Mcp application presentation
•
0 likes•78 views
This document is Stephen Adomako's application for the position of MCP for AIESEC Ghana for the 2020/2021 term. It outlines his vision to lead an impactful, dynamic, and sustainable AIESEC in Ghana through three main focus areas: implementing team standards, focusing on relevant growth partners, and clear guided leadership council development through organizational development processes. It analyzes AIESEC Ghana's current state and opportunities for improvement, and outlines Stephen's product development priorities and strategies if selected for the role.
Report
Share
Report
Share
Download to read offline
Recommended
Answered application questionnaire
Thomas Carlyle said "Our grand business is not to see what lies dimly at a distance, but to what lies clearly at hand". This document is Stephen Adomako's application to be the Managing Country President of AIESEC in Ghana. It outlines his 4 years of experience in AIESEC including various leadership roles. It also analyzes the strengths, weaknesses, opportunities and threats for different AIESEC programs, and discusses the organization's achievements over the past 3 terms.
EDI Strategy Lab Mar 2010
My slides for a course on Strategic Doing for the Economic Development Institute. I teach the fundamentals of strategic doing in an advanced strategy lab.
Why Boards Matter: Building and Developing a World Class Board of Directors
Our insights about the market for board talent across S&P 500, the U.S. Tech Industry, and early stage growth companies as well as a cross section of boards interested executives based on the Spencer Stuart Board Index, the U.S. Tech Board Index, and a SurveyMonkey survey put together as input for #WhyBoardsMatter, a joint presentation from Spencer Stuart and Kleiner Perkins.
Read the full post here:
AIESEC structure
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
Accounting in a VUCA World - The Anticipatory CPA
This presentation was given to Loyola University (Maryland) Accounting Alumni Circle on November 18, 2015. It includes our latest research in trends and issues facing the accounting and finance profession from the Business Learning Institute.
It also covers the programs and initiatives of the Maryland Association of CPAs in the context of Hard Trends and our work with world renowned futurist, Daniel Burrus.
Gov't Regulation
Demographics and Talent Pipeline
Technology
The exponential pace of change has created an environment best described as VUCA. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency—how to accurately anticipate the future. The key to success in this fast-changing environment is to commit to changing before you are being forced to. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager.
• Anticipate marketplace trends that will shape future markets
• Understand emerging innovation faster
• Identify opportunities
• Develop clear actionable steps to accelerate growth for the
organization and its customers
Learning the skill of anticipation and being proactive for CPAs, accounting and finance professionals
Dr Martin Factor - Meeting Tomorrow’s Business Challenges. Global Leadership ...
The 11th Annual African Society for Talent Development (ASTD) Conference
Day 1: 17 March 2015
Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 / 2015 presented by Dr Martin Factor, Executive Consultant at Development Dimension International/Deloitte Consulting SA #astdza2015
The Future Ready CPA Firm
The #1 reason clients leave their CPAs is that they are receiving service instead of proactive advice. Tom will show how firms are exploring new value added services and position their practices for success in a rapidly changing world. He will discuss the major "shift change" and the trends shaping business today and give participants a framework to provide more proactive services and strategic advice and a plan to get started. But these services require new skills and approaches which is a big opportunity for firm HR and Learning Leaders.
Presentation to AGN International in San Diego #NARM16 for Managing Partners in MAP Track
KMME 2016 - Kharbat
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
Recommended
Answered application questionnaire
Thomas Carlyle said "Our grand business is not to see what lies dimly at a distance, but to what lies clearly at hand". This document is Stephen Adomako's application to be the Managing Country President of AIESEC in Ghana. It outlines his 4 years of experience in AIESEC including various leadership roles. It also analyzes the strengths, weaknesses, opportunities and threats for different AIESEC programs, and discusses the organization's achievements over the past 3 terms.
EDI Strategy Lab Mar 2010
My slides for a course on Strategic Doing for the Economic Development Institute. I teach the fundamentals of strategic doing in an advanced strategy lab.
Why Boards Matter: Building and Developing a World Class Board of Directors
Our insights about the market for board talent across S&P 500, the U.S. Tech Industry, and early stage growth companies as well as a cross section of boards interested executives based on the Spencer Stuart Board Index, the U.S. Tech Board Index, and a SurveyMonkey survey put together as input for #WhyBoardsMatter, a joint presentation from Spencer Stuart and Kleiner Perkins.
Read the full post here:
AIESEC structure
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
Accounting in a VUCA World - The Anticipatory CPA
This presentation was given to Loyola University (Maryland) Accounting Alumni Circle on November 18, 2015. It includes our latest research in trends and issues facing the accounting and finance profession from the Business Learning Institute.
It also covers the programs and initiatives of the Maryland Association of CPAs in the context of Hard Trends and our work with world renowned futurist, Daniel Burrus.
Gov't Regulation
Demographics and Talent Pipeline
Technology
The exponential pace of change has created an environment best described as VUCA. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency—how to accurately anticipate the future. The key to success in this fast-changing environment is to commit to changing before you are being forced to. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager.
• Anticipate marketplace trends that will shape future markets
• Understand emerging innovation faster
• Identify opportunities
• Develop clear actionable steps to accelerate growth for the
organization and its customers
Learning the skill of anticipation and being proactive for CPAs, accounting and finance professionals
Dr Martin Factor - Meeting Tomorrow’s Business Challenges. Global Leadership ...
The 11th Annual African Society for Talent Development (ASTD) Conference
Day 1: 17 March 2015
Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 / 2015 presented by Dr Martin Factor, Executive Consultant at Development Dimension International/Deloitte Consulting SA #astdza2015
The Future Ready CPA Firm
The #1 reason clients leave their CPAs is that they are receiving service instead of proactive advice. Tom will show how firms are exploring new value added services and position their practices for success in a rapidly changing world. He will discuss the major "shift change" and the trends shaping business today and give participants a framework to provide more proactive services and strategic advice and a plan to get started. But these services require new skills and approaches which is a big opportunity for firm HR and Learning Leaders.
