The document discusses the findings of the Ketchum Leadership Communication Monitor study conducted in 2012. It provides background on the study's objectives to assess perceptions of today's leaders and their communication, rank important leadership attributes and behaviors, and provide counsel on effective leadership. The methodology section outlines that an online survey was fielded to over 3,700 respondents in 12 countries. Key findings from the global perspective section show that leaders are falling short of expectations across categories, and people are looking for honest, action-oriented leadership and clear communication.
Reskilling the Workforce: Essential to Business SuccessTaleo Research
Today's business leaders are challenged by a growing disconnect between workers' skills and the work requirements. An ever growing need for knowledge workers and an ever more quickly changing business landscape has led to an increase in skill gaps even as mature economies face the challenge of high unemployment. The only rational approach to this challenge is to increase learning and development efforts in an effort to create a learning culture. This webinar presents evidence for the current challenges and suggests a way forward.
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries like France and Spain have made progress through quotas, little change was seen in the UK, US, and Canada over the past decade. Latin America has declined.
- Barriers
Women in business: from classroom to boardroom
Grant Thornton International Business Report 2014
We have been tracking the proportion of women in senior management since
2004 and the research this year finds that the proportion of women in the
most senior roles has stagnated at 24% - the same as the result in 2012, 2009
and 2007. The question this raises is: what are the roadblocks on the path
to senior management?
Od 2014 roku śledzimy liczbę kobiet na stanowiskach menedżerskich. Tegoroczne badania wskazują, że ich udział procentowy wśród najważniejszych osób w firmie zatrzymał się na poziomie 24% - czyli takim samym jak w 2012, 2009 i 2007. Rodzi się pytanie - jakie bariery spotyka kobieta na drodze do wyższych stanowisk?
The survey of over 2,600 opinion leaders from around the world found that:
1) Large majorities agree reducing poverty is key to global peace but are pessimistic about achieving the UN goal of halving poverty by 2015.
2) Opinion leaders believe the gap between rich and poor people and countries is widening.
3) While deeply pessimistic about the state of the world, majorities are optimistic about their own country's future direction.
4) A solid majority believe the World Bank has a good influence, though one in four in some regions are critical of its influence.
The document discusses organizational effectiveness and managerial effectiveness. It covers topics like the criteria for measuring organizational effectiveness including goal approach, behavioral approach, and strategic constituencies approach. It also discusses factors that influence organizational effectiveness like strategy, technology, people, and structure. When discussing managerial effectiveness, it examines individual characteristics, managerial job dimensions, and organizational results. It analyzes approaches like the managerial grid and roles of the person, the process, and the product in managerial effectiveness. Current practices for developing and measuring managerial effectiveness in industries and governments are also outlined.
The document discusses how effective communication is key to good leadership. It emphasizes that leaders must be good communicators who connect with and influence their community or team. Leaders should focus on clarity of speech, thinking of others, and talking less while saying more in order to stand out from the crowd and help others see their own potential.
Communication and leadership are closely intertwined. Effective communication involves encoding a message from the sender, transmitting it to a receiver, and having the receiver decode the message. Barriers to communication can prevent understanding and open communication where information is shared across all levels is important for an organization. Key aspects of communication include nonverbal cues, active listening, and selecting the right channel to deliver messages. The document emphasizes that communication is the most important skill for leadership success and that clear communication between leaders and employees is essential for an organization to thrive.
Reskilling the Workforce: Essential to Business SuccessTaleo Research
Today's business leaders are challenged by a growing disconnect between workers' skills and the work requirements. An ever growing need for knowledge workers and an ever more quickly changing business landscape has led to an increase in skill gaps even as mature economies face the challenge of high unemployment. The only rational approach to this challenge is to increase learning and development efforts in an effort to create a learning culture. This webinar presents evidence for the current challenges and suggests a way forward.
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries like France and Spain have made progress through quotas, little change was seen in the UK, US, and Canada over the past decade. Latin America has declined.
- Barriers
Women in business: from classroom to boardroom
Grant Thornton International Business Report 2014
We have been tracking the proportion of women in senior management since
2004 and the research this year finds that the proportion of women in the
most senior roles has stagnated at 24% - the same as the result in 2012, 2009
and 2007. The question this raises is: what are the roadblocks on the path
to senior management?
Od 2014 roku śledzimy liczbę kobiet na stanowiskach menedżerskich. Tegoroczne badania wskazują, że ich udział procentowy wśród najważniejszych osób w firmie zatrzymał się na poziomie 24% - czyli takim samym jak w 2012, 2009 i 2007. Rodzi się pytanie - jakie bariery spotyka kobieta na drodze do wyższych stanowisk?
The survey of over 2,600 opinion leaders from around the world found that:
1) Large majorities agree reducing poverty is key to global peace but are pessimistic about achieving the UN goal of halving poverty by 2015.
2) Opinion leaders believe the gap between rich and poor people and countries is widening.
3) While deeply pessimistic about the state of the world, majorities are optimistic about their own country's future direction.
4) A solid majority believe the World Bank has a good influence, though one in four in some regions are critical of its influence.
