The document discusses revising the BAR (Business Analytics and Reporting) Critical Capability within the IT-CMF (IT Capability Maturity Framework). It proposes expanding the scope of BAR to focus on driving business change and value creation rather than just measurement and reporting. This includes emphasizing benefits realization over the full lifecycle and aligning benefits to business goals and outcomes. The document also discusses research considered, the work group's process and results to date, and emerging ideas around Business Value Management.
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
White Paper: How to bridge the gap between business, IT and networks – applyi...Ericsson
For operators, a digital telco approach represents a new business and operating model for creating digital services and responding to consumer demands. This model provides the agility required to manage the entire digital ecosystem. However, the model also calls for an ICT transformation of both the front end and back end of an operator’s business.
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
White Paper: How to bridge the gap between business, IT and networks – applyi...Ericsson
For operators, a digital telco approach represents a new business and operating model for creating digital services and responding to consumer demands. This model provides the agility required to manage the entire digital ecosystem. However, the model also calls for an ICT transformation of both the front end and back end of an operator’s business.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
IT Strategy I Best Practices I NuggetHubRichardNowack
IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan.
We provide you with the following best practices:
- IT Strategy Definition and Introduction
- IT Strategy Frameworks
- IT Strategy Approaches and Transformation
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
Abdelfattah Habib
Project Manager /
Senior IT Advisor
How To Pass COBIT 5 Foundation Exam
Agenda
What & Why COBIT5
Golden Plan
Proposed Study Schedule
Register For the Exam
Study Iterations 2 & 3
Exam
• COBIT 2019 story
Gift
IT Assessments I Best Practices I NuggetHubRichardNowack
An IT Assessment is a comprehensive and thorough review of a company's environment and technology systems. In this business best practice slide deck you learn how to setup a professional IT assessment, develop IT target pictures as well as IT roadmaps resulting in a comprehensive transformation plan.
We provide you with the following best practices:
- IT Quick Assessment, Methdology and Reports
- Further IT Assessment Approaches
- Key Follow Up Activities
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Cloud Strategy & Transformation I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
How many times have you been surprised, and frustrated, to learn your IT capabilities won’t support a new or key business objective? Given the rapidly changing healthcare industry and multitude of new initiatives, this scenario happens all the time.
So how can you help ensure your IT components will work together, and can be leveraged to drive business results?
You need a blueprint — a way to align IT to the business – an IT Enterprise Architecture.
A sound Enterprise Architecture ensures your business is supported by IT components working together to deliver both a return-on-investment and projected business results.
Practical Goal Modeling for Enterprise ChangeContext: A Problem StatementDr.-Ing. Sagar Sunkle
Modern enterprise need to rapidly respond to changes. Goal modeling techniques are intuitive mechanisms that help in modeling and analyzing rationale behind enterprise's response to change. In spite of their intuitiveness, there are several challenges that need to be addressed for their practical adoption and application. We present a problem statement based on real world case study and possible ways in which these challenges can be addressed.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
IT Strategy I Best Practices I NuggetHubRichardNowack
IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan.
We provide you with the following best practices:
- IT Strategy Definition and Introduction
- IT Strategy Frameworks
- IT Strategy Approaches and Transformation
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
Abdelfattah Habib
Project Manager /
Senior IT Advisor
How To Pass COBIT 5 Foundation Exam
Agenda
What & Why COBIT5
Golden Plan
Proposed Study Schedule
Register For the Exam
Study Iterations 2 & 3
Exam
• COBIT 2019 story
Gift
IT Assessments I Best Practices I NuggetHubRichardNowack
An IT Assessment is a comprehensive and thorough review of a company's environment and technology systems. In this business best practice slide deck you learn how to setup a professional IT assessment, develop IT target pictures as well as IT roadmaps resulting in a comprehensive transformation plan.
We provide you with the following best practices:
- IT Quick Assessment, Methdology and Reports
- Further IT Assessment Approaches
- Key Follow Up Activities
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Cloud Strategy & Transformation I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
How many times have you been surprised, and frustrated, to learn your IT capabilities won’t support a new or key business objective? Given the rapidly changing healthcare industry and multitude of new initiatives, this scenario happens all the time.
