The document discusses achieving a lean culture through leadership. It provides an agenda for the presentation which includes defining lean culture and developing leadership practices that enable lean culture. It discusses Washington state's lean journey in government and highlights the importance of leaders modeling the behaviors of a lean culture.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
This document discusses various theories and frameworks of leadership. It begins by defining leadership and presenting classic studies on trait theories that examined personality characteristics of leaders. It then covers behavioral theories such as Ohio State studies on consideration and initiating structure, and University of Michigan studies on employee-oriented and production-oriented styles. Contingency theories are discussed like Fiedler's model linking leadership style and situational control, and Hersey and Blanchard's situational theory relating leadership style to follower maturity. Other topics include path-goal theory linking leader behavior and follower motivation, and characteristics of charismatic leadership like vision, risk-taking, and acting as a change agent.
BlueSky is a pioneer in outsourcing entire HR functions for companies. It provides integrated HR outsourcing services including strategic HR consultancy, HR operations management, recruitment and selection, payroll processing, training, and temporary staffing. BlueSky's services are focused on expertise, innovation, and ensuring execution to help clients leverage their people assets. The company works as a long-term partner to clients across various industries such as media, FMCG/retail, technology, manufacturing, and more.
Global search marketing presents operational challenges including developing a uniform strategy, proving value, and managing search efforts. The document outlines a Global COE process to address these, including understanding current operations, devising an overall strategy, identifying gaps, and surveying local markets. It discusses building an ecosystem approach with infrastructure integration, keyword centralization, and co-optimization of SEO and PPC. The COE would provide services like consulting, reporting, and basic SEO tasks to help operationalize global search.
MACPA "Strategic Plan on a Page" developed using BLI's i2a: Insights to Action Strategic Planning Process. This helps capture the critical elements of the strategic plan in a way that people can easily grasp.
It is used for engagement and alignment throughout the organization and ultimately inspires action!
This is what differentiates our i2a: Strategic Planning process - our process starts where strategic planning ends. In the "Inspire to Act" phase, we work to design ways to engage the entire organization with powerful communication tools designed to get buy-in and understanding. The result is more discretionary effort in executing the strategic plan.
Here are the slides from my lightening talk on "Establishing Business Analysis Practice" delivered in BA Conference at Pune, organized by ThoughtWorks on 15th September 2012. In this presentation I cover the lifecycle of BA Practice, preparations necessary before you start a BA practice, what it takes to successfully operate a BA Practice and evolve it towards a consultancy service model.
About Me: My name is Vinay Pandey, and I work as Principal Business Analyst at e-Zest Solutions Ltd. For more information kindly visit my blog http://bab1e.blogspot.com
Leading change through Employee Engagement fricker67
The document discusses leading change at the Metropolitan Police Service (MPS) in London through engaging employees. It describes designing values for the MPS which included input from over 20,000 employees. The values were then embedded through leadership programs and other initiatives. Challenges to change included an existing blame culture and focus on targets. The document also discusses implementing change at the local level through a program called "LA local" which empowered employees and improved morale, community engagement, and performance.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
This document discusses various theories and frameworks of leadership. It begins by defining leadership and presenting classic studies on trait theories that examined personality characteristics of leaders. It then covers behavioral theories such as Ohio State studies on consideration and initiating structure, and University of Michigan studies on employee-oriented and production-oriented styles. Contingency theories are discussed like Fiedler's model linking leadership style and situational control, and Hersey and Blanchard's situational theory relating leadership style to follower maturity. Other topics include path-goal theory linking leader behavior and follower motivation, and characteristics of charismatic leadership like vision, risk-taking, and acting as a change agent.
BlueSky is a pioneer in outsourcing entire HR functions for companies. It provides integrated HR outsourcing services including strategic HR consultancy, HR operations management, recruitment and selection, payroll processing, training, and temporary staffing. BlueSky's services are focused on expertise, innovation, and ensuring execution to help clients leverage their people assets. The company works as a long-term partner to clients across various industries such as media, FMCG/retail, technology, manufacturing, and more.
