Sunil Kumar Soni has over 20 years of experience in offshore surveys. He has worked on numerous projects in the Persian Gulf for clients such as Petropars LTD and IOOC, serving as party chief and using equipment like QINSY, TSS Meridian, C-Nav, magnetometers, multibeam echo sounders, and more. He also has experience with land and hydrographic surveys for construction management.
The document discusses the stock market crash of 2008 in India when the SENSEX fell from over 20,000 to under 17,000 in a month, and how investors since then have played the waiting game by selling on rises and moving money out of equity and into debt and gold. It argues the next bull market is coming as the economic cycle bottoms out, but many investors still wait for the perfect time to invest rather than starting now and that success depends more on mindset than trying to time the market perfectly.
The PDPathway is an innovative internal communications approach to create high-performance cultures through employee engagement. It consists of four elements: 1) Challenge the culture by improving internal communication; 2) Build community by removing friction and balancing global and local needs; 3) Create accountability by measuring messaging and using data; 4) Drive continuous improvement by engaging employees, empowering teams, and using organizational improvement tools agnostically. Companies that effectively use this approach can achieve 47% higher returns for shareholders, increased margins, reduced turnover, and stronger relationships with customers and suppliers.
Notes to myself 2/ Consumer and InsightHakan Göçmen
The document provides guidance on developing meaningful consumer insights for marketing briefs. It advises against asserting insights without strong evidence or information. Generic statements about consumers that state obvious facts are not true insights. A good insight should trigger creative ideas, such as revealing an unexpected perspective about how women communicate differently. Writers should not force or fabricate insights without real understanding of consumers.
ithought is an investment research and strategy firm founded by an investor with over two decades of experience. They take a completely process-driven approach to investing, with research forming the core of their methodology. Their research analyzes the economy, companies, mutual funds, and other financial products using proprietary analytics to measure performance.
The document discusses why some brands try to appear "nice" through sustainability initiatives rather than embracing being an "asshole" brand. It argues that "sexy" brands seeking passion and creativity do not need to appear nice to differentiate, and that people are actually more attracted to "assholes". The document suggests brands should not be afraid to be assholes and increase their sex appeal, as asshole brands will find an audience just as people are attracted to assholes in their personal lives.
This case study describes how a metal manufacturer engaged its production floor employees through improved internal communications. They installed touchscreen kiosks throughout the facility to provide easy access to information with no friction. An editorial board representing different departments meets weekly to share story ideas for a digital newspaper displayed on the kiosks. This stopped rumors and kept employees informed on topics like safety, quality, and new employees. Analytics of readership are reviewed to improve content effectiveness. Real-time metrics are also digitally displayed and explained using targets to make data easy to understand, guiding improvement. Testimonials praise the impact on culture and performance from the improved communications.
Sunil Kumar Soni has over 20 years of experience in offshore surveys. He has worked on numerous projects in the Persian Gulf for clients such as Petropars LTD and IOOC, serving as party chief and using equipment like QINSY, TSS Meridian, C-Nav, magnetometers, multibeam echo sounders, and more. He also has experience with land and hydrographic surveys for construction management.
The document discusses the stock market crash of 2008 in India when the SENSEX fell from over 20,000 to under 17,000 in a month, and how investors since then have played the waiting game by selling on rises and moving money out of equity and into debt and gold. It argues the next bull market is coming as the economic cycle bottoms out, but many investors still wait for the perfect time to invest rather than starting now and that success depends more on mindset than trying to time the market perfectly.
The PDPathway is an innovative internal communications approach to create high-performance cultures through employee engagement. It consists of four elements: 1) Challenge the culture by improving internal communication; 2) Build community by removing friction and balancing global and local needs; 3) Create accountability by measuring messaging and using data; 4) Drive continuous improvement by engaging employees, empowering teams, and using organizational improvement tools agnostically. Companies that effectively use this approach can achieve 47% higher returns for shareholders, increased margins, reduced turnover, and stronger relationships with customers and suppliers.
