The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
BCG’s 2018 global challengers—100 rapidly globalizing companies from emerging markets—are getting ahead of the competition by using digital technologies.
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
BCG’s 2018 global challengers—100 rapidly globalizing companies from emerging markets—are getting ahead of the competition by using digital technologies.
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
Chinese Internet Economy White Paper 2.0 - Decoding the Chinese Internet 2.0:...Boston Consulting Group
Now that China’s major online players have conquered the consumer space, they’re intent on, digitizing B2B industries and building platform-based businesses. China’s consumer internet is driving the development of the industrial internet, according to a new report by Boston Consulting Group (BCG), AliResearch and the Baidu Development Research Center. Comparing the development of China’s consumer internet and industrial internet with foreign markets for the first time, the report systematically reviews China’s internet players’ entrance into the industrial internet, revealing the unique digitalization path in China and its underlying causes.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
On June 21st, PwC’s Health Research Institute (HRI) released its annual Medical Cost Trend: Behind the Numbers 2017 report. PwC’s HRI anticipates a 6.5% growth rate for 2017—the same as was projected for 2016. The report identifies the key inflators and deflators as well as historical context to better understand the medical cost trend for 2017. Increases in the trend due to utilization of convenient care access points and an uptick in behavioral healthcare benefits for employees are being offset by more aggressive strategies by pharmacy benefit
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
Chinese Internet Economy White Paper 2.0 - Decoding the Chinese Internet 2.0:...Boston Consulting Group
Now that China’s major online players have conquered the consumer space, they’re intent on, digitizing B2B industries and building platform-based businesses. China’s consumer internet is driving the development of the industrial internet, according to a new report by Boston Consulting Group (BCG), AliResearch and the Baidu Development Research Center. Comparing the development of China’s consumer internet and industrial internet with foreign markets for the first time, the report systematically reviews China’s internet players’ entrance into the industrial internet, revealing the unique digitalization path in China and its underlying causes.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
On June 21st, PwC’s Health Research Institute (HRI) released its annual Medical Cost Trend: Behind the Numbers 2017 report. PwC’s HRI anticipates a 6.5% growth rate for 2017—the same as was projected for 2016. The report identifies the key inflators and deflators as well as historical context to better understand the medical cost trend for 2017. Increases in the trend due to utilization of convenient care access points and an uptick in behavioral healthcare benefits for employees are being offset by more aggressive strategies by pharmacy benefit
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
Cultural Times - The first global map of cultural and creative industriesEY
EY released on the 3rd of December 2015 "Cultural Times", the first global map of Cultural and Creative Industries. This overview underlines the contribution of the creative economy to global growth and job creation.
Find out more on ey.com/CulturalTimes
Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
Big Data and advanced analytics are critical topics for executives today. But many still aren't sure how to turn that promise into value. This presentation provides an overview of 16 examples and use cases that lay out the different ways companies have approached the issue and found value: everything from pricing flexibility to customer preference management to credit risk analysis to fraud protection and discount targeting. For the latest on Big Data & Advanced Analytics: http://mckinseyonmarketingandsales.com/topics/big-data
McKinsey's Jennifer Stanley goes beyond the latest research about when to use digital and when not to. Digital might be the answer, but what is the question? Clearly digital is a game changer for sales organizations that do it well and are in the lead. B2B players that embed digital in their go-to market programs grow >5x faster than their peers and have 30% higher acquisition efficiency.
The tipping point for electrified vehicles is in sight, and a combination of hybrid and fully electric powertrains is expected to cut the global market share of pure internal combustion engines (ICEs) by about 50% by 2030.
Supply/value chain hot topics for today and tomorrow
Center-led principal and value-added services structures
Supply chain best practices
- Using strategic business processes to impact performance
- Inventory and working-capital management
- Governance and compliance
Industry trends and drivers
- Collaborations
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...EY
Business Pulse explores the top 10 risks and opportunities faced by global organizations over the next few years.
Ernst & Young’s Business Pulse report is based on a large sample survey of companies in 21 countries and across various industry sectors.