So how can you help ensure your IT components will work together, and can be leveraged to drive business results?
You need a blueprint — a way to align IT to the business – an IT Enterprise Architecture.
A sound Enterprise Architecture ensures your business is supported by IT components working together to deliver both a return-on-investment and projected business results.
Practical Goal Modeling for Enterprise ChangeContext: A Problem StatementDr.-Ing. Sagar Sunkle
Modern enterprise need to rapidly respond to changes. Goal modeling techniques are intuitive mechanisms that help in modeling and analyzing rationale behind enterprise's response to change. In spite of their intuitiveness, there are several challenges that need to be addressed for their practical adoption and application. We present a problem statement based on real world case study and possible ways in which these challenges can be addressed.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
One of the greatest challenges organisations face today is to continuously evolve their products and services and the processes that underpin them. The emergence of digital tools and methodologies for unlocking operational efficiency and elevating the customer experience has radically changed the steps we need to take to achieve operational excellence.
A fresh approach to improvement is needed. For many organisations the goal is the same: enabling agility, designing better and faster processes and uplifting the customer experience. However, legacy operating models, customary ways of working and siloed approaches to operational improvement often act as a barrier. Put simply, existing methods need to evolve.
As the business landscape shifts, it’s imperative that organisations adopt an enduring, integrated and future-proofed approach to operational improvement which becomes part of ‘the way we do things around here’.
Unintegrated approaches: It’s not uncommon to see a disconnect between teams that work across the same end-to-end value stream, with one group identifying automation processes using technologies such as Robotic Process Automation and Artificial Intelligence, others redesigning processes using lean tools and techniques to remove rework and waste, and separate teams using workflow tools to digitise manual work. Each of these examples presents a lever that can be pulled to uplift operational performance, but addressing them together provides the most powerful recipe for maximising customer value.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
The ROI of KaiNexus and the Workout MethodologyKaiNexus
- How one organization saved over $800,000 in 100 days using the KaiNexus WorkOut Methodology
- The background, process, and ROI of the KaiNexus WorkOut Methodology
- Brief demo of the KaiNexus Platform
Sabrion has a highly qualified team of retail/manufacturing process experts and IT consultants, supporting both short and long-term needs. Our FastForward implementation methodology to support PLM and Merchandise planning.
Project Management
PMI – Project Management Institute
PMBOK – Project Management Body of Knowledge
Agile – We utilize Agile, Scrum, and Extreme methodologies when appropriate
We are flexible to embrace the methodologies used by our customers an business partners
Retail/Manufacturing Business Process Re – Engineering
As-Is and To-Be Modeling, SIPOC, RACI, Impact Analysis, Standard Operating Procedures
Application Design, Development and Integration
UML – Unified Modeling Language
Open Internet and Standards, HTML5, CSS3, JQuery, Javascript, Web Frameworks
Application Architecture
Application Infrastructure Design – Virtualization, Cloud, Application Servers, Storage, Web DMZ
Global Network Design – LAN, WAN, MPLS, Reverse Proxy, CDN
Deployment Architecture – Dev, QA, Staging, Production
A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
It’s Lean, Jim, but not as we know it.
Presentation on 2nd International Lean Six Sigma Conference for Higher Education in Arnhem, The Netherlands, organized by HAN University of Applied Sciences
Inflation Impact on IT and Levers to Destress Balance SheetVishal Sharma
Growing inflation across the globe is primarily driven by supply side constraints and is putting pressure on the cost of capital, wages, procurement and other areas of the of business.
This is impacting the operational and financial health of every business including IT.
Following levers could be used to Destress the Balance Sheet of an IT
organisation to reduce OPEX, increase Free Cash Flow and deploy the freed capital in digital enablement
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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/
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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. 📊
"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."
