The document discusses ways to turn employees into intrapreneurs by empowering them and fostering engagement. It suggests giving employees time and processes to work on innovative ideas, encouraging contributions from diverse teams, and designing career paths for intrapreneurs. Organizations that empower employees in this way gain a competitive advantage in retaining talent. The document also discusses leadership roles, attitudes, and integrating intrapreneurship into HR processes to further enable change initiation within companies.
Mark Darby's vision for connecting the public service ecosystem, so that partners work together to forge stronger communities with pam. pam is the platform for change and relationship success. It is a collaborative software environment that enables people and organisations to achieve more, and make life easier.
The Enterprise Engagement Alliance (EEA), a coalition of leading organizations dedicated to promoting and expanding the philosophy of engagement in business, will make social
networking and interactivity a key learning component of its education program for the first annual EEA Networking Expo, June 3-5, 2010, at the Doral Arrowwood in Rye Brook, NY.
One of the key objectives of the EEA Networking Expo is to help organizations and management create a formal blueprint for the practical implementation of Enterprise Engagement strategies and tactics. Unlike traditional conferences, the Enterprise Engagement Alliance will involve business practitioners in the development and sharing of content in order to tap the expertise of as many people as possible to create the Networking Expo education program and an Enterprise Engagement Best Practices Manual.
Expert speakers will share information on Enterprise Engagement and then facilitate interactive sessions on key elements of engagement. This education concept is based on the premise that attendees will learn more, and organizations will derive greater benefits, if they hear from the
broadest possible number of viewpoints.
AMURT Romania News Paper (January to May 2012)AMURT Romania
In January, we told our students that they are the pioneers in creating a new solution for a successful integration.
We modeled the training programs based on a simplified social and economic behaviour in today's world. Providing the students with realistic look at the job-business market they must live in and gives first-hand experience in creating and working with the social issues which will dominate their lives.
From this "micro-society" world, we are now moving to the real world. Between June to August, all students will have to attend certified vocational courses of their own choice as well are related to the job market. During this time we are preparing for the social enterprise establishment to start in September.
Collaborative Leadership at HR Directors Business Summit Engage Group
This presentation supported Annie Hazlerigg’s, Senior Consultant at Engage Group, presentation at HR Directors Business Summit in Birmingham on the theme of collaborative leadership, giving organisations a framework for developing their collaboration strategies.
For more information, please visit www.engagegroup.co.uk
Measure, measure, measure. More and more, we hear about the importance of metrics. But what does that really mean? Join strategy consultants Sam Frank and Michele Levy for a practical discussion about the metrics that really matter for nonprofit organizations.
Mark Darby's vision for connecting the public service ecosystem, so that partners work together to forge stronger communities with pam. pam is the platform for change and relationship success. It is a collaborative software environment that enables people and organisations to achieve more, and make life easier.
The Enterprise Engagement Alliance (EEA), a coalition of leading organizations dedicated to promoting and expanding the philosophy of engagement in business, will make social
networking and interactivity a key learning component of its education program for the first annual EEA Networking Expo, June 3-5, 2010, at the Doral Arrowwood in Rye Brook, NY.
One of the key objectives of the EEA Networking Expo is to help organizations and management create a formal blueprint for the practical implementation of Enterprise Engagement strategies and tactics. Unlike traditional conferences, the Enterprise Engagement Alliance will involve business practitioners in the development and sharing of content in order to tap the expertise of as many people as possible to create the Networking Expo education program and an Enterprise Engagement Best Practices Manual.
Expert speakers will share information on Enterprise Engagement and then facilitate interactive sessions on key elements of engagement. This education concept is based on the premise that attendees will learn more, and organizations will derive greater benefits, if they hear from the
broadest possible number of viewpoints.
AMURT Romania News Paper (January to May 2012)AMURT Romania
In January, we told our students that they are the pioneers in creating a new solution for a successful integration.
We modeled the training programs based on a simplified social and economic behaviour in today's world. Providing the students with realistic look at the job-business market they must live in and gives first-hand experience in creating and working with the social issues which will dominate their lives.