The report takes the pulse of:
• Current thinking on risks and opportunities and emerging challenges
• Dual perspective on the themes arising from the top 10 lists
• Expectations from industry executives and Ernst & Young specialists
Read this presentation to conduct a self-assessment for your business and download the report at: http://goo.gl/CSKGQ
The new revenue recognition standard for life sciences companiesEY
Summary: These slides were presented at our EY Thought Center webcast on 15 June 2015 and explore how the revenue recognition standard will affect pharma, biotech and medtech companies. They look at practical application issues specific for life sciences companies and the implementation challenges, such as project set up, contract selection and use of tools. The webcast was hosted by Scott Bruns, EY Global Life Sciences Assurance Leader and included Tim Gordon, EY Global Life Sciences Financial Accounting Advisory Services Leader, Frederik Schmachtenberg, EY Global Life Sciences Assurance Resident and special guest, Derek Kosti, Senior Director of Finance and Worldwide Controller at Pfizer Inc. To hear a replay of the one hour webcast, copy this url into your browser: www.ey.com/GL/en/Issues/webcast_2015-06-18-1600_revenue-recognition-standard-for-life-sciences.
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
Moving digital transformation forward: Findings from the 2016 digital busines...Deloitte United States
Are you ready for a digital future? Nearly 90 percent of managers and executives surveyed expect “great” or “moderate” digital disruption, but fewer than half say their organizations are adequately preparing. Companies can take steps toward digital maturity, though—without necessarily putting technologists in charge.
To read more and download the full report, visit: http://deloi.tt/2fnahoe
Beverly Alimo-Metcalfe, Chief Executive, Real World Group, discusses the relationship between governance and leadership at The King's Fund's Leadership Summit 2012.
IWAM: Ignite Performance By Unlocking Your Leadership & Organizational Motiva...Denise Corcoran
What if you could ...
* Easily predict the performance of your leaders, employees and organization?
* Gain access to the underlying motivators that drive your employees and yourself to do their best work?
* Eliminate costly hiring mistakes and determine in advance to what extent a candidate will perform well on the job or which candidate would be the best fit?
Learn how IWAM -- a unique assessment uncovering your underlying motivation patterns -- has helped many companies ignite a new level of performance.
IWAM (Inventory of Work Attitudes and Motivations) is the only online assessment that uncovers motivation and attitude patterns that drive employee and organizational behaviors, performance and results.
Using the IWAM assessment has helped other companies: 1.) increase revenues as much as 33% in 6 months; 2.) hire a high performing sales team; 3.) reduce turnover by 62%; 4.) increase the leadership team’s communication and effectiveness; and more.
Other popular applications include: synergistic team development, conflict resolution, leadership coaching, employee engagement and motivation, culture analysis and change, and many more.
Based on the latest cognitive science findings, IWAM is the highest predictor of human performance and a key predictor of Emotional Intelligence than any other available assessment. Also includes a Model of Excellence capability to profile the key patterns of top performers.
PowerPoint Presentation used by Lorri Lennon during her 'Influencing Leadership Communication' presentation. The event was organised by London Communicators and Engagement Group and was hosted by Hay Group on 8 May 2012.
Leadership Impacts the Bottom Line...Is leadership development a key componen...Arseth Insights
Strong leadership is a strategic imperative in today's competitive market place. What critical skills are emerging in this new environment and how do you develop them?
Arseth Insights is an executive coaching firm offering executive leadership coaching and leadership development services.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Th.inc - Career Development Workshops as part of Emiratisation ProgramsMarc Karschies
"If we had started to focus on career guidance earlier, today we'd be in much better shape because the Emirati mindset would be open to joining any sector, not only the government."Essa Al Mulla, Executive Director, ENDP
In order to ensure long term engagement and continuous profile growth, both Job and Career development activities have to be balanced.
KCA Associates now announces the going to market of the “TH.inc” Workshop concepts, enabling organizations to help their young Emirati Talent to plan their career more effectively. While the program can be used for any junior to mid-level early career stage talent, the TH.inc program specifically provides a significant impact boost to organization’s existing Emiratisation and Talent Development programs.
Contact us to see how we can help: mkarschies@kca-associates.com
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
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.
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
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
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.
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.