The document discusses organizational effectiveness and managerial effectiveness. It covers topics like the criteria for measuring organizational effectiveness including goal approach, behavioral approach, and strategic constituencies approach. It also discusses factors that influence organizational effectiveness like strategy, technology, people, and structure. When discussing managerial effectiveness, it examines individual characteristics, managerial job dimensions, and organizational results. It analyzes approaches like the managerial grid and roles of the person, the process, and the product in managerial effectiveness. Current practices for developing and measuring managerial effectiveness in industries and governments are also outlined.
The document discusses how effective communication is key to good leadership. It emphasizes that leaders must be good communicators who connect with and influence their community or team. Leaders should focus on clarity of speech, thinking of others, and talking less while saying more in order to stand out from the crowd and help others see their own potential.
Communication and leadership are closely intertwined. Effective communication involves encoding a message from the sender, transmitting it to a receiver, and having the receiver decode the message. Barriers to communication can prevent understanding and open communication where information is shared across all levels is important for an organization. Key aspects of communication include nonverbal cues, active listening, and selecting the right channel to deliver messages. The document emphasizes that communication is the most important skill for leadership success and that clear communication between leaders and employees is essential for an organization to thrive.
Bill Stankiiewicz Copy 4 2011 Social Media ReportBillStankiewicz
Social Media report posted by Bill Stankiewicz, Atlanta Supply Chain Executive. Email: williamsBoardmember@yahoo.com
Carbon Offset, Green Procurement, Green Supply Chain, Green Sourcing, Sustainability, Lean, Cultural Change, Environmental Leaders, Strategic Planning, Business Leadership
The document reports on a survey of 503 business decision-makers about their use of social media in business purchasing processes. Key findings include:
- Respondents saw the greatest increases in using search engines and supplier websites over the past year. Younger respondents reported higher increases in using social media like Facebook, blogs, and Twitter.
- Respondents perceive spending the most time on search engines and supplier websites each month. Younger respondents spent more time on social media and advertising.
- Over half saw benefits of social media like access to others' experiences, while three-fifths cited weaknesses like unreliable information. Younger respondents were more likely to see no weaknesses.
- 38% used social media in their purchase
The survey collected responses from 1578 marketing and advertising professionals. Most respondents worked at full-service agencies in the US or other countries. Salaries varied significantly depending on role, experience, agency size, and location. Senior roles at large agencies in major cities like New York and San Francisco tended to earn the highest salaries. The survey provides a useful benchmark for compensation across the planning field.
The survey summarizes salaries and career histories of 1578 marketing and advertising professionals. On average, Assistant Planners earn $58,250 annually with 1.5 years of planning experience. Planners earn $77,830 on average with 4.7 years of experience. Senior Planners earn $135,583 with 6.3 years of experience. The largest represented cities are New York, Los Angeles, San Francisco, and Boston.
LinkedIn: Home to the Global Business EliteLinkedIn
The latest round of the Global Business Elite survey shows over a third of the world’s most influential and affluent people using LinkedIn at least once a month.
The research shows the same level of penetration for LinkedIn amongst the highest-level C-Suite executives, 118,000 of whom use the network daily. And the platform also reaches 58% of international business travellers.
Top business users are amongst LinkedIn’s most engaged and digitally savvy members, with 83% accessing content via a smartphone. And with high personal net worth and big business-purchase budgets, they represent the most valuable consumers on the planet.
The document provides information about an annual planning survey conducted by the author over several years. It includes details such as the growing number of participants, the author's career progression working for different agencies, and demographic information about the participants such as their job roles, experience levels, locations, and salaries. The survey aims to help planners understand compensation norms and negotiate salaries.
Brands2Life & PR Week UK 2009 Communications Directors SurveyTony Smith
The survey of 102 communications directors found that 61% worked for companies with over £500m in turnover. Their top challenges included demonstrating PR's business support and lack of strategic thinking time. Most respondents saw budgets decrease by 10-20% over the past year, and made cuts to paper-based content, events, and external agencies. Measurement became more important to management teams, while trust in the PR industry declined. Spending on corporate responsibility increased but budgets decreased. Digital PR represented 10-30% of budgets, with responsibilities including social media, websites, and SEO/SEM. Common digital activities were social media, blogs, and SEO.
The document provides marketing solutions from LinkedIn to New York University to increase reach, brand awareness, and conversions. It outlines LinkedIn's large professional network and demographic data. Specific solutions proposed include using LinkedIn Pages, groups, content ads, Partner Messages, and status updates to engage followers and promote NYU's programs and initiatives. Examples are given of other educational institutions successfully using LinkedIn's follower ecosystem and content marketing. The overall goal is for NYU to leverage LinkedIn's targeted professional audience.
The document summarizes research on Project Management Offices (PMOs) in Argentina. It provides statistics on the industries, sizes, reporting structures, roles, and challenges of PMOs from interviews with 37 large Argentine companies. For example, it finds that over 45% of PMOs have between 2-10 staff and nearly half report to the IT department. The comments highlight issues like building trust, delivering value, dealing with perceptions as policemen, and justifying ongoing PMO sustainability.
Ketchum leadership communication monitor global summary deck us_finalketchumbrasil
This document summarizes the findings of the Ketchum Leadership Communication Monitor study from March 2012. The study examined global attitudes toward leadership and the role of communication in leadership. Key findings include:
1) There is a large gap between expectations of effective leadership and perceptions of how well leaders are actually delivering. Business leaders are seen as the most effective but still have room for improvement.