From this "micro-society" world, we are now moving to the real world. Between June to August, all students will have to attend certified vocational courses of their own choice as well are related to the job market. During this time we are preparing for the social enterprise establishment to start in September.
Collaborative Leadership at HR Directors Business Summit Engage Group
This presentation supported Annie Hazlerigg’s, Senior Consultant at Engage Group, presentation at HR Directors Business Summit in Birmingham on the theme of collaborative leadership, giving organisations a framework for developing their collaboration strategies.
For more information, please visit www.engagegroup.co.uk
Measure, measure, measure. More and more, we hear about the importance of metrics. But what does that really mean? Join strategy consultants Sam Frank and Michele Levy for a practical discussion about the metrics that really matter for nonprofit organizations.
The SLOAN Employment report for 2012 highlights the impact the programme has on career progression. After 6 months of graduation, we found that more than half of our graduates are working at a Senior Manager or Director level with a salary of more than £100K.
If you are interested in recruiting our talent, please visit http://bit.ly/GTGDxL
Find out more about the Sloan Masters in Leadership and Strategy programme: http://www.london.edu/programmes/sloanmastersinleadershipandstrategy.html
Integer's Craig Elston, SVP Insight & Strategy, spoke this week at the Shopper Marketing Expo at Navy Pier in Chicago. Craig presented The Tenets of Shopper Marketing, six tenets, supported by case studies and proprietary data, that help shift mindsets about the possibilities of shopper marketing and what it can do for manufacturers and retailers alike. The presentation is available for download here.
Background slides for a 30-minute talk with 50 or so high-impact entrepreneurs enrolled in the Founder Institute\'s Chicago cohort. This message requires 90 to 180 minutes, and twice as many slides.
Sustainable Business booklet of London RCE on ESDsustainableuni
'A profit-making sustainable business for a Sustainable London' - a gudence booklet on Sustainable Business for businesses in and out of London.
London RCE (Regional Centre of Expertise) on ESD (Education for Sustainable Development), http://www.londonrce.kk5.org
This session from the Institute of Validation Technology's 14th Annual CSV Conference looks at B. Braun’s journey in moving from an in-house validated training tracking system to learning management in the cloud.
How to Build an Intrapreneurial CultureStefan Hoch
When your employees have taken in the entrepreneurial spirit, then you are not far from an intrapreneurial culture. In this workshop we show effective methods, tools and best practices, such as the Culture Map, Design Thinking, Corporate Case Studies and the Factor10 academy approach to support and promote this transition. The aim is that the entire organization thinks and acts entrepreneurially. In the workshop we support this process not only in theory but work effectively in small groups to create custom prototypes for designing a intrapreneurial culture. Touching, feeling and experiencing is extremely important in times of digitization, therefore we will provide „the-future-is-now“ exhibits, which are exemplary to the presented proceedings.
Workshop material from Corporate Startup Summit 2016, Zürich
CreativeHunt.com says The FUTURE of WORK was one of the most "popular talks" at BarCamp Shanghai, an unconference for entrepreneurs, designers & tech enthusiasts in October of 2013.
Brian's keynote address has traveled around Asia, Europe and America, inspiring the hearts and minds of thousands towards greater intrapreneurship.
The SLOAN Employment report for 2012 highlights the impact the programme has on career progression. After 6 months of graduation, we found that more than half of our graduates are working at a Senior Manager or Director level with a salary of more than £100K.
If you are interested in recruiting our talent, please visit http://bit.ly/GTGDxL
Find out more about the Sloan Masters in Leadership and Strategy programme: http://www.london.edu/programmes/sloanmastersinleadershipandstrategy.html
Integer's Craig Elston, SVP Insight & Strategy, spoke this week at the Shopper Marketing Expo at Navy Pier in Chicago. Craig presented The Tenets of Shopper Marketing, six tenets, supported by case studies and proprietary data, that help shift mindsets about the possibilities of shopper marketing and what it can do for manufacturers and retailers alike. The presentation is available for download here.