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
20. Benefits
Processes
Benefits
Planning
Benefits
Enablement
Benefits
Harvesting
4th Draft CBBs CBB
Maturity CBB Practices
Practice
Maturit
yCBB Definition
The capability to
identify, structure,
measure, and plan the
interdependent
outcomes and business
benefits of IT-enabled
change initiatives and to
make explicit the means
by which they will be
achieved
The ability to monitor
and execute the
program of
organizational change
necessary to realize all
of the benefits specified
in the benefits plan
Monitoring of the
achievement of planned
benefits and
organizational change
over the operational life
of an IT-enabled change
initiative
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Identify & Structure Benefits
• P1-Identify strategic drivers
• P2-Analyse stakeholder expectations
• P3-Identify, define benefits
• P4-Establish benefit interactions with Process, Stakeholder,
Technology, Organization
• P5-Identify & define costs
• P6-Establish shared business vision
Plan Benefits Realization
• P7-Identify benefits risk
• P8-Structure and map benefits
• P9-Establish benefits / change register – define owners, metrics &
targets
• P10-Identify & record information for benefits / change tracking
• P11-Produce Benefits Plan for delivery of benefits & change
• P12-Prepare initial business case
Benefits-Driven Projects/Programs
• D1-Benefits driven project framework & team design
• D2-Adaptive project lifecycle
• D3-Business leadership and continuing stakeholder involvement
• D4-Specify changes to work and organizational design
• D5-Benefits driven project scope control
Benefits Plan Execution
• D6-Change outcome monitoring & tracking
• D7-Review progress against benefits plan targets
• D8-Update business case as required
• D9-Implement organizational changes
Harvest Monitoring
• H1-Harvesting team
• H2-Business accountability & ownership of continued benefits
harvesting
• H3-Post-implementation benefits and business case review
• H4-Formal harvesting audit and benefits report
Embedding Change
• H5-Evolve working practices to achieve benefits
• H6-Bake targeted benefits into budgets
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
20
29. Adoption & Impact
Getting the
Benefits
Governance
Value Mindset & Language
Decision making
Benefits Review, Practice Evolution
Role of Business Case
Roles and Responsibilities
(Ideation/Capture/Triage)
Benefits Planning
Benefits Enablement
Benefits Harvesting
Leadership
RACI Charts
Common Purpose
Value Culture
Full Life Cycle
Performance Management
Four Ps of change
Doing the Right
Things
Structures
Mission/Mandate, Vision, Values/Principles,
Strategy, Strategic Objectives
Solution Delivery, Service Delivery & Benefits
Delivery metrics – both lead & lag
Portfolio Management
Evaluation Criteria
Doing them the
Right Way
Investment Management
Management of Change
Program Definition/Design
Behavioral Change, Stakeholder
Engagement & Communication
Doing them
Well
Program Management
Project Management
Organizational
Learning
Benefits Tracking &
Reporting –
Four “Ares”
Benefits Register
Benefits Mapping
Service & Operations Management
Enterprise Architecture
Asset Management
Toolkit
Items covered by BAR CC
Items partially covered by current IT-
CMF CBBs
Legend
Items fully covered by current IT-CMF
CBBs
DRAFT – For Discussion Only
Items not materially covered by
current IT-CMF CBBs
Some preliminary thoughts on how E-BAR could be configured
34. Common
Purpose
Value
Culture
The ability to create a clearly
defined, shared and internalized
understanding and acceptance of
the mission/mandate of an
organization, its vision, where all
individuals and their personal
goals are unified around the
values/beliefs, principles and
goals that guide realization of
business value from IT enabled
change.
The ability to create an
environment where the culture is
focused on creating and sustaining
value from an organization’s
investments and assets , with a
shared understanding of, and
belief in what constitutes value for
the organization.
• L1-
5
• L5
• L4
• L3
• L2
• L1
• P1 Define mission/mandate, values/beliefs, vision and principles
• P2 Lead by communicating (NOT by memo) and sharing
• P3 Engage continually (with stakeholders) to confirm and institutionalize
understanding & acceptance
• P4 Promote & reinforce (“walk the talk”) the “Working Together as One”
ethos (the “common” feeling, the shared experience of the team)
• P5 Recognise, reward & celebrate
• P6 Monitor, review and improve
• P1 Define what constitutes value (using some combination of “triple
bottom line” [economic/financial – profit, social – people, and
ecological/environmental – planet] and Porritt’s “five capitals model”
[Financial, Social, Human, Natural, & Manufactured Capital – in public
sector I might add Political]), and how it will be measured
• P2 Develop a common (value) language
• P3 Lead by communicating (NOT by memo) and sharing
• P4 Embed in governance and management processes
• P5 Align the reward system
• P6 Reinforce (“walk the talk”) leading by example so as to institutionalize
the (laser) focus on value (such that it becomes it embedded in the
culture (“the way we do things round here” - unspoken norms of
behaviour, role models, symbols, artefacts, stories and rituals)
• P7 Monitor, review and adjust/improve
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Leadership
4th Draft CBBs CBB
Maturity CBB Practices Practice
MaturityCBB Definition
DRAFT – For Discussion Only
34
35. Governances
Business
Case
(Role)
Roles
and
Responsi
bilities
Relevant
Metrics
The active and effective use of the
Business Case as a key management tool
through the full life cycle of an investment
decision, to ensure that benefits (and
resulting value) are created and
sustained.