2) Effective communication is seen as critical to leadership but leaders across categories score poorly in their communication abilities.
3) The study provides recommendations for improving leadership, including closing the gap between words and actions, being transparent, adapting communication styles, and building trust.
This document summarizes a social business event hosted by TAG, the industry association for Georgia's technology industry. The event discussed the state of social business in Georgia and how companies can become "socially acceptable." Attendees were encouraged to share thoughts on social media using #tagjam12 and take pictures to post on Twitter. Surveys of technology adoption, company culture, and demographics from TAG members were presented. Panelists from various companies discussed challenges of the new digital workplace and enabling mobile work. The event concluded with discussions on assessing social business maturity and keeping the conversation ongoing through future TAG events and their LinkedIn group.
This document discusses marketing solutions from LinkedIn that Georgetown University could utilize to meet its objectives of increasing reach, extending its brand, raising awareness, and driving conversions. It outlines LinkedIn's large professional network and how its quality audience of influential, affluent professionals can be targeted. Specific LinkedIn tools are presented, including company pages to engage followers, content ads, partner messages through the LinkedIn inbox, and status updates. Case studies of INSEAD and London Business School's successful use of these tools to engage potential candidates and drive awareness through relevant content and messaging are also provided.
CIPR's annual State of the Profession report has, for ten years, explored the trends, issues and challenges facing public relations. It is the largest and most statistically robust investigation of its kind. From skills and salaries to diversity and gender pay, State of the Profession delivers industry-leading data on every aspect of the PR profession.
This document proposes a marketing solutions plan for the School of Continuing Education at Columbia University. The plan aims to increase reach, brand extension, awareness, and conversions. It recommends using LinkedIn's targeting, content ads, InMail messages, custom groups, and company pages/followers to engage professionals and build the school's brand and relationships. Case studies demonstrate how other top schools have successfully used LinkedIn's tools and follower ecosystem. The proposal includes targeted budgets and analytics for measuring success.
This document discusses marketing solutions from LinkedIn for the client Eduvantis. It outlines LinkedIn's large professional network and how marketers can use LinkedIn to reach influential, affluent professionals. Specific LinkedIn marketing solutions are also summarized, including creating a Company Page, running social ads and content ads, engaging members through groups, and directly messaging members using InMail. Case studies of how other education companies successfully used LinkedIn's marketing solutions to engage prospects and differentiate their programs are also provided.
The document discusses how most CEOs feel unprepared for the rapidly escalating complexity in today's economic environment, which they see as substantially more volatile, uncertain, and complex, however a group of "Standout" organizations have consistently performed well by mitigating complexity. Global shifts like increased interconnectivity and the rise of new technologies are compounding complexity. While CEOs expect disruption to continue, they must find new ways to lead their organizations to succeed in this drastically changed world.
FT Decision Dynamics - Global Business Outlook Survey 2012Daniel Rothman
The document provides an overview of the Ninth Annual Global Business Outlook Study conducted by the Financial Times in collaboration with Doremus. It summarizes the study's findings on global decision maker sentiment related to economic outlook, corporate goals and challenges, impact of key global events, investment plans, and employment expectations. The study also examines technology and media usage patterns of decision makers. Over 600 global senior executives participated in the survey providing insight into their organizational expectations and experiences for the coming year.
The 5th Annual JOTW Strategic Communications Survey for 2022Frank Strong
5th annual survey of 483 professionals working in communications, public relations and public affairs.
This survey was a joint effort between Ned’s Job of the Week (JOTW) and Sword and the Script Media, LLC. Subscribers to both organizations were solicited to take the survey through mentions in the weekly newsletter, dedicated email requests and social media. Gini Dietrich and Karen Swim also solicited respondents from their respective communities at Spin Sucks and Solo PR Pro.
In total 483 respondents took the survey online, using Survey Monkey, from Friday, May 6, 2022, until June 14, 2022.
Survey takers were incentivized to take the survey with an offer to be entered for a chance to win one of three gift cards ($100, $50 and $25).
1) CEOs now see complexity as their biggest challenge rather than change. 79% expect complexity to increase further.
2) While most CEOs doubt their ability to manage growing complexity, some "Standout" organizations have used it to their financial advantage over the past 5 years.
3) CEOs say creativity is now the most important leadership quality to navigate complexity successfully. Standout companies practice and encourage experimental, creative thinking.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Bill Stankiiewicz Copy 4 2011 Social Media ReportBillStankiewicz
Social Media report posted by Bill Stankiewicz, Atlanta Supply Chain Executive. Email: williamsBoardmember@yahoo.com
Carbon Offset, Green Procurement, Green Supply Chain, Green Sourcing, Sustainability, Lean, Cultural Change, Environmental Leaders, Strategic Planning, Business Leadership
The document reports on a survey of 503 business decision-makers about their use of social media in business purchasing processes. Key findings include:
- Respondents saw the greatest increases in using search engines and supplier websites over the past year. Younger respondents reported higher increases in using social media like Facebook, blogs, and Twitter.
- Respondents perceive spending the most time on search engines and supplier websites each month. Younger respondents spent more time on social media and advertising.
- Over half saw benefits of social media like access to others' experiences, while three-fifths cited weaknesses like unreliable information. Younger respondents were more likely to see no weaknesses.