Presentation to AGN International in San Diego #NARM16 for Managing Partners in MAP Track
KMME 2016 - Kharbat
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
RE-EVALUATING YOUR ORGANIZATION’S SKILL GAPS
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
AIESEC Partnership Proposal
The document provides information about AIESEC, the largest youth-led organization in the world that provides leadership development through global internships and experiences. It summarizes AIESEC's operations in Mainland China and outlines several partnership programs companies can engage in, including talent programs to source global interns, branding programs to promote the company to youth, CSR programs to collaborate on social projects, and an ambassador program to develop the company's global presence. Specific initiatives, costs, and expected reach are described for each program type.
COCPA - The Anticipatory Individual and Organization
Recent research from the AICPA says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency–how to accurately anticipate the future. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager. At the end of the session participants will set actionable steps to elevate and accelerate their organization’s strategy.
The Firm of the Future - 2016 AAM InNEWvation Summit
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
Future Ready CPA firm - keynote CPA FMA
Recent research says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency--how to accurately anticipate the future. The key to success in this fast-changing environment is to learn how to move from being reactive to proactive and flip from crisis manager to an opportunity manager. Tom will show how to explore new value added services and position their practices for success in a rapidly changing world.
LEADERSHIP DEVELOPMENT USING EXPERIENTIAL LEARNING
This webinar discusses experiential learning and its benefits for businesses. It will cover what experiential learning is, why organizations use it, examples of experiential learning activities, and best practices. Attendees can download slides, review recordings later, and will receive certification codes. Questions can be submitted during the webinar.
Future of Learning - innovative new learning formats for accounting and finan...
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
MACPA and the Business Learning Institute release the first nano-learning course for CPAs, accounting and finance professionals that meets the new CPE standards.
NASBA and the AICPA approved the revisions to the Statement on Standards for Continuing Professional Education (CPE) Programs (Standards) effective September 1, 2016. Among the most significant changes to the Standards is the addition of two new instructional delivery methods: nano learning and blended learning.
The Maryland Association of CPAs and its Business Learning Institute believe that Learning is THE only competitive advantage in this rapidly changing world. They have been on the forefront of learning for the past ten years. Since passing nano-learning in 2015 at the Maryland State Board of Public Accounting, they have been integrating new formats of learning to make learning continuous, engaging and ultimately transformative. The Anticipatory Organization: Accounting and Finance Edition is THE First nano-learning program in North America for accounting and finance professionals. Winner of the Accounting Today 2016 Product of the Year in the learning category. This program combines nano learning format (three to four minute single concept videos) with rapid application exercises to accelerate learning of complex competencies in less times than traditional CPE / CPD programs.
MACPA and its Business Learning Institute have pioneered new methods of learning including second life (CPA Island), remote collaboration via the ThinkTank platform, participation engagement via conferences.io and their #MBSN Management by Sticky Notes collaboration process.
Here are five ways we are changing up learning:
Social;
Mobile / nano, or “Just When You Need It” learning;
Cloud: In what we call the four Cs of talent development, the AICPA Navigator allows us to offer Competencies, Career Path, and a Curriculum on a Cloud-based learning platform that allows firms and companies to move their talent development to a strategic and systematic approach;
Collaborative: MBSN (Management By Sticky Notes), Conferences.io, and the ThinkTank Collaboration platform are highly engaging ways of increasing learning through involvement (see our post on LinkedIn);
Competency-based learning: With our Bounce framework (which maps BLI programs to the new CGMA Competency framework) and our new program to develop a special self-directed action learning program to build a competency around anticipation and strategic thinking.AMEBC_HRSession_AR
The document summarizes the results of a survey on employment and engagement in the geology industry. It found that over half of respondents were unemployed, and 60% of unemployed individuals planned to leave the industry. At current trends, the industry could lose over half of its pre-recession workforce by 2015. Respondents felt unsupported by CEOs, managers, and industry associations. To address these issues, the document suggests that companies, associations, and government should provide more training, networking opportunities, and flexible support during economic downturns to retain skilled workers.
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...Tom Hood, CPA,CITP,CGMA
The # 1 challenge facing CPAs, Accounting and Finance Professionals is 'not enough time' who creates the equivalent of a gravitational pull of the past when it comes to changing their mindsets and thinking. How will we go from a historical perspective to a more future-focused, from rearview mirror to windshield and from being reactive to proactive?
Our latest research from the Business Learning Institute sows the critical competencies that will make a difference have not changed in the past seven years. What has changed is the gravitational pull has gotten worse as we enter what Josh Bersin calls the age of the 'overwhelmed employee'.
What we need is a new approach to learning these critical competencies. A blended approach that uses nano-learning nuggets (very short 2-3 minute single-concept videos), rapid application templates to apply each concept to the business, and a series of job aids and performance support tools to turn the learning into immediate on the job application. This is our award-winning Anticipatory Organization learning system by Burrus Research. In about one third of the time as traditional CPE, CPAs and accounting and finance professionals can learn the critical competencies of:
Anticipation; Strategic Thinking; External Awareness; Vision; Continuous Learning; Innovation ;Creativity; Problem Solving; Prioritization; Business Acumen; Decisiveness; Influencing/Persuading; Emotional Intelligence; Consensus Building; Collaboration; Inspiration; Risk Management; and Communication.
The Anticipatory Organization can support an entire cultural shift for an organization or team with the added implementation guide and collaboration tools. See more at http://www.blionline.org/ao
Our new MBA Express is another option to create or add a series of critical success skills to your technical training portfolio in on-site, on-line and on-demand learning formats. http://blionline.org/featured/8-hour-mba/
We believe we need new approaches and new tools to break the pull of the past and the inertia from 'overwhelmed employees'. These exciting new learning formats are one step in this direction.
