Speaker Presentation at 12th Annual NJ Organization Development Annual Sharing Day Conference.
Contact Information: Karen Toole, Ed.D., Principal WH Professional Services, LLC
ktoole@whprofessional.com or 682.502.4906
Digiday Presents the Brand Investment ReportDigiday
Researcher Evan Neufeld will present the findings of Digiday's inaugural report, which examines how Fortune 500 brands and their CMOS are navigating the increasingly complicated digital marketplace. He will identify key emerging trends, as well as best and worst practices, and make recommendations for agencies and publishers who want to know where brands will be putting their money in 2013 and beyond.
Presenter: Evan Neufeld, principal analyst and co-founder, Storyline Development @mobilewallah
The document summarizes a presentation given by Ann McGregor of Technip and Doug Upchurch of Insights about lessons learned from culture change efforts at a global oil company. The presentation discusses how organizational culture and climate are related, and how sustained changes to climate can create lasting culture change. It also provides an overview of Technip's "Pulse" program, which used tools like surveys, leadership training, and communication initiatives to foster a culture where safety is the top priority. Practical tips are shared for how other organizations can successfully drive culture change through understanding current culture, leadership alignment, branding, and experiential learning.
Jean marc saubade-the consumer goods forumECR Community
Jean-Marc Saubade discusses the Consumer Goods Forum update and its focus on the Asia Pacific region. The Consumer Goods Forum was launched in 2009 and brings together retailers and manufacturers to collaborate across the value chain. It has a vision of "Better lives through better business" and a mission to passionately serve shoppers, consumers and communities better, faster with great value and responsibility. The strategic pillars include emerging trends, sustainability, safety and health, operational excellence, knowledge sharing and people development. The climate change work programme has three streams around carbon measurement, deforestation and refrigeration.
Analytics is not just a technology it takes people. This presentation shows how you can impress executives through people power. Business intelligence is now social and social media is the way forward with people.
“Globalisation - Creating a Boundaryless HR” Defining & Managing of Global ...National HRD Network
This document discusses global HR practices at Tata Consultancy Services (TCS). It provides details on TCS's diverse global workforce, global HR differentiation tools, and a case study on managing a sub-operating unit.
The case study involved defining employee expectations through surveys and discussions. Key satisfiers were identified and boundaryless HR interventions were designed. Surveys before and after the interventions measured changes in employee satisfaction levels regarding career opportunities, communication, culture and pride, leadership, and supervisors. Findings supported holistic and boundaryless management of HR, robust communication, and stakeholder involvement to sustain organizational agility.
InVenture is a 14-week mentor-driven accelerator program focused on enabling early global scaling of European and Latin American tech startups. It provides up to €20k in funding and connects selected startup teams with over 100 mentors. The goal is to help teams overcome challenges in the region and capitalize on opportunities for early global growth.
Sustainable Operations through Better Asset Lifecycle ManagementARC Advisory Group
This document discusses how asset lifecycle management (ALM) strategies can help organizations achieve sustainability goals. It defines sustainability from environmental, business, and holistic perspectives. A sustainable manufacturing operation has the right assets, practices, and programs to optimize performance across the asset lifecycle. ALM excellence in design, operation, and maintenance maximizes asset performance. The document recommends considering ALM as the foundation for sustainability programs and learning more about effective ALM strategies through ARC Advisory Group's research.
Adapting from Satir, Morphos change process has enabled companies, teams and individuals to breakthrough from their status quo to create their new identity and new culture.
Digiday Presents the Brand Investment ReportDigiday
Researcher Evan Neufeld will present the findings of Digiday's inaugural report, which examines how Fortune 500 brands and their CMOS are navigating the increasingly complicated digital marketplace. He will identify key emerging trends, as well as best and worst practices, and make recommendations for agencies and publishers who want to know where brands will be putting their money in 2013 and beyond.
Presenter: Evan Neufeld, principal analyst and co-founder, Storyline Development @mobilewallah
The document summarizes a presentation given by Ann McGregor of Technip and Doug Upchurch of Insights about lessons learned from culture change efforts at a global oil company. The presentation discusses how organizational culture and climate are related, and how sustained changes to climate can create lasting culture change. It also provides an overview of Technip's "Pulse" program, which used tools like surveys, leadership training, and communication initiatives to foster a culture where safety is the top priority. Practical tips are shared for how other organizations can successfully drive culture change through understanding current culture, leadership alignment, branding, and experiential learning.