- 38% used social media in their purchase
The survey collected responses from 1578 marketing and advertising professionals. Most respondents worked at full-service agencies in the US or other countries. Salaries varied significantly depending on role, experience, agency size, and location. Senior roles at large agencies in major cities like New York and San Francisco tended to earn the highest salaries. The survey provides a useful benchmark for compensation across the planning field.
The survey summarizes salaries and career histories of 1578 marketing and advertising professionals. On average, Assistant Planners earn $58,250 annually with 1.5 years of planning experience. Planners earn $77,830 on average with 4.7 years of experience. Senior Planners earn $135,583 with 6.3 years of experience. The largest represented cities are New York, Los Angeles, San Francisco, and Boston.
LinkedIn: Home to the Global Business EliteLinkedIn
The latest round of the Global Business Elite survey shows over a third of the world’s most influential and affluent people using LinkedIn at least once a month.
The research shows the same level of penetration for LinkedIn amongst the highest-level C-Suite executives, 118,000 of whom use the network daily. And the platform also reaches 58% of international business travellers.
Top business users are amongst LinkedIn’s most engaged and digitally savvy members, with 83% accessing content via a smartphone. And with high personal net worth and big business-purchase budgets, they represent the most valuable consumers on the planet.
The document provides information about an annual planning survey conducted by the author over several years. It includes details such as the growing number of participants, the author's career progression working for different agencies, and demographic information about the participants such as their job roles, experience levels, locations, and salaries. The survey aims to help planners understand compensation norms and negotiate salaries.
Brands2Life & PR Week UK 2009 Communications Directors SurveyTony Smith
The survey of 102 communications directors found that 61% worked for companies with over £500m in turnover. Their top challenges included demonstrating PR's business support and lack of strategic thinking time. Most respondents saw budgets decrease by 10-20% over the past year, and made cuts to paper-based content, events, and external agencies. Measurement became more important to management teams, while trust in the PR industry declined. Spending on corporate responsibility increased but budgets decreased. Digital PR represented 10-30% of budgets, with responsibilities including social media, websites, and SEO/SEM. Common digital activities were social media, blogs, and SEO.
The document provides marketing solutions from LinkedIn to New York University to increase reach, brand awareness, and conversions. It outlines LinkedIn's large professional network and demographic data. Specific solutions proposed include using LinkedIn Pages, groups, content ads, Partner Messages, and status updates to engage followers and promote NYU's programs and initiatives. Examples are given of other educational institutions successfully using LinkedIn's follower ecosystem and content marketing. The overall goal is for NYU to leverage LinkedIn's targeted professional audience.
The document summarizes research on Project Management Offices (PMOs) in Argentina. It provides statistics on the industries, sizes, reporting structures, roles, and challenges of PMOs from interviews with 37 large Argentine companies. For example, it finds that over 45% of PMOs have between 2-10 staff and nearly half report to the IT department. The comments highlight issues like building trust, delivering value, dealing with perceptions as policemen, and justifying ongoing PMO sustainability.
Ketchum leadership communication monitor global summary deck us_finalketchumbrasil
This document summarizes the findings of the Ketchum Leadership Communication Monitor study from March 2012. The study examined global attitudes toward leadership and the role of communication in leadership. Key findings include:
1) There is a large gap between expectations of effective leadership and perceptions of how well leaders are actually delivering. Business leaders are seen as the most effective but still have room for improvement.
2) Effective communication is seen as critical to leadership but leaders across categories score poorly in their communication abilities.
3) The study provides recommendations for improving leadership, including closing the gap between words and actions, being transparent, adapting communication styles, and building trust.
This document summarizes a social business event hosted by TAG, the industry association for Georgia's technology industry. The event discussed the state of social business in Georgia and how companies can become "socially acceptable." Attendees were encouraged to share thoughts on social media using #tagjam12 and take pictures to post on Twitter. Surveys of technology adoption, company culture, and demographics from TAG members were presented. Panelists from various companies discussed challenges of the new digital workplace and enabling mobile work. The event concluded with discussions on assessing social business maturity and keeping the conversation ongoing through future TAG events and their LinkedIn group.
This document discusses marketing solutions from LinkedIn that Georgetown University could utilize to meet its objectives of increasing reach, extending its brand, raising awareness, and driving conversions. It outlines LinkedIn's large professional network and how its quality audience of influential, affluent professionals can be targeted. Specific LinkedIn tools are presented, including company pages to engage followers, content ads, partner messages through the LinkedIn inbox, and status updates. Case studies of INSEAD and London Business School's successful use of these tools to engage potential candidates and drive awareness through relevant content and messaging are also provided.
CIPR's annual State of the Profession report has, for ten years, explored the trends, issues and challenges facing public relations. It is the largest and most statistically robust investigation of its kind. From skills and salaries to diversity and gender pay, State of the Profession delivers industry-leading data on every aspect of the PR profession.
This document proposes a marketing solutions plan for the School of Continuing Education at Columbia University. The plan aims to increase reach, brand extension, awareness, and conversions. It recommends using LinkedIn's targeting, content ads, InMail messages, custom groups, and company pages/followers to engage professionals and build the school's brand and relationships. Case studies demonstrate how other top schools have successfully used LinkedIn's tools and follower ecosystem. The proposal includes targeted budgets and analytics for measuring success.