1. Women Matter:
Making the Breakthrough
Presentation for Highways Agency/ WTS
18th of September 2012
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
2. Getting more women to the top of organizations is a hot topic
SOURCE: Press search McKinsey & Company | 1
3. McKinsey has been researching the topic of gender diversity for many
years and has by now global coverage
SOURCE: McKinsey McKinsey & Company | 2
4. Our Women Matter reports give fact based answers to the Why? and How?
questions for more women at the top of organizations
2007 2008 2009 2010 2012
Positive link Positive impact Importance of Defining the key Helping
between a of female female elements of an companies to
company’s leadership leadership effective realize the final
performance styles on behaviors in the diversity breakthrough
and proportion of organizational post-crisis strategy
women in its health world
governing body
SOURCE: McKinsey & Company – Women Matter research McKinsey & Company | 3
6. In our 1st Women Matter report we found that companies with more than 30%
women at the top of their organisation have better financial performance
Percent, EU companies 2007-09
Average return on equity Average EBIT margin
13.7 +41% 13.9 +53%
9.7 9.1
No women at Top quartile No women at Top quartile
executive level for female executive level for female
representation representation
at executive at executive
level level
Correlation does
not imply causality
SOURCE: McKinsey & Company – Women Matter research McKinsey & Company | 5
7. In our 2nd report we looked at the impact of female leadership on
organizational health
DIRECTION
COORDINATION
ACCOUNTABILITY AND CONTROL
EXTERNAL LEADERSHIP
ORIENTATION INNOVATION
TEAM
CAPABILITIES MOTIVATION
WORK
ENVIRONMENT
AND VALUES
SOURCE: McKinsey & Company – Women Matter research McKinsey & Company | 6
8. We found that leadership behaviours more frequently applied by
women improve organizational health
Leadership behaviors… … improve organizational performance
DIRECTION
People development
Inspiration
Efficient
Expectations and rewards communication
Women
ACCOUNTABILITY COORDINATION
apply more AND CONTROL
Role model Expectations
and slightly and rewards Control and
corrective action
more
Inspiration EXTERNAL LEADERSHIP TEAM
ORIENTATION Role model INNOVATION
Individualistic Intellectual
People
Participative decision making decision making
development
stimulation
CAPABILITIES MOTIVATION
Women and Intellectual stimulation
People Inspiration
men apply development
equally Efficient communication WORK ENVIRONMENT
AND VALUES
People
Individualistic decision making development
Men apply
Participative
more decision making
Control and corrective action
SOURCE: McKinsey & Company – Women Matter research McKinsey & Company | 7
9. Great news… since we know from extensive research that healthy
companies are more profitable companies
Likelihood that OHI quartile has above-median financial performance, %
68
48
EBITDA margin 31 2.2x
62
Growth in 52
enterprise value/ 31 2.0x
book value
53 58
Growth in net 38 1.5x
income/sales
Bottom Mid¹ Top
1 Comprised of 2nd and 3rd quartiles
SOURCE: McKinsey Organisational Health Index data mining effort McKinsey & Company | 8
10. In 2010 we wanted to find out how companies can really make this happen:
Having a balanced diversity eco-system is key
Gender diversity on top of the strategic agenda
CEO commitment
CEO and executive team's explicit support for gender diversity programs
Developing women as leaders …
Networks and
Mentoring
role models
Training and
coaching
… supported by collective enablers
Gender diversity HR processes Infrastructure
indicators and policies
SOURCE: McKinsey & Company – Women Matter research McKinsey & Company | 9
12. Despite all attention for diversity, progress made Evolution since 2007
(Percentage points)
in European countries is slow
Executive committees Corporate boards
Country Percentage of total, 2011 Percentage of total, 2011
Sweden 21 8 25 1
Norway 15 3 35 3
United Kingdom 11 8 16 4
Belgium 11 4 11 5
Netherlands 8 3 19 12
France 8 4 20 12
Czech Rep 8 0 10 -2
Italy 6 1 5 2
Germany 3 2 16 5
European average 10 6 17 5
EU announced draft proposal for companies to have 40% of women in their Boards by the end of 2019
SOURCE: McKinsey proprietary database, 2011 McKinsey & Company | 11
13. Getting more women to the top is driven at societal,
governmental, company and individual level
1 2
▪ Tax ▪ Cultural Historical
▪ Legislation (e.g. quota) factors (e.g. war
▪ Infrastructure (e.g. day history, political
Government
care facilities) situation)
▪ Socio – Economic
factors (e.g. labor
intensity, salary levels)
Norms, Values
and Beliefs
3 4
▪ ‘Eco-system’ ▪ Mindsets and
Company Women behaviors
▪ Management
commitment ▪ Perception