Jean marc saubade-the consumer goods forumECR Community
Jean-Marc Saubade discusses the Consumer Goods Forum update and its focus on the Asia Pacific region. The Consumer Goods Forum was launched in 2009 and brings together retailers and manufacturers to collaborate across the value chain. It has a vision of "Better lives through better business" and a mission to passionately serve shoppers, consumers and communities better, faster with great value and responsibility. The strategic pillars include emerging trends, sustainability, safety and health, operational excellence, knowledge sharing and people development. The climate change work programme has three streams around carbon measurement, deforestation and refrigeration.
Analytics is not just a technology it takes people. This presentation shows how you can impress executives through people power. Business intelligence is now social and social media is the way forward with people.
“Globalisation - Creating a Boundaryless HR” Defining & Managing of Global ...National HRD Network
This document discusses global HR practices at Tata Consultancy Services (TCS). It provides details on TCS's diverse global workforce, global HR differentiation tools, and a case study on managing a sub-operating unit.
The case study involved defining employee expectations through surveys and discussions. Key satisfiers were identified and boundaryless HR interventions were designed. Surveys before and after the interventions measured changes in employee satisfaction levels regarding career opportunities, communication, culture and pride, leadership, and supervisors. Findings supported holistic and boundaryless management of HR, robust communication, and stakeholder involvement to sustain organizational agility.
InVenture is a 14-week mentor-driven accelerator program focused on enabling early global scaling of European and Latin American tech startups. It provides up to €20k in funding and connects selected startup teams with over 100 mentors. The goal is to help teams overcome challenges in the region and capitalize on opportunities for early global growth.
Sustainable Operations through Better Asset Lifecycle ManagementARC Advisory Group
This document discusses how asset lifecycle management (ALM) strategies can help organizations achieve sustainability goals. It defines sustainability from environmental, business, and holistic perspectives. A sustainable manufacturing operation has the right assets, practices, and programs to optimize performance across the asset lifecycle. ALM excellence in design, operation, and maintenance maximizes asset performance. The document recommends considering ALM as the foundation for sustainability programs and learning more about effective ALM strategies through ARC Advisory Group's research.
Adapting from Satir, Morphos change process has enabled companies, teams and individuals to breakthrough from their status quo to create their new identity and new culture.
This document summarizes steps for developing a sustainable business process in Northeast Ohio. It outlines developing maps of local product areas and assets. Models of business ecosystems centered on specific products will engage stakeholders. Information and tools will support ecosystem development and business cases. An educational curriculum using the ecosystem framework will provide learning opportunities. A community investment portfolio structure is designed to support the process. The overall goal is to establish sustainable business ideas and cases through collaborative leadership.
Ratan Tata outlines two guiding strategies for Tata Group: 1) Expanding existing product markets overseas and 2) Exploring India's emerging mass market by breaking new ground in product development rather than following others and seeing how they can do something innovative that has not been done before in India.
The document discusses the importance of convening knowledge and expertise within organizations. It describes a convening competency that addresses identifying hidden knowledge, facilitating effective conversations to surface that knowledge, and translating the knowledge into usable insights. With the right facilitation, conversation techniques, and translation methods, conveners can streamline processes like new product development and accelerate changes like mergers by enabling sharing of tacit knowledge across teams, geographies, and expertise.
2010 Sustainability In The Meeting Industrygmicoregon
This document discusses trends towards sustainability in the meetings industry. It notes that actions taken in the next few years will determine the industry's future as the effects of climate change accelerate. Several trends are already emerging that indicate the industry is transforming towards sustainability: 1) Corporations recognize sustainability as good business; 2) Consumers are more aware of sustainability issues; 3) Standards and certifications are becoming more established; 4) Reporting and measuring sustainability is growing. However, more action is needed to fully accelerate this transformation. Strategies suggested include understanding risks and opportunities, including sustainability in event planning, using existing frameworks, and influencing change.
This document discusses how organizations can develop a culture that supports radical innovation. It argues that having a general "culture of innovation" is not enough, and that a whole systems approach is needed where the entire organization is aligned behind radical innovation through its strategic mandate, leadership, metrics, structures, resources, processes, skills, and continuous evolution. The document also examines some key cultural differences that do and do not matter for radical innovation, such as an organization's orientation to talent, network richness, and resource fluidity. It notes challenges around leadership, metrics, early market participation, and governance that can get in the way of successfully incubating and accelerating radical innovations.
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?Carl Frappaolo
Presentation given at the Enterprise 2.0 conference that looks at culture as a key component to Knowledge Management, and the role that Enterprise 2.0 can play in managing culture
Vanilla, Chocolate, or Rocky Road: What Flavor of Outsourcing Do You Want?Everest Group
Everest Group expert, Eric Simonson, will discuss how buyers can capture hidden value by understanding and identifying their company’s outsourcing solution as one of four basic outsourcing models.