Accounting Today Editor, Daniel Hood said this after selecting the Anticipatory Organization as a Top Product for 2016 in the Learning Category, “Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.”
Firm learning strategy - a competitive advantage
A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent.
Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives.
This presentation was developed and presented for the Digital CPA Conference in December #DCPA15
The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org
Breakfast News 'Is it time to make a more meaningful connection?' Presentatio...
The document summarizes the key topics and presenters for an event called Breakfast News 2015. It discusses measuring student confidence levels through a Confidence Index. It provides data on student demographics, fields of study, and confidence levels. It also outlines challenges for employers in recruiting and retaining millennials. Various speakers will address topics like the economic forecast, inspiring through purpose, preparing for millennials, and whether students are ready for the workforce.
Next Gen Leaders Report from the AICPA EDGE Conference 2016
What do next generation leaders say they need to be 'future ready'? This report is from 200+ next generation leaders attending the #AICPA_EDGE Conference in Las Vegas in August, 2016.
Next Gen leaders will be called to lead in a different environment than many leaders of the past. These times of exponential change will require a different skill set. They will be leading in transformational and adaptive times which require new skills and new practices.
This report highlights top challenges, top skills, insights from the session and more.
These polls were integrated during a presentation on "The Future Ready CPA" where we covered the 5 C's - Context, Certainty, Capacity, Competency, and Core Purpose & Values.
We are living in “exponential times” where the size, scale and scope of change is incredible. That means there are incredible opportunities for those who can see through the fog of uncertainty and anticipate what’s next. The biggest opportunity is to harness the wisdom of our older generations with the fresh perspectives of the tech-savvy younger generations. The next generation of leaders is enthusiastically ready to have a seat at the table. The future is not created; the future is co- created. Let’s get to work!
Anticipatory Organization: Accounting and Finance Edition (AOAF)
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
리더십 사관학교 GE크로톤빌 원장이 전하는 새로운 리더십
국가든 기업이든 리더가 어떤 리더십을 발휘하느냐에 따라 흥망이 결정된다. 전세계 어디에 가나 리더십을 교육하는 기관들은 넘쳐나지만 인재 발굴 양성, 리더십 교육에 있어 세계 최고라는 찬사를 받고 있는 곳이 바로 GE크로톤빌이다. GE 리더십 인재양성 비결을 배우기 위해 그동안 무수히 많은 국내외 기업인들이 GE크로톤빌로 향했다. 전세계 최고 리더십 양성기관 GE크로톤빌의 라구 크리슈나무르티 원장이 지난 120여년간 GE가 세계 최고 기업중 하나로 군림하는데 결정적 역할을 한 GE 리더십 양성법에 대해 이야기한다.
- GE크로톤빌이 세계적인 리더십 양성기관이 된 비결은
- 현재 리더십은 과거의 리더십과 어떻게 다른가
- 리더십이 탁월한 사람들에게서 발견할 수 있는 공통분모는
- GE크로톤빌에서 리더십 교육을 할 때 가장 강조하는 덕목은
- 리더십을 발휘할 때 가장 커다란 장애물이 되는 것은
라구 크리슈나무르티 (GE, CLO 겸 크로톤빌 원장)
BALANCING GLOBAL, LOCAL AND BUSINESS UNIT NEEDS: IMPLEMENTING A GLOBAL LEARNI...
Responding to changes in the marketplace, Northern Trust continues to expand their operational capabilities and office footprint internationally in countries such as Ireland, India and the Philippines among many others.
The difficulties of operating internationally are abundant, including the learning and development of diverse employees. Keeping a constant balance between meeting local audience needs and the desire to deliver globally consistent programs can be challenging. Planning and executing on this global strategy with a decentralized, business unit-focused L&D organization provides even more complexity.
Join Kacie Walters, vice president, strategic learning programs at Northern Trust, as she presents the challenges and frameworks used to implement a global learning and development strategy with their ever-expanding international presence and federated L&D operating model.
Key takeaways:
Setting priorities to stay aligned to the business in a global, decentralized environment.
Holding the right balance between global and local solutions.
Governing learning solutions across a decentralized structure.
How L&D operating models are changing to address common challenges in global enterprises.
Turnover Reduction: A Complex (but Achievable) Goal
Turnover is a talent problem faced by all organizations and industries. Topics like performance management, leader development, and competency modeling are often discussed in popular HR outlets; but challenges with turnover and retention create real pain for today’s organizations. With little new information about solving this common problem, HR professionals are often forced to combat high turnover rates without full understanding of the root causes and with tools ill-equipped at addressing the source of the problem. The focus of this presentation is to discuss strategies to investigate turnover in your organization and to build a talent approach to maximize retention.
MICROLEARNING SERIES PART 2 MAXIMIZING ROI WITH MICROLEARNING
This document contains information about an upcoming webinar on microlearning. It includes the agenda for the webinar which will discuss measuring learning and return on investment from microlearning. It also provides examples of how three companies - Bloomingdale's, BT, and a logistics facility - have used microlearning and been able to measure improvements in knowledge, behaviors, and business results.
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...
Embedding the development of high potential leaders into the fabric of a learning and development strategy is an ongoing priority and challenge for many of us. As we consider possible solutions for creating a willing and able bench of successors, we find ourselves tackling several questions:
How do we define high potential?
Are the learning needs of high potentials vastly different from other employees?
Do our solutions provide ample opportunity for both development and visibility?
Should high potentials learn from each other?
Who should develop high potentials? L&D professionals? Managers and leaders? External experts?
How do we know whether the program is successful?
Hear about Ameriprise Financial Inc.’s journey to build a comprehensive high potential framework. This session will cover the multifaceted approach we took to build this framework and some of our key learnings along the way.
Learn how Ameriprise’s high potential framework fits within the overarching L&D strategy.
Understand the key ingredients that of these programs that really work.
Review how we’re measuring success.