Background slides for a 30-minute talk with 50 or so high-impact entrepreneurs enrolled in the Founder Institute\'s Chicago cohort. This message requires 90 to 180 minutes, and twice as many slides.
Sustainable Business booklet of London RCE on ESDsustainableuni
'A profit-making sustainable business for a Sustainable London' - a gudence booklet on Sustainable Business for businesses in and out of London.
London RCE (Regional Centre of Expertise) on ESD (Education for Sustainable Development), http://www.londonrce.kk5.org
This session from the Institute of Validation Technology's 14th Annual CSV Conference looks at B. Braun’s journey in moving from an in-house validated training tracking system to learning management in the cloud.
How to Build an Intrapreneurial CultureStefan Hoch
When your employees have taken in the entrepreneurial spirit, then you are not far from an intrapreneurial culture. In this workshop we show effective methods, tools and best practices, such as the Culture Map, Design Thinking, Corporate Case Studies and the Factor10 academy approach to support and promote this transition. The aim is that the entire organization thinks and acts entrepreneurially. In the workshop we support this process not only in theory but work effectively in small groups to create custom prototypes for designing a intrapreneurial culture. Touching, feeling and experiencing is extremely important in times of digitization, therefore we will provide „the-future-is-now“ exhibits, which are exemplary to the presented proceedings.
Workshop material from Corporate Startup Summit 2016, Zürich
CreativeHunt.com says The FUTURE of WORK was one of the most "popular talks" at BarCamp Shanghai, an unconference for entrepreneurs, designers & tech enthusiasts in October of 2013.
Brian's keynote address has traveled around Asia, Europe and America, inspiring the hearts and minds of thousands towards greater intrapreneurship.
Transforming Business for the Digital Age (Presented by Microsoft)Cloudera, Inc.
Digital transformation is not simply about technology—it requires business and government leaders to re-envision existing business models and embrace a different way of bringing together people, data, and processes to create value for their customers. The challenges facing businesses today are very familiar: engaging customers, empowering employees, optimizing operations, and transforming products.
What has changed is the unique convergence of increasing volumes of data from the digitization of our lives, the advancements in analytics and machine intelligence and the ubiquity of cloud computing which has shifted customer expectations and offers businesses opportunities to surpass those expectations and reinvent the value they offer.
This presentation explores the journey Microsoft is on with various different organisations from around the world as they Digitally Transform.
Switch: How to Change Things When Change is Hardslls01
Based on the book "Switch" by Dan and Chip Heath, this session was presented at the 2010 National Leadership SpecialQuest. This version of the presentation is designed for individuals or groups to reflect on change, engage in learning more about the content of the Switch framework, and analyzing a change for inclusion. Periodically, viewers will want to pause the slidecast in order to do these things.
Every single organization on the planet, even our own careers, always function on three levels. What we do, How we do it and Why we do it.
When all those pieces are aligned, it gives us a filter through which to make decisions. It provides a foundation for innovation. When all three pieces are in balance, others will say, with absolute clarity and certainty,
“We know who you are,” “We know what you stand for.”
Whether they realize it or not, all great and inspiring leaders and organizations think, act and communicate just like each other…and it’s the complete opposite from everyone else.
7 Steps for Open Innovation by @Lindegaard: Grading Your Company’s Open Innov...Stefan Lindegaard
Here you can check out my PowerPoint deck for my new concept:
7 Steps for Open Innovation: Grading Your Company’s Open Innovation Capabilities
The premise is that if your company is not already fully engaged with open innovation efforts, it is way behind. This is evident by looking at the number of companies around the globe that today embrace the use of external partners and input into their innovation efforts.
But even though companies continuously launch new initiatives designed to help them leverage the power of outside knowledge and resources to drive innovation forward, there is a sense within these companies that they can do better and take this new innovation paradigm to an even higher level.
They are also eager to get external perspective to make sure they are maximizing results by using best practices in all aspects of their open innovation efforts.