This document discusses marketing solutions from LinkedIn for the client Eduvantis. It outlines LinkedIn's large professional network and how marketers can use LinkedIn to reach influential, affluent professionals. Specific LinkedIn marketing solutions are also summarized, including creating a Company Page, running social ads and content ads, engaging members through groups, and directly messaging members using InMail. Case studies of how other education companies successfully used LinkedIn's marketing solutions to engage prospects and differentiate their programs are also provided.
The document discusses how most CEOs feel unprepared for the rapidly escalating complexity in today's economic environment, which they see as substantially more volatile, uncertain, and complex, however a group of "Standout" organizations have consistently performed well by mitigating complexity. Global shifts like increased interconnectivity and the rise of new technologies are compounding complexity. While CEOs expect disruption to continue, they must find new ways to lead their organizations to succeed in this drastically changed world.
FT Decision Dynamics - Global Business Outlook Survey 2012Daniel Rothman
The document provides an overview of the Ninth Annual Global Business Outlook Study conducted by the Financial Times in collaboration with Doremus. It summarizes the study's findings on global decision maker sentiment related to economic outlook, corporate goals and challenges, impact of key global events, investment plans, and employment expectations. The study also examines technology and media usage patterns of decision makers. Over 600 global senior executives participated in the survey providing insight into their organizational expectations and experiences for the coming year.
The 5th Annual JOTW Strategic Communications Survey for 2022Frank Strong
5th annual survey of 483 professionals working in communications, public relations and public affairs.
This survey was a joint effort between Ned’s Job of the Week (JOTW) and Sword and the Script Media, LLC. Subscribers to both organizations were solicited to take the survey through mentions in the weekly newsletter, dedicated email requests and social media. Gini Dietrich and Karen Swim also solicited respondents from their respective communities at Spin Sucks and Solo PR Pro.
In total 483 respondents took the survey online, using Survey Monkey, from Friday, May 6, 2022, until June 14, 2022.
Survey takers were incentivized to take the survey with an offer to be entered for a chance to win one of three gift cards ($100, $50 and $25).
1) CEOs now see complexity as their biggest challenge rather than change. 79% expect complexity to increase further.
2) While most CEOs doubt their ability to manage growing complexity, some "Standout" organizations have used it to their financial advantage over the past 5 years.
3) CEOs say creativity is now the most important leadership quality to navigate complexity successfully. Standout companies practice and encourage experimental, creative thinking.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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. 📊
2. The Ketchum Leadership Communication Monitor:
Background
At a time of considerable uncertainty, Ketchum’s 2012 Leadership
Communication Monitor study is a response to the global hunger for effective
leadership – political, corporate, religious or community-based.
The report was informed by the fact that even the best leadership is impotent
if poorly communicated, but also flawed unless communication guides its
development in the first place. The study found that effective leadership and
effective communication are, indeed, inextricably linked.
This study examines attitudes to today’s leadership around the world and
explores the fundamental role of communication in informing and delivering
that leadership.
2 | 10.04.2012
3. The Ketchum Leadership Communication Monitor:
Objectives
This global study starts from the premise that effective leadership is essential to
achieving any of society’s goals – whether in politics, business, spirituality or
community-building. Against this background, it sets out:
1. To assess how today’s leaders – and their communication – are judged
2. To rank the most important leadership attributes and communication behaviours
of effective leaders
3. To provide practical counsel on a path to more effective leadership and leadership
communication
As such, it will serve as a benchmark to track evolving perceptions of leaders, what is
expected of them and the required response.
3 | 10.04.2012
4. Methodology
Markets: N=
• US 319
Ketchum Global Research & Analytics • UK 308
and IPSOS fielded a 10 minute online
survey of a representative general
• France 310
public sample of 3,759 total • Germany 315
respondents in 12 markets from
December 14 2011 – January 10, • Spain 321
2012. The global margin of error is +/- • Poland 309
1.6%, local margin of error is +/-6%.
• China 327
Final data for each market were • Singapore 309
weighted by market specific
demographic profiles including gender, • India 293
age, region, race and income, where • UAE 312
applicable
• South Africa 320
• Brazil 316
4 | 10.04.2012
6. Global Headline Findings – Leaders Are Falling Short
1. Leadership is lacking across the globe regardless of leader category. Leaders are not living up to
what is expected of them, with a sizable gap between expectation and delivery.
2. On aggregate, citizens have less confidence that their leaders will perform well in 2012 that they
did in 2011.
3. Despite poor perceptions of leadership and widespread pessimism about improvements this year,
there remains a strong expectation of business and political leaders, in particular, to navigate the
world through troubled waters.
4. Political leaders see the largest gap between a widespread perceptions of poor leadership and sky-
high expectations of effective leadership from them in challenging times.
5. Globally, business figures are perceived as the most effective leaders and communicators,
although only one-third feel they demonstrate effective leadership.
6. Knowledge-intensive sectors such as technology, media and telecommunications come out on top
in terms of leadership, with banking scoring better than expected in fourth place.
7. With the exception of business leaders, no leadership category scores above 40% as effective
communicators – and yet 9 in 10 view strong communication as extremely important to effective
leadership.
8. Perceptions of leadership vary greatly across the world – but are consistently lower in Europe and
the United States. Relatively speaking, China, Brazil, India and the United Arab Emirates rated their
leaders considerably higher than the United Kingdom, Germany, France, Spain, Poland and US.