AIESEC Romania MC 11-12 Job Descriptions
The document provides job descriptions for several positions within AIESEC Romania, including the Members Committee President, Talent Management Vice-President, Outgoing Exchange Vice-President, and Finance Vice-President.
The job descriptions outline the roles, responsibilities, required competencies, and key performance indicators for each position. The Members Committee President is responsible for overall management and representation of AIESEC Romania. The Vice-Presidents lead their respective areas of talent management, outgoing exchanges, and finance. Their roles involve developing strategies, providing support and education to local committees, and ensuring goals are achieved.
Nemko Group - Annual performance 2015
Nemko makes the world a safer place by safeguarding products, the environment, people and systems.
INTEGRITY • COMPETENT • CARING • IMPROVING
The Very Last General Assembly
The document provides an overview of AIESEC in Poland for the 2013-2014 term. It begins with an agenda and introduction. It then discusses the context of AIESEC in Poland when the new leadership team took over, including low MoS achievement, lack of recent audits, and governance issues. The document outlines the national strategic direction, including increasing capacity, customer orientation, and brand positioning. It also summarizes key area projects and MoS execution results. In the last section, the document discusses lessons learned and future plans of individuals on the leadership team.
GCDP FOR NETWORK
The document discusses four strategies for AIESEC's Global Citizen Development Program (GCDP): 1) Business Model for iGCDP, 2) Product Packaging for oGCDP, 3) Codelivery, and 4) Supply and Demand. For each strategy, it outlines the potential results for different tiers of AIESEC entities in 2014-2015, key recommendations, and additional resources. The overall aim is to standardize operations, guarantee quality, focus on sustainability, and increase signups, RAs, and MA rates to fulfill commitments to customers. Codelivery in particular is seen as important for improving the global NPS and scaling GCDP globally through a more cooperative mindset
More Related Content
What's hot
RE-EVALUATING YOUR ORGANIZATION’S SKILL GAPS
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
AIESEC Partnership Proposal
The document provides information about AIESEC, the largest youth-led organization in the world that provides leadership development through global internships and experiences. It summarizes AIESEC's operations in Mainland China and outlines several partnership programs companies can engage in, including talent programs to source global interns, branding programs to promote the company to youth, CSR programs to collaborate on social projects, and an ambassador program to develop the company's global presence. Specific initiatives, costs, and expected reach are described for each program type.
COCPA - The Anticipatory Individual and Organization
Recent research from the AICPA says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency–how to accurately anticipate the future. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager. At the end of the session participants will set actionable steps to elevate and accelerate their organization’s strategy.
The Firm of the Future - 2016 AAM InNEWvation Summit
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
Future Ready CPA firm - keynote CPA FMA
Recent research says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency--how to accurately anticipate the future. The key to success in this fast-changing environment is to learn how to move from being reactive to proactive and flip from crisis manager to an opportunity manager. Tom will show how to explore new value added services and position their practices for success in a rapidly changing world.
LEADERSHIP DEVELOPMENT USING EXPERIENTIAL LEARNING
This webinar discusses experiential learning and its benefits for businesses. It will cover what experiential learning is, why organizations use it, examples of experiential learning activities, and best practices. Attendees can download slides, review recordings later, and will receive certification codes. Questions can be submitted during the webinar.
Future of Learning - innovative new learning formats for accounting and finan...
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
MACPA and the Business Learning Institute release the first nano-learning course for CPAs, accounting and finance professionals that meets the new CPE standards.
NASBA and the AICPA approved the revisions to the Statement on Standards for Continuing Professional Education (CPE) Programs (Standards) effective September 1, 2016. Among the most significant changes to the Standards is the addition of two new instructional delivery methods: nano learning and blended learning.
The Maryland Association of CPAs and its Business Learning Institute believe that Learning is THE only competitive advantage in this rapidly changing world. They have been on the forefront of learning for the past ten years. Since passing nano-learning in 2015 at the Maryland State Board of Public Accounting, they have been integrating new formats of learning to make learning continuous, engaging and ultimately transformative. The Anticipatory Organization: Accounting and Finance Edition is THE First nano-learning program in North America for accounting and finance professionals. Winner of the Accounting Today 2016 Product of the Year in the learning category. This program combines nano learning format (three to four minute single concept videos) with rapid application exercises to accelerate learning of complex competencies in less times than traditional CPE / CPD programs.
MACPA and its Business Learning Institute have pioneered new methods of learning including second life (CPA Island), remote collaboration via the ThinkTank platform, participation engagement via conferences.io and their #MBSN Management by Sticky Notes collaboration process.
Here are five ways we are changing up learning:
Social;
Mobile / nano, or “Just When You Need It” learning;
Cloud: In what we call the four Cs of talent development, the AICPA Navigator allows us to offer Competencies, Career Path, and a Curriculum on a Cloud-based learning platform that allows firms and companies to move their talent development to a strategic and systematic approach;
Collaborative: MBSN (Management By Sticky Notes), Conferences.io, and the ThinkTank Collaboration platform are highly engaging ways of increasing learning through involvement (see our post on LinkedIn);
Competency-based learning: With our Bounce framework (which maps BLI programs to the new CGMA Competency framework) and our new program to develop a special self-directed action learning program to build a competency around anticipation and strategic thinking.AMEBC_HRSession_AR
The document summarizes the results of a survey on employment and engagement in the geology industry. It found that over half of respondents were unemployed, and 60% of unemployed individuals planned to leave the industry. At current trends, the industry could lose over half of its pre-recession workforce by 2015. Respondents felt unsupported by CEOs, managers, and industry associations. To address these issues, the document suggests that companies, associations, and government should provide more training, networking opportunities, and flexible support during economic downturns to retain skilled workers.
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...Tom Hood, CPA,CITP,CGMA
The # 1 challenge facing CPAs, Accounting and Finance Professionals is 'not enough time' who creates the equivalent of a gravitational pull of the past when it comes to changing their mindsets and thinking. How will we go from a historical perspective to a more future-focused, from rearview mirror to windshield and from being reactive to proactive?