Global search marketing presents operational challenges including developing a uniform strategy, proving value, and managing search efforts. The document outlines a Global COE process to address these, including understanding current operations, devising an overall strategy, identifying gaps, and surveying local markets. It discusses building an ecosystem approach with infrastructure integration, keyword centralization, and co-optimization of SEO and PPC. The COE would provide services like consulting, reporting, and basic SEO tasks to help operationalize global search.
MACPA "Strategic Plan on a Page" developed using BLI's i2a: Insights to Action Strategic Planning Process. This helps capture the critical elements of the strategic plan in a way that people can easily grasp.
It is used for engagement and alignment throughout the organization and ultimately inspires action!
This is what differentiates our i2a: Strategic Planning process - our process starts where strategic planning ends. In the "Inspire to Act" phase, we work to design ways to engage the entire organization with powerful communication tools designed to get buy-in and understanding. The result is more discretionary effort in executing the strategic plan.
Here are the slides from my lightening talk on "Establishing Business Analysis Practice" delivered in BA Conference at Pune, organized by ThoughtWorks on 15th September 2012. In this presentation I cover the lifecycle of BA Practice, preparations necessary before you start a BA practice, what it takes to successfully operate a BA Practice and evolve it towards a consultancy service model.
About Me: My name is Vinay Pandey, and I work as Principal Business Analyst at e-Zest Solutions Ltd. For more information kindly visit my blog http://bab1e.blogspot.com
Leading change through Employee Engagement fricker67
The document discusses leading change at the Metropolitan Police Service (MPS) in London through engaging employees. It describes designing values for the MPS which included input from over 20,000 employees. The values were then embedded through leadership programs and other initiatives. Challenges to change included an existing blame culture and focus on targets. The document also discusses implementing change at the local level through a program called "LA local" which empowered employees and improved morale, community engagement, and performance.
Shows some considerations for HR Managers and Business Partners when it comes to decision making around the amount of work and people vs skills of people.
MapAsia2010 Transforming the Business with LIGary Maguire
The document discusses how location intelligence can help transform service delivery for the Department for Families and Communities (DFC) in South Australia. Location intelligence enables streamlined delivery of services, provides evidence for policy decisions, and helps optimize limited resources. However, not all frontline staff currently have access to this capability. The document outlines how location intelligence aligns with DFC's strategic objectives and connects to its business functions. It argues that location intelligence can improve outcomes for clients, inform both strategic and operational decision making, and help manage organizational risk.
Infor Enwisen Talent Management is an end-to-end talent management solution that helps organizations select, hire, and retain employees. It offers integrated applications for talent acquisition, goal and performance management, learning and development, compensation management, and succession planning. The system provides tools to automate workflows, analyze talent analytics, configure organizational structures, and manage global and complex workforces. It aims to help companies wage the war for talent and increase profitability by supporting their business strategies with flexible and easy-to-use talent management.
The document outlines the mission, vision, and focus areas for 2012 of the Australian Institute of Management (AIM). AIM's mission is to develop, support, promote and practice management at all levels. Its vision is to be the Australian manager's career partner of choice. In 2012, AIM focused on serving members, regions, the profession, careers, and the future through various programs, services, and strategic initiatives.
The document discusses how Manpower can help businesses by providing workforce solutions and talent resourcing as companies enter the "Human Age" where talent is the key competitive differentiator. Manpower offers a full range of services including contingent staffing, permanent placement, training, site management, and analytics to help companies access the best talent and optimize their workforces. They place over 147,000 industrial workers per week and have experience filling roles in skilled trades and emerging industries.
Tangling and Taming the Abrasive Leader: Ending Unnecessary Roughness and Achieving Balance at Work
There are many abrasive managers and leaders in organizations that impact employee job satisfaction and retention. The common tools and activities employed by HR professionals, consultants and coaches are often not effective. The usual response is to tolerate the abrasive leader’s behavior or conduct because they are typically productive. The alternative is to terminate them.