6 | 10.04.2012
7. Global Headline Findings – A Blueprint for Effective Leadership
9. People are looking for honest, straight-talking action, with tough decision-making, leading by
example and calm crisis-handling topping the list of leadership behaviours – and trumping vision
and rhetoric alone.
10. Clear, consistent communication, bringing the best out in others, working with different personality
styles and a willingness to admit mistakes are almost as critical – backed by a flexible, adaptable
leadership and communication style.
11. A direct correlation exists between effective business leader communication and desired
stakeholder behaviors impacting the bottom line. The key areas for business leaders to
communicate personally are crisis response, financial results and the state of the business.
12. Trustworthiness is the leading source of credibility for companies. To restore confidence in 2012,
the number one action global citizens believe leaders should take is being open and honest about
the challenges ahead – rather than hiding the full picture.
13. A leader’s personal presence and involvement is all-important in establishing leadership credibility.
14. As a result, in-person communication and speech-making are the leading sources of credible
leadership, followed by broadcast and then traditional print media. Advertising, social media and
other digital platforms, for now, have far less credibility for establishing effective leadership.
7 | 10.04.2012
8. Brazil Summary
In Brazil, business leaders top the charts in effectiveness across the board.
• Over half of Brazilians say that business leaders are the most effective leaders in their country (58%).
• 70% of Brazilians most trust business leaders when quoted in the media, followed by sportspeople (66).
• More than any other type of leader, Brazilians have the most confidence in business leaders to navigate
through difficult times (66%).
Compared to the global average, Brazilian sportspeople are rated as more effective than
politicians.
• Only 17% say politicians demonstrate effective leadership (vs. 25% global) while one-third (33%) state the
same for sports figures (23% global).
• 14% of Brazilians have more confidence in political leaders now than a year ago to navigate through
troubling times (vs. 23% global) and 16% trust them when quoted in the media (vs. 31% global).
Brazilians find tech and media industries more effective leaders than global counterparts.
• 59% of Brazilians say that the technology industry is the most effective at showing leadership qualities (vs.
44% global), followed by the media (52% vs. 39% global).
Environmental issues top of mind when considering leadership effectiveness, more so
than other markets.
• Almost one-third say its important for a business leader to personally communicate about environmental
matters (29% vs. 22% global) and one of the most important attributes affecting a company’s leadership is
environmental responsibility (39% vs. 28% global).
8 | 10.04.2012
10. Perceptions of Effective Leadership
• Business and leaders, as well as sportspeople stand out for effective leadership.
• Politicians notably lag other leader categories, with larger numbers rating them poor vs.
excellent.
Demonstrate Effective Leadership:
Poor Excellent
Net
Types of Leaders B3B (0-2) T3B (8-10)
Business 7% 44% +37%
17% 34% +17%
Religious
11% 33% +22%
Sportspeople
29% +19%
Non-profit 10%
+13%
Local community 12% 25%
+7%
Celebrities 16% 23%
-12%
Political 29% 17%
10 | 10.04.2012
Q1. To what extent does each of the following categories of leader demonstrate effective leadership?
11. Leader Performance in 2011
• Brazilians feel that over the past year business leaders have significantly outperformed all other leader
types both internationally and domestically.
• Less than one-tenth of Brazilians feel that no leader demonstrated effective leadership in the past year, a
number notably lower than most other markets.
70%
60%
60% 58%
Most Effective Leadership
50% International
39% 40% Domestic
40%
31% 30% 32% 29% 28% 27%
30% 27%
23%
19%
20% 17%
9%
10% 6%
0%
Business Sportspeople Political Leaders of Celebrities Leaders of Local None of the
leaders leaders religious (film and non-profit community above
institutions music) organizations leaders
Type of Leader
11 | 10.04.2012
Q13. Looking back at 2011, which three categories of leader best demonstrated effective leadership Q14. Looking back at 2011, which three categories of leader best demonstrated effective leadership
internationally over the past year? Select up to 3. domestically over the past year? Select up to 3.
12. Expected vs. Perceived Leadership Behavior
• Business leaders come the closest to meeting expectations in Brazil, especially on ability to show results and
making tough decisions.
• Non-profit leaders also tend to outperform other leader categories on most attributes of leadership.
Expectation Political Local Community
Business Religious Non profit
Top3Box
(8-10 rating)
Celebs Sports
90% Expectation of
80% performance
70%
60%
50%
40%
30%
Perceived
20% performance
10%
0%
12 | 10.04.2012
Q3/4. Listed below are specific behaviors often seen as being characteristic of effective leaders. When it comes to being an effective leader, how important is it to demonstrate each of the following
characteristics or behaviors? Please use a scale where 0 is not at all important and 10 is extremely important. How does each leader type perform on attributes?
13. Extent which Leaders Demonstrate Leadership Behavior
Business leaders rate highest on specific attributes of leadership, followed by sports and non-profit leaders.