This document discusses deploying global HR management systems. It covers benefits like improved decision making, connectivity and access to real-time information. However, organizations must have a strategic approach and address issues like winning support from employees. A key challenge is balancing global, standardized processes with local variations to account for cultural differences. The document provides advice on implementation stages and case studies of organizations that have benefited from a unified HR technology approach.
Enterprise 2.0 = Knowledge Management 2.0? For KM Practitioners in Law FirmsDan Keldsen
This document summarizes key findings from a 2008 survey on Enterprise 2.0 and knowledge management. The top three findings are: 1) Age was not as important a factor as culture in Enterprise 2.0 adoption; 2) Having a clear strategy was difficult for many organizations; 3) Early adopters of Enterprise 2.0 were frustrated by the slow pace of adoption in the market at the time. The full report provided analysis of 441 survey responses and over 70 figures on related topics.
IBM Smarter Business 2012 - Innovation på IBMIBM Sverige
Med 5800 godkända US patent förra året passerad inte bara IBM 5000 vallen utan befäste också positionen som världens mest innovativa företag för 18 :e året i rad. Mikael Haglund som tilldagligdags är Chief Technologist och evangelist inom Innovation på IBM i Norden, förklarar vad Innovation är och vad som krävs för att man skall bli framgånsgrik inom Innovation. Ta med dig en del vår erfarenhet och vad som krävs för att lyckas inom Innovation.
Talare: Andreas Lundgren, Corporate Citizenship & Corporate Affairs Manager, IBM
Besök http://smarterbusiness.se för mer information.
Social media Asia Pacific - Social Influence System is more than Social media marketing. Communicators know that social influence is changing how they do business and reach customers.
Zombie Social Media:
Social Media Marketing can be successful but often campaigns aren’t optimally executed because they’re:
Treated as one-off campaigns
Not aligned to comms goals and ROI is questionable
Not integrated into ‘regular’ workflows
Decision hierarchy murky
Infrastructure not built to support or amplify campaigns
- Audience media habits aren’t understood
Social media Asia Pacific
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
S Y Siddiqui discusses several topics related to human resources and leadership in Maruti Suzuki India Limited.
1) Both academic qualifications and hands-on experience are important for career success, but experience applying knowledge gained from school is critical.
2) The role of HR has evolved from just staffing and compliance to strategic talent management. HR practices like job rotation and fast-track career growth help retain employees.
3) Customizing talent retention strategies to each company's culture and business helps gain an edge over competitors in attracting talent. Maruti Suzuki offers opportunities like overseas rotations and international learning.
Ydatum delivers the science to achieve human development through innovation, quality, and efficiency. They help companies fuse craftsmanship with mass production using the Toyota Production System approach. Ydatum has deep expertise implementing Lean/TPS and developing leadership through problem solving. They have experience across many industries helping clients achieve tangible results like reduced costs, improved quality and safety, and increased capacity.
Renaissance2 World Shift Leadership Circle- An Introduction
Learn how you can become a member of the exclusive Renaissance2 WorldShift Leadership Circle for mavericks, innovators and leaders pushing the envelope at the cutting edge of enterprise and social innovation
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
OSHMS as a Tool For Continual Improvement by Mr Roy SUCOFINDOMoon Girl
The document discusses occupational safety and health (OSH) in a business context. It notes that improper hazard control within a business can lead to worker health issues and production declines, while strong OSH practices can provide competitive advantages and positive community impacts. It also discusses good corporate governance principles like protecting shareholder rights, accounting practices, risk management, and human resources. Finally, it presents strategies for creating a sustainable OSH system, including corrective actions, training, using OSH standards and management systems, and taking an integrated, process-based approach.
Can E2.0 Break Through the KM Cultural BarrierCarl Frappaolo
This document discusses how Enterprise 2.0 technologies and practices can help break down cultural barriers to knowledge management. It provides a model that shows different stages of "worker models" from isolated to fully engaged. Earlier models like "islands of me" and "one-way me" involve more siloed and hierarchical cultures, while later models like "two-way me" and "extended me" are more transparent, participative, and strategic. The document outlines challenges to adoption like resistance from management and users, and a lack of incentives for knowledge sharing. It provides advice on assessing an organization's culture and practices to determine fit with knowledge management and Enterprise 2.0 approaches.
The Digital Age: How to get the most out of mobile devices in the legal envir...e-ternity
Learn more about:
* Marketplace statistics
* Tablet’s, Smartphones and Phablet’s. What are the best devices out there?
