me such as Todd Henry, David Allen, Scott Belsky, Verne Harnish, Steven Covey and many others.
This book is about focus, follow through and achieving your goals.
The strategic plan outlines NeighborSpace's vision to preserve green open spaces in established Baltimore County neighborhoods. The plan details 5 goals: 1) acquire more land for open spaces, 2) engage communities in stewardship of spaces, 3) expand communications and outreach, 4) diversify revenue sources, and 5) strengthen operational capacity. Major strategies include developing land acquisition, property management, and communications/fundraising plans to achieve these goals and fulfill NeighborSpace's mission.
The document discusses a research study that identified two types of leaders: diminishers, who decrease the intelligence of those around them, and multipliers, who amplify the intelligence of others. The study found five disciplines that distinguish multipliers from diminishers: instilling accountability, encouraging debate, attracting and optimizing talent, extending challenges, and creating space for best thinking. Multipliers create a genius effect by leveraging the capabilities of their employees and achieving greater productivity and results.
What words come to mind when you think about Lean? Toyota? Six Sigma? Manufacturing? Waste? What about Leadership? Does that factor in your thinking? Leadership is often depicted as the foundation of lean, but what does this mean in practise? Is there a place for Lean Leadership in IT? There absolutely is.
In this session we will explore what it means to be a Lean Leader and the role of Leadership in supporting the house of Lean. This presentation extends well beyond theory, peppered with numerous practical real world examples of how Lean Leadership has been applied in IT. Attendees will leave this session armed with proven tools and techniques the help them on their journey to Lean Leadership.
Presented at itSMF Australia Service Management Conference 2016
Scott Farquhar is an entrepreneur and the co-founder and co-CEO of Atlassian, an enterprise software company. Atlassian's mission is to build a different kind of software company that listens to clients, values innovation, and solves problems with simplicity while providing legendary customer service. The company has over 50,000 customers and uses metrics and rhythm to guide its culture and vision.
A presentation filled with tips by the investigative recruitment research firm Intellerati on taking a focused approach to candidate sourcing. Visit Intellerati at http://www.intellerati.com.
For CEOs and their Leadership Teams:
Join the exceptional company of more than 20,000 executives who have attended this workshop and experienced results.
Spend a day with a senior certified coach and and you will GAIN:
1.An overview of the Four Decisions™ (People, Strategy, Execution, Cash) you must get right to grow.
2.A considerable start on your 2012 One-Page Strategic Plan, to focus and align your team.
3.The Rockefeller Habits checklist to strengthen your ability to execute and accelerate your growth.
4.An aligned, accountable and enthusiastic leadership team, ready to hit the ground running in 2012.
BMP is an intensive business mentoring program dedicated to accomplished entrepreneurs, executive managers or to management teams which are part of Romanian companies or companies from neighboring countries. The program is developed following the initiative of the Post-Privatization Foundation with the support of Entrepreneurship Ventures Inc. (USA).
The document is an invitation to attend the Creative Resilience Program being held from October 22-24, 2011 at the Sofitel Hotel in Sharm El-Sheikh, Egypt. The program aims to teach business leaders how to strengthen creative resilience, think innovatively, and overcome challenges in tough economic times. It will cover topics like creativity and idea generation, business model innovation, strategic decision making, and developing a culture that supports innovation. The facilitators will include experts in creativity and innovation. The program will provide materials, translation services, and participants will receive a certificate of completion.
The document discusses entrepreneurial leadership and different leadership models for startups. It explains that entrepreneurial leadership requires having a vision and motivating employees, but that different entrepreneurs may have different leadership styles. Successful startup teams are characterized as having a product that solves customer problems, a tight collaborative culture, relentless customer focus, strong operations, and an early focus on sales.
The document discusses turnarounds and outlines Steven L'Heureux's framework for successful turnarounds. It notes that turnarounds require envisioning what is possible and taking decisive action. It then provides details on assessing the business situation, building an effective leadership team, making organizational changes, delivering growth and profitability, and answering questions.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
Paul Cartabiano has over 30 years of experience in pharmaceutical sales leadership. He emphasizes building a demanding environment where accountable, high-performing teams thrive. As a sales leader, he has launched multiple brands successfully and grown sales significantly. His career highlights include leadership roles at Pfizer, Noven Pharmaceuticals, and a start-up where he helped the company get acquired.
This document contains lecture notes on entrepreneurship and the entrepreneurial process from a course. It discusses key concepts such as the definition of an entrepreneur, characteristics of opportunities and entrepreneurial teams. It also examines models of the entrepreneurial process, myths about entrepreneurs, and statistics on business survival rates. The notes provide an overview of the entrepreneurial mindset and best practices for new ventures.
