The balanced scorecard is a strategic planning and management system developed by Kaplan and Norton to align business activities with organizational vision and strategy. It adds non-financial metrics to traditional financial measures to provide managers a more balanced view of performance. The balanced scorecard translates strategy into objectives and initiatives, communicates goals across levels, and enables strategic learning through real-time performance measurement and feedback. It covers four perspectives: financial, customer, internal processes, and learning and growth.
The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in the 1990s to provide a more balanced view of organizational performance than traditional financial measures. The Balanced Scorecard approach uses four perspectives - financial, customer, internal business processes, and learning and growth - to align business activities with an organization's strategic vision. Key to successful implementation is executive commitment, involvement of managers and employees, effective communication, and viewing it as a long-term change rather than a short-term project.
The document defines the balanced scorecard as a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It consists of four perspectives - financial, customer, internal business processes, and learning and growth - and is used to translate strategic objectives into tangible measures, communicate strategy to employees, link strategic objectives to short and long term activities, collect feedback to drive continuous improvement.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
A hybrid strategy aims to achieve both differentiation and low prices relative to competitors. It succeeds by delivering enhanced benefits at lower prices while achieving sufficient margins for reinvestment. If differentiation is achieved, lower prices may not be needed as prices could match or exceed competitors. A hybrid strategy can also be used as an entry strategy by targeting volumes greater than competitors through cost reductions outside differentiated activities, allowing better margins due to a lower cost base.
Organizational characteristics that facilitate innovation include accepting risks, cross-functional cooperation within the organizational structure, and being receptive to external technology. Other characteristics are providing space for creativity, having a strategy for innovation, coordinating diverse skills, being growth-oriented rather than profit-focused, valuing past innovation experience, maintaining vigilance through external links, and committing to technology and research and development.
This document discusses Data Envelopment Analysis (DEA), a method for measuring the relative efficiencies of decision-making units that have multiple inputs and outputs. DEA assigns weights to inputs and outputs to calculate efficiency scores. There are variations in how DEA is formulated, including whether it is oriented towards minimizing inputs or maximizing outputs. The document provides an example to illustrate the graphical results and calculations of DEA under different formulations.
The balanced scorecard is a strategic planning and management system developed by Kaplan and Norton to align business activities with organizational vision and strategy. It adds non-financial metrics to traditional financial measures to provide managers a more balanced view of performance. The balanced scorecard translates strategy into objectives and initiatives, communicates goals across levels, and enables strategic learning through real-time performance measurement and feedback. It covers four perspectives: financial, customer, internal processes, and learning and growth.
The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in the 1990s to provide a more balanced view of organizational performance than traditional financial measures. The Balanced Scorecard approach uses four perspectives - financial, customer, internal business processes, and learning and growth - to align business activities with an organization's strategic vision. Key to successful implementation is executive commitment, involvement of managers and employees, effective communication, and viewing it as a long-term change rather than a short-term project.
The document defines the balanced scorecard as a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It consists of four perspectives - financial, customer, internal business processes, and learning and growth - and is used to translate strategic objectives into tangible measures, communicate strategy to employees, link strategic objectives to short and long term activities, collect feedback to drive continuous improvement.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
A hybrid strategy aims to achieve both differentiation and low prices relative to competitors. It succeeds by delivering enhanced benefits at lower prices while achieving sufficient margins for reinvestment. If differentiation is achieved, lower prices may not be needed as prices could match or exceed competitors. A hybrid strategy can also be used as an entry strategy by targeting volumes greater than competitors through cost reductions outside differentiated activities, allowing better margins due to a lower cost base.
Organizational characteristics that facilitate innovation include accepting risks, cross-functional cooperation within the organizational structure, and being receptive to external technology. Other characteristics are providing space for creativity, having a strategy for innovation, coordinating diverse skills, being growth-oriented rather than profit-focused, valuing past innovation experience, maintaining vigilance through external links, and committing to technology and research and development.
This document discusses Data Envelopment Analysis (DEA), a method for measuring the relative efficiencies of decision-making units that have multiple inputs and outputs. DEA assigns weights to inputs and outputs to calculate efficiency scores. There are variations in how DEA is formulated, including whether it is oriented towards minimizing inputs or maximizing outputs. The document provides an example to illustrate the graphical results and calculations of DEA under different formulations.