Notes to myself 2/ Consumer and InsightHakan Göçmen
The document provides guidance on developing meaningful consumer insights for marketing briefs. It advises against asserting insights without strong evidence or information. Generic statements about consumers that state obvious facts are not true insights. A good insight should trigger creative ideas, such as revealing an unexpected perspective about how women communicate differently. Writers should not force or fabricate insights without real understanding of consumers.
ithought is an investment research and strategy firm founded by an investor with over two decades of experience. They take a completely process-driven approach to investing, with research forming the core of their methodology. Their research analyzes the economy, companies, mutual funds, and other financial products using proprietary analytics to measure performance.
The document discusses why some brands try to appear "nice" through sustainability initiatives rather than embracing being an "asshole" brand. It argues that "sexy" brands seeking passion and creativity do not need to appear nice to differentiate, and that people are actually more attracted to "assholes". The document suggests brands should not be afraid to be assholes and increase their sex appeal, as asshole brands will find an audience just as people are attracted to assholes in their personal lives.
This case study describes how a metal manufacturer engaged its production floor employees through improved internal communications. They installed touchscreen kiosks throughout the facility to provide easy access to information with no friction. An editorial board representing different departments meets weekly to share story ideas for a digital newspaper displayed on the kiosks. This stopped rumors and kept employees informed on topics like safety, quality, and new employees. Analytics of readership are reviewed to improve content effectiveness. Real-time metrics are also digitally displayed and explained using targets to make data easy to understand, guiding improvement. Testimonials praise the impact on culture and performance from the improved communications.
This document outlines the costs of poor internal communication in businesses. Some key points include: employees are 91% likely to work towards business success if they understand their role, but only 23% if they don't; companies with highly effective internal communications saw 47% higher returns; disengaged employees cost $416 billion alone in 2009 due to lower productivity; miscommunication costs $26,041 per employee annually in lost productivity; and high employee turnover due to disengagement can cost 50-150% of an employee's annual salary to replace them. Effective internal communication through strategies like PDP can create high performance cultures with engaged employees aligned to business goals.
This document discusses the differences between marketing insights and communication insights. Marketing insights, which define problems, can be precisely determined through research studies. However, communication insights, which provide solutions, are not always easily captured by research and rely more on observation and intuition. While research is important, advertising still requires intuition from strategists to develop creative solutions. Some examples are provided of famous ad campaigns where the communication insights were more intuitive than research-based.
This document outlines the costs of poor internal communication in businesses. Some key points include: employees are 91% likely to work towards business success if they understand their role, but only 23% if they don't; companies with highly effective internal communications saw 47% higher returns; disengaged employees cost $416 billion alone in 2009 due to lower productivity; miscommunication costs $26,041 per employee annually in lost productivity; and high employee turnover due to disengagement can cost 50-150% of an employee's annual salary to replace them. Effective internal communication through strategies like PDP can create high performance cultures with engaged employees aligned to business goals.
This document discusses the differences between marketing insights and communication insights. Marketing insights, which define problems, can be precisely determined through research studies. However, communication insights, which provide solutions, are not always easily captured by research and rely more on observation and intuition. While research is important, advertising still requires intuition from strategists to develop creative solutions. Some examples are provided of famous ad campaigns where the communication insights were more intuitive than research-based.
1. Show Them You Care
based on
“The Only Management Strategy You Will Ever Need”
published by
June 15, 2012
2. Premise
• A recent Inc. magazine article pointed out one
key element to leading people.
– http://www.inc.com/jeff-haden/key-to-leadership-managing-employees.html
3. Premise
• The point was simple.
• Employees don’t care how much you (the CEO)
know until they first know how much you care
about them.
4. Excerpts
• “No one cares how much you know until they first know how much you care about
them. We (CEOs) think we have all the answers, and maybe we do, but that doesn't
matter. No one cares how much you know until they first know how much you care
about them.
• Yeah we're in charge and yeah we talk about targets and goals and visions, but our
employees don't care about any of that stuff for very long.
• We can communicate and engage and connect all we want, but no one really
listens to us. They just smile and nod and go back to doing their jobs the way they
always do.
• Our employees don't really care about what we want them to do until they know
how much we care about them.
• When an employee knows--truly knows--that you care about them, then they care
about you. And when they know you care, they will listen to you... and they will do
anything for you."
5. Using Internal Communications to
Show Them You Care!
• PDP is fortunate to have figured this out
already – using internal communications
effectively.
• The following slides show examples of how
our modules support and care for employees.
6. Ease Access to Information
• Use touchscreen kiosks for interactive
communication – in real time!