This document discusses growing complexity in organizations and the economy. It notes that every century, changes in consumption patterns create new demands that existing organizations struggle to meet. It argues we are in an age of mass individualization where services are personalized. People now organize in immediate, decentralized networks that react quickly to inputs like companies. Distributed capitalism relies on these complex networks. The document also discusses how organizations need to understand customers' circumstances rather than just measuring their own solutions. It advocates enabling frontline teams to self-organize and react instantly to changes, unleashing value. Successful organizations allow their stakeholders and talents to liberate them.
We Are Running Our Organizations on Old DataHelge Tennø
Data informs the mental models by which we manage our organizations and make decisions. Big space data, computer vision and machine learning creates a new generation of data and gives companies a completely new framework for understanding their world. Solving the short comings of todays rude, inefficient and static data. Are we ready to be rewired and reprogrammed?
This is my presentation at SpacePort Norway in Stavanger on the 20th of June 2017. It is similar in content to my talk in Skellefteå published just a few days ago but tailored to a different crowd.
Input Variables - Presentation ADC*E Festival ‘17Helge Tennø
I work with input variables - figuring out and finding the data and insight that goes into an organization in order to make it successful.
Working with these problems I am sensing a gap - between what we want our organizations to become and what we put into our organization to get there.
The premise is that our imagination is limited by the tools we use to understand the world around us.
And that we are using old models to collect our data - and because we are using old models and methods we are only picking our data from the same pools of experience and information as we have done for decades past - serving us the same perspective of the world as we are used to seeing.
The future is not directly in font of us - it’s outside. And so looking in the same direction only further, or in the same places only deeper, won’t help us listen to the right data in order to navigate towards where we are going.
In this talk I shed light on this problem, that I am working on, probing and playing with. And I also try to explain why this is an important issue to solve right now - because of the changes in both the business models and practices that create wealth and customers behavioral patterns.
There is a gap between what we want our organizations to become and what we put into them to get there. We are redesigning our organizations to fit the 21st century only to fuel them with 20th century data once they get there.
We overestimate changes in the short run and underestimate them in the long runHelge Tennø
A short introduction to two critical points for understanding the current changes and how they affect companies' customer and business value. The goal of the presentation is to inspire a discussion to develop a shared language and understanding.
We Are Running Our Organizations on Old DataHelge Tennø
Data informs the mental models by which we manage our organizations and make decisions. Big space data, computer vision and machine learning creates a new generation of data and gives companies a completely new framework for understanding their world. Solving the short comings of todays rude, inefficient and static data. Are we ready to be rewired and reprogrammed?
This is my presentation at SpacePort Norway in Stavanger on the 20th of June 2017. It is similar in content to my talk in Skellefteå published just a few days ago but tailored to a different crowd.
Input Variables - Presentation ADC*E Festival ‘17Helge Tennø
I work with input variables - figuring out and finding the data and insight that goes into an organization in order to make it successful.
Working with these problems I am sensing a gap - between what we want our organizations to become and what we put into our organization to get there.
The premise is that our imagination is limited by the tools we use to understand the world around us.
And that we are using old models to collect our data - and because we are using old models and methods we are only picking our data from the same pools of experience and information as we have done for decades past - serving us the same perspective of the world as we are used to seeing.
The future is not directly in font of us - it’s outside. And so looking in the same direction only further, or in the same places only deeper, won’t help us listen to the right data in order to navigate towards where we are going.
In this talk I shed light on this problem, that I am working on, probing and playing with. And I also try to explain why this is an important issue to solve right now - because of the changes in both the business models and practices that create wealth and customers behavioral patterns.
There is a gap between what we want our organizations to become and what we put into them to get there. We are redesigning our organizations to fit the 21st century only to fuel them with 20th century data once they get there.
We overestimate changes in the short run and underestimate them in the long runHelge Tennø
A short introduction to two critical points for understanding the current changes and how they affect companies' customer and business value. The goal of the presentation is to inspire a discussion to develop a shared language and understanding.
Our imagination is taken hostage (by outdated input variables)Helge Tennø
By input variables I mean the information, data and experiences we put into our organizations to make them tick. I will argue that there is a gap between what we want our organizations to become and what we put into them to get there.