This document discusses global trends in open innovation. It defines open innovation as using external ideas as well as internal ideas, and internal and external paths to market, to advance internal innovation and expand markets. The document outlines best practices companies use in open innovation, including Philips' high tech campus partnership network. It also discusses how companies are using web 2.0 tools like IdeaStorm, Innocentive, and Threadless to engage customers in innovation.
The document discusses the Balanced Scorecard framework. It provides background on how the Balanced Scorecard was developed in the 1990s as a performance measurement approach that expanded beyond solely financial measures. It then describes the key components of a Balanced Scorecard including translating strategy into objectives across financial, customer, internal process, and innovation/learning perspectives. Steps for developing a Balanced Scorecard including clarifying strategy, setting objectives, and defining metrics are also outlined. An example of successful implementation at Mobil is provided. Challenges and best practices for using Balanced Scorecards, including in e-business, are discussed.
1. Artificial intelligence is coming to knowledge management through technologies like semantic search, question answering systems, and opinion mining that can understand language and context.
2. Current areas of focus in AI include natural language processing, question answering, knowledge representation, and simulating intelligence through technologies like neural networks and robotics.
3. While early attempts at AI focused on rules-based systems, today's approaches use large datasets and machine learning to develop human-like abilities such as translation and conversation without being explicitly programmed.
Management Accounting and its Roles and PrinciplesImran Butt
Management accounting provides specialized data and reports for internal managers to help with decision making, while financial accounting provides standardized financial statements for external stakeholders like investors. Management accounting focuses on future trends and does not need to follow GAAP, whereas financial accounting focuses on past data and must follow GAAP. Effective management accounting implements four principles - influence through relevant and valuable communication that builds trust. It covers areas like cost accounting, inventory management, job costing, and price optimization to help managers with tasks like budgeting, analysis, forecasting, and costing.
Functional strategy is the approach functional areas take to achieve corporate objectives by maximizing resource productivity. Key elements include core competencies, distinctive competencies, and objectives like profitability, market share, innovation, and social responsibility. Functional strategies include marketing, research and development (R&D), human resource management (HRM), financial, and information management strategies. Marketing strategy focuses on pricing, selling, distributing products using market development and product development. R&D strategy focuses on product innovation and process improvement. HRM strategy focuses on managing culture, people, organization, and training. Financial strategy aligns financial management with business strategy, and information management strategy aligns information management.
The GE nine cell matrix was developed by McKinsey for General Electric in the 1970s to analyze business portfolio. Instead of the four cells in the BCG Matrix, the GE matrix creates nine cells based on a 3x3 grid that considers both long-term industry attractiveness (high, medium, low) and a business unit's strength within that industry (strong, average, weak). The matrix is used to identify a business portfolio that optimally matches strengths with attractive industries. Strategies like growth, hold, and harvest are then determined for each cell based on the business unit's strength and the industry attractiveness.
1. Effective strategy implementation involves transforming strategic plans into action through further planning, communication, organizing resources, leadership, and control.
2. Key aspects of the implementation process include assigning tasks, delegating authority, allocating budgets, establishing policies and plans, building performance measurement systems, and establishing controls.
3. The McKinsey 7S framework emphasizes that for successful implementation, an organization must align its strategy, structure, systems, shared values, style, staff, and skills.
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
This document discusses strategic management and strategic choice. It outlines several approaches to strategic choice, including Porter's strategies of cost leadership, differentiation, and focus. It also discusses Ansoff's product/market matrix and strategies based on existing and new products and markets. Other approaches mentioned include Glueck's stability, expansion, and retrenchment strategies, as well as Kotler's strategies based on market leader, challenger, follower, and niche positions. The document provides details on common strategies within each approach and factors to consider when selecting strategies.
The document summarizes different types of functional strategies that support corporate and business unit objectives. It discusses marketing, research and development, human resource management, financial, and information management strategies. The strategies focus on maximizing productivity of resources within each functional area to provide competitive advantages.
The document provides an overview of conducting an internal analysis for strategic management. It discusses analyzing an organization's resources and capabilities, including its resource-based view, business model, value chain, functional resources, and functional capabilities. Key aspects covered include identifying the organization's strengths and weaknesses, distinctive competencies, core competencies, management functions, strategic marketing issues like market position and segmentation, marketing mix, product life cycle, and brand reputation. The internal analysis is critical for understanding an organization's internal strategic factors to determine if it can take advantage of opportunities and avoid threats.
