Matrix flyer
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This one-page document announces a one-day workshop on matrix management to be held on June 19, 2012 at the Ashridge Business School in Berkhamsted, Herts, UK. The workshop will explore different forms of matrix structures, why they exist, and how managers can be effective within these structures. It will be led by Andrew Campbell, Director of Ashridge Strategic Management Centre, and Kevan Hall, CEO of Global Integration and author of "Speed Lead". The workshop costs £250 and has limited enrollment.
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http://blogs.ec.europa.eu/promotingenterprise/
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As you may definitely know, fruitful pioneers are required to explore the group through the constantly changing landscape of business world. As a pioneer, you are required to have the capacity to beat challenges and benefit from new openings. At TONEX, we understand how difficult and troublesome once in a while this can be and we are resolved to make it less disappointing to you. Leadership and management development instructional class additionally causes you create aptitudes by which you can impact your colleagues, companions, and bosses to achieve the objectives you have as a top priority.
Audience:
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Corporate, division, or organizational level executives, managers, leaders and high potentials with leadership responsibility who influence both the day to day and the strategic decisions of the organization and those who want to enhance their leadership effectiveness.
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Understand the characteristics of effective leadership
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Master problem solving and decision making
Enhance communication skills
Develop the skills to lead high-functional teams
Understand the fundamentals of leadership and management
Understand how to integrate leadership with business management
Develop negotiation skills
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Set and accomplish grand goals
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Overview of Leadership And Management Development
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Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
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The document provides guidance on describing, assessing, and improving a business model. It explains that understanding and innovating one's business model is crucial for competing effectively today. The document then outlines a three step process: 1) Describe the current business model using nine building blocks including customer segments, value propositions, channels, and costs, 2) Assess the strengths, weaknesses, opportunities and threats of the current model, and 3) Improve and innovate the business model based on the assessment. Each of the nine building blocks is then explained in more detail to help with the description step.
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http://flevy.com/blog/the-evolution-of-business-consulting/
Professional services firms are undergoing a profound transformation. The markets are changing and the old ways of doing business are becoming obsolete. Customers paying for professional services are becoming more sophisticated and more discerning. Why are we still doing business as usual when the world around us is in such extreme flux?
The professional services industry is attractive because it requires high skill and little capital to grow firms for lawyers, accountants and consultants. Consultants today in North America and Europe are delivering services in a more independent manner, and buyers are more adept at navigating the complex integrities of client-supplier relationships.
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If we look at management consulting as a profession, we observe a huge increase in the market supply of consultants as the “Baby Boomers” (born between 1946-64) flood the marketplace as independents, and in small boutique firms, creating new demand for their services and expertise.
Management consulting is now a mature industry in the developed economies. Arthur D. Lille founded his partnership in 1886 specialized in technical research. Frederick W. Taylor created his consulting practice in 1893. His business card read “Consulting Engineer – Systematizing Shop Management and Manufacturing Costs a Specialty.” Many other well-known brands, named after their founders, followed in the early 20 th century and been very successful businesses for several generations.
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Organizing for an emerging worldThe structures, processes,.docx
Organizing for an
emerging world
The structures, processes, and communications approaches of
many far-flung businesses have been stretched to the breaking point.
Here are some ideas for relieving the strains.
The problem
Rising complexity is making
global organizations more difficult
to manage.
Why it matters
Organizational friction can hamper
growth, especially in emerging
markets; undermine strategic decision
making; and make it harder to
manage costs, people, and risks.
Toby Gibbs, Suzanne Heywood, and Leigh Weiss
What to do about it
Revisit the case for regional orga-
nizational layers and consider
grouping activities according to
nongeographic criteria, such
as growth goals.
Streamline processes without
standardizing more than is
necessary, force-fitting rigid
technology solutions, or creating
overly detailed rules.
Consider moving the corporate
center (or creating a “virtual head-
quarters”) closer to high-growth
markets, and ensure a constant flow
of talent between the business
units and the center.
Find out how and why people share
information, and then decide which
connections to drop, keep, or add.
J U N E 2 0 1 2
o r g a n i z a t i o n p r a c t i c e
2
As global organizations expand, they get more complicated
and difficult to manage. For evidence, look no further than the inter-
views and surveys we recently conducted with 300 executives at
17 major global companies. Fewer than half of the respondents believed
that their organizations’ structure created clear accountabilities,
and many suggested that globalization brings, as one put it, “cumula-
tive degrees of complexity.”
However, our research and experience in the field suggest that even
complex organizations can be improved to give employees around
the world the mix of control, support, and autonomy they need to do
their jobs well. What’s more, redesigning an organization to suit
its changing scale and scope can do much to address the challenges
of managing strategy, costs, people, and risk on a global basis.
Our goal in this article isn’t to provide a definitive blueprint for the
global organization of the future (there’s no such thing), but rather
to offer multinationals fresh ideas on the critical organizational-
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centralizing activities that are similar across locations and tailoring
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try. Today, as more an.
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Matrix flyer
- 1. Matrix Organisations One Day Workshop 19 June 2012, 09.30 – 16.30 Ashridge Business School, Berkhamsted, Herts HP4 1NS With Andrew Campbell and Kevan Hall One-Day Workshop Why do we have matrix management and how can we make it work? Most organisations have some elements of a matrix. Global companies have geographic and product overlaps. Companies with branded products have conflicts between brand managers and market sector or channel managers. Sales forces have tensions between key account managers and regional sales people. Functions, like HR and Finance, have matrix structures where ‘business partners’ report to businesses and to the central function. Even organisations structured into simple business units have central functions that impose policies and services on the decentralised units. Matrix management is common place. This one-day workshop will explore different forms of matrix structure, why they exist and how managers within these structures can be effective. More details at www.ashridge.org.uk/matrixorganisations Andrew Campbell is Director of Ashridge Strategic Management Centre, programme director of Advanced Organisation Design and author of “Designing Effective Organisations” and numerous articles and books on organisation and strategy. Kevan Hall is CEO of Global Integration, a consulting and training organization that specializes in matrix management, virtual teams and global working. Kevan runs his own global business with hubs in UK, USA and Hong Kong and works with major multinationals world-wide. He is the author of Speed Lead® – faster, simpler ways to manage people, projects and teams in complex companies. £250 - Limited enrollment - Sign up now! Contact Melinda Pooley (0)207 404 0032 or Melinda.Pooley@ashridge.org.uk