The End of Shareholder Capitalism / The Beginning of Customer CapitalismHelge Tennø
At an increasing rate companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions.
Through these three sessions I tried to give some tools and ideas, to help participants start digging into ways of finding the right approach for their company.
Each technological age has been marked by a shift in how the industrial platform enables companies to rethink their business processes and create wealth. In the talk I argue that we are limiting our view of what this next industrial/digital age can offer because of how we read, measure and through that perceive the world (how we cherry pick data). Companies are locked in metrics and quantitative measures, data that can fit into a spreadsheet. And by that they see the digital transformation merely as an efficiency tool to the fossil fuel age. But we need to stretch further…
The Next Generation Content Is The ProductHelge Tennø
Customers are demanding more from their products and servces. Corporations need to fill the gap between the product and the customer with more value and service.
Overly ambitious 90 minute deck for a corporate workshop fertilizing discussions aiming to create a shared language and common understanding of the changes taking place in the 21st century.
Change - tools and ideas to meet the futureHelge Tennø
A collaborative presentation.
For the next 90 minutes we will give you ideas to understand the future and collaborative tasks to put it into your context.
By the end you will have broken a few preconceptions, discovered new ideas and have in your possession a broader toolbox to solve emerging and differentiated challenges
My presentation at the inaugural Edge of the Web conference in Perth, Western Australia on 6 November 2008.
An introduction to Enterprise 2.0/Web 2.0 and then a look at business benefits plus a very quick look at a couple of case studies.
It shares significant content with my earlier E2.0 talk, but is tighter and more focused.
A full transcript is at http://www.acidlabs.org/2008/11/19/enterprise-20-a-new-age-of-aquarius/
SMAC : social mobile analytics and Cloud is today disrupting markets in a big way. Today smaller business and the giants both can use SMAC as an enabler to innovate and create product differentiation.
Business Analysis & The Impact of Disruptive TechnologiesChristian Kobsa
By the year 2050 the world we live in will be significantly different from now. Not only do technological changes continue to occur, but the rate at which these changes happen is accelerating. In addition, many of the new technologies will revolutionize the we work, socialize and live our lives.
The Smart Ass™ Fan is the latest ceiling fan from Big Ass Fans®. Smart products are everywhere now, and they’re connected. Imagine a family of smart products and how much content could be/should be shared. These products can include mechanical, electrical and software parts AND content.
How will you deal with this explosive content requirement? This presentation takes a tour of the problem and explains what content engineering is …and how it can be used to create a sustainable content life cycle. Smart products need smart content.
This presentation was given at Information Development World on October 2, 2015.
Flying High in a Globally Connected WorldAnja Hoffmann
CEOs are startled by the rising expectations of the connected customers. New digital technologies like mobile, analytics, and social media are advancing rapidly on the economic landscape. Data is the new "oil" in every industry, also in the travel industry. But there's a lot more to consider when you're looking for the next disruptive innovation in your industry.
How do you serve connected customers?
CSC Report: Digital Disruptions: Technology Innovations Powering 21st Century Business
Serialized on Forbes.com, and acclaimed by eWeek, The Financial Times, Signal Magazine et al.
Digital technologies are converging in a way that will disrupt every industry within the next 10 years. The best response is not to react in haste, or to be complacent, but to be coherent: to develop a solid strategic identity, grounded in your own digitally enabled capabilities.
Human-Centred Organisations prevent shareholders from feeling overwhelmed by structure. They’re obsessed with the journeys taken by their customers, employees, partners, and those taken by “citizens”, and so they’re better able to create shared value for the company shareholders as well as society at large.
Our imagination is taken hostage (by outdated input variables)Helge Tennø
By input variables I mean the information, data and experiences we put into our organizations to make them tick. I will argue that there is a gap between what we want our organizations to become and what we put into them to get there.
The End of Shareholder Capitalism / The Beginning of Customer CapitalismHelge Tennø
At an increasing rate companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions.
Through these three sessions I tried to give some tools and ideas, to help participants start digging into ways of finding the right approach for their company.
