The document summarizes McKinsey's 7S framework and approach to problem-solving. The 7S framework analyzes a company across seven elements - strategy, structure, systems, skills, shared values, staff, and style. McKinsey's approach involves not reinventing the wheel, focusing on key drivers, explaining solutions concisely, seizing opportunities, admitting what you don't know, and more. Examples are provided of logic trees and work plans used in McKinsey's problem-solving process.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Being a Cultural Warrior: 3 Proven Practices for Driving Engagement and Effic...Snag
Whatever your organization is designed to deliver, whether it’s a product or a service, you will win or lose based on how well your people are able to work and perform as a team. If you have have the best processes in the world, but your people don’t really care, you can be good, but you will never be awesome. And if you aren’t after awesome, what are you after?
With extensive experience in the manufacturing biz, Beau Groover, the former Director of Lean Supply Chain with Serta Simmons Bedding and Founder and President of The Effective Syndicate, will share what he’s learned from two decades in the service industry that will help you align your people, processes and products ... and make your business thrive.
Check out our joint presentation, ‘Being a Cultural Warrior,’ with TalentStream and Beau Groover to:
-- Define clearly what the vision, mission and values are that represent your brand and motivate your team
-- Uncover how to effectively evaluate your team … and yourself
-- Understand what being a Cultural Warrior looks like, the strategy to get there, and how it'll improve customer service from the ground up
-- Get tips on how to improve process efficiency and produce highly predictable results
-- Learn how to develop a successful organizational structure, including succession planning, leadership development and teamwork coaching
This presentation is an overview on how to implement PDCA (Plan – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.
“Arise, ye service leader! The time is now!”
In the last issue of SupportWorld, Peter J. McGarahan
exhorted support center executives to embrace service
leadership. Service leadership, he argues, comes
down to leadership, customer advocacy, business
savvy, a “get it done” attitude, and an ambassadorial
spirit. In this article, he focuses on the role of the
service leader on the help desk, with specific
guidance relating to delegating, reporting, marketing,
trategizing, and training.
Creative operations is the same as any other operationally-focused discipline. It looks at how things are today, how they can be managed and measured, and then it looks to improve the process.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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
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/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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).
3. Strategy: the direction and scope of the company over the long
term.
Structure: the basic organization of the company, its
departments, reporting lines, areas of expertise and
responsibility (and how they inter-relate).
Systems: formal and informal procedures that govern everyday
activity, covering everything from management information
systems, through to the systems at the point of contact with the
customer (retail systems, call center systems, online systems,
etc).
THE HARD S’s
4. THE SOFT S’s
Skills: the capabilities and competencies that exist within the
company. What it does best.
Shared values: the values and beliefs of the company.
Ultimately they guide employees towards 'valued' behavior.
Staff: the company's people resources and how the are
developed, trained and motivated.
Style: the leadership approach of top management and the
company's overall operating approach.
5. MCKINSEY’S APPROACH TO
PROBLEM-SOLVING
•The problem is not always the problem
•Create structure through “M.E.C.E.”
•Don’t reinvent the wheel
•Every client is unique (no cookie cutter solutions)
•Don’t make the facts fit your solution
•Make sure your solution fits your client
•Sometimes let the solution come to you
•No problem is too tough to solve
6. THE 80/20 RULE
- 80% of an effect under study will be generated
by 20 of the examples analyzed
- A small fraction of elements account for a
large fraction of the effect
Examples:
• 80% of sales from 20% of sales force
• 80% of orders from 20% of customers
7. DON’T BOIL THE OCEAN
•Work smarter, not harder.
•There’s a lot of data out there relating to
your problem, and a lot of analyses you
could do. Ignore most of them.
Lesson: be selective and don’t try to
analyze everything.
8. FIND THE KEY DRIVERS
Many factors affect business.
Focus on the most important ones – the
key drivers
9. THE ELEVATOR TEST
Know your solution so thoroughly that you
can explain it clearly and precisely to your
client in 30 seconds.