This presentation is an introduction to Month 11 of our Global Markets Coaching Program. The Global Markets Coaching program facilitates business growth and development between developed and emerging countries - for entrepreneurs, innovators and business leaders - particularly by our unique coaching program.
Execute! - Moving your team from Strategy to Commitment to ActionAnton van der Walt
During this time of the year, most companies start thinking about their strategic planning process and what they need to do around this subject. Strategy is about understanding what has happened this past year and what needs to be achieved during the following year. In effect, it is a determination on what has worked well, and what should be improved upon.
In the past, a lot of the strategy was around a five-year business plan or at the very least it is a multi-year approach. But with the current level of disruption and change, I think five-year strategic plans just doesn't exist anymore. Or even if it does, it's likely meaningless or of little value.
When I speak to CEO's and Directors of companies about strategy, I hear this over and over again. It is not so much about strategy, it is the ability of the team to execute the strategy that is making or breaking a successful year. Often there's a complete inability to get the company to move to full execution of the strategy. We know it's easy to sit in a room and talk strategy and determine priorities. But it's another challenge entirely to execute strategy effectively. From what I hear and see, the biggest failure in executing strategy is the inability to get employees fully committed - committed to the strategy and committed to actioning the strategy. It is the commitment to do what you said you were going to do, and to action it.
Knowledge Capital is an organization committed to providing business education programs in India featuring global perspectives. It brings together renowned faculty and business leaders to address business challenges through workshops, programs, and speaker events. The organization has worked with many major Indian companies to provide these programs and events to their senior management teams.
The document provides guidance to business leaders on refining growth strategies in four key areas: 1) Refining customer acquisition strategies through more engagement-driven marketing. 2) Increasing focus on customer retention and winback. 3) Integrating online marketing strategies across websites, social media, and paid media. 4) Leveraging business intelligence and data analytics to gain insights into customers and optimize strategies. The overall message is that leaders should sharpen their approaches to better engage customers and leverage available tools and data to drive results.
This document summarizes key insights from research by Professor Edward Hess on achieving business growth. It discusses how growth is a dynamic process requiring an internal environment that supports experimentation and risk-taking. High-growth companies focus on continuous improvement, engage employees in strategy, and view customers, employees and society as equal stakeholders rather than just focusing on shareholders. Biology is compared to business growth to illustrate how unrealistic beliefs about always growing and linear growth can be. The document concludes that achieving above-average long-term growth requires a system incorporating focused strategy, entrepreneurial culture and values, iterative learning and high employee engagement.
This document discusses how companies measure the impact of flexibility in the workplace. It finds that the most common approaches are to include questions about flexibility in annual employee surveys and specialized work-life/diversity surveys. These surveys measure the availability and importance of flexibility, and analyze correlations between flexibility and outcomes like job satisfaction, retention, and stress levels. Companies are able to better understand how flexibility contributes to business objectives like productivity and performance. The data collected helps strengthen the business case for expanding flexibility practices.
This document discusses aligning an organization's strategy and culture. It outlines three key ways to do this:
1. Aligning shared values, organizational messages, and desired behaviors to drive results. High performing companies clearly communicate their purpose and values throughout the organization.
2. Engaging and enabling employees to enhance performance. Organizations must ensure employees have what they need to do their jobs well and feel supported, not just motivated.
3. Challenging unwritten rules to enable transformation. Leaders must confront unhelpful cultural norms and behaviors internally to drive change.
The document discusses five key initiatives to reinforce corporate agility: 1) Simplify and clarify processes, policies, and priorities to reduce unnecessary effort. 2) Build feedback loops through honest and frequent feedback to enable adapting to changes. 3) Expand horizons by looking outside the organization and testing boundaries. 4) Empower employees by pushing decisions down, holding people accountable, and rewarding performers. 5) Build a winning culture with no weak links, a focus on self-improvement, and an expectation of success. Practical tools and techniques are provided for each initiative.
GROWTH AT WORK: The Benefits of Building Entrepreneurial Environmentsled4lgus
Entrepreneurial environments within organizations provide significant benefits. They stretch organizations beyond traditional boundaries, empowering them to create new market opportunities and mobilize resources accordingly. Entrepreneurial companies motivate employees to take calculated risks and pursue new ideas. While barriers to developing entrepreneurial cultures exist, organizations can overcome them by focusing on direction, architecture, and behaviors. Effective strategies include leadership commitment, incentives, employee flexibility, embracing failures, and workspace design. Leaders who champion entrepreneurship and provide resources for new ideas can foster the collaborative risk-taking cultures that enable breakthrough innovation.