Our latest research from the Business Learning Institute sows the critical competencies that will make a difference have not changed in the past seven years. What has changed is the gravitational pull has gotten worse as we enter what Josh Bersin calls the age of the 'overwhelmed employee'.
What we need is a new approach to learning these critical competencies. A blended approach that uses nano-learning nuggets (very short 2-3 minute single-concept videos), rapid application templates to apply each concept to the business, and a series of job aids and performance support tools to turn the learning into immediate on the job application. This is our award-winning Anticipatory Organization learning system by Burrus Research. In about one third of the time as traditional CPE, CPAs and accounting and finance professionals can learn the critical competencies of:
Anticipation; Strategic Thinking; External Awareness; Vision; Continuous Learning; Innovation ;Creativity; Problem Solving; Prioritization; Business Acumen; Decisiveness; Influencing/Persuading; Emotional Intelligence; Consensus Building; Collaboration; Inspiration; Risk Management; and Communication.
The Anticipatory Organization can support an entire cultural shift for an organization or team with the added implementation guide and collaboration tools. See more at http://www.blionline.org/ao
Our new MBA Express is another option to create or add a series of critical success skills to your technical training portfolio in on-site, on-line and on-demand learning formats. http://blionline.org/featured/8-hour-mba/
We believe we need new approaches and new tools to break the pull of the past and the inertia from 'overwhelmed employees'. These exciting new learning formats are one step in this direction.
Accounting Today Editor, Daniel Hood said this after selecting the Anticipatory Organization as a Top Product for 2016 in the Learning Category, “Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.”
Firm learning strategy - a competitive advantage
A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent.
Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives.
This presentation was developed and presented for the Digital CPA Conference in December #DCPA15
The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org
Breakfast News 'Is it time to make a more meaningful connection?' Presentatio...
The document summarizes the key topics and presenters for an event called Breakfast News 2015. It discusses measuring student confidence levels through a Confidence Index. It provides data on student demographics, fields of study, and confidence levels. It also outlines challenges for employers in recruiting and retaining millennials. Various speakers will address topics like the economic forecast, inspiring through purpose, preparing for millennials, and whether students are ready for the workforce.
Next Gen Leaders Report from the AICPA EDGE Conference 2016
What do next generation leaders say they need to be 'future ready'? This report is from 200+ next generation leaders attending the #AICPA_EDGE Conference in Las Vegas in August, 2016.
Next Gen leaders will be called to lead in a different environment than many leaders of the past. These times of exponential change will require a different skill set. They will be leading in transformational and adaptive times which require new skills and new practices.
This report highlights top challenges, top skills, insights from the session and more.
These polls were integrated during a presentation on "The Future Ready CPA" where we covered the 5 C's - Context, Certainty, Capacity, Competency, and Core Purpose & Values.
We are living in “exponential times” where the size, scale and scope of change is incredible. That means there are incredible opportunities for those who can see through the fog of uncertainty and anticipate what’s next. The biggest opportunity is to harness the wisdom of our older generations with the fresh perspectives of the tech-savvy younger generations. The next generation of leaders is enthusiastically ready to have a seat at the table. The future is not created; the future is co- created. Let’s get to work!
Anticipatory Organization: Accounting and Finance Edition (AOAF)
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
리더십 사관학교 GE크로톤빌 원장이 전하는 새로운 리더십
국가든 기업이든 리더가 어떤 리더십을 발휘하느냐에 따라 흥망이 결정된다. 전세계 어디에 가나 리더십을 교육하는 기관들은 넘쳐나지만 인재 발굴 양성, 리더십 교육에 있어 세계 최고라는 찬사를 받고 있는 곳이 바로 GE크로톤빌이다. GE 리더십 인재양성 비결을 배우기 위해 그동안 무수히 많은 국내외 기업인들이 GE크로톤빌로 향했다. 전세계 최고 리더십 양성기관 GE크로톤빌의 라구 크리슈나무르티 원장이 지난 120여년간 GE가 세계 최고 기업중 하나로 군림하는데 결정적 역할을 한 GE 리더십 양성법에 대해 이야기한다.
- GE크로톤빌이 세계적인 리더십 양성기관이 된 비결은
- 현재 리더십은 과거의 리더십과 어떻게 다른가
- 리더십이 탁월한 사람들에게서 발견할 수 있는 공통분모는
- GE크로톤빌에서 리더십 교육을 할 때 가장 강조하는 덕목은
- 리더십을 발휘할 때 가장 커다란 장애물이 되는 것은
라구 크리슈나무르티 (GE, CLO 겸 크로톤빌 원장)
BALANCING GLOBAL, LOCAL AND BUSINESS UNIT NEEDS: IMPLEMENTING A GLOBAL LEARNI...
Responding to changes in the marketplace, Northern Trust continues to expand their operational capabilities and office footprint internationally in countries such as Ireland, India and the Philippines among many others.
The difficulties of operating internationally are abundant, including the learning and development of diverse employees. Keeping a constant balance between meeting local audience needs and the desire to deliver globally consistent programs can be challenging. Planning and executing on this global strategy with a decentralized, business unit-focused L&D organization provides even more complexity.
Join Kacie Walters, vice president, strategic learning programs at Northern Trust, as she presents the challenges and frameworks used to implement a global learning and development strategy with their ever-expanding international presence and federated L&D operating model.
Key takeaways:
Setting priorities to stay aligned to the business in a global, decentralized environment.
Holding the right balance between global and local solutions.
Governing learning solutions across a decentralized structure.
How L&D operating models are changing to address common challenges in global enterprises.