▪ Development programs
▪ Collective enablers
SOURCE: McKinsey Women Matter 2012 McKinsey & Company | 12
14. For our Women Matter 2012 report we benchmarked European companies
on the types and effectiveness of their diversity policies
▪ Woman Matter 5 study has benchmarked companies’ diversity policies on a
country level and within their European sector
▪ 235 organizations in 7 European countries participated: France, the UK,
Germany, Belgium, Czech Republic, Italy and the Netherlands
▪ We collected data in 4 different ways
A B C D
Interviews Quantitative On line Online women
data company survey
Qualitative assessment
survey
2. Commitment to gender diversity Quantitative assessment
Qualitative assessment
Your rating
Women metrics
1 2 3 4
3. Women development programs N/A
2007 2008 2009 2010
1 Place on the
st rategic
Not on strategic
agenda
On strategic Qualitative assessment
A top- 10 priority A top-3 priority on
Your rating
agenda but not on s tr ategic strategic agenda
Quantitative assessment
1 Women representation
agenda in top 10 1 3. Women development
agenda 2 3 programs
4 5 N/A Women metrics
Not in plac e Limited Your S ufficient
rating Sufficient scope Com prehensive • Share of women in total headcount (%)
geographical or sc ope; limited and scope; intense Women rep resen tation 2007 2008 2009 2010
2 Management functional 1 committed 2
Not committed to V isibly committed Visibly committed Visibly comm unication; com munication; and effective 3 4 5 N/A – Overall … … … …
commitment gender diversity but no specific with ac tions to limited actionswomen
scope; with inlow to average wom en communication; ient scope Comprehensiv e 5 Co nversio n rate (percentage of a population promoted W/ M W/ M W/ M W/M
Not place Limited Sufficient S uffic – N-3 to CEO in leadership positions year to the next significant level …
… … …
to gender action to foster foster gender
communication; gender
foster participation participation high women during the up)
diversity gender diversity div er sity, low wom en
but no diversity and geographic al or scope; lim ited and sc ope; intense
participation – N-2 to CEO in leadership positionsof women promoted / share of men promoted
… … … …
functional
communication of communication of scope; lim ited
participation
communication c om munication; and effec tive • Share
and low women average wom en c om munication;
4 Tailored results res ults – N-1 to CEO in leadership positions level in leadership positions
– T o N-3 … … … … …/… …/… …/… …/…
mentoring communication; participation participation high wom en
programs w ith low wom en par ticipation – T o N-2 level in leadership positions …/… …/… …/… …/…
partic ipation – CEO … … … …
• Group CE O internal mentors
• Mentoring pr ogram 1 Networking
For men and S pecific to Spec ific to Does not ex ist – T o N-1 level in leadership positions …/… …/… …/… …/…
(further defined – B oard of Directors … … … …
as N level) wom en
events/programs wom en present and
future wom en 6 Gender differences: job satisfactio n (answering ‘satisfied’
dedicated t o
• Group CE O women leaders 2 Recruiting to ‘very satisf ied in internal surveys)
N-1 lev el • Personaliz ed • Internal wom en networ kDoes notists
Exists Ex exist Does not exis t
management identification of needs • Share of women applicants (% of total applicants) … … … …
• Internal wom en networ k Ex ists Does not exis t – Women vs. men overall …/… …/… …/… …/…
team for potential future • Share of of fers to women (% of–total offers) men in a “high-potential program” …
… … …
women leaders specifically for present Women vs. …/… …/… …/… …/…
• Group CE O • Matc h between m entors and future leaders
Inform al Forum s to Formal
N-2 lev el and m entorees • Multi-com pany net- facilitate ists
Ex m entor- assigning of a t
Does not exis • Share of women new hires (% of Women vs. men in senior
– total new hires) management (defined as N-3…
… … … …/… …/… …/… …/…
management working initiativ e for m entoree m entor to each to the CEO or above positions)
– Overall … … … …
team pr esent and future womeneeting
m m entoree
• Mentor for potential 2 Women leadership No
Yes – N-3 to the CEO and aboveGender differences: participation in flexible programs
7 in leadership positions … … … …
3 Clear No genderfutur e women leaders is
Quantitative Quantitative
skill building Quantitative
quantitative diversity targetslev el N-2 or above
CE O targets for targets for
programs
targets for • Share of women who turned down a recruiting and men using flex-time programs: part …
• Share of women offer … … …
targets for • Cr oss-c om pany wom en
for leadership leadership leaders hip
Exists leaderDoes not exist
ship vs. share of men (% of of fers made)reduced work week, maternity leaves, etc.