To help companies with this evaluation, I have developed a seven-step assessment tool that helps them evaluate these key areas:
1. Common Language and Understanding, Motivation, Mandate and Strategic Purpose
2. Assets and Needs
3. Value Pools and Channels
4. Internal Readiness
5. External Readiness
6. New Skills and Mindset
7. Communications Strategy
This assessment tool will help companies identify where they may be falling short in any of these key areas as well as provide ideas and insights on how to make the necessary improvements that will give more power to their open innovation efforts.
This is still work in progress, but you can get an idea of what this is about by checking out my presentation here
It would be great to hear your early feedback on the content itself as well as your thoughts on what I should do with the concept itself. Maybe it would be more valuable for the open innovation community as some kind of an open source project? What do you think?
21 Successful Entrepreuneurs Share their Best Advice - 2016Amit Jadhav
Check out the compilation and 'gyaan' by these successful Leaders. I wish you become a successful LEADER in 2016 ad in case you already are...be instrumental in creating someone else. Happy 2016 and stay tunes to lot's of great stuff
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
The technologies and people we are designing experiences for are constantly changing, in most cases they are changing at a rate that is difficult keep up with. When we think about how our teams are structured and the design processes we use in light of this challenge, a new design problem (or problem space) emerges, one that requires us to focus inward. How do we structure our teams and processes to be resilient? What would happen if we looked at our teams and design process as IA’s, Designers, Researchers? What strategies would we put in place to help them be successful? This talk will look at challenges we face leading, supporting, or simply being a part of design teams creating experiences for user groups with changing technological needs.
An all-day Mobile Strategy Seminar presented to the Wavefront AC community on August 14, 2012.
The presentation goal was to provide an overview of the process to define mobile solutions for companies who have yet to enter into the space. Concepts introduced included:
Improving the conversation across the candidate-employee-alumni continuum. This presentation looks at the organizational and structural hurdles that limit the quality and effectiveness of the communications between organizations and individuals.
Getting the most out of the Salesforce.com Foundation program.
Slides from the Cloudforce Essentials Dublin nonprofit breakout session held on 28th June 2012
presentation on the ASQT 2010 (Anwenderkonferenz Softwarequalität und Test) September 8th-10th, 2010 at the Alpen-Adria Universität Klagenfurt / Austria.
H rcom still wondering about social learning_finalMike Merriman
Still wondering about “social” learning?
DescriptionWhat is social learning and how can it transform your employee experience? How do workplace communities foster a collaborative company culture, in which the collective wisdom of the masses is as highly valued as the insights of “experts?” More importantly, how can we successfully leverage this trend and fully realize the positive business impact that this promises?
Corporate learning has traditionally focused solely on the transfer of information, knowledge, and expertise. This is being challenged and transformed by interactive, collaborative exchanges through social tools, collaboration and online communities, providing a full employee experience. Increasingly, traditional learning is evolving into a community dynamic, initiating more open, honest conversations and proving to have a powerful impact on job and business performance.
In this session, attendees will learn:
1. How to leverage collaborative tools, including online communities and social networking to foster workforce learning and development
2. How to build a sustainable and productive employee experience
3. How organizations can improve business functions, including brand and partner experience, customer experience and employee experience through social learning and community
H rcom still wondering about social learning_finalMike Merriman
Still wondering about “social” learning?
DescriptionWhat is social learning and how can it transform your employee experience? How do workplace communities foster a collaborative company culture, in which the collective wisdom of the masses is as highly valued as the insights of “experts?” More importantly, how can we successfully leverage this trend and fully realize the positive business impact that this promises?
Corporate learning has traditionally focused solely on the transfer of information, knowledge, and expertise. This is being challenged and transformed by interactive, collaborative exchanges through social tools, collaboration and online communities, providing a full employee experience. Increasingly, traditional learning is evolving into a community dynamic, initiating more open, honest conversations and proving to have a powerful impact on job and business performance.
In this session, attendees will learn:
1. How to leverage collaborative tools, including online communities and social networking to foster workforce learning and development
2. How to build a sustainable and productive employee experience
3. How organizations can improve business functions, including brand and partner experience, customer experience and employee experience through social learning and community
Jeff Dachis at Social Media Influence conference 2010Sustainly
Dachis Group CEO Jeff Dachis presented at the Social Media Influence conference on social business design and how social will transform companies both internally and externally.