Maurice washington open_source_economic_developmentBill Layton
This document discusses problems with traditional economic development approaches and proposes an open source economic development model. The key problems identified are silos between groups, self-interest over community interests, reluctance to change, and lack of clear goals. The document proposes forming action committees across industries to coordinate recruitment, retention and expansion efforts. It emphasizes developing clear marketing targets and plans based on community values and increasing community involvement through communication and an open process.
This document provides an overview of business environment concepts. It defines the business environment as the aggregate of all conditions, events, and influences that surround and affect a business. The business environment is very complex and dynamic, comprising opportunities and threats from factors such as economic, political, social, technological, and competitive conditions. Understanding the business environment is important for businesses to adapt and make decisions that allow them to operate successfully.
Similar to Go For Growth: Four Key Decisions to Drive Revenue and Profits (20)
Go For Growth: Four Key Decisions to Drive Revenue and Profits
1. THE GROWTH FACULTY proudly presents
one of the world’s leading growth experts,
VERNE HARNISH, LIVE in Australia VERNE
HARNISH
GO FOR
GROWTH
FOUR KEY DECISIONS
TO DRIVE REVENUE
AND PROFITS
Presented by
Verne Harnish, author
of #3 Strategy best-seller
on Amazon.com
“Verne is the guru of fast-growth companies. Those who listen GROW
and SUCCEED...so listen...or read!”
TOM PETERS
6 TOP REASONS TO SIGN UP:
1. Lead the charge on high payoff initiatives
SYDNEY
2. Keep everyone in your organisation aligned and accountable 20 September 2011
––
3. Create customer loyalty that makes price irrelevant
ADELAIDE
4. Fuel growth with smart cashflow management 21 September 2011
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5. Know what’s working in today’s mega-growth businesses
BRISBANE
6. Build real market value and serious stakeholder wealth 22 September 2011
“Verne’s One Page Strategic Plan has provided Silver Chef Limited with
a road map to develop and execute our strategic objectives and thereby
grow our profit by more than a compound 23% per year since listing on
the ASX.”
REGISTER ONLINE www.thegrowthfaculty.com.au | OR CALL 1300 721 778
2. IMPLEMENT THE FUNDAMENTALS THAT DRIVE
SUSTAINABLE GROWTH
THE GROWTH GUY
VERNE
HARNISH
GO FOR GROWTH
– FOUR KEY DECISIONS
TO DRIVE REVENUE
AND PROFITS
Move the Needle to Achieve:
2X current cash flow
About Verne Harnish 3X industry-average profitability
Verne Harnish is the author of Mastering the Rockefeller
Habits: What You Must Do to Increase the Value of Your Fast
10X today’s market valuation – the key to
Growth Firm. cashing out at top dollar
Verne is founder of the world-renowned Young
Entrepreneurs’ Organisation (YEO) and chair’s YEO’s Learn the four Fundamentals for Sustainable
premiere CEO program, the Birthing of Giants, and WEO’s
Growth—the four critical decisions you
Advanced Business program, both held at MIT. Founder
and CEO of Gazelles, Inc., Verne has spent the past 24 must get right in order to grow
years educating entrepreneurs and business leaders from Decisions equal success – and there are four decisions, in
some of the world’s fastest growing companies. growing your business, that you must get right or risk leaving
As the “Growth Guy”, Verne is a contributing editor significant revenues, profits, and time on the table.
and frequent writer for Fortune magazine and Based on his famous One-Page Strategic Plan, Verne will
co-chaired Fortune’s four regional Go for Growth help you and your team, nail these decisions which are
conferences in 2004. fundamental to not only survive, but thrive in the changing
Mastering the Rockefeller Habits is endorsed by over 100 world of business.
CEOs of mid-size companies and is published in Chinese, This one-day seminar is packed with actionable ideas
Japanese, Korean and Spanish. guaranteed to make your business grow in uncertain times.
“I am honoured to have attended Verne’s first Take your company further in a single week
seminar in Australia in 2005 with my team. It than you have in an entire year
was the most important step in our organisation’s
Verne Harnish knows how to teach these tools to executives
history and was the catalyst for us tripling our
who have no patience for anything they can’t put into action
revenue since that time. We have keenly embraced right now. In fact, he has presented to more than 20,000
all of the Rockefeller habits and remain Verne’s growth-hungry leaders.
avid followers”.
ALLAN MCKEOWN, CEO, PROSPERITY ADVISER
3. IF GROWTH IS YOUR PRIORITY, THEN YOU CANNOT
AFFORD TO MISS THIS EVENT. BOOK NOW!
Bring your management team along for a truly interactive seminar SEMINAR OUTLINE
and work on the principles of the One-Page Strategic Plan.