Product innovation involves the creation and introduction of new or improved goods and services. This includes inventions that are new to a company or market as well as improvements to existing products. There are several reasons why developing new products is important for businesses, including responding to changing consumer needs and wants, refreshing products that have reached maturity in their life cycles, and capitalizing on environmental changes. Developing successful new products involves understanding customer needs through research, developing product concepts, testing prototypes with customers, and analyzing results to refine strategies. Financial analysis is then used to evaluate new product opportunities.
The document discusses the Boston Consulting Group (BCG) Matrix, which classifies businesses into four categories based on their relative market share and market growth rate. The four categories are stars, question marks, cash cows, and dogs. Stars have high market share and growth, while cash cows have high share but low growth. Question marks and dogs have low relative market share, with question marks in a high growth market and dogs in a low growth market. The BCG Matrix helps companies assess their product portfolios and allocate resources efficiently.
The document discusses the concepts of dynamic capabilities and the resource-based view of the firm. It explains that dynamic capabilities allow firms to adapt their resource configurations to changing market conditions in order to gain and maintain competitive advantages. Specifically, dynamic capabilities help firms rearrange and develop their resources to create new value through activities like product development, strategic decision-making, and alliance-building. The document also discusses how dynamic capabilities differ based on the level of dynamism in a market and how firms can develop and improve their dynamic capabilities over time through processes like repeated practice, codification of procedures, and learning from failures.
Value chain analysis is a tool used to identify sources of competitive advantage. It examines a firm's activities and how they interact and affect costs and performance. Michael Porter developed the value chain model which divides a firm's activities into primary and support activities. Primary activities directly involve creating and delivering a product. Support activities provide inputs for primary activities. Tata Motors' value chain includes long-term supplier contracts, efficient manufacturing processes, a large dealer network, and investments in research and development. Analyzing a firm's value chain can reveal opportunities to lower costs or differentiate products compared to competitors.
Analysing REDD+: Challenges and choicesCIFOR-ICRAF
Analysing REDD+: Challenges and choices is the third book in a series of highly recognised REDD+ volumes from CIFOR. It was launched at CIFOR's official onsite side event during Rio+20, which discussed how transformational change is required to realise the forest sector's climate change mitigation potential through avoided deforestation and forest degradation (REDD+). Climate change is a key global challenge and forests are a key part of the international mitigation agenda. REDD+ offers the opportunity to transform the forest sector in a manner consistent with the vision of a green economy.
For the past four years, CIFOR and partners have been conducting a Global Comparative Study on REDD+ on policy development and the challenges of implementation. In this presentation, CIFOR scientists discuss the results of this work that are relevant to the objectives of Rio+20 and the development of a green economy.
For a copy of the publication, visit www.forestsclimatechange.org/analysingredd+
For more information about the Global Comparative Study on REDD+, visit www.forestsclimatechange.org/global-comparative-study-on-redd.html
The document discusses the development of the resource-based view of the firm and provides a critical appraisal of the theory, outlining both its methodological difficulties and practical insights. It examines the empirical evidence supporting the resource-based view and addresses areas that require further focus, such as resource functionality and combining the theory with other strategic perspectives.
The document discusses the Boston Consulting Group (BCG) Matrix, which classifies business units into four categories based on their relative market share and market growth rate: Question Marks, Stars, Cash Cows, and Dogs. Question Marks have high growth but low market share, requiring high investment. Stars have high growth and market share but also require heavy investment. Cash Cows have low growth but high market share, generating cash with little investment. Dogs have low growth and market share and are cash traps. The BCG Matrix helps assess a product portfolio, cash demands, resource allocation, and divestment decisions.
This document provides an overview of key topics in business ethics based on syllabus material from a prescribed business ethics textbook. It discusses the meaning and importance of business ethics, factors that influence business ethics like leadership and corporate culture, different types of ethics like transactional and participatory ethics. It also summarizes key sections from the textbook syllabus on values, norms, beliefs and moral standards; the need for business ethics; and compares the ethics of business competition to competition in sports.
This document discusses global trends in open innovation. It defines open innovation as using external ideas as well as internal ideas, and internal and external paths to market, to advance internal innovation and expand markets. The document outlines best practices companies use in open innovation, including Philips' high tech campus partnership network. It also discusses how companies are using web 2.0 tools like IdeaStorm, Innocentive, and Threadless to engage customers in innovation.