Turnover Reduction: A Complex (but Achievable) Goal
Turnover is a talent problem faced by all organizations and industries. Topics like performance management, leader development, and competency modeling are often discussed in popular HR outlets; but challenges with turnover and retention create real pain for today’s organizations. With little new information about solving this common problem, HR professionals are often forced to combat high turnover rates without full understanding of the root causes and with tools ill-equipped at addressing the source of the problem. The focus of this presentation is to discuss strategies to investigate turnover in your organization and to build a talent approach to maximize retention.
MICROLEARNING SERIES PART 2 MAXIMIZING ROI WITH MICROLEARNING
This document contains information about an upcoming webinar on microlearning. It includes the agenda for the webinar which will discuss measuring learning and return on investment from microlearning. It also provides examples of how three companies - Bloomingdale's, BT, and a logistics facility - have used microlearning and been able to measure improvements in knowledge, behaviors, and business results.
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...
Embedding the development of high potential leaders into the fabric of a learning and development strategy is an ongoing priority and challenge for many of us. As we consider possible solutions for creating a willing and able bench of successors, we find ourselves tackling several questions:
How do we define high potential?
Are the learning needs of high potentials vastly different from other employees?
Do our solutions provide ample opportunity for both development and visibility?
Should high potentials learn from each other?
Who should develop high potentials? L&D professionals? Managers and leaders? External experts?
How do we know whether the program is successful?
Hear about Ameriprise Financial Inc.’s journey to build a comprehensive high potential framework. This session will cover the multifaceted approach we took to build this framework and some of our key learnings along the way.
Learn how Ameriprise’s high potential framework fits within the overarching L&D strategy.
Understand the key ingredients that of these programs that really work.
Review how we’re measuring success.
AIESEC Romania MC 11-12 Job Descriptions
The document provides job descriptions for several positions within AIESEC Romania, including the Members Committee President, Talent Management Vice-President, Outgoing Exchange Vice-President, and Finance Vice-President.
The job descriptions outline the roles, responsibilities, required competencies, and key performance indicators for each position. The Members Committee President is responsible for overall management and representation of AIESEC Romania. The Vice-Presidents lead their respective areas of talent management, outgoing exchanges, and finance. Their roles involve developing strategies, providing support and education to local committees, and ensuring goals are achieved.
What's hot (19)
COCPA - The Anticipatory Individual and Organization
COCPA - The Anticipatory Individual and Organization
The Firm of the Future - 2016 AAM InNEWvation Summit
The Firm of the Future - 2016 AAM InNEWvation Summit
LEADERSHIP DEVELOPMENT USING EXPERIENTIAL LEARNING
LEADERSHIP DEVELOPMENT USING EXPERIENTIAL LEARNING
Future of Learning - innovative new learning formats for accounting and finan...
Future of Learning - innovative new learning formats for accounting and finan...
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...
Breakfast News 'Is it time to make a more meaningful connection?' Presentatio...
Breakfast News 'Is it time to make a more meaningful connection?' Presentatio...
Next Gen Leaders Report from the AICPA EDGE Conference 2016
Next Gen Leaders Report from the AICPA EDGE Conference 2016
Anticipatory Organization: Accounting and Finance Edition (AOAF)
Anticipatory Organization: Accounting and Finance Edition (AOAF)
BALANCING GLOBAL, LOCAL AND BUSINESS UNIT NEEDS: IMPLEMENTING A GLOBAL LEARNI...
BALANCING GLOBAL, LOCAL AND BUSINESS UNIT NEEDS: IMPLEMENTING A GLOBAL LEARNI...
Turnover Reduction: A Complex (but Achievable) Goal
Turnover Reduction: A Complex (but Achievable) Goal
MICROLEARNING SERIES PART 2 MAXIMIZING ROI WITH MICROLEARNING
MICROLEARNING SERIES PART 2 MAXIMIZING ROI WITH MICROLEARNING
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...
Similar to Mcp application presentation
Nemko Group - Annual performance 2015
Nemko makes the world a safer place by safeguarding products, the environment, people and systems.
INTEGRITY • COMPETENT • CARING • IMPROVING
The Very Last General Assembly
The document provides an overview of AIESEC in Poland for the 2013-2014 term. It begins with an agenda and introduction. It then discusses the context of AIESEC in Poland when the new leadership team took over, including low MoS achievement, lack of recent audits, and governance issues. The document outlines the national strategic direction, including increasing capacity, customer orientation, and brand positioning. It also summarizes key area projects and MoS execution results. In the last section, the document discusses lessons learned and future plans of individuals on the leadership team.
GCDP FOR NETWORK
The document discusses four strategies for AIESEC's Global Citizen Development Program (GCDP): 1) Business Model for iGCDP, 2) Product Packaging for oGCDP, 3) Codelivery, and 4) Supply and Demand. For each strategy, it outlines the potential results for different tiers of AIESEC entities in 2014-2015, key recommendations, and additional resources. The overall aim is to standardize operations, guarantee quality, focus on sustainability, and increase signups, RAs, and MA rates to fulfill commitments to customers. Codelivery in particular is seen as important for improving the global NPS and scaling GCDP globally through a more cooperative mindset
Specific questionnaire
The document discusses strategies to improve AIESEC Romania's outgoing Global Internship Program (GIPo). It analyzes past performance and identifies bottlenecks. Key strategies proposed to address bottlenecks and achieve objectives include: 1) focusing marketing and project management on specific sub-programs; 2) improving collaboration between areas; 3) providing localization support and education; 4) enhancing EP selection, matching and servicing; and 5) developing sales capabilities for recruitment teams. The goal is to increase quality and quantity of GIPo realizations through constant growth.
The Path to Digital Leadership in Asia
With respect to global digitization benchmarks, APAC is showing the way in many areas, ahead of Europe and just behind North America in digital transformation, for example.