STRATEGY EXECUTION
The session concentrates on people and strategy, organised The session centres on execution, organised around the highly
around the highly regarded One-Page Strategic Plan regarded one-page Rockefeller Habits checklist. Verne Harnish
document. Verne Harnish will cover the following topics: will cover the following topics:
CASH MODEL ROCKEFELLER HABITS CHECKLIST
– How to double your operating cash flow in 12 months. – Ten essential habits that reduce the executive time needed
to manage the business from 50 hours/week to less than 15
MARKET INTELLIGENCE hours.
– How leading firms learn faster to remain ahead of their
competitors and drive priority setting. MEETING RHYTHM
– The daily, weekly, monthly, quarterly and annual meeting
PEOPLE rhythm and the specific agendas that make them effective and
– How to select and hire A players and keep them motivated. practical.
CORE IDEOLOGY METRICS
– Bringing your core values and core purpose alive to energise – The three types of metrics that drive the business on a daily
your employees and simplify your human resource systems. and weekly basis.
BHAG (BIG HAIRY AUDACIOUS GOAL) PRIORITIES
– Aligning it with your business fundamentals. – Using daily, weekly and quarterly themes to drive alignment
and focus.
BRAND PROMISE
– The key strategic decision that differentiates you from ORGANISATIONAL STRUCTURE
competitors i.e. if you can’t state your strategy in a – The three types of organisational charts and how to apply
sentence, you don’t get it! them to keep everyone accountable.
X-FACTOR THEMES
– The 10–30 times advantage over competitors that – How to use them to make your priorities memorable and add
helps you dominate your industry and block competitive energy to your organisation.
response.
ANNUAL AND QUARTERLY FOCUS
– The most critical short-term decisions an executive team
can make to drive alignment and performance.
Gazelles Growth Tools™ – Takeaways you can use now!
– Accountabilities Worksheet: Get the right people doing the right things.
– One-Page Strategic Plan: Every person in your organisation must be on the same page. This is that page.
– Rockefeller Habits Checklist: Even veteran pilots go through a pre-flight checklist prior to take-off. You should too.
– Who-What-When Worksheet: Build a better to-do list and drive tactical priorities.
– KPI Worksheet: Identify the numbers you must watch daily to maintain your growth trajectory.
– Critical Numbers Worksheet: Track short-term, focused, measurable outcomes.
– Cash Conversion Cycle Worksheet: Fuel growth with more cash, faster.
REGISTER ONLINE www.thegrowthfaculty.com.au | OR CALL 1300 721 778
4. WORKSHOP FACTS WHO SHOULD ATTEND?
DATE: SYDNEY: 20 September 2011 Hesitant to spend one day off-site when growth demands your
Le Montage focus, 24/7?
ADELAIDE: 21 September 2011 Then Go for Growth has an ROI you cannot afford to miss!
Intercontinental
BRISBANE: 22 September 2011 This outstanding one-day seminar is designed for CEOs
Brisbane Convention Centre Managing Directors, COOs, CFOs and their executive team.
TIME: 0830 – 1700 Group Discounts available.
INCLUDES: Workshop notes, working lunch, refreshment breaks,
a copy of Mastering the Rockefeller Habits book
REGISTER BEFORE REGISTER AFTER
05 August 2011 05 August 2011
NON MEMBER RATE $795 INC GST $895 INC GST
THE GROWTH FACULTY MEMBER RATE $695 INC GST $795 INC GST *Members save $100 per person. To become a member and join The Growth Faculty
community, go to thegrowthfaculty.com.au. It’s free to join! (Business Connect members are
GROUP RATE (6 OR MORE) $650 INC GST $750 INC GST automatically members of The Growth Faculty. All we did was change our name).
REGISTER ONLINE www.thegrowthfaculty.com.au | OR CALL 1300 721 778
“Since we have implemented the Rockefeller Habits in February
2006 with our whole team we have experienced 100% growth in
revenue in that time year on year.”
TY PEDERSEN, CEO, APPCO GROUP AUSTRALIA
“Verne’s Rockefeller Habits has provided us with the focus and
discipline to ensure consistent growth whilst providing a framework to
maintain and energise our corporate culture.”
TRENT BROWN, CEO, EZYPAY
“I attended a one day with Verne. It was sensational. I understood a DISCOVER MORE ABOUT
VERNE HARNISH:
better way to track my business & run it more effectively by the end of
the day. A definite must-attend for business leaders & managers.” thegrowthfaculty.com.au
JOHN MCGRATH, CHIEF EXECUTIVE, MCGRATH PARTNERS
Sponsor: Education Partner: Leadership Partner: Alliance Partners:
PR Partner: Media Partners:
www.thegrowthfaculty.com.au