Enterprise 2.0 Summit 2013 presentation on Work Ethos and Purpose, as what comes next, after Expertise, and Collaboration. We need the systems to help organizations understand each person's purpose, if we really want to engage employees and gain productivity
How to Fast Track Your Social Business CapabilitiesPerficient, Inc.
Social networking and collaboration solutions allow businesses to increase employee productivity and innovation by providing users access to the resources they need to do their jobs. They find people faster. They collaborate better and more intuitively. They increase productivity.
Your social business cannot follow a "build it and they will come" model to be successful. While social business projects require far less investment than traditional projects, they still need a base set of tasks to achieve business goals.
Perficient hosted this social business webinar and learn how to increase productivity by giving users access to necessary resources and allowing them to collaborate more intuitively. Learn how to fast track your social business capabilities, understand social business value, and strategize and design a robust and effective social and collaboration solution.
Topics we cover include:
• Understand the value social software provides
• Define collaborative solutions
• Create a roadmap that identifies the people and the steps necessary for success
• Explore social governance foundational practices that ensures you and your employees are using the tools correctly
Similar to Intrapreneurship. A HR point of view. (20)
Slides for The TEDxULg http://www.ted.com/tedx/events/3576
Connect and build conversation will lead you to a better understanding of your customers needs and expectations. It will enhance your value co-creation.
But you won’t be able to build this conversations from a corporate marketing departement. You’ll need the active participation and commitment of all your co-workers. That’s the reason why the future of marketing lays in HR.
You can enhance it, by building a strong and adequate culture, knowing and working on engagement drivers, gamifiying your processes, putting people first, developping talents, strenghts and autonomy.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
2. Improvement |
The continuing involvement of employees in the
quest for continuous improvement of products
and services but also the processes that make
possible is a must have.
How do we wo rk on employee engagement?
How to turn yo ur employees into intrapreneurs?
4. Employers expectations |
Engaged Passion
Creativiy
Initiative
Intellect
Present
Diligence
Obedience
— Gary Hamel - Webinar July 2011
5. A key emerging trend in the ne
w Connected Empowerment |
Enterprise is treating employee
s as an asset
and thus as an internal custom
er and
stakeholder — from both: an
IT and HR
perspective. Organizations that
recognize
that by empowering employees
to achieve
instead of impeding them, will
gain a
competitive advantage in retain
ing key talent.
Because the current “social
media
generation” is used to working
with tools
that are increasingly social an
d collaborative,
the ability to foster that type
of work
environment — while still sati
sfying privacy
and security concerns — is ke
y to
engagement in the workplace.
— Yammer Blog - November 21, 2011
6. A key emerging trend in the ne
w Connected Empowerment |
Enterprise is treating employee
s as an asset
and thus as an internal custom
er and
stakeholder — from both: an
IT and HR
perspective. Organizations that
recognize
that by empowering employees
to achieve
instead of impeding them, will
gain a
competitive advantage in retain
ing key talent.
Because the current “social
media
generation” is used to working
with tools
that are increasingly social an
d collaborative,
the ability to foster that type
of work
environment — while still sati
sfying privacy
and security concerns — is ke
y to
engagement in the workplace.
— Yammer Blog - November 21, 2011
9. Embedding change |
Initiative
people
Organisational Value
Transforming HR
Step
Turn your employees into
Agile 2 intrapreneurs who initiate
change
people
(Re)vitalising HR
Step Make your employees agile to
1
Inflexible cope with changes
people
Employee Value
10. Social Business |
A business philosophy that emphasizes employee trust and
autonomy as an alternative to hierarchical command and control
management. Additionally, the philosophy views customers and
business partners as trusted components of the organization,
not as external constituents.
The philosophy should be supported by appropriate organizational
design, culture, business process, and technology strategies
and investments.
11. Social Business |
The model of the past is a hierarchical structure, with a
bureaucracy that runs on conformity, control, standardization, and
specialization. It was designed for large organizations to be efficient
at scale, not to address the ways humans work best.