The capability to clearly define authority,
roles, responsibilities and accountability
for decisions relating to the identification
of opportunities and their potential
benefits, the development of the Business
Case, the initial investment decision, and
ongoing management of all activity
9including change delivery, utilisation and
exploitation of resultant assets,
realisation of benefits) throughout the full
life cycle of an investment decision.
The identification, definition and use of a
limited number of relevant role-
based metrics that enable monitoring
and active management of benefits over
the full life cycle of an investment, to
ensure that benefits (and resulting value)
are created and sustained.
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• P1 Define and communicate role of business case throughout FLC
• P2 Define and communicate content req’ts – scope and level of
detail (at different stages of FLC)
• P3 Create standard business case template(s)
• P4 Establish approval/sign off req’ts
• P5 Actively promote the use of the business case as a management
and governance tool, utilised and updated at each stage of the
investment lifecycle
• P1 Define Roles
• P2 Define processes, practices & activities
• P3 Map roles to activities, identifying those Responsible,
Accountable, Consulted, or informed (RACI)
• P4 Support each Governance role with suitable training &
accreditation
• P5 Integrate Governance roles with the organisation’s official roles
and job specifications
• P6 Communicate expectations (based on RACI)
• P7 Monitor, review and adjust as necessary
• P1 Lead and Lag Metrics
• P2 Delivery metrics
• P3 Adoption Metrics
• P4 Service Metrics
• P5 Value Metrics (including Benefits ($ and non-$), cost (business
and IT) and risk (delivery, adoption, service and benefits)
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Full Life
Cycle
How governance processes, incorporating
benefits realization management
practices, and supporting (decision-
making) bodies, with clearly defined roles
& responsibilities, relevant and
transparent metrics, and supporting tools
are in place across the full life cycle of an
investment decision, from the initial
concept/idea through to the eventual
retirement of the assets resulting from
the investment
• L5
• L4
• L3
• L2
• L1
• P1 Define/reflect “Full Lifecycle” in the Governance Framework (i.e.
the org should take the trouble to highlight that value governance
stuff will actually happen at each stage across the lifecycle ).
• P2 Identify integration/alignment points with other Governance
activities e.g. Enterprise/Corporate, Financial, Compliance,
Performance etc. (ref J Peppard)
• P3 Integration of investment and asset management
• P4 Embedding of benefits management practices
• P5
• L5
• L4
• L3
• L2
• L1
4th Draft CBBs CBB
Maturity CBB Practices Practice
MaturityCBB Definition
DRAFT – For Discussion Only
35
36. Benefits
Processes
Benefits
Planning
Benefits
Enablement
Benefits
Harvesting
4th Draft CBBs CBB
Maturity CBB Practices
Practice
Maturit
yCBB Definition
The capability to identify, structure,
measure, and plan the
interdependent outcomes and
business benefits of IT-enabled
change initiatives and to make explicit
the means by which they will be
achieved
Execution oversight of the program
for organizational change necessary
to realize all of the benefits specified
in the benefits plan
Management of the achievement of
planned benefits and organizational
change over the operational life of an
IT-enabled change initiative
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Identify & Structure Benefits
• P1-Identify strategic drivers VG1.1, 1.3 – 5, PM1.1 - 4
• P2-Analyse stakeholder expectations IM2.1
• P3-Identify, define benefits IM2.1
• P4-Establish benefit interactions with Process, Stakeholder, Technology,
Organization IM2.1
• P5-Identify & define costs IM4.1
• P6-Establish shared business vision PM1.1
Plan Benefits Realization
• P7-Identify benefits risk IM2.1
• P8-Structure and map benefits IM2.1
• P9-Establish benefits / change register – define owners, metrics & targets
VG5, IM5. - 2