Neither solution enhances workplace productivity or organizational climate.
Aerospace D&I Action Plan / Kevin A CarterKevin Carter
This document discusses diversity and inclusion implications for five of Kevin A Carter Aerospace's key business goals: [1] Grow sales through worldwide opportunities; [2] Grow sales through improved customer value; [3] Expand margins by reducing costs; [4] Increase organizational capabilities and capitalize on efficiencies of acquisitions; [5] Improve operational productivity and throughput by implementing lean initiatives. For each goal, it clarifies implications for the workforce and work environment, and proposes initiatives to address those implications such as evaluating representation, conducting analysis of promotions and pay, and incorporating a diversity lens within acquisition and lean processes. It also develops proposed metrics to measure progress aligned with the business goals.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
Jeff Cockerton Networking Presentation Revajcockerton
Jeff Cockerton is a senior manufacturing executive with over 21 years of experience in the industry. He has a proven track record of transforming organizations into lean enterprises through cultural change and leadership. As General Manager of Nordco, he led a turnaround that improved quality, delivery, and costs while increasing cash flow and employee empowerment. References provided praise his strong leadership skills and creating a success-focused culture.
Johnson & Johnson transitioned to Workday's unified HR solution from SAP in order to improve visibility, efficiency and reduce costs. They implemented Workday in phases starting in 2012 across Asia Pacific countries and then expanded their rollout to additional countries in 2013. Workday provided Johnson & Johnson with a more intuitive user interface, mobile capabilities and integrated talent management functionality to help optimize their global workforce.
CBI Group is a national company that provides human resources and recruitment solutions. They offer services including recruitment, consulting, and outplacement. Their recruitment services include project staffing, search, and sourcing as a service. Their consulting services include HR projects, management consulting, and audits and assessments. Their outplacement services include career coaching, full outplacement, and self-paced online outplacement support. CBI Group aims to provide scalable, flexible solutions tailored to each client's specific needs.
The document discusses scaling lean and agile development at the enterprise level. It introduces the Scaled Agile Framework (SAFe), which is a proven framework for applying lean and agile practices across multiple teams. SAFe helps synchronize vision, planning, dependencies, and delivery across teams of 50-100 people and has been scaled to hundreds of teams and thousands of people. It addresses common myths and challenges with scaling agile, such as how to express requirements at the portfolio level rather than just user stories, and how to manage backlogs across many teams.
The document discusses the role of human resources in promoting an ethical workplace. It outlines several key functions of human resources departments, including hiring, training, benefits administration, and policy development. It emphasizes that human resources must ensure employees uphold the company's core values. The document also describes how one company, Skali, fosters ethics through continuous communication of values, monthly group activities, and instilling a sense of belonging in employees.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
Outsourcing in CEE. Country Overview. Hungary - Hay GroupHI-TECH_Org_Ua
The document provides an overview of shared services centers in Hungary based on a survey conducted by Hay Group. Some key points:
- Hay Group surveyed 32 participating companies in Hungary with over 10,000 employees across 12 sectors.
- On average, salaries for managers were highest, followed by team leaders/supervisors, then specialists. Certain job families like IT saw higher salaries on average than others like customer service.
- Benefits offered commonly included a cafeteria system, company cars, trainings and language pay premiums.
- Employee turnover averaged 24.5% in 2008 primarily due to reasons like monotony, career opportunities or compensation.
- An international comparison showed Hungary had comparable or lower gross and net
The document discusses trends in nonprofit leadership transitions that will need to be addressed between now and 2016. It notes that nonprofits will need to recruit over 600,000 to 1,250,000 new senior managers, and anticipate increased turnover beyond current levels. This is driven by factors such as the increasing number of nonprofits, baby boomer retirement, and lack of experienced younger professionals. Proper transition management is necessary to stabilize organizations and orient new executives through phases of ending the old relationship, establishing an interim plan, and launching the new beginning.