* Squeezing efficiencies out of powerful business mobiles devices
* Great iPad and Android apps
* How important is the data on my Mobile device?
* How do I protect my mobile device from data loss?
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
This document summarizes steps for developing a sustainable business process in Northeast Ohio. It outlines developing maps of local product areas and assets. Models of business ecosystems centered on specific products will engage stakeholders. Information and tools will support ecosystem development and business cases. An educational curriculum using the ecosystem framework will provide learning opportunities. A community investment portfolio structure is designed to support the process. The overall goal is to establish sustainable business ideas and cases through collaborative leadership.
Ratan Tata outlines two guiding strategies for Tata Group: 1) Expanding existing product markets overseas and 2) Exploring India's emerging mass market by breaking new ground in product development rather than following others and seeing how they can do something innovative that has not been done before in India.
The document discusses the importance of convening knowledge and expertise within organizations. It describes a convening competency that addresses identifying hidden knowledge, facilitating effective conversations to surface that knowledge, and translating the knowledge into usable insights. With the right facilitation, conversation techniques, and translation methods, conveners can streamline processes like new product development and accelerate changes like mergers by enabling sharing of tacit knowledge across teams, geographies, and expertise.
2010 Sustainability In The Meeting Industrygmicoregon
This document discusses trends towards sustainability in the meetings industry. It notes that actions taken in the next few years will determine the industry's future as the effects of climate change accelerate. Several trends are already emerging that indicate the industry is transforming towards sustainability: 1) Corporations recognize sustainability as good business; 2) Consumers are more aware of sustainability issues; 3) Standards and certifications are becoming more established; 4) Reporting and measuring sustainability is growing. However, more action is needed to fully accelerate this transformation. Strategies suggested include understanding risks and opportunities, including sustainability in event planning, using existing frameworks, and influencing change.
This document discusses how organizations can develop a culture that supports radical innovation. It argues that having a general "culture of innovation" is not enough, and that a whole systems approach is needed where the entire organization is aligned behind radical innovation through its strategic mandate, leadership, metrics, structures, resources, processes, skills, and continuous evolution. The document also examines some key cultural differences that do and do not matter for radical innovation, such as an organization's orientation to talent, network richness, and resource fluidity. It notes challenges around leadership, metrics, early market participation, and governance that can get in the way of successfully incubating and accelerating radical innovations.
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?Carl Frappaolo
Presentation given at the Enterprise 2.0 conference that looks at culture as a key component to Knowledge Management, and the role that Enterprise 2.0 can play in managing culture
Vanilla, Chocolate, or Rocky Road: What Flavor of Outsourcing Do You Want?Everest Group
Everest Group expert, Eric Simonson, will discuss how buyers can capture hidden value by understanding and identifying their company’s outsourcing solution as one of four basic outsourcing models.
This document discusses deploying global HR management systems. It covers benefits like improved decision making, connectivity and access to real-time information. However, organizations must have a strategic approach and address issues like winning support from employees. A key challenge is balancing global, standardized processes with local variations to account for cultural differences. The document provides advice on implementation stages and case studies of organizations that have benefited from a unified HR technology approach.
Enterprise 2.0 = Knowledge Management 2.0? For KM Practitioners in Law FirmsDan Keldsen
This document summarizes key findings from a 2008 survey on Enterprise 2.0 and knowledge management. The top three findings are: 1) Age was not as important a factor as culture in Enterprise 2.0 adoption; 2) Having a clear strategy was difficult for many organizations; 3) Early adopters of Enterprise 2.0 were frustrated by the slow pace of adoption in the market at the time. The full report provided analysis of 441 survey responses and over 70 figures on related topics.
IBM Smarter Business 2012 - Innovation på IBMIBM Sverige
Med 5800 godkända US patent förra året passerad inte bara IBM 5000 vallen utan befäste också positionen som världens mest innovativa företag för 18 :e året i rad. Mikael Haglund som tilldagligdags är Chief Technologist och evangelist inom Innovation på IBM i Norden, förklarar vad Innovation är och vad som krävs för att man skall bli framgånsgrik inom Innovation. Ta med dig en del vår erfarenhet och vad som krävs för att lyckas inom Innovation.
Talare: Andreas Lundgren, Corporate Citizenship & Corporate Affairs Manager, IBM
Besök http://smarterbusiness.se för mer information.
Social media Asia Pacific - Social Influence System is more than Social media marketing. Communicators know that social influence is changing how they do business and reach customers.