• P10-Identify & record information for benefits / change tracking VG5
• P11-Produce Benefits Plan for delivery of benefits & change IM4.2
• P12-Prepare initial business case IM1.2
Benefits-Driven Projects/Programs
• D1-Benefits driven project framework & team design VG2.5 – 6, PM4.4,
IM6.1
• D2-Adaptive project lifecycle IM6.2
• D3-Business leadership and continuing stakeholder involvement VG2.5 –
6, IM5.2
• D4-Specify changes to work and organizational design IM2.1, 3.1
• D5-Benefits driven project scope control IM6.2
Benefits Plan Execution
• D6-Change outcome monitoring & tracking IM9
• D7-Review progress against benefits plan targets IM6.3
• D8-Update business case as required IM5.1, IM8
• D9-Implement organizational changes IM6.2
Harvest Monitoring
• H1-Harvesting team IM6.1
• H2-Business accountability & ownership of continued benefits harvesting
VG1.2, IM5.2
• H3-Post-implementation benefits and business case review IM9.2 - 3
• H4-Formal harvesting audit and benefits report IM9
Embedding Change
• H5-Evolve working practices to achieve benefits IM9.2 – 3, IM6.2
• H6-Bake targeted benefits into budgets VG4
• L
5
• L
4
• L
3
• L
2
• L
1
• L
5
• L
4
• L
3
• L
2
• L
1
• L
5
• L
4
• L
3
• L
2
• L
1
DRAFT – For Discussion Only
36
37. Behavioural
Change
Stakeholder
Engagement
The ability to address the common
challenges in ensuring that
stakeholders accept the need for
Behavioural changes in order to
achieve business benefits , are
equipped to change i.e., possess
the required knowledge, skills,
resources and motivation to
personally change behaviour in the
desired manner, and ensuring that
the new behaviours are sustained
over time.
Effective stakeholder engagement
including: identifying all relevant
stakeholders, understanding their
role in the change , their current
level of influence over its success,
the impact the change will have on
them, their current attitude to the
change and its impacts, and the
ability to match an appropriate
engagement approach to the
change management situation.
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L1. No formal Benefits plan, or limited clarity about the desired outcomes. No discussion
or even understanding of what needs to change to achieve those outcomes.
• L2. Benefits Plan describes the process(without a link to behaviour) change needed to
achieve the outcome. Benefits ownership is vaguely defined or unclear, with no
individual ownership or accountability
• defined at a collective level at best without formal commitment to deliver
• L3. Benefits Plans are explicitly linked to required behavioural change on the part of
individual owners and their delegates. However, formal tracking of behaviour change
(leading to benefits realisation) is not undertaken, and supporting measures such as
education and skills training are not in place.
• L4. Benefits Ownership is formally accepted, detailed behavioural changes formally
delegated where appropriate, and linked to personal performance objectives and
reviews. Suitable education & skills training programmes in place. Benefits status is
tracked and correlated with measurement of expected behavioural change
• L5. Behavioural Change is formally measured and analysed, and sustained by regularly
improving/refreshing supporting processes and incentivising measures. Enterprise Value
(as a mindset and as an aggregate of planned & actual benefits in the portfolio) is
correlated with observed levels of organisational behaviour change. Both are
benchmarked externally as part of an overall continuous improvement policy.
• L1. The Project/Programme plan contains a partial list, if any of relevant stakeholders,
without specific reference to their roles in Benefits Realisation, the impact of any changes
on them, or the actions required to engage them
• L2 The list of stakeholders has been analysed and correlated to the planned benefits
realisation activity. Stakeholder impact analysis has been carried out at a high level, if at
all . No Engagement Strategy has been drawn up in the context of Benefits Realisation
• L3. Stakeholder Engagement is a recognisable workstream in the Project/Benefits Plan.