This document outlines an agenda for a workshop on building great teams. The agenda includes discussions of the importance of teams, models for team alignment and engagement, a bridge building simulation exercise, and strategies for effective cross-functional team management. Specific strategies covered are communication, building trust between team members, and helping teams add value. The workshop aims to provide team leaders with tools and frameworks to strengthen performance at both the individual team and organizational levels.
Workday Human Capital Management is the leading unified HR and Talent Management solution on the market today. By offering both of these within the same solution, Workday can provide you with unique insights and capabilities unavailable in standalone solutions. http://www.workday.com/solutions/human_capital_management.php
Joseph Wong is a behavioral transformation coach, professional speaker, and experiential trainer. He has trained over 1,000 professionals in domains like sales psychology, communications, and strategic team building. His training focuses on connecting people through positive influence and persuasion to create positive relationships at work and sales through experiential learning. He has coached business teams to success on the international stage.
Job Descriptions - The Driving Force Behind Successful Compensation and Perfo...HRTMS
Join us as Don Berman, an industry thought-leader in the area of Job Descriptions, shares how you can create and maintain job descriptions you'll love by sharing the next and best practices for managing effective job descriptions.
Sejak menjadi Mitra Utama pada tahun 2007, keterlibatan Indonesia dengan OECD telah menjadi semakin dalam secara signifikan. Pada 2009, Indonesia menjadi anggota Pusat Pengembangan OECD untuk terlibat dalam berbagi pengetahuan tentang kebijakan inovatif untuk mempercepat pembangunan. Indonesia merupakan Mitra Utama pertama yang menandatangani Kerangka Perjanjian Kerja Sama (2012) dan Perjanjian Hak Istimewa dan Imunitas (2013), dan belum lama ini Indonesia menyambut dengan baik kehadiran kantor regional OECD yang pertama, yang dibuka di Jakarta pada bulan Maret 2015.
This is a presentation I made to help teach my Leadership Senior Seminar class how to Challenge the Process. Hope others can find it to be helpful! It is based from the book called "The Leadership Challenge"
Shows some considerations for HR Managers and Business Partners when it comes to decision making around the amount of work and people vs skills of people.
MapAsia2010 Transforming the Business with LIGary Maguire
The document discusses how location intelligence can help transform service delivery for the Department for Families and Communities (DFC) in South Australia. Location intelligence enables streamlined delivery of services, provides evidence for policy decisions, and helps optimize limited resources. However, not all frontline staff currently have access to this capability. The document outlines how location intelligence aligns with DFC's strategic objectives and connects to its business functions. It argues that location intelligence can improve outcomes for clients, inform both strategic and operational decision making, and help manage organizational risk.
Infor Enwisen Talent Management is an end-to-end talent management solution that helps organizations select, hire, and retain employees. It offers integrated applications for talent acquisition, goal and performance management, learning and development, compensation management, and succession planning. The system provides tools to automate workflows, analyze talent analytics, configure organizational structures, and manage global and complex workforces. It aims to help companies wage the war for talent and increase profitability by supporting their business strategies with flexible and easy-to-use talent management.
The document outlines the mission, vision, and focus areas for 2012 of the Australian Institute of Management (AIM). AIM's mission is to develop, support, promote and practice management at all levels. Its vision is to be the Australian manager's career partner of choice. In 2012, AIM focused on serving members, regions, the profession, careers, and the future through various programs, services, and strategic initiatives.
The document discusses how Manpower can help businesses by providing workforce solutions and talent resourcing as companies enter the "Human Age" where talent is the key competitive differentiator. Manpower offers a full range of services including contingent staffing, permanent placement, training, site management, and analytics to help companies access the best talent and optimize their workforces. They place over 147,000 industrial workers per week and have experience filling roles in skilled trades and emerging industries.
Tangling and Taming the Abrasive Leader: Ending Unnecessary Roughness and Achieving Balance at Work
There are many abrasive managers and leaders in organizations that impact employee job satisfaction and retention. The common tools and activities employed by HR professionals, consultants and coaches are often not effective. The usual response is to tolerate the abrasive leader’s behavior or conduct because they are typically productive. The alternative is to terminate them.