Zombie Social Media:
Social Media Marketing can be successful but often campaigns aren’t optimally executed because they’re:
Treated as one-off campaigns
Not aligned to comms goals and ROI is questionable
Not integrated into ‘regular’ workflows
Decision hierarchy murky
Infrastructure not built to support or amplify campaigns
- Audience media habits aren’t understood
Social media Asia Pacific
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
S Y Siddiqui discusses several topics related to human resources and leadership in Maruti Suzuki India Limited.
1) Both academic qualifications and hands-on experience are important for career success, but experience applying knowledge gained from school is critical.
2) The role of HR has evolved from just staffing and compliance to strategic talent management. HR practices like job rotation and fast-track career growth help retain employees.
3) Customizing talent retention strategies to each company's culture and business helps gain an edge over competitors in attracting talent. Maruti Suzuki offers opportunities like overseas rotations and international learning.
Ydatum delivers the science to achieve human development through innovation, quality, and efficiency. They help companies fuse craftsmanship with mass production using the Toyota Production System approach. Ydatum has deep expertise implementing Lean/TPS and developing leadership through problem solving. They have experience across many industries helping clients achieve tangible results like reduced costs, improved quality and safety, and increased capacity.
Renaissance2 World Shift Leadership Circle- An Introduction
Learn how you can become a member of the exclusive Renaissance2 WorldShift Leadership Circle for mavericks, innovators and leaders pushing the envelope at the cutting edge of enterprise and social innovation
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
OSHMS as a Tool For Continual Improvement by Mr Roy SUCOFINDOMoon Girl
The document discusses occupational safety and health (OSH) in a business context. It notes that improper hazard control within a business can lead to worker health issues and production declines, while strong OSH practices can provide competitive advantages and positive community impacts. It also discusses good corporate governance principles like protecting shareholder rights, accounting practices, risk management, and human resources. Finally, it presents strategies for creating a sustainable OSH system, including corrective actions, training, using OSH standards and management systems, and taking an integrated, process-based approach.
Can E2.0 Break Through the KM Cultural BarrierCarl Frappaolo
This document discusses how Enterprise 2.0 technologies and practices can help break down cultural barriers to knowledge management. It provides a model that shows different stages of "worker models" from isolated to fully engaged. Earlier models like "islands of me" and "one-way me" involve more siloed and hierarchical cultures, while later models like "two-way me" and "extended me" are more transparent, participative, and strategic. The document outlines challenges to adoption like resistance from management and users, and a lack of incentives for knowledge sharing. It provides advice on assessing an organization's culture and practices to determine fit with knowledge management and Enterprise 2.0 approaches.
The Digital Age: How to get the most out of mobile devices in the legal envir...e-ternity
Learn more about:
* Marketplace statistics
* Tablet’s, Smartphones and Phablet’s. What are the best devices out there?
* Squeezing efficiencies out of powerful business mobiles devices
* Great iPad and Android apps
* How important is the data on my Mobile device?
* How do I protect my mobile device from data loss?
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Going Global May-7-2010_linkedin
1. GOING GLOBAL
PRESENTATION TO NJ ODN
12TH ANNUAL SHARING DAY, MAY 7, 2010
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PRESENTERS: Tom Glasscock, Iona Harding, Laura Kasser, Karen Toole
2. OVERVIEW
• Framework for global people practices
• Global competencies
– Current trends for global leadership success
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– Global talent management strategy
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Avoiding cultural missteps.com ig
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Live from the front fess life stories
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• Questionspand whtar discussion
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1
3. ORGANIZATION STRATEGY DRIVES GLOBAL PEOPLE STRATEGY
Global Organization Strategy
Financial, Operational, Sales
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Talent, Development, 010 iona Org Effectiveness
Rewards,
2 s
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Global
Kto Person, Place, Time, Cost
Right
3
4. DRIVERS OF GLOBAL PEOPLE STRATEGY
Organization Maturity Levels
Initial Developed Mature
Financial Focus Revenue generation Profitability Margins
Survival
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Systems/ Ad hoc r ve
Centralized by country, division Global, enterprise
Technology Decentralized re se wide or integrated
h ts
Policies/ Minimal or ad hoc
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Exist for most functions
country, o
Apply to ll
m Global, enterprise
Processes
a .
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wide or integrated
People Focus Get people in the Get the ion
01 s Talent
2
door when & (c) where you need them,
o fes management
e ary
where youtneed hpr develop & retain them Succession
them pri w planning
Global
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Individual deals Regional/country or division Global, enterprise
Management & Kt
Lots ofosurprises policy/practice wide or integrated
Mobility Unclear costs Costs are known & tracked policy
Compliance issues Metrics exist Full visibility & use
Reactive Fewer compliance issues of costs & metrics
Integrated into HR Proactive planning
processes
4
5. TYPES OF GLOBAL ROLES
Type Comp/Benefits Typical Family
Tied to: Timeframe Accompanies?