Outline engagement plans are in place, but these are not formally reviewed at Governance
level.
• L4 A detailed Stakeholder Engagement Plan is formally adopted and included in the Value
Governance framework. For each Stakeholder or Group, It includes impact analysis,
required response (RACI-based) and a customised engagement strategy to ensure that all
stakeholders are engaged to respond in the required manner
• L5. Stakeholder Engagement is a routine element of all Benefits plans. In addition to
having formal, detailed analyses of impacts of change on stakeholders and the associated
engagement plans, programme change agents and their managers are trained to
understand how people respond to change (i.e. at an emotional level), how best to
address Resistance to Change
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Managemen
t of Change
4th Draft CBBs CBB
Maturity CBB Maturity Practice
MaturityCBB Definition
Communica
tion
The ability to communicate clear
messages, customized to target and
secure commitment from each
stakeholder, suitably designed in
terms of format, content, medium
and timing/frequency.
• L5
• L4
• L3
• L2
• L1
• L1 Communication limited to standard Project Management and
Oversight reporting. No recognition of the need to address the People
Aspects of Change
• L2 General Vision for the Programme and its business benefits is
broadcast at programme launch. Focuses on goals, tasks, targets and
deadlines, but not on how individual behaviour change is linked to
specific benefits realisation
• L3 There is a Communications plan with interventions customised (in
terms of medium, format, content and timing) for target stakeholders.
• L4 The Communications Plan is explicitly tied into the Benefits Plan (and
its individual benefits). The Communications Plan is two-way,
incorporating individual feedback and general reporting to allow it to be
monitored, reviewed and escalated at Governance levels.
• L5 Communication is considered a critical part of the Realisation,
Management and Governance of Business Benefits. It is recognised and
fully supported as a critical skill of accredited change managers for all
forms of leadership interactions, ranging from Information, Education
and Participation to Negotiation and Enforcement.
• L5
• L4
• L3
• L2
• L1
DRAFT – For Discussion Only
37
38. Practice
evolution,
innovation
and
Sharing
New practices contributing to
benefits realisation are
identified, trialled and adopted
alongside effective usage and
evolution of current practices.
Practices are shared across the
organisation and there is support
/ advice to enabled effective and
skilled adoption.
• L5
• L4
• L3
• L2
• L1
• P1: Benefits reviews at key project milestones, post project and
during the lifetime of the service identify new and improved
practices.
• P2: A clear project lifecycle is established to provide a framework for
the adoption and development of practices
• P3: Clear ownership for the project framework and sharing of
practices is identified.
• P4: Adoption of a toolkit / practices / patterns approach to capturing
and sharing knowledge – e.g. as a result of a benefits review.
• P5: Links with external groups / bodies are encouraged as a way of
gaining insight into new opportunities and new practices.
• P6: Project teams and ‘special interest groups’ have brown bag
sessions to share / develop experience in a specific area.
• P7: There is clear leadership for the capability improvement
programme including the adoption of new practices
• P8: Support is available (e.g. fro more experience staff) when trying
to use a practice- this might be at a basic or advance level.
• P9: An Internet repository and associated community champions
sharing and adoption of practices.
• P10: core courses are available that introduce the project and
benefits framework
• P11: Reward and recognition reflects practice evolution, sharing ,
innovation and adoption.
• P12: Project deliverables are used as rich templates for capturing and
sharing good practices.
• P13: Responsibilities for sharing / adopting practices are clear at
project, programme and organisational level.
• P14: Team formation is used as a an opportunity to share practices
as people move from project to project.
• L5
• L4
• L3
• L2
• L1
Benefits
Review
The ability to assess project
success based on the benefits
and change delivered
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
4th Draft CBBs CBB
Maturity CBB Practices Practice
MaturityCBB Definition
Learning
Organization
Embedding Benefits Realization into broader Portfolio Planning
• R1-Benefits-driven portfolio appraisal (PPP) VG3, PM5 – 6, IM7.1
• R2-Complete architectural review (EAM, TIM)
Iterative Benefits Review IM9
• R3-Review benefits and change achieved/not achieved
• R4-Identify additional benefits
• R5-Facilitate lessons learned review
DRAFT – For Discussion Only
38