Neither solution enhances workplace productivity or organizational climate.
Aerospace D&I Action Plan / Kevin A CarterKevin Carter
This document discusses diversity and inclusion implications for five of Kevin A Carter Aerospace's key business goals: [1] Grow sales through worldwide opportunities; [2] Grow sales through improved customer value; [3] Expand margins by reducing costs; [4] Increase organizational capabilities and capitalize on efficiencies of acquisitions; [5] Improve operational productivity and throughput by implementing lean initiatives. For each goal, it clarifies implications for the workforce and work environment, and proposes initiatives to address those implications such as evaluating representation, conducting analysis of promotions and pay, and incorporating a diversity lens within acquisition and lean processes. It also develops proposed metrics to measure progress aligned with the business goals.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
Jeff Cockerton Networking Presentation Revajcockerton
Jeff Cockerton is a senior manufacturing executive with over 21 years of experience in the industry. He has a proven track record of transforming organizations into lean enterprises through cultural change and leadership. As General Manager of Nordco, he led a turnaround that improved quality, delivery, and costs while increasing cash flow and employee empowerment. References provided praise his strong leadership skills and creating a success-focused culture.
Johnson & Johnson transitioned to Workday's unified HR solution from SAP in order to improve visibility, efficiency and reduce costs. They implemented Workday in phases starting in 2012 across Asia Pacific countries and then expanded their rollout to additional countries in 2013. Workday provided Johnson & Johnson with a more intuitive user interface, mobile capabilities and integrated talent management functionality to help optimize their global workforce.
CBI Group is a national company that provides human resources and recruitment solutions. They offer services including recruitment, consulting, and outplacement. Their recruitment services include project staffing, search, and sourcing as a service. Their consulting services include HR projects, management consulting, and audits and assessments. Their outplacement services include career coaching, full outplacement, and self-paced online outplacement support. CBI Group aims to provide scalable, flexible solutions tailored to each client's specific needs.
The document discusses scaling lean and agile development at the enterprise level. It introduces the Scaled Agile Framework (SAFe), which is a proven framework for applying lean and agile practices across multiple teams. SAFe helps synchronize vision, planning, dependencies, and delivery across teams of 50-100 people and has been scaled to hundreds of teams and thousands of people. It addresses common myths and challenges with scaling agile, such as how to express requirements at the portfolio level rather than just user stories, and how to manage backlogs across many teams.
The document discusses the role of human resources in promoting an ethical workplace. It outlines several key functions of human resources departments, including hiring, training, benefits administration, and policy development. It emphasizes that human resources must ensure employees uphold the company's core values. The document also describes how one company, Skali, fosters ethics through continuous communication of values, monthly group activities, and instilling a sense of belonging in employees.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
Outsourcing in CEE. Country Overview. Hungary - Hay GroupHI-TECH_Org_Ua
The document provides an overview of shared services centers in Hungary based on a survey conducted by Hay Group. Some key points:
- Hay Group surveyed 32 participating companies in Hungary with over 10,000 employees across 12 sectors.
- On average, salaries for managers were highest, followed by team leaders/supervisors, then specialists. Certain job families like IT saw higher salaries on average than others like customer service.
- Benefits offered commonly included a cafeteria system, company cars, trainings and language pay premiums.
- Employee turnover averaged 24.5% in 2008 primarily due to reasons like monotony, career opportunities or compensation.
- An international comparison showed Hungary had comparable or lower gross and net
The document discusses trends in nonprofit leadership transitions that will need to be addressed between now and 2016. It notes that nonprofits will need to recruit over 600,000 to 1,250,000 new senior managers, and anticipate increased turnover beyond current levels. This is driven by factors such as the increasing number of nonprofits, baby boomer retirement, and lack of experienced younger professionals. Proper transition management is necessary to stabilize organizations and orient new executives through phases of ending the old relationship, establishing an interim plan, and launching the new beginning.