Long-term IA Home 1-3 years Yes
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Globalist – A country Career Maybe
Global Nomad
Global Leaders Home As long as in role NA
& Managers
5
6. EMERGING GLOBAL ROLE
Global Nomad
• Comfortable traveling without an anchor
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• Adjusts to different situations quickly
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• Up-to-date twith geo-political events
7. CURRENT GLOBAL ROLE TRENDS
• Fewer long term international assignments
• More localizations (local plus) erved
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• Fewer families accompanying IA’s ig hts
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• Reduced costs, e.g. 0housing, COLA, relo,
01 sion
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• More ando less
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• More remote
• More leaders with global responsibility
6
8. WHAT ARE THE IMPLICATIONS FOR US?
The challenge:
ed
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•Reinforce with appropriate rewards
and OE strategy
8
9. WHAT ARE THE IMPLICATIONS FOR US?
Tools To Ensure Success:
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stress management h ts
• Training on remote/virtual omrig cmanagement
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skills 01 sion
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• Framework le
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global roles
• Global competencies
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10. d
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GLOBAL COMPETENCIES
11. OVERVIEW
High Performing
Individual
Leadership
KSA’s
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Content er ve Behaviors
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BEHAVIORAL
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COMPETENCIES
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“How” l.c
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WHEN & HOW THE
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SUPERCEDE COUNTRY VALUES ole
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TECHNICAL
Corporate
COMPETENCIES
Values
Context
7
12. CULTURAL COMPETENCE
• Cultural Intelligence: •Cultural Diversity:
A person’s ability to adapt A person’s ability to adapt
appropriately & effectively to new appropriately to different cultures
contexts characterized by diversity and have thevedr capacity to change
e
or expandsone’s habits in
r e
ts
response to contextually diverse
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Cognitive
beyond Kto Level
awareness Emotional
Level
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13. GLOBAL COMPETENCIES*
Global Business Knowledge Assignment Hardiness
Cross-Cultural Cross-Cultural Sensitivity
ve
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Resourcefulness
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Hum ility
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Cross-Cultural Agility 201 si 0 A ona
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Organizational Positioning
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Skills (from Remote Location)
…baseline to get started…
*Lombardo, Michael M.; Eichinger, Robert W. (1996-2004) FYI
For Your Improvement: A guide for development and coaching.
9
Minneapolis: Lominger Limited, Inc.
14. CAREER PATHING GLOBAL LEADERS
CAREER PATH EXAMPLE
Global Leader
Position
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Individual
er
Mastery Global Mastery
Development
res
Behavioral Functional/Technical
Planning
s
Competencies Global Competencies
Global Progressive Global 2-3ght
i year
Assignmentsl r .co
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Competence
1 i Mastery
Behavioral(c)
Mastery Global
20 ssFunctional/Technical
e
ry prof Global Competencies
At what point can
What is your
ta wh
someone transfer in Competencies
career goal?
rie
from another Rotation Assignment Project Assignment
rop Behavioral
@
function/business?
o le
P Competencies Functional/Technical
K to Competencies When is the
stage/level to pick
up additional
Hi Potential capabilities?
What’s foot in the door
position –internally? Behavioral Functional/Technical
Competencies Competencies
Transfer in Hi Performer Outside Hire
15. OD DEVELOPING GLOBAL LEADERS
P&L Leader
Organizational
Large Region Positioning
Skills
Transition to In-
Cross-Cultural
Country Associate Longer Global
d
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Resourcefulness Assignment /Lead
er
res
Small Location
hts
P&L Leader
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Small/Medium
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Global Short-term Assignment
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Region
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Humility
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WHAT IS OUR
ROLE TO ENSURE
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SUCCESS?
K to Team assignments
to become exposed
Sensitivity
to global activities
Global Business
Knowledge
Development Plan to build
Cultural Competence
16
16. GLOBAL COMPETENCIES BY ROLE
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Operationalom
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Process/Projects
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Individual
Contributor
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17. d
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CULTUREKto
18. CULTURE: WHAT DIFFERENCE DOES IT MAKE?
THERE ARE MANY MODELS FOR LOOKING AT
GLOBAL CULTURES:
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TROMPENAAR
er
res
Universalism vs. Particularism
LEWIS
hts
Individualism vs. Communitarianism
Specific vs. Diffuse Cultures
rig com High-Context Cultures
HALL
All al.
