By George Bouri, Global Board Member and Managing Principal – Americas Trascent Management Consulting, LLC
“HOW DO WE “LEVEL THE PLAYING FIELD” WITH OTHER SENIOR
BUSINESS LEADERS?”
It’s the eternal question in corporate real estate and facilities management (RE/FM) circles. Professionals
in our sector have asked it for more than 20 years. Many industry observers consider it stale, and yet it
uncovers some fundamental truths about the current state of RE/FM.
Instead of asking how to get a seat at the table, the right question to ask is:
“WHY DON’T WE HAVE A SEAT AT THE TABLE TODAY?”
By George Bouri, Global Board Member and Managing Principal – Americas Trascent Management Consulting, LLC
“HOW DO WE “LEVEL THE PLAYING FIELD” WITH OTHER SENIOR
BUSINESS LEADERS?”
It’s the eternal question in corporate real estate and facilities management (RE/FM) circles. Professionals
in our sector have asked it for more than 20 years. Many industry observers consider it stale, and yet it
uncovers some fundamental truths about the current state of RE/FM.
Instead of asking how to get a seat at the table, the right question to ask is:
“WHY DON’T WE HAVE A SEAT AT THE TABLE TODAY?”
To be a truly effective chief financial officer, you have to learn to be the champion of strategic discipline. Interviews with leading CFOs at Caterpillar, Philips, Sainsbury's, Verizon, and Wells Fargo bring five traits of the strategic CFO to light: value chain insight, business driver leverage, attention to talent, cultural engagement, and integrity and interpersonal skills.
The presentation provides information regarding the mission statements of two telecommunication companies located in the United States. A comparison of the two mission statements is taking place as well as the evaluation of their mission statements.
Driving Innovation Through Business Relationship ManagementCognizant
Business relationship management organizations take the IT-business partnership to the next level, enabling technology innovation to grow and transform business capabilities.
Governance mechanisms for unlisted family businessesBrowne & Mohan
Family business need to adopt effective governance practices such as family office and on board independent directors. In this article, Browne & Mohan consultants describe what, when and how to go about implementing these in family businesses
Governance mechanisms that work in a family businessBrowne & Mohan
Adoption of good corporate governance practices and professionalization help business continuity of family business. This paper presents both formal and informal mechanisms that Indian family businesses of various sizes deploy to improve corporate governance. Formal mechanisms include family assembly, family office, board of directors for each business and independent directors. Informal mechanisms include shareholders assembly, and family outings etc..
Common traits of successful family business: why some thrive, while other fal...Browne & Mohan
How families build structures and process for managing the business and the family matters in the continuation of their family business. In this paper, Browne & Mohan consultants share common traits that associated with families that have survived multiple generations.
Firstsource’s proprietary customer intelligence solution doubled the success of cross-selling across product categories during non-sales conversations.
The Melding of Cultures during and after a MergerCBIZ, Inc.
Regardless of industry, all mergers are complex initiatives. Understandably, all parties are laser-focused on financial and operational matters. While these are all critical issues, the opportunities presented by acquisition can be squandered if leaders lose sight of the human part of the equation. For both sides of the transaction, it is wise to initiate both a human capital and a cultural audit before proceeding too far down the acquisition trail. Learn more about these best practices in this article.
Transforming the Boardrooms "Boardroom Effectiveness"SAROJ BEHERA
Problems with Governance:
‘box ticking’ v. thinking
Structure v. behaviour
Avoiding risks v. creating opportunities
Developing policies, etc. v. implementation
Evidence about link between ‘Governance’ and performance:
Problem of ‘association’ v. ‘cause & effect’
Is association because ‘effective’ boards and management teams endeavour to follow ‘governance’, HRD, etc ‘best practice’?
Importance of the chairman of the board
Overview of presentation:
Differing approaches of the best run and OK companies
Creating a winning board and building a competitive company
Developing winning people – enabling them to live the values
Improving board effectiveness – Being World Class
To