The document discusses the Balanced Scorecard framework. It provides background on how the Balanced Scorecard was developed in the 1990s as a performance measurement approach that expanded beyond solely financial measures. It then describes the key components of a Balanced Scorecard including translating strategy into objectives across financial, customer, internal process, and innovation/learning perspectives. Steps for developing a Balanced Scorecard including clarifying strategy, setting objectives, and defining metrics are also outlined. An example of successful implementation at Mobil is provided. Challenges and best practices for using Balanced Scorecards, including in e-business, are discussed.
1. Artificial intelligence is coming to knowledge management through technologies like semantic search, question answering systems, and opinion mining that can understand language and context.
2. Current areas of focus in AI include natural language processing, question answering, knowledge representation, and simulating intelligence through technologies like neural networks and robotics.
3. While early attempts at AI focused on rules-based systems, today's approaches use large datasets and machine learning to develop human-like abilities such as translation and conversation without being explicitly programmed.
Management Accounting and its Roles and PrinciplesImran Butt
Management accounting provides specialized data and reports for internal managers to help with decision making, while financial accounting provides standardized financial statements for external stakeholders like investors. Management accounting focuses on future trends and does not need to follow GAAP, whereas financial accounting focuses on past data and must follow GAAP. Effective management accounting implements four principles - influence through relevant and valuable communication that builds trust. It covers areas like cost accounting, inventory management, job costing, and price optimization to help managers with tasks like budgeting, analysis, forecasting, and costing.
Functional strategy is the approach functional areas take to achieve corporate objectives by maximizing resource productivity. Key elements include core competencies, distinctive competencies, and objectives like profitability, market share, innovation, and social responsibility. Functional strategies include marketing, research and development (R&D), human resource management (HRM), financial, and information management strategies. Marketing strategy focuses on pricing, selling, distributing products using market development and product development. R&D strategy focuses on product innovation and process improvement. HRM strategy focuses on managing culture, people, organization, and training. Financial strategy aligns financial management with business strategy, and information management strategy aligns information management.
The GE nine cell matrix was developed by McKinsey for General Electric in the 1970s to analyze business portfolio. Instead of the four cells in the BCG Matrix, the GE matrix creates nine cells based on a 3x3 grid that considers both long-term industry attractiveness (high, medium, low) and a business unit's strength within that industry (strong, average, weak). The matrix is used to identify a business portfolio that optimally matches strengths with attractive industries. Strategies like growth, hold, and harvest are then determined for each cell based on the business unit's strength and the industry attractiveness.
1. Effective strategy implementation involves transforming strategic plans into action through further planning, communication, organizing resources, leadership, and control.
2. Key aspects of the implementation process include assigning tasks, delegating authority, allocating budgets, establishing policies and plans, building performance measurement systems, and establishing controls.
3. The McKinsey 7S framework emphasizes that for successful implementation, an organization must align its strategy, structure, systems, shared values, style, staff, and skills.
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
This document discusses strategic management and strategic choice. It outlines several approaches to strategic choice, including Porter's strategies of cost leadership, differentiation, and focus. It also discusses Ansoff's product/market matrix and strategies based on existing and new products and markets. Other approaches mentioned include Glueck's stability, expansion, and retrenchment strategies, as well as Kotler's strategies based on market leader, challenger, follower, and niche positions. The document provides details on common strategies within each approach and factors to consider when selecting strategies.
The document summarizes different types of functional strategies that support corporate and business unit objectives. It discusses marketing, research and development, human resource management, financial, and information management strategies. The strategies focus on maximizing productivity of resources within each functional area to provide competitive advantages.
The document provides an overview of conducting an internal analysis for strategic management. It discusses analyzing an organization's resources and capabilities, including its resource-based view, business model, value chain, functional resources, and functional capabilities. Key aspects covered include identifying the organization's strengths and weaknesses, distinctive competencies, core competencies, management functions, strategic marketing issues like market position and segmentation, marketing mix, product life cycle, and brand reputation. The internal analysis is critical for understanding an organization's internal strategic factors to determine if it can take advantage of opportunities and avoid threats.
Product innovation involves the creation and introduction of new or improved goods and services. This includes inventions that are new to a company or market as well as improvements to existing products. There are several reasons why developing new products is important for businesses, including responding to changing consumer needs and wants, refreshing products that have reached maturity in their life cycles, and capitalizing on environmental changes. Developing successful new products involves understanding customer needs through research, developing product concepts, testing prototypes with customers, and analyzing results to refine strategies. Financial analysis is then used to evaluate new product opportunities.