If you can do that, then you understand
what you’re doing well enough to sell your
solution.
10. PLUCK THE LOW-HANGING
FRUIT
Sometimes in the middle of the problem-solving
process, opportunities arise to get an easy win,
to make immediate improvements, even before
the overall problem has been solved.
Seize those opportunities! They create little
victories for you and your team. They boost
morale and give you added credibility by
showing anybody who may be watching that
you’re on the ball and mean business.
11. MAKE A CHART EVERY DAY
During the problem-solving process, you
learn something new every day.
Put it down on paper. It will help you
push your thinking. You may use it, or
you may not, but once you have
crystallized it on the page, you won’t
forget it.
12. HIT SINGLES
You can’t do everything, so don’t try.
Just do what you’re supposed to do and
get it right.
It’s much better to get to first base
consistently than to try to hit a home run
– and strike out 9 times out of 10.
13. LOOK AT THE BIG PICTURE
Every now and then, take a mental step back
from whatever you’re doing. Ask yourself
some basic questions:
How does what you’re doing solve the
problems?
How does it advance your thinking?
Is it the most important thing you could be
doing right now?
If it’s not helping, why are you doing it?
14. JUST SAY, “I DON’T KNOW”
Professional integrity is of utmost importance
in consulting.
One aspect of professional integrity is
HONESTY – with your client, your team
members, (your professor), and yourself.
Honesty includes recognizing when you
haven’t got a clue. Admitting that is a lot
less costly than bluffing.
15. DON’T ACCEPT “I HAVE NO
IDEA”
People always have an idea if you
probe just a bit. Ask a few pointed
questions – you’ll be amazed at
what they know. Combine that with
some educated guessing, and you
can be well along the road to the
solution.
17. Acme Widgets Logic Tree
Acme
Widgets
Grommets
Widgets
Widget
Sales
Revenue
Expenses
Thrum-mats
Widget
Leasing
Widget
Service
North
America
Europe
Asia
18. Issue Tree for Acme Widgets
S u b i s s u e :
C a n w e m a in t a in p r o d u c t
q u a lit y w h i le i m p le m e n ti n g
t h e p r o c e s s ?
S u b i s s u e :
C a n o u r o r g a n iz a t i o n
i m p le m e n t t h e
n e c e s s a r y c h a n g e s ?
S u b i s s u e :
W i ll i t r e d u c e
o u r c o s t?
I s s u e :
C a n w e i n c r e a s e t h r u m - m a t
p r o f it a b i l it y w it h t h e n e w
p r o d u c t i o n p r o c e s s ?
19. Issue Tree for Acme Widgets with
Subissues
Issue: Can we
increase thrum-mat
profitability with the
new production
process?
Subissue: Will it
reduce our costs?
Subissue: Can our
organization
implement the
necessary changes?
Subissue: Can we
maintain product
quality while
implementing the
process?
Does the process
require special
facilities?
Does the process
require special
skills?
20. Work Plan for Issue in Acme Widgets Issue Tree
Issue/Hypothesis Analyses Data Sources End Product Responsibility Due Date
Can we implement the
necessary changes to
the production
process? Yes
Does the new process
require special
facilities? No
Technical
Specifications
Articles,
interviews
Chart Tom 3-Jun
List of facilities
that meet new
criteria
Facilities
management,
interviews
List Tom 5-Jun
If it does require
special facilities, can
we acquire them? Yes
Map of “facilities
gap”
Facilities
management,
thrum-mat line
supervisors,
interviews
Chart Belinda 7-Jun
Source of required
facilities/equipmen
t
Operations, trade
publications
List Belinda 7-Jun
Costs to fill gaps Operations,
contractors,
interviews
Table Belinda 10-Jun
Effect on project
rate of return
Finance
department, prior
analysis
Spreadsheet Terry 12-Jun