Each technological age has been marked by a shift in how the industrial platform enables companies to rethink their business processes and create wealth. In the talk I argue that we are limiting our view of what this next industrial/digital age can offer because of how we read, measure and through that perceive the world (how we cherry pick data). Companies are locked in metrics and quantitative measures, data that can fit into a spreadsheet. And by that they see the digital transformation merely as an efficiency tool to the fossil fuel age. But we need to stretch further…
The Next Generation Content Is The ProductHelge Tennø
Customers are demanding more from their products and servces. Corporations need to fill the gap between the product and the customer with more value and service.
Overly ambitious 90 minute deck for a corporate workshop fertilizing discussions aiming to create a shared language and common understanding of the changes taking place in the 21st century.
Change - tools and ideas to meet the futureHelge Tennø
A collaborative presentation.
For the next 90 minutes we will give you ideas to understand the future and collaborative tasks to put it into your context.
By the end you will have broken a few preconceptions, discovered new ideas and have in your possession a broader toolbox to solve emerging and differentiated challenges
My presentation at the inaugural Edge of the Web conference in Perth, Western Australia on 6 November 2008.
An introduction to Enterprise 2.0/Web 2.0 and then a look at business benefits plus a very quick look at a couple of case studies.
It shares significant content with my earlier E2.0 talk, but is tighter and more focused.
A full transcript is at http://www.acidlabs.org/2008/11/19/enterprise-20-a-new-age-of-aquarius/
SMAC : social mobile analytics and Cloud is today disrupting markets in a big way. Today smaller business and the giants both can use SMAC as an enabler to innovate and create product differentiation.
Business Analysis & The Impact of Disruptive TechnologiesChristian Kobsa
By the year 2050 the world we live in will be significantly different from now. Not only do technological changes continue to occur, but the rate at which these changes happen is accelerating. In addition, many of the new technologies will revolutionize the we work, socialize and live our lives.
The Smart Ass™ Fan is the latest ceiling fan from Big Ass Fans®. Smart products are everywhere now, and they’re connected. Imagine a family of smart products and how much content could be/should be shared. These products can include mechanical, electrical and software parts AND content.
How will you deal with this explosive content requirement? This presentation takes a tour of the problem and explains what content engineering is …and how it can be used to create a sustainable content life cycle. Smart products need smart content.
This presentation was given at Information Development World on October 2, 2015.
Flying High in a Globally Connected WorldAnja Hoffmann
CEOs are startled by the rising expectations of the connected customers. New digital technologies like mobile, analytics, and social media are advancing rapidly on the economic landscape. Data is the new "oil" in every industry, also in the travel industry. But there's a lot more to consider when you're looking for the next disruptive innovation in your industry.
How do you serve connected customers?
CSC Report: Digital Disruptions: Technology Innovations Powering 21st Century Business
Serialized on Forbes.com, and acclaimed by eWeek, The Financial Times, Signal Magazine et al.
Digital technologies are converging in a way that will disrupt every industry within the next 10 years. The best response is not to react in haste, or to be complacent, but to be coherent: to develop a solid strategic identity, grounded in your own digitally enabled capabilities.
Human-Centred Organisations prevent shareholders from feeling overwhelmed by structure. They’re obsessed with the journeys taken by their customers, employees, partners, and those taken by “citizens”, and so they’re better able to create shared value for the company shareholders as well as society at large.
21st century smart digital infrastructure changes the way we manage, power and move economic life. We should consider innovation as an opportunity to move forward.
Companies are designed to keep customers outHelge Tennø
Companies increasingly have to accommodate and work on the premise of the customer. Adding huge strain to the current model of management - designed to keep customers out.
Chapter 3 Micro Foundations of Firm’s Advantage – Dynamic Capabil.docxchristinemaritza
Chapter 3: Micro Foundations of Firm’s Advantage – Dynamic Capabilities View
In a previous chapter, we learnt about resource-based view (RBV), knowledge-based view (KBV) and core competence view (CCV) hypotheses. A major limitation of these hypotheses is that they are not designed for the VUCA world – the world that is volatile, uncertain, complex and ambiguous. Therefore, they do not consider the entropy factors – the factors that act as disruptive forces in highly dynamic markets. In this chapter, we will examine three of the most important entry factors:
· mainstreaming of non-consumers, i.e. the rise of new groups of customers served using alternative sets of resources, knowledge and/or core competencies.