Top three leadership behaviors that leader categories exhibit:
Type of Leader
Local
Demonstrates well (8-10) Business Political Religious Non profit Celebs Sports
community
Making tough decisions 64% - - - 41% - 46%
Demonstrating an ability to show results 64% - - 52% 40% - 54%
Providing a clear overall, long-term vision - - - - - - -
Handling controversial issues calmly and confidently - 36% - - - - -
Using inspirational rhetoric - 37% 49% - - 37% -
Telling a compelling story about organization - 34% 51% - - - -
Bringing out the best in others - - 48% 54% - - -
Leading by example - - - - - - 51%
Communicating in an open and transparent way - - - 54% 42% 38% -
Ability to work with different personality styles 56% - - - - 41% -
Ability to delegate responsibility - - - - - - -
Admitting mistakes - - - - - - -
13 | 10.04.2012
Q4. Now, thinking about those same characteristics, please tell us you how well you feel each of the following demonstrates each characteristic or behavior. Please use a scale where 0 is does not demonstrate
14. Confidence in Leaders Now vs. Year Ago
• Brazilians have more confidence in international business, non-profit and sports leaders this than they
did last year.
• There is a large gap in confidence of politicians, more than half of Brazilians have less confidence in
politicians than they did last year.
• Confidence ratings in domestic leaders are similar to theNow Compared to 2011:
Level of Confidence in Leaders international data.
Types of International Less More
Leaders Confidence Confidence Net
Business 11% 39% +28%
Non-profit 19% 33% +14%
Sportspeople 19% 31% +12%
Local community 25% 28% +3%
Religious 30% 26% -4%
Celebrities
24% 22% -2%
Political
55% 14% -41%
14 | 10.04.2012
Q17. Do you have more, less or the same confidence today as you did a year ago in the ability of the following categories of leader to navigate the world through difficult economic times internationally?:
15. Leaders Navigating through Difficult Economic Times
Very important in terms of navigating through difficult economic times:
Business leaders 66%
Political leaders 61%
Local community leaders 36%
Leaders of non-profit organizations 36%
Leaders of religious institutions 34%
Sportspeople 26%
Celebrities (film and music) 22%
15 | 10.04.2012
Q16. How important will effective leadership from each of the following be in terms of navigating through difficult economic times?
16. Importance of Communication to Leadership
of the Brazilians
say
communication
is important to
great leadership
give effective
communication
a 10-out-of-10,
the highest
possible rating
of importance
16 | 10.04.2012
Q8. Generally speaking, how important is effective communication to great leadership?
17. Effective Communication by Leader Type
Overall, Singaporeans consider notable proportions of leaders effective
communicators. Business and religious leaders are seen as the most effective
communicators.
64%
54%
Effective Communicators
46% 45% 44% 43% 40%
Business Leaders of Leaders of Celebrities Local Sportspeople Political
leaders religious non-profit (film and community leaders
institutions organizations music) leaders
Type of Leader
17 | 10.04.2012
Q9. Now, thinking about each of the following categories, how effective is each category of leader in communicating?
18. Business Leader Communication Closely Tied to
Perceptions of Leadership (Global Data)
• There is a distinct relationship between a leader’s ability to communicate and
perceptions of that leader’s effectiveness.
• Effective business leader communication has the most impact on intent of investing in
the company.
Investing Intent
44%
Recommending Working at Company
43%
Effective
Communication Purchase Intent
43%
The Benefit of the Doubt in a Time of Crisis
38%
Strength of Correlation
0-20% low
21-30% med-low
31-40% medium
41-50% med-high
of effective leadership is linked to
51-60% high effective communication
18 | 10.04.2012
Q5. For business organizations, on a scale of 0 to 10, where 0 is not at all important, and 10 is extremely
Q1. To what extent does each of the following categories of leader demonstrate effective leadership?
important, how important is your perception of company’s leader and leadership when it comes to……..
19. Leadership by Industry
Technology and media companies are seen as the most effective types of leaders.
Industries demonstrating very effective leadership:
Technology 59%
Media 52%
Automotive 47%
Telecommunications 45%
Banks 44%
Food and beverage 43%
Financial services 41%
Entertainment 41%
Biotech 40%
Energy 39%
Pharmaceuticals 37%
Retail 31%
Transportation and logistics 31%
Over-the-counter personal health care products 31%
Consumer packaged goods 31%
Insurance 29%
Brewing and spirits 29%
19 | 10.04.2012
Q2. To what extent does each of the following industries demonstrate effective leadership?
21. Approach to Identifying Drivers of Leadership
To identify the characteristics and behaviors that matter most to the public’s perception of
leaders, we employed a statistical analysis to link overall perceptions of leaders and specific
leadership characteristics and behaviors. To determine what matters most, we bucketed results
four distinct categories described below.
Hidden Drivers Key Drivers
Things that people don’t explicitly state as being Things people say are important to effective
important, but are highly correlated to leadership and are highly correlated to
perception that a leader is effective. perception that a leader is effective.
Table Stakes
Things people see as “must haves” for a an
Relatively Unimportant individual to even be considered an
Benefits that are not important in shaping effective leader. These items are often
people’s perception of effective leadership considered table stakes, but do not drive
perceptions of effective leadership.
21 | 10.04.2012
22. Leaders Should Focus on Results-Driven Behaviors (Global Data)
• Numerous attributes are key drivers of leadership effectiveness. Behaviors considered
especially important to leadership effectiveness concern keeping a level head in times of
stress, such as making tough decisions and handling crises calmly and confidently.