The document discusses the Boston Consulting Group (BCG) Matrix, which classifies businesses into four categories based on their relative market share and market growth rate. The four categories are stars, question marks, cash cows, and dogs. Stars have high market share and growth, while cash cows have high share but low growth. Question marks and dogs have low relative market share, with question marks in a high growth market and dogs in a low growth market. The BCG Matrix helps companies assess their product portfolios and allocate resources efficiently.
The document discusses the concepts of dynamic capabilities and the resource-based view of the firm. It explains that dynamic capabilities allow firms to adapt their resource configurations to changing market conditions in order to gain and maintain competitive advantages. Specifically, dynamic capabilities help firms rearrange and develop their resources to create new value through activities like product development, strategic decision-making, and alliance-building. The document also discusses how dynamic capabilities differ based on the level of dynamism in a market and how firms can develop and improve their dynamic capabilities over time through processes like repeated practice, codification of procedures, and learning from failures.
Value chain analysis is a tool used to identify sources of competitive advantage. It examines a firm's activities and how they interact and affect costs and performance. Michael Porter developed the value chain model which divides a firm's activities into primary and support activities. Primary activities directly involve creating and delivering a product. Support activities provide inputs for primary activities. Tata Motors' value chain includes long-term supplier contracts, efficient manufacturing processes, a large dealer network, and investments in research and development. Analyzing a firm's value chain can reveal opportunities to lower costs or differentiate products compared to competitors.
Analysing REDD+: Challenges and choicesCIFOR-ICRAF
Analysing REDD+: Challenges and choices is the third book in a series of highly recognised REDD+ volumes from CIFOR. It was launched at CIFOR's official onsite side event during Rio+20, which discussed how transformational change is required to realise the forest sector's climate change mitigation potential through avoided deforestation and forest degradation (REDD+). Climate change is a key global challenge and forests are a key part of the international mitigation agenda. REDD+ offers the opportunity to transform the forest sector in a manner consistent with the vision of a green economy.
For the past four years, CIFOR and partners have been conducting a Global Comparative Study on REDD+ on policy development and the challenges of implementation. In this presentation, CIFOR scientists discuss the results of this work that are relevant to the objectives of Rio+20 and the development of a green economy.
For a copy of the publication, visit www.forestsclimatechange.org/analysingredd+
For more information about the Global Comparative Study on REDD+, visit www.forestsclimatechange.org/global-comparative-study-on-redd.html
The document discusses the development of the resource-based view of the firm and provides a critical appraisal of the theory, outlining both its methodological difficulties and practical insights. It examines the empirical evidence supporting the resource-based view and addresses areas that require further focus, such as resource functionality and combining the theory with other strategic perspectives.
The document discusses the Boston Consulting Group (BCG) Matrix, which classifies business units into four categories based on their relative market share and market growth rate: Question Marks, Stars, Cash Cows, and Dogs. Question Marks have high growth but low market share, requiring high investment. Stars have high growth and market share but also require heavy investment. Cash Cows have low growth but high market share, generating cash with little investment. Dogs have low growth and market share and are cash traps. The BCG Matrix helps assess a product portfolio, cash demands, resource allocation, and divestment decisions.
This document provides an overview of key topics in business ethics based on syllabus material from a prescribed business ethics textbook. It discusses the meaning and importance of business ethics, factors that influence business ethics like leadership and corporate culture, different types of ethics like transactional and participatory ethics. It also summarizes key sections from the textbook syllabus on values, norms, beliefs and moral standards; the need for business ethics; and compares the ethics of business competition to competition in sports.
This document discusses talent management and related challenges. It addresses selecting, developing, and motivating talent as well as achieving business results. Key talent trends are mentioned like an aging workforce. Challenges in talent management are outlined from attracting talent to retaining them. The importance of talent management is emphasized through the views of CEOs and its impact on business performance is discussed through numbers.
This document provides information about various topics related to Lean leadership and Lean project delivery. It discusses making Lean easy to understand for organizations, the importance of flow and value in Lean. It also summarizes a talk by Paul O'Neill as CEO of Alcoa about prioritizing worker safety, which increased the company's market value. Additional sections promote networking with Lean leaders, and an online course on Lean project delivery practices to create high performance green projects.