Specific questions mcvp corporate development
The key strategies proposed to move AIESEC Romania towards its 2015 goals include focusing on national projects like the AIESEC Academy, market penetration through sub-programs like the Global Internship Program, and regional sales and education conferences. Specific steps outlined are continuing the Academy, assessing the IT and ET markets, holding raising campaigns targeting IT and ET programs, developing ET-based projects locally and nationally, and biannual regional conferences to educate local committees on raising, matching, and sub-programs. Regular webinars and local committee visits will also provide complementary education.
Build capacity and education - iGCDP Tier 4
This document discusses strategies for growing the iGCDP program within AIESEC at different tiers.
For Tier 1 and 2 LCs, the focus should be on organic and balanced growth, balancing program growth with general internal development. For Tier 3 and 4 LCs, the focus shifts to jumping into iGCDP by scaling up program delivery.
The document then provides guidance for Tier 4 LCs, which are aiming to scale iGCDP from 0-25 raises to 25-100 raises. It recommends focusing on specific LCs for growth, using data to identify challenges, building capacity through planning and structures, implementing learning and development, and establishing team minimums to drive results.
B2B Sales In SG For AU Scale-Ups
This document provides information about B2B sales in Singapore. It discusses how Bebop generated over $25 million SGD in free press and $3.5 million SGD in sponsorships through campaigns and events attracting over 500,000 people. It also summarizes credentials and partnerships of key Bebop members. The document then outlines comprehensive approaches to B2B sales in Singapore including common pain points, networking tips, and how to qualify and apply for government grants.
Agile Enough: Going Agile When Everyone Else Isn’t
The session offers insight and tools that can be applied within an engineering leader’s environment to increase the level of agility while still maintaining a traditional product roadmap. The goal in these situations is to be “Agile Enough!”.
Many challenges and solutions exist for applying Agile software methodologies within an organization that has a traditional product release philosophy. This is particularly prevalent in B2B businesses where the customer has a large influence over the overall organization direction and has leverage to demand specific features within certain timelines on real-world experiences.
CA Project & Portfolio Management for Business Transformation : Prioritize, ...
Executives around the world are beginning to look at CA Project & Portfolio Management (CA PPM) to do more than assist a single PMO. In this innovative session, see how CA PPM can be configured to expand beyond a PMO and service the enterprise need for ideation, prioritization, execution and realization of business transformation objectives.
For more information, please visit http://cainc.to/Nv2VOe
The_Prosperity_Accelerator_Program_2015
The document describes a multi-year strategic personal and business development program called the Prosperity Accelerator Program aimed at helping business owners and their teams achieve prosperity. The program includes modules delivered over 3 years to help participants improve cash flow, build winning habits, and evolve their business legacy. It also offers services like a cash flow analysis tool and board of advisors to provide ongoing support and accountability. The goal is to help businesses transform by implementing strategies to ensure long term success and financial security for owners and their families.
how_british_american_tobacco_294357
- British American Tobacco (BAT) undertook one of the largest SAP-enabled global transformation projects to operate as a single global organization and respond rapidly to changes.
- Securing sponsorship from senior leadership throughout the project was critical to overcoming resistance to change. Education of leaders was also important.
- The project was treated as a business transformation project, not just an IT project. Significant resources were dedicated to change management and business readiness.
- BAT realized business benefits from the transformation on time and on budget by focusing on outcomes, overcoming challenges quickly, and transferring knowledge to ongoing roles.
british_american_tobacco_onesap
British American Tobacco (BAT) successfully completed one of the largest global SAP transformation projects. BAT secured high-level business sponsorship, treated the project as a business rather than IT project, and ensured delivery excellence through an industrialized deployment approach focused on speed. As a result, BAT realized significant business benefits on time and on budget from operating on a single global SAP instance and new target operating model. CIOs can learn from BAT's approach to ensure success of their own ERP-enabled transformations.
#DBS2016 - The Digital Journey - Keys to Success
This document discusses the increasing importance and adoption of digital business strategies by companies. It notes that digital is now a core priority beyond the initial board room debates. Survey results show that more companies are appointing chief digital officers and finding that digital offerings are contributing more to growth than traditional products. However, the document also notes that implementing digital strategies successfully remains a significant challenge, especially around issues like organizational culture and willingness to change. It identifies areas where companies need to focus to close gaps between priorities and success, such as launching new digital products and engaging partners digitally.
Alumination_Digital
1. The document summarizes the winter 2015 edition of the magazine "Alumination" published by KPMG for its alumni network in the UAE. It provides updates on events KPMG has held, profiles of alumni working in the region, and messages from KPMG leadership.
2. It interviews Partha Thakurta, an alumnus now working as a risk manager for First Gulf Bank, about his career journey and values of taking risks and developing interpersonal skills.
3. KPMG held seminars on upcoming tax legislation in the UAE and risks facing company boards and audit committees that were attended by over 150 business representatives.
OD Model
This document provides inputs from different regions on what actions they should start, stop, and continue taking to improve their performance in the areas of General Management, Global Impact Programs (GIP), and Global Citizenship Development Programs (GCDP). Some regions recommend starting sub-teams, increasing information access for local communities, exploring new markets, and mentoring smaller entities. Actions recommended to stop include raising non-matchable profiles, bureaucratic processes, and leaving peak results until the last minute. Actions to continue include collaboration, action orientation, teaching/marketing/IT sub-products, and following strategic plans. The overall message is that leadership needs to prioritize strategies like talent management and drive faster change, especially for smaller entities
2014 itw annual_report
Illinois Tool Works Inc. (ITW) is a global diversified industrial manufacturer focused on solid growth, improving profitability, and strong returns. In 2014, ITW delivered record operating income of $2.9 billion and grew earnings per share by 29% due to leveraging its business model. ITW's business model focuses on its 80/20 process, customer-back innovation, and decentralized entrepreneurial culture. ITW is repositioning its portfolio and simplifying its structure to maximize the potential of its business model and achieve 2017 goals of organic growth above GDP, operating margin of 23%, after-tax ROIC over 20%, and free cash flow of 100% of net income.