· political power play, i.e. the role of non-market – often government-supported - factors in enabling competing firms to develop alternative sets of resources, knowledge and/or core competencies.
· globalization games, i.e. the shifts in the advantages of different national markets, and as a consequence of the firms having investments in those markets.
Micro foundations of firm’s advantage refer to the structures, processes and behaviors that help firms navigate the VUCA world. Development of appropriate structures, processes and behaviors that are in tune with the VUCA world allows firms to be dynamic in their capability. Dynamic capability is the capability for recognizing and responding or adapting to significant market change. Dynamic capability view (DCV) hypothesis of strategic action is intended to help firms stay relevant and is of strategic advantage for larger corporates and their stakeholders.
In this chapter, we will also learn about different types of marketplaces, and how to classify these marketplaces using the niche density (number of firms in a marketplace) and carrying capacity (size of the market) approaches. It is important to recognize the link between the concept of dynamic capability and the type of marketplaces. By operating in different types of marketplaces across different business divisions or regional geographies, the firms may be able to gain experience and develop structures, processes, and behaviors to not only survive but also thrive in a VUCA world.
Exhibit 3.x illustrates the evolution of DCV, based on the refinements of RBV, KBV and CCV. KBV distinguishes capabilities (and knowledge-base of the capabilities) from resources. CCV distinguishes core competencies (creative integration and innovative combination of knowledge) from ordinary capabilities (articulation and replication of knowledge). DCV distinguishes transforming capabilities, from core competencies.
Exhibit 3.x: Refinements in RBV, KBV and CCV Bring DCV in Perspective
Entropy Mechanisms under Dynamic Environments
We need a significant revision in the original elitist assumptions of the RBV, KBV and CCV, to account for the success of firms in face of the environmental crisis and dynamism in the 21st century. R ...
How the Digital Transformation is going to change the world of Work 4.0 with respect to the Introduction of Industry 4.0 technology. Will Jobs reduce or we will have more jobs with higher pay. An interesting analysis.
How will the collaborative economy impact supply chains?
That's the main question Jonathan Wichmann tried to answer in his presentation at the EXCHAiNGE supply chain conference in Frankfurt on 24 June 2014.
My slide deck from the EXCHAiNGE conference in Frankfurt, 24-25 June 2014, focusing on how the collaborative economy impacts the supply chain. The research relies heavily on the work done by Jeremiah Owyang in this space.
Read more: http://cultbizztech.com/most-promising-start-ups-in-logistics/
An Interactive presentation / workshop given for clients in different industries (always with some individual tailoring). this is the latest version.
The presentation invites organizations to discuss different elements of the current customer gap to try to articulate and understand it better.
Towards the Circular Economy: Accelerating the scale-up across global supply ...Sustainable Brands
In this report, the World Economic Forum, the Ellen MacArthur Foundation, and McKinsey & Company, joined forces to reconcile the concept of scaling a circular economy within the reality of a global economy and complex multi-tier supply chains. The key objective is to propose a very specific joint plan of action for industry leaders.
This report sets out to emphasize that the circular economy must hold its promise not merely to the village economy, but also to a globalized economy of nine billion. It presents the concept of circularity as a tangible driver of industrial innovations and value creation for the 21st century global economy.
Face of Today's Consumer: 2010 Trend ReviewK Anggakara
What drives consumer to go wow nowadays? Business must acknowledge that in 2010, the face of consumer has changed in an extent never seen before!, the presentation offer a view on the consumer trend and how business gel-in to the matter.
Thinking psychoanalytically about desire in organizations - why we need a 3rd...Boxer Research Ltd
Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients.
The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, ‘below the surface’ of the inter-subjective practices it supports. The implication is that what lies ‘below the surface’ can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a ‘beyond’ of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a ‘beyond’ of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients.
We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously ‘under their feet’. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of ‘others’.