women positions mentoring positions but no • positions, action positions, action
Personalized Ex ists Does not exis t time,
representation 5 Program to plan
action plan, but no of needs and
identification plan, – Overall …/… …/… …/… …/…
in leadership increase share of for potential futurecompanywide
company wide 3 Gender di fference: salary (average FTE salary for women
positions women in the high- women leaders
communication of communication of divided by t he average for men) – Women vs. men in a “high-potential program” …/… …/… …/… …/…
potential pool • results res ults
Com prehensive tr aining Ex ists Does not exis t – Women vs. men in senior management (defined as N-3 …/… …/… …/… …/…
pr ogram dedicated to • Overall …
to the CEO or above positions) … … …
• Age and tenur e criteria pr Exists and future
esent Does not exist
to enter the high-
women leaders • N-2 and N-3 to the CEO in leadership positions … … … …
potential pool 8 Gender differences: geograp hic mobility
4 Consist ency Company MeasureCompany culture • Company culturof Company culture
• c ulture to neutralize Financing part e
Exists Does Ex ists
not exist Not applicable t
Does not exis
of company creates strong • N-1 t o the CE O in leadership positions … … … …
the impact of maternityely comprises training ac tively fosters
does not activ ex ecutive an and
culture with bias for male e on foster gender
leav the criteria implicit education for
further gender div ersity • Share of women and men in mobility programs (%)
gender leadershipTarget share of women
• div ersity preferencand future
pr Exists e for
esent Does not exist 4 Share of women in high-potential programs (%)
diversity in the high-potential gender diversity – Women vs. men overall …/… …/… …/… …/…
women leaders
objective pool • Share of women in high-potential Women vs. men in “high-potential program”
– pool … … … … …/… …/… …/… …/…
• Quota of women in the 3 Women coaching
Exists Does not exist
high-potential pool sessions with • Share of women in mentoring programs vs. men in senior
– Women management (defined as N-3…
… … … …/… …/… …/… …/…
• Managers responsible external coaches
Exists Does not exist to the CEO or above positions)
for detecting of wom en • Share of women in succession-planning pools for senior … … … …
and m en pool entrants management (for N-3 or above positions) (%)
9 Attrition rates
•
6 Personalized Ex ists Does not exis t
• Inclusion of an HR identification of needs Does not exist
Exists – F or women vs. men in “high-potential program” …/… …/… …/… …/…
contact in final decision for potential future
3
– Women vs. men in senior management (defined as N-3 …/… …/… …/… …/…
on pool entrants women leaders
• Financing for coaching 9 Ex ists Does not exis t to the CEO or above positions)
sessions with an
ex ternal coach
8 4
▪ Our participants received an individual feedback report with its key challenges as
well as a recommendation on the most impactful measures to address these
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 13
15. Women are underrepresented at all Odds of advancement for
… men over those for women
hierarchical levels, not only at top management
Number of companies = 1301
CEO 2
5.0x
Seats on executive
9
committee
1.7x
Senior management
14
and vice president
1.8x
Middle management 22
2.1x
Total company 37
1 Companies with more than 10,000 employees and/or revenues greater than €1 billion, and that provided data
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 14
16. Each sector has its own challenges
Number of companies = 1301
Media, telecom- Transport,
munications, logistics, Energy and basic
technology Financial services Consumer goods tourism materials
CEO 0 0 7 9 0
Seats on executive
9 9 11 10 11
committee
Senior management
17 13 18 15 15
and vice president
Middle management 20 22 30 19 16
Total company 34 49 50 27 25
1 Companies with more than 10,000 employees and/or revenues greater than €1 billion, and that provided data
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 15
17. On the positive side…The number of companies that sees gender diversity
as a top strategic priority has doubled since 2010
Percentage of respondents, number of companies = 235
Among top 3 items
8 12
on strategic agenda
Among top 10 items
20
on strategic agenda
1.9X
41
On the strategic
36
agenda, but not in top 10
33
Not on the
33
strategic agenda
Don’t know 14