Hidden Drivers Key Drivers
• Provide clear overall, long-term vision • Making tough decisions
• Ability to show results • Handling controversial issues or crises
• Ability to delegate responsibility calmly and confidently
• Bringing out the best in others
• Ability to work with different personality
styles
Relatively Unimportant Table Stakes
• Inspirational rhetoric • Leading by example
• Telling a compelling story about their • Admitting mistakes
organization • Communicating in an open and transparent
way
Q3/4. Listed below are specific behaviors often seen as being characteristic of effective leaders. When it comes to being an effective leader, how important is it to demonstrate each of the following
characteristics or behaviors? Please use a scale where 0 is not at all important and 10 is extremely important. How does each leader type perform on attributes?
22 | 10.04.2012
Q1. To what extent does each of the following categories of leader demonstrate effective leadership?
23. Areas for Business Leaders to Personally Communicate
Most important areas for business leaders to personally communicate:
Crisis response 50%
Financial results 49%
General state of business 39%
News and information related to employee matters 33%
Marketing products and services 32%
Governance policies 30%
Environmental matters/issues 29%
Acquisitions or changes in company structure 13%
23 | 10.04.2012
Q12. Which of the following areas of a company are most important for a business leader to be personally involved in communicating?
24. Honesty Most Important in Restoring Confidence
Brazilians want leaders to be open and honest about the challenges ahead and provide clear
visions for survival, based on seeking collaborative solutions.
Be open and honest about the nature and scale of the challenge ahead 56%
Seek collaborative solutions to challenges, rather than going it alone 49%
Provide a clearer overall vision for how economies, businesses and other organizations can 46%
survive
Listen and consult more to help find elusive solutions 40%
Focus less on overall vision and rhetoric, and more on clear plans of action 40%
Be cautious about spelling out challenges and worst cases, for fear of damaging already
fragile confidence 18%
24 | 10.04.2012
Q15. What do you believe leaders need to do in 2012 to restore confidence during challenging economic times? Select up to 3.
25. Optimal Leadership Style
The Director: One-way
authority, where leader defines
tasks and roles for others, but
retains responsibility for outcomes
10% The Listener: Leader gets
input from
followers, then defines
10% tasks and roles, retaining
43% responsibility for
outcomes
12%
The Situational
Leader: The Delegator: Leader works with
Leader uses all of the followers to define tasks and roles,
above, adjusting the 25% then delegates responsibility to
behavior to the best followers
outcome for the
situation
The Partner: Leader and followers
work together to define roles and to
assign responsibilities
25 | 10.04.2012
Q6. Which option best describes the leadership style of an effective leader?
26. Optimal Leaders Communication Style
Uses all three communication styles, adapting them to the
particular situational need
Central message to different audiences,
Consistent clear message, giving direction from taking particular needs into account,
the center to all audiences allowing for alignment of their situation to
the central goal
Variety of messages according to each
audience's demands, gaining their commitment
to the overall intended direction
26 | 10.04.2012
Q7. Which option best describes the optimal communications style of an effective leader?
27. Corporate Leadership Attributes
Most important attributes for a company to be described as a leader:
Rated among top
Attributes five
most important
Quality products/services - 42%
Customer service 41%
Environmental responsibility 39%
Trustworthy 38%
Respect 36%
A good place to work 33%
Ethical business practices 33%
Corporate social responsibility 31%
Innovative 30%
Quality of management 29%
Financial strength 21%
Commitment to communities 20%
Customer-focused 19%
Diversity 18%
Philanthropic/Charitable 12%
27 | 10.04.2012
Q19. Listed below are some attributes that might be used to describe a company. For a company to be considered a leader, how important would it
be for it to demonstrate the following attributes? Select up to five (5).
28. Credible Communication Sources
Sources View as credible
Most credible communication sources In-person contact 52%
include both verbal and written Print media 47%
communications and word of mouth.
Word-of-mouth 45%
Financial publications/analysts 40%
Televised Speech 34%
Press Releases 31%
Advertising/Commercials 29%
Company Website 28%
The least effective communication Broadcast media 24%
tactics include social media platforms. Other social media platforms 20%
Online media/blogs 19%
Facebook 18%
Twitter 11%
Brochures 11%
Web chats 8%
28 | 10.04.2012
Q10. When forming your opinions about leaders and leadership, which of the below sources do you view as credible? Please select up to 5.
29. Trust in Leaders when Quoted in Media
• Most leaders are generally trusted when quoted in media, especially business, sports and leaders.
• Politicians face a huge trust gap when it comes to media as a communications vehicle.
Level of trust when quoted in media:
Types of Leaders Net
Distrust Summary Trust Summary
+40%
Business 30% 70%
+32%
Sportspeople 34% 66%
+20%
Non-profit 40% 60%
Local community 47% 53% +6%
Religious 52% 48% -4%
Celebrities 53% 47% -6%
Political 84% 16% -68%
29 | 10.04.2012
Q11. When you see each of the following leaders quoted in the media do you find them completely untrustworthy, somewhat untrustworthy, somewhat trustworthy or completely trustworthy?
30. Age Total
Brazil Demographics 18-24 18%
25-34 24%
35-44 20%
45-54 16%
Gender
55-64 11%
65+ 10%
Males
48% Females
52%
Region Total
North 7%
Northeast 27%
Southeast 44%
South 15%
Midwest 7%
30 | 10.04.2012