Social Media Entertainment!e New Intersection of Hollywood .docxmckellarhastings
Social Media Entertainment
!e New Intersection of Hollywood
and Silicon Valley
Stuart Cunningham and David Craig
! " # $ % & ' ( ! ) * " & + ) , $ - & " + +
New York
./
2
Creator Labor
In chapter 0, we described how the network economics of social media,
the innovation culture of Silicon Valley 1rms that own the platforms,
and the technological and commercial a2ordances of platforms have
created the structural conditions for the creator economy. In doing
that, we proposed a revisionist account of political economy, empha-
sizing the deep con3icts and creative tensions arising from the clash
of industrial cultures of the two major forces in media and tech in
the world, Hollywood and Silicon Valley. Our main revisionist e2ort
in this chapter concerns a debate equally central to media, commu-
nications, and cultural studies— creative labor. We argue, through
attention to key literature in the debate, through exploring the con-
trasts between SME and main media, as well as through the voices of
creators themselves, that creator labor is both empowered and precari-
ous. One distinguishing feature of creator labor that requires attention
is that it, by necessity, works within an algorithmic culture— which
engages another key debate in the discipline. Much of the scholarship
in these debates is designed to reveal precarity and platform control
masked by industry boosterism, rhetoric, and spin. We are animated
more by seeking to trace the elements of empowerment in comparison
to main media labor.
First, though, turning our attention to the distinctive nature and
value of creators, we outline the scale of SME and consider termino-
logical conundrums that o4en get in the way of analytical clarity. A4er
establishing the theoretical frames for the chapter, we break down the
conditions of creator labor into their component parts. 5en we exam-
ine the problematics of the business models that underpin, as well as
threaten, the sustainability of creator careers.
.. | 6789:;7 <9=;7
Defining and Mapping Creators
5e rapid emergence of social media entertainment has contributed to
a new industrial lexicon, with nomenclature almost as evanescent as a
Snapchat post and considerable opaqueness about reliable data. YouTube
used to release its revenue- sharing partner statistics every year, until it
changed its policies and permitted every user to become a partner and
thus no longer released such data. SME intermediaries, like multichan-
nel networks and talent representatives, are no more forthcoming with
their client data, emulating Hollywood’s notorious accounting practices.
As Adweek declared, the industry is “secretive and lacks transparency”
(Talavera >?0/).
5ird- party data sites, like Social Blade, o2er limited accounts of the
scale of the creator universe. It is estimated that, in mid- >[email protected], the top
1ve thousand YouTubers globally had at least one million subscribers;
more than two hundred had t.
Technology Will Disrupt - Why, What and How?Helge Tennø
Why, what and how? Understanding the future by looking at the building blocks of business, technology and people. “The future is only complex if you fail to understand it from the point of view of what is driving the change.”
In the end, the best customer experience wins, no matter who makes it - v.2Helge Tennø
Customer Experience is merging communication with business, helping companies develop new customers and new revenue streams. In this talk we look at what customer experience is, how it should work and what lies in store for its future.
Successful innovators don't care about innovatingHelge Tennø
Innovations don’t work when they are made with the company in mind - and go on to be launched into a market that is neither interested or finds it meaningful. Advertising and design is then added in order to capture peoples motivation and imagination. But why are we doing it this way round? Why don’t we turn the process on its head and start by figuring out what people find meaningful in the first place.
The Customer Job To Be Done Canvas - PrototypeHelge Tennø
At an increasing rate (according to IBM C-Suite studies) companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions. But do businesses have the data or insight to put them there?
In the MIT Sloan Management Review article Finding The Right Product For Your Product Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse discusses the idea of understanding what jobs customers are trying to solve and then figuring out the reason people are pulling the product into these jobs.
As many others I am currently prototyping a tool for this theory (Work-In-Progress) and my work so far can be seen and downloaded here.
I'm employing the same strategies towards my own business as I do with my clients, therefore the tool is still just a prototype being redesigned and redesigned again. But hopefully there are people out there interested in trying the tool out, give feedback and help on the way forward. This tool is not a parking lot for an idea - but a continuous, hopefully never-ending process.
How do we measure the value of social media?Helge Tennø
By referencing several of the current changes as social media we limit the perspective and reach of our ideas. We see these activities as satellites outside of core business, insignificant flirting with customers compared to the bigger commercial changes happening.
Our job is to become ambassadors and show the rest how customer insight and involvement can be increasingly valuable to the future of the business.