Linear Active Affective vs. Neutral Cultures
Achievement vs. Ascription
Multi-Active
0
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Low-Context Cultures
Sequential vs. Synchronic Cultures
Reactive
2
(c) ofes
Internal vs. Eternal Control
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Navigator
HOFSTEDE
Power-Distance
Relating Individualism vs. Collectivism
Regulating Uncertainty Avoidance
Reasoning Masculine vs. Feminine
Long-term vs. Short-Term Orientation
TO NAME A FEW . . .
19. WHAT CAN WE DO?
1. Develop our OWN cross-cultural
competence, our own CI
2. Help minimize the disruptive features of d
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• Coaching
20. TEST YOUR CULTURAL INTELLIGENCE
Which country does each statement most apply to: Brazil, China,
India, UAE, USA?
1. ____ Never start 2. _____ The most
business discussions important d member of
rve
before your host; se
youreorganization should
r
h ts
business meetings lead important meetings,
rig com
normally begin with All status is valued.
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mean maybe.oKt professional titles.
5. ___ Wants to get down to business
and keep to the agenda and timeline.
12
21. HOFSTEDE’S CULTURAL DIMENSIONS
Index High Low
Power-Distance (PDI) Accept, expect power to be Expect greater equality
distributed unequally between social levels
d
Individualism vs. r ve
Everyone is expected to look People integrated into
Collectivism (IDV) after him/herself se strong, cohesive groups
re which protect them in
h ts
l rig om exchange for loyalty
Al dominant,
0 o l.
Male values more na
c
Masculinity vs. 1 Female values more
though )20 sossi women –
(c ofe competitive
Femininity (MAS) less for dominant – similar values for
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Pro Risk adverse; uncomfortable
Uncertainty Avoidance ole More tolerant of different
(UAI) Kto in unstructured situations; opinions; fewer rules;
risk adverse; emotional; rules phlegmatic; less emotional
Long-Term vs. Short- Thrift and perseverance; Respect for tradition, fulfilling
Term Orientation (LTO) overcome obstacles with social obligations, protecting
time one’s “face”
22. HOFSTEDE’S CULTURAL DIMENSIONS
Country PDI IDV MAS UAI LTO
Brazil 69 38 49 76 65
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UAE
K to 38 52 68
USA 40 91 62 46 29
..the Delta between the countries…
23. RICHARD LEWIS’ PERSONAL CULTURAL PROFILES
Linear-Active Multi-Active Reactive
Talks about half the time Talks most of the time Listens most of the time
Does one thing at a time Does several things at once Reacts to partner’s action
Plans ahead step by step Plans grand outline only Looks at general principles
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Polite but direct Emotional
e ve
rPolite, indirect
res
hts
Partly conceals feelings Displays Feelings Conceals feelings
Confronts emotionally rig
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Confronts with logic Never confronts
Dislikes losing face
1
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20 ssi
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y (c) of
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e tar whpr
pri Feelings before facts
Job-oriented People-oriented Very people-oriented
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Sticks to facts Statements are promises
Truth before diplomacy
Kto Flexible truth Diplomacy over truth
Sometimes impatient Impatient Patient
Limited body language Unlimited body language Subtle body language
Uses mainly facts Puts feelings before facts Statements are promises
Separates social, professional Mixes social & professional Connects social & professional
24. WHAT CAN WE DO TO DEVELOP THIS BUSINESS?
Multi-
Active
Brazil
d
What can WE do to r ve
re se
help develop
ts UAE
organizational h
rig com
All al.
Cultural
0
01 sion
Competence
2 I ndia
(c) ofes
to ensure success
y
tar whpr
if we are growing
our business in ie
r
op e
this environment? @
Pr ol
Kto China
Linear- Reactive
Active
16
25. WHAT IS IT LIKE FOR A U.S. LEADER IN INDIA?
Multi USA
Active
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Linear-
res
hts
Active Reactive
ig
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Linear-
Active Reactive
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26. d
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LIVING ABROAD
27
27. GOING ON ASSIGNMENT
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19
28. LITTLE THINGS CAN MAKE A DIFFERENCE
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20
29. COMING BACK
What could possibly go wrong?
d
‼ 9 out of 10 repatriations experience
r ve difficulty
se
some kind of
re
ts
‼ A majority of repatriates leave their
h
rig com within one year of
All returning to their home country.
company
1 0 onal.