The document discusses how lean principles can be applied to leadership. It outlines that over 30 years, lean has evolved from a focus on tools and knowledge in 1980-1990, to experience in 2000, to culture and developing others in 2010-2015. Applying lean at all levels through shared values, problem-solving tools, and self-development can help develop operational leadership. Coaching techniques like modeling improvement processes and the Toyota Production System can increase coaching and leadership skills. Combining lean tools, coaching, and embedding continuous improvement culture can leverage lean as a way to strengthen leadership.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
Aligning Talent Management and Succession Planning with Business Strategy - C...Kenny Ong
The document summarizes CNI Holdings Berhad's journey in aligning its talent management and succession planning strategies with its business goals. It outlines CNI's principles of focusing on performance over potential and developing a talent pool. It describes CNI's strategies for attracting, identifying, developing, motivating and evaluating talent. It also discusses challenges faced such as unclear leadership and silo mentalities. The document provides lessons learned and recommends next steps such as revamping leadership programs, conducting stay interviews and maximizing talent use.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
Presentatie van de workshop Eerstelijns Management door Sander van Eijnsbergen. Deze presentatie was onderdeel van het HR Congres van IMK Opleidingen op 1 september 2011.
Nyenrode, Hoe strategisch is hr wel (of) niet 25/03/2013Flevum
HR | Hoe strategisch is HR wel (of) niet?
Spreker:
Drs. Jo Vincken, director Executive Education aan Nyenrode Business Universiteit
HRM staat voor vele uitdagingen. Het is de verbindende factor tussen topdown sturing en bottom up ontwikkeling. Dit spanningsveld vraagt om een continue afweging van belangrijke thema’s: de rol van HRM binnen de organisatie en de verhouding tot het topmanagement; organisatieontwikkeling (de O, naast de P); de inzet van HR-instrumenten; het HR-dashboard (HR analystics;) en de kwaliteit, organisatie en besturing van de eigen HR-afdeling.
Drs. Jo Vincken – Director Executive Education aan Nyenrode Business Universiteit - zal aan de hand van deze korte theoretische kaders met u het Socratisch debat aangaan rondom de vragen:
• Wat zijn de grootste uitdagingen waar u voor staat?
• Welke kennis en ervaringen heeft u nodig om een goede strategische partner voor uw directie te kunnen zijn?
• Waarom is het vaak moeilijk om de strategische rol te kunnen vervullen?
• Wat maakt u als HR business partner succesvol?
Jo Vincken (1955)
Jo Vincken heeft een lang track record op het gebied van Strategisch HR in het bedrijfsleven en bij de overheid. Zowel in een eindverantwoordelijke HR-positie (Start People en Swets&Zeitlinger) als ook als extern adviseur (Rijnconsult en ZICHTveranderen). Zijn inhoudelijke expertise is change management en HRM.
Betrokken en doordacht, en relativerend naar de menselijke maat, zal hij de deelnemers meenemen langs enkele verdiepende inzichten en deze met hen bespreken.
Jo is december 2012 benoemd op Nyenrode Business Universiteit in de rol van Director Executive Education. Daarvoor was hij Managing Director van het People Management Centre van de Tilburg University.
Peter Van Oevelen, Managing Director bij TriFinance, vertelt over hoe het bedrijf omgaat met zelfsturing binnen de context van loopbaan(begeleiding) en talent.
Management Coaching & Counseling voor Leiderschap van NuMarjon Landheer
Tijden veranderen, deze nieuwe tijd vraagt om vernieuwend leiderschap. Menselijk potentieel vrijmaken om mogelijkheden te creëren. Sturen op unieke competenties van medewerkers en de organisatie.
HR Business Partner, de nieuwe rol van de HR Professional. Aandacht voor Consultancy en Verander Management, een cruciaal thema binnen veel organisaties. Aanbod komen o.m. Schein, Knoster, De Caluwé, Ulrich c.s.
Verslag van MBA afstudeeronderzoek waarbij er 5 eigenschappen van leiders van belang (b)lijken te zijn bij het nieuwe werken.
Het onderzoek gaat eerst in op de vraag wat HNW volgens de theorie is en welke kenmerken van leiderschap daarbij mogelijk relevant zijn. Daarna is gekeken of deze kenmerken bij 15 leidinggevende in de praktijk zichtbaar zijn.
Presentatie (in)richten van de organisatieTon Kallenberg
Het ROC Leiden verandert de strategie: vanuit unitmanagement naar centraal management. Hier past een nieuwe besturingsfilosofie bij. Deze presentatie gaat in op het traject van innovatie.