3 0
20101 2011
1 The 2010 figures are from the Women Matter 2010 survey. There were 1,560 respondents to this survey
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 16
18. But…. Although some companies are making progress with diversity,
most companies still have a long way to go
Number of companies = 1231
Percentage of women at executive committee and senior
management/vice president level
45
Operating Making
with a progress
40
diversity with
advantage diversity
35 N=6 N = 20
5% 16%
30
25 25%
20 20% (top quartile)
15
13% (average)
Limited 10 N = 16 N = 81 Investing in
diversity 13% 66% diversity,
practices 5 but no
impact yet
0
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Number of measures
1 Companies with more than 10,000 employees and/or revenues greater than €1 billion, and that provided data for women at these 2 levels
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 17
19. Why are so few companies successful?
Many measures are not implemented in the most
What’s on paper is effective way in terms of visible actions, frequent
not the same as what communication, participation levels
happens in practice
Commitment at the Focus over the last few years has been on getting
top does not top management involved, but middle
necessarily cascade management has been largely overlooked
to middle
management
Not knowing the exact challenges (the facts) and
not involving ‘the target audience’ themselves has
Lack of focus resulted in ineffective programs. Measures too
scattered, not the right ones…
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 18
20. Well implemented
There is a gap between the measures in place and those
Fairly well implemented
that are ‘well implemented’ In place
Percent, number of companies = 235
CEO commitment 41 92
Management Targets for women's representation 24 51
commitment in top positions
Consistency of company culture 22 88
with diversity objectives
15 58
Networking programs/events
Women’s
development Leadership skill building programs 13 47
programs
Mentoring programs/events 16 69
Indicators 18 56
Collective HR processes and policies 25 60
enablers
Infrastructure, e.g., child care 14 43
facilities
1 Measures were rated on a scale of 1 - 5, with the exception of management commitment measures, which were rated on a scale of 1 - 4.
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 19
21. While CEO commitment remains high and visible, it does not cascade to
lower management levels
Percent, number of companies = 235
100 100 100
Not in place 8 11
20
In place 22
32
Fairly well 39
29
implemented
32
28
Well implemented 41
25
13
CEOs Senior managers Middle managers
and vice
presidents
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 20
22. Men’s and women have differing views on gender diversity issues
Percentage of respondents who “strongly agreed”; number of respondents = 1,7681 Women
Men
64
Do you believe that gender diversity is an 40
important driver of company performance?
Do you believe top management is committed to 27
gender diversity? 13
65
Does the evaluation system in your company 30
treat men and women equally?
1 Web survey participants. Some 35% of the respondents were female
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 21
24. What do we recommend companies to REALLY make this happen?
1 More visible senior management commitment
2 Target initiatives at your particular challenges
3 Address mindsets
SOURCE: McKinsey Women Matter 2012 report McKinsey & Company | 23
25. We believe that implementing a successful diversity
strategy is similar to a transformational change journey
▪ Track progress
Advance How do you keep
moving forward? Build capacity for
continuous
improvement
How do you
A ct manage
the journey? ▪ Implementation plan
▪ Engage the organization
▪ Committed senior leaders
▪ Balanced diversity ‘eco-
system’ with clear
A What do you need to do to
rchitect address these challenges?
prioritization and focus What are the
▪ Interventions to create ▪ Analyze the numbers
A
specific challenges
lasting change ▪ Evaluate the effectiveness
for your
of existing policies
ssess organization? ▪ Deep understanding of
mindsets
A What are your ambitions
spire in terms of diversity?
▪ Convincing business case
▪ Clear aspiration
▪ Targets at a granular level
SOURCE: Scott Keller and Colin Price, Beyond Performance, 2011 McKinsey & Company | 24