20 ssi‼ Repatriates generally feel:
(c) e
tar
y p rof
wh
• A loss of autonomy
rie
rop le @
• That their organization fails to
P o capitalize on the experience they’ve
Kto gained
• Loss of social affinity
• Big fish/little fish syndrome
• A lack of suitable opportunities
21
30. KEYS TO SUCCESSFUL REPATRIATION
• Ensure your expat keep his/her
networks fresh; make the most out of
home visits
d
• Appoint an executive level sponsor
r ve
with accountability for a suitable, re se
successful post-assignment position h ts
ig
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0 A on
• Set clear expectations about post a
1
20 s
assignment career opportunitiessi
y (c) ofe prior to
tar whpr
• Establish a plan for repatriation
e
pri @
going on assignment; revisit and adjust
Pro ole
regularly or as required by emerging
Kto
business conditions
31. NUMBER OF US PASSPORTS ISSUED 1974 - 2009
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Source: http://travel.state.gov/passport/services/stats/stats_890.html
32. d
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QUESTIONS AND DISCUSSION
33. ADDITIONAL RESOURCES
INTERNATIONAL ASSIGNMENTS: GLOBAL HUMAN RESOURCES
• Additional Reading
• www.shrm.org (Select HR Disciplines – Global)
• “Repatriation Considerations in a Cost Aware Economy,” Vadim
Kostovski, ORC Worldwide, Workspan, August 2009
• “Companies Consider Cutting International Assignment Budgets,” COMPETENCIES
World at Work, March 2009 • Additional Readings
• “International Assignments Down; More Experienced Employees Go • Lombardo, Michael M., Eichner, Robert W. (2007 4th ed.)
d
Overseas,” World at Work, June 2009
ve
Career Architect Development Planner: An Expert System
• “Luanda Tops AIRINC’s List of the World Most Expensive Cities,” Air-
er
Offering 103 Research-Based and Experience-Tested
Inc.com, Sept. 2009 Development Plans and Coaching Tips, Minneapolis: Lominger
res
• “Eight Action Items for Expatriate Planning in an Economic International: A Korn/Ferry Company.
hts
Downturn,” Cheryl Spielman and Gerald Tammaro, Ernst & Young • Lombardo, Michael M., Eichner, Robert W. (2004 4th ed.) FYI
LLP, Workspan, October 2009 For Your Improvement: A Guide For development and
• ig
ll r l.com
• “Salary Budget Trends in Selected Countries,” 2009/10 Global Coaching, Minneapolis: Lominger Limited International
Compensation Planning Report, Towersperrin.com Bucher, Richard D. (2008) Building Cultural Intelligence (CQ):
0 A GLOBAL CULTURE
Nine Megaskills, Upper saddle River: Pearson
a
• “Reducing Expatriate Program Costs under the Balance Sheet
01 si•on Hofstede’s Cultural Dimensions www.geert-
Approach,” Vince Cordova, International HR Journal, Summer 2009
2
• Websites for additional information:
(c) ofes • hofstede.com Personal Cultural Profile
• Worldatwork.org Geert
y
tar whpr
• Air-inc.com
• Internationalhr.wordpress.com Richard Lewis’
rie
• Deloitte.com www.crossculture.com/services/cross-culture/
rop le @
• Towersperrin.com • Fons Trompenaars’ Dimensions of Culture www.7d-
P o
• Sites catering to the expat community and individual culture.nl/content/cont042.htm
• Edward T. Hall’s Dimensions of Culture
to
"Globalists"
http//changingminds.org/explanations/culture/hall-culture.htm
K
• http://www.escapeartist.com/
• http://www.expatexchange.com/
• http://www.transitionsabroad.com/listings/living/index.shtml
• http://www.overseasdigest.com/
• The US Department of State's section on Americans living abroad
http://travel.state.gov/travel/living/living_1243.html
• A similar resource hosted by USA government
http://www.usa.gov/Topics/Americans_Abroad.shtml
34. CONTACT INFORMATION:
• Tom Glasscock, SPHR, GPHR, Principal
Glasscock & Associates LLC
www.glasscockandassociates.com
tom.glasscock@glasscockandassociates.com
Phone: 973-580-9927
d
• Iona Harding, SPHR, GPHR, Consulting Principal
er ve
res
RES-Partners LLC
hts
www.res-partners.com
ig
ll r l.com
iharding@res-partners.com
0 A ona
Phone: 609-921-0823
1
20 ssi
(c) ofe
• Laura Kasser, CCP, Principal
360 Global HR Solutions LLC
y
www.360GlobalHR.com
e tar whpr
lkasser@360globalhr.com i
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Pro ole
Phone: 908-246-9975
•
Kto Principal
Karen Toole, Ed. D., EMBA,
WH Professional Services LLC
www.whprofessional.com
ktoole@whprofessional.com
Phone: 682.502.4906