Business culture is changing, and so will technology, design and communicationHelge Tennø
Today there are three different core principles for running a business. Communication is a strategic tool for all of these models, but in completely different ways. What businesses need to do is accept that these different models exist, understand or decide which type of business they are, and then make sure to use the right type of communications portfolio to reach their goals.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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
2. - Christiana Figueres, Executive Secretary of the United Nations Framework Convention on Climate Change -
3. PART1A:GrowingComplexity
.the premium puzzle
Based on articles and talks by Shoshana Zuboff, and Gary Hamel
EARLY CONSUMERS
PROPRIETARY CAPITALISM
MASS CONSUMERS
MANAGERIAL CAPITALISM
NEW SOCIETY OF INDIVIDUALS
DISTRIBUTED CAPITALISM
ZONE OF
INNOVATION
1890 2005
1915 2020
2050
ZONE OF
INNOVATION
MIGRATION
PATH
MIGRATION
PATH
ZONE OF
MUTATION
ZONE OF
MUTATION
ELECTRICITY
INTERNET
MOBILE
BIG DATA
IOT
CLOUD
+
+
COMBUSTION ENGINE
Zero marginal cost
Every century or so, fundamental changes in the nature of consumption
create new demand patterns that existing organizations can’t meet.
.growing complexity
I
5. http://www.180360720.no/?p=5227
We are living in the age of mass individualization. No
two people get the same Google search result, see
the same products on amazon.com, have the same
Facebook feed or iTunes catalogue. Every smartphone
is unique two minutes after its first boot.
We are living in an age where the new mega industries have all become personal services
industries and the old incumbents are still struggling to put out a mass product at almost no
margin or cost (e.g. digital news media, insurance, banks, bikes, cars, tooth picks etc.).
PART1A:GrowingComplexity
I
6. PEOPLE ORGANIZE IN MULTIPLE
IMMEDIATE, DECENTRALIZED
NETWORKS. Lasting from seconds
to months or years. These networks
are distributed, they don’t have a
plan and only react when input hits
them. Companies become the
input variable.
PART1A:GrowingComplexity
II
9. discuss:
How does these concepts affect your work?
(pick the most important one):
- What the stakeholders find valuable changes
- Uncertainty (Immediate Complex Networks)
- Mutation
Turn to the person(s) next to you and for the next 2 minutes
PART1A:GrowingComplexity
10. «[organizations] get fixed on measuring their solution, not
the job they’re being hired to help solve..»
- Des Traynor, CEO Intercom -
- https://blog.intercom.com/your-product-is-already-obsolete/
ONLY THE PARANOID SURVIVE
PART 2
PART2A:Yourproductisalreadyobsolete
11. THE RESPONSIBILITY OF ORGANIZATIONS
IN REGARDS TO PERSON, PROCESS, TECHNOLOGY, BEHAVIOR AND OUTCOME
29/365 - 2017
OUTCOMEPEOPLE
12. Over time organizations seem to forget their understanding of the market, their CVP. They become
prone to unconsciously hold a very limited view of their future. Seeing the world from a technology,
market or product perspective creates a very narrow frame of reference where new wealth
opportunities are easily overlooked.
ORGANIZATIONS DON’T DIE — THEY SUFFOCATE
Operating in the market from the perspective of its Stakeholder Value Proposition
Competition offering the same CVP is
conciously let in as they are using
different core technology or core
business model
Creating a market by understanding the customer’s progress,
struggle and circumstance (customer value proposition)
The original technology and processes end
up becoming a commodity or infrastructure
PART2A:Yourproductisalreadyobsolete
17. The old management model is a control mechanism subdividing talent into
compartments where top-management destroys their ability to create value.
Enabling organizations are driving information rapidly out to front-line self-
organizing teams in order for them to operate autonomously and react
instantly to changes in customer demand patterns. Employees given the
opportunity to use their talent unleash massive wealth for the corporation.
Cases in point: Salesforce, Netflix, Patagonia, Zappos, Tesla, AirBNB, Morning Star, Etsy, Nest, Spotify, Valve, Google, Burtzorg, Haier, Gore Technologies, DSM, GE Health, Whole Foods, Zara, Telus, Uber, Amazon, Facebook, Apple
PART3:Hardware
20. «The measure of a
successful organization is its
ability to let its stakeholders
and talents liberate it.»
- Helge Tennø -
PART8:</endofdigital>PART3:Hardware