— The Management 2.0 Challenge: How will YOU Reinvent Management in Your Organization?—HBR
12. Culture |
Only 6% of the employees find their
company’s culture innovative
whereas 80% find themselves innovative
13. Intrapreneurship |
Structures giving freedom
Processes fostering autonomy
Culture of collaboration
Potential elements Phenomenon Outcomes (performance)
Customer statisfaction
MGMT Activities &
Organisational culture
Venture Creation &
Innovation
Job statisfaction
Organisational setting
Strategic renewal
Skills & Attitudes of an
Financial performance
employee
The model of intrapreneurship — Heinonen, Jarna & Korvela, Kaisu Turku
School of Economics and business Administration, Turku, Finland
14. A complete new way of organising |
Autonomy
by minimizing
hierarchical structures
and rules
15. A complete new way of organising |
Strength Based Workdesign
Organising work
matching
individual strenghts and
organisational objectives
16. A complete new way of organising |
Collaboration
Amplifying
collaboration by
stimulating dialogue,
interaction and
knowledge sharing
17. Leadership |
} }
No hierarchy
Strong hierarchy
more & more
co-workers
Top - down with Collaboration
leadership
competences needed
VIP leaders club Leadership by all
18. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
— What roles are still too few in your
organization for optimal performance?
19. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Building teams,
Mentor
Optimising collaboration,
UsingPilot
participative decision-making, managing conflict
Mediator
Coordinator
Productor
Controller
None
— What roles are still too few in your
organization for optimal performance?
20. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Living with change,
Pilot
Thinking creatively,
Mediator
Creating change
Coordinator
Productor
Controller
None
— What roles are still too few in your
organization for optimal performance?
21. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Understanding self and others,
Mediator
Communicating effectively,
Coordinator
Developing subordinates
Productor
Controller
None
— What roles are still too few in your
organization for optimal performance?
22. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Visioning,
Planning and goal-setting,
Coordinator
Designing and organising,
Productor
Delegating effectively
Controller
None
— What roles are still too few in your
organization for optimal performance?
23. Visionary
Intrapreneurial Organizational
Leadership |
Leadership
Engaged
Team Pilot
Accountable Leadership
Open-minded Innovator
Interpersonal
Agile Leadership Stimulator
Empathic
Mentor
Collaborative
Personal
Leadership
Inspiring
Attitude Roles
24. Visionary
Intrapreneurial
Leadership |
Engaged
Stimulator
Pilot
Accountable
Attitude
Mentor
Open-minded Innovator Innovator
Stimulator
Agile
Attitude
Stimulator
Empathic
Mentor
Pilot
Collaborative Stimulator
Attitude
Inspiring
Other
Innovator
Attitude Roles
25. Turn your employees into intrapreneurs
who initiate change or innovate |
Give people enough time to work on creative ideas, but set up formal
processes to make sure those ideas go somewhere.
Encourage all your employees to contribute to the innovation dialogue.
Assemble and unleash a diverse workforce. Diverse viewpoints result in
better ideas.
Design a career path for your intrapreneurs. Look for nontraditional
ways to advance their careers.
Prepare for the pitfalls of intrapreneurship. Be prepared to deal with
failure and conflict.
26. WIIFM |
Looking at / for opportunities
Listening for my customers, colleagues, partners
Actively collaborate
Be a red monkey / search red monkeys
...
27. Integrate in HR processes |
t proactive. Iden tifies any opportunities
Merely doing what is expected, come no
A
in the market.
oducts / services
Identify opportunities es pecially in the market for existing pr
B
and also carry on.
rvices. Plays
Observes market opportunities and also detects new products / se
ort-term perspective.
C
focused on these oppo rtunities and goes mainly to the sh
ipating short and
Looking for opportunities in the market, taking action and antic
oducts / services.
D
medium term. Makes proposals for new pr
ket long term. Comes
Anticipates pote ntial problems or trends in the mar
proposals or solutions.
E
spontane ously with detailed and thoughtful