This document outlines an agenda for a workshop on building great teams. The agenda includes discussions of the importance of teams, models for team alignment and engagement, a bridge building simulation exercise, and strategies for effective cross-functional team management. Specific strategies covered are communication, building trust between team members, and helping teams add value. The workshop aims to provide team leaders with tools and frameworks to strengthen performance at both the individual team and organizational levels.
Workday Human Capital Management is the leading unified HR and Talent Management solution on the market today. By offering both of these within the same solution, Workday can provide you with unique insights and capabilities unavailable in standalone solutions. http://www.workday.com/solutions/human_capital_management.php
Joseph Wong is a behavioral transformation coach, professional speaker, and experiential trainer. He has trained over 1,000 professionals in domains like sales psychology, communications, and strategic team building. His training focuses on connecting people through positive influence and persuasion to create positive relationships at work and sales through experiential learning. He has coached business teams to success on the international stage.
Job Descriptions - The Driving Force Behind Successful Compensation and Perfo...HRTMS
Join us as Don Berman, an industry thought-leader in the area of Job Descriptions, shares how you can create and maintain job descriptions you'll love by sharing the next and best practices for managing effective job descriptions.
Sejak menjadi Mitra Utama pada tahun 2007, keterlibatan Indonesia dengan OECD telah menjadi semakin dalam secara signifikan. Pada 2009, Indonesia menjadi anggota Pusat Pengembangan OECD untuk terlibat dalam berbagi pengetahuan tentang kebijakan inovatif untuk mempercepat pembangunan. Indonesia merupakan Mitra Utama pertama yang menandatangani Kerangka Perjanjian Kerja Sama (2012) dan Perjanjian Hak Istimewa dan Imunitas (2013), dan belum lama ini Indonesia menyambut dengan baik kehadiran kantor regional OECD yang pertama, yang dibuka di Jakarta pada bulan Maret 2015.
This is a presentation I made to help teach my Leadership Senior Seminar class how to Challenge the Process. Hope others can find it to be helpful! It is based from the book called "The Leadership Challenge"
The Five Pillars of Leadership: How to bridge the leadership gap Paul J. MeyerDr. Michael Clarke
Paul J. Meyer is considered the founder of the personal development industry. His organization, Leadership Management International, has engaged with over 2 million leaders in 67 countries. He describes leadership as achieving beneficial results through people, and that anyone can be a leader by stepping forward to help others transform. Good leadership requires integrity, having a servant's heart to develop others, and stewardship to develop people to their full potential. Leaders must be committed to continual growth and have the courage to embrace change to succeed.
TeamBuilders WorldWide offers training and development programs that help organizations improve team and leadership dynamics and realize their high-performance potential. The Leadership Challenge and the LPI are just one of several tools used by TBW to tailor a results driven program for global businesses.
Jack Welch led a two-decade transformation of GE during his tenure from 1981-2001. He challenged the company to be number 1 or 2 in all business areas. Welch restructured GE through a series of changes, selling more than 200 businesses and making over 370 acquisitions. He emphasized cultural changes like developing leaders and a focus on quality. By the end of Welch's time, services made up 67% of GE's business compared to 15% in 1980, and the company achieved a quality level of 3.4 defects per million operations.
Kurva penawaran agregat jangka panjang (LRAS) vertikal menunjukkan output jangka panjang tidak terpengaruh oleh tingkat harga. Kurva permintaan agregat (AD) dan perubahan jumlah uang beredar dapat mengubah tingkat harga tanpa mempengaruhi output. Kurva penawaran agregat jangka pendek (SRAS) datar mengasumsikan harga kaku sehingga perubahan AD dapat mempengaruhi output jangka pendek.
Moneyball: A Quantitative Approach to Angel Investing (India - Aug 2012)Paul Singh
The document discusses an approach to early stage startup investing called "Moneyball startups". It advocates for a quantitative portfolio approach using data analysis, diversification across many deals, and smaller initial investments to allow for experimentation and fast failure. This approach aims to provide controlled risk and outsized returns through high deal volume, early exits, and follow-on funding for top performers. The document provides advice on deal terms, avoiding board seats, and being an active investor focused on information asymmetry.
The document summarizes the key concepts from the book "The Leadership Challenge" by James M. Kouzes and Barry Z. Posner. It outlines the five practices of exemplary leadership according to the book: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. It also discusses characteristics of admired leaders such as being honest, competent, and inspiring. The document provides definitions and quotes related to leadership concepts.
Jack Welch: GE's Two Decade Of TransformationMrudang Thakor
It is about Jack Welch's leadership at GE. Initiatives taken by him by which GE became what today it is!
PPT made from HBR case "GE's two decade of transformation: Jack Welch's leadership"
To get the copy of the ppt, send a request mail at mrudangpharma@gmail.com
GE underwent a major transformation under the leadership of Jack Welch from 1981 to 2001. Welch restructured GE by selling unprofitable business and making hundreds of acquisitions. He focused on developing a performance-driven culture and making GE the number 1 or 2 in all of its business lines. Welch also expanded GE globally and pushed the company to constantly challenge itself. Under Welch, GE became highly profitable and grew to become one of the largest and most valuable companies in the world.
In honor of the national leadership events we were invited to support in Anaheim and Orlando we arranged a special show on Leadership Lessons from Walt Disney.
This is the abbreviated slide show to inspire and encourage your heart and mind.
All material copyright Walt Disney Company
Tiga kalimat ringkasan dokumen tersebut adalah:
Dokumen tersebut membahas tentang ekonomi makro dan mikro, termasuk konsep-konsep seperti produk domestik bruto, inflasi, uang, dan model permintaan serta penawaran. Dokumen tersebut juga menjelaskan bagaimana pendapatan nasional didistribusikan ke faktor-faktor produksi seperti modal dan tenaga kerja.
Completing Your LinkedIn Profile: 17 Key ElementsDerek Edmond
Completing Your LinkedIn Profile: 17 Key Elements. My supporting slide deck in association with this blog post: http://ow.ly/A2V7L
Additional recommendations I've written for LinkedIn can be found here
http://ow.ly/A2Vb8
http://ow.ly/A2Vdj
http://ow.ly/A2Veq
The Top Skills That Can Get You Hired in 2017LinkedIn
We analyzed all the recruiting activity on LinkedIn this year and identified the Top Skills employers seek. Starting Oct 24, learn these skills and much more for free during the Week of Learning.
#AlwaysBeLearning https://learning.linkedin.com/week-of-learning
The ROIG Group is a consulting firm founded by experienced business executives focused on bringing innovative solutions to clients. They staff projects with seasoned leaders and executives and believe in driving meaningful value through action-oriented work rather than just developing strategies. The firm's consultants have experience across industries like retail through roles at companies like Best Buy, management consulting firms, vendors and solution providers. They aim to help clients make better decisions with limited resources and share in both the risks and rewards of projects through hands-on work.
The ROIG Group consists of experienced executives who bring innovative solutions to clients. They seek to help clients make smarter decisions with limited resources by tackling big challenges and opportunities. Their experienced practitioner model combines industry and consulting experience to accelerate benefit realization. They intend to work with clients toward mutual value creation through aligning business needs with clear value from engaging The ROIG Group.
The ROIG Group consists of experienced business leaders focused on bringing innovative solutions to clients. They staff projects with seasoned executives who are willing to do the necessary work to drive value. They believe in mutual value exchange and helping clients accelerate the creation of value through their four practices: Revive, Optimize, Innovate, and Grow. Their experienced practitioner model combines industry and consulting experience to accelerate benefit realization for clients.
The ROIG Group is a consulting firm comprised of experienced business leaders focused on bringing innovative solutions to clients. They aim to accelerate value creation for clients through four consulting practices: Revive, Optimize, Innovate, and Grow. Their experienced practitioner model combines industry expertise with hands-on work to ensure benefits are realized.
The document provides an overview of Gemini Consulting's approach to leading organizational change. It discusses how the business environment is changing and requiring different approaches to change. Gemini's approach is grounded in tools developed from behavioral change insights that focus on changing individual behaviors through small groups. Gemini interventions create joint project teams of clients and consultants to serve as a safe environment to experiment with new ways of working and accelerate change. Gemini is evolving its approach to address continuous change and spreading learnings throughout organizations.
This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
The document outlines the mission, vision, and focus areas for 2012 of the Australian Institute of Management (AIM). AIM's mission is to develop, support, promote and practice management at all levels. Its vision is to be the Australian manager's career partner of choice. In 2012, AIM focused on serving members, regions, the profession, careers, and the future through various programs, services, and strategic initiatives.
Talent Management & Development Overview For E Gauge & Edges 07.10.09Chrisk21
This document summarizes services and tools provided by EDGES and e-Gauge to help organizations improve performance. It discusses leadership development programs, strategic planning assistance, and assessment tools to measure organizational health, talent alignment, and business partner perceptions. Case studies show clients achieving improvements in areas like employee satisfaction, profits, safety, and realizing strategic goals ahead of schedule.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
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The document provides a 10-step approach for conducting effective performance reviews that are transformational and employee-centered. The steps include adopting a mutual learning mindset, establishing performance frameworks, discussing goals and expectations, monitoring performance, and having coaching conversations to discuss what is going well and areas for improvement. The approach focuses on development over evaluation, is anchored to defined goals, and aims to have both parties learn something to improve performance.
- The document discusses how organizations can assess their level of socialness through examining leadership actions, management practices, communications protocols, and how well they listen to employees and customers.
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The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
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The document provides information on several leadership development companies in India. It discusses:
1) The leadership identification, assessment, and development solutions offered by the companies to help clients identify and strengthen their current and future leaders. This includes 360 assessments, leadership programs, coaching, and customized solutions.
2) The types of clients served, which include large Indian and multinational corporations.
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From Social Media Pilot Project to Social CRM - Gregoire De Clercq, BT Global...Our Social Times
This document discusses how to transition a social media pilot program into a more mature social customer relationship management (CRM) strategy. It recommends starting with blogging and community building to establish trust before integrating social media more fully into customer-centric processes. The key is putting the customer at the center and removing silos across customer-facing teams. Social CRM requires proactive collaboration, using data to drive business goals through omnichannel engagement and identifying circles of trust. Going global requires clear communication, a staged approach, and focusing on customer value. Maturity grows from ad hoc use to a managed program with defined roles, budget, and executive sponsorship.
The document discusses employee engagement and what managers need to know. It defines three levels of engagement that employees can experience: checked out, compliant, and engaged. It also identifies six categories that influence engagement: people, work, competitive rewards, company practices, opportunities, and quality of life. The document then outlines three imperatives for creating sustained engagement: creating real meaning, cultivating trust and respect, and balancing effort and recovery. It provides case studies of initiatives at an airline, bank, and consultancy that addressed these imperatives.
The document discusses appreciative leadership and generative connections. It begins with an agenda that outlines exploring appreciative leaders through discovery and dream phases. Findings from prior research identified a model of appreciative leadership defined by worldview, practices, and values. The discovery phase involves one-on-one dialogues to share stories of appreciative leaders. The dream phase consists of group conversations to shape how appreciative leaders are formed, their capabilities to enable positive change, and how they create generative relationships. The document emphasizes practices for appreciative leaders in the 21st century like presence, interconnectedness, humility, and discipline.
Process Insight Consulting provides tailored continuous improvement programs to help companies achieve sustained benefits such as increased productivity and quality. Their team has broad industry experience and offers strategic consulting, training, coaching and program implementation. Clients typically see a return of £10-30 for every £1 spent within one year. Process Insight focuses on aligning solutions with organizational culture and leadership objectives.
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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.
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.
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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