DBS2016: The Digital Journey
This document discusses the keys to success in digital business. It notes that digital adoption is accelerating and becoming a core part of business operations. Surveys show that digital is now seen as a strategic priority, with growing recognition of data science and a need for new skills. While progress is being made, challenges remain around areas like organizational change, business model evolution, and executive leadership. The document advocates focusing on digital engagement, insights, and infrastructure as key imperatives.
CDB Intro Deck_Media_Jan 2024_Website Version.pdf
The document provides an overview of Catcha Digital Berhad, a digital group in Southeast Asia backed by Catcha Group. Catcha Group is an experienced investor and builder of public companies with a track record of identifying categories for consolidation and bringing together entrepreneurs. Catcha Digital aims to build, grow, and scale leading digital companies in Southeast Asia, following Catcha Group's playbook of taking companies from startup to IPO. Its portfolio includes iMedia, a leading digital media group that has experienced significant growth since its 2020 launch through both organic and inorganic means. Catcha Digital looks to continue expanding iMedia and acquiring other entrepreneur-led digital businesses to strengthen its product offerings and replicate Catcha Group's success in regional expansion.
Acceleration today
This document provides an overview of acceleration programs in Europe. It discusses the rise of acceleration programs over time, with the number of programs and startups graduating growing significantly in recent years. It also outlines different types of acceleration programs, including those focused on idea stage, early stage, later stage, and specific industries. Additionally, it describes different organizations that run acceleration programs, including private investment funds, community builders, corporations, governments, and universities. The document aims to share information and insights about current trends and challenges in the acceleration industry.
Similar to Mcp application presentation (20)
Agile Enough: Going Agile When Everyone Else Isn’t
Agile Enough: Going Agile When Everyone Else Isn’t
CA Project & Portfolio Management for Business Transformation : Prioritize, ...
CA Project & Portfolio Management for Business Transformation : Prioritize, ...
Recently uploaded
Risk-Management-presentation for cooperatives
Power point presentation for risk management for cooperatives
12 steps to transform your organization into the agile org you deserve
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
innovation in nursing practice, education and management.pptx
MSc nursing 2 nd year Government college of nursing Rajnandgaon Chhattisgarh
Resource-mobilization-guide-for-community-based-organizations1.pdf
resource mobilization guidebook for comminute based organizations
Addiction to Winning Across Diverse Populations.pdf
A anaysis dedicated to identify the addiction on winniing by diverse population
Chart--Time Management.pdf How to time is spent
Time management is foundation for any successful activity.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Strategic Org Design with Org Topologies™
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Public Speaking Tips to Help You Be A Strong Leader.pdf
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Conflict resololution,role of hr in resolution
Conflict resolution techniques in modern day organizations is critical for overall productivity
Strategy for E-Types - Strategy Formulation.pptx
Capstone project for Coursera - Strategy Formulation
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Team Building and TUCKMANS MODEL Explained
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Comparing Stability and Sustainability in Agile Systems
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Recently uploaded (20)
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
Resource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdf
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Public Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words an...
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
Mcp application presentation
- 1. Our grand business is not to see what lies dimly at a distance, but what lies clearly at hand Thomas Carlyle- ADOMAKO AGYEKUM STEPHEN - MCP 19/20 - APPLICATION 4YearsinAIESEC 10LeadershipRoles 14Conferences(NationalandInternational) Email- Stephen.Adomako@aiesec.net WhatsApp- +233264707478 Phone- +233544697429 Facebook URL- https://www.facebook.com/steve.tipsytwice Leading an Impactful, Dynamic and Sustainable AIESEC in Ghana
- 3. Investinmembership Focusingonqualityleadershipdevelopment Our grand business is not to see what lies dimly at a distance, but what lies clearly at hand Improveorganizationalculture- - -Thomas Carlyle - -GrowOGVtoimprovesustainabilityinallLCs
- 4. My Vision is to lead an Impactful, Dynamic and Sustainable AIESEC in Ghana. My main strategies to achieve this will be to focus on 3 main areas in my term; Relevant Partnerships Implementing Team standards on all levels Focus on OD Focusing on Relevant growth partners that enable massive and sustainable growth. Once team standards are implemented effectively within all levels in the organization especially in the various commissions in the LCs, there is clear member criteria and direction. This is the basic key to build the AIESEC in Ghana we all want to see. Clear guided LC development through National focus on the Organizational Development processes.
- 5. Product development Based on my product analysis these will be my key focus Start Stop Continue OGV -Being strict on OGV as focus program -Implementing BCXP fully on the LC level - IXP Strategy - Start improved PR and marketing IGV -Pilot Local volunteer -Host Family System - Focus on Standards and Value delivery and brand advocacy OGET -OGT focus as last program -Implement OGE in other LCs like CU,CUCG etc… IGET -Ensure careful selection process of Eps and TNs -Build capacity to raise new TNs - Unsustainable IGV operations -High dependence on LC houses -Stop MC operations for OGE -Financial pressure on OGV -High dependency on current TNs -Focus on OGV growth -Partner with Relevant Organizations -Run IGV with timelines -Using OGT to raise brand awareness - Gradually Implement GE on the LC level -Use IGT to leverage national partnerships
- 6. IMPACTFUL DYNAMIC Leading an Impactful, Dynamic and Sustainable AIESEC in Ghana SUSTAINABLE Weactivateleadershiptocreatechangeagents Wearedrivenbyourorganizationalvalue Weworktowardscontributingtoresolving globalandcommunityissues Weadapttochangeconstantlytothe environmentaroundus We learnbydoingandtakingaction We takenecessaryrisksandchallenges in ordertodeliverourpromise Ouractionsand decisions takeintoaccounttheneedsoffuturegenerations Wearecategorizedbystrongmembershipandleadershippipelines Wearehealthy (Sustainable)inourfinancesandproducts
- 7. Action leads to more action Excuses lead to more excuses Both have their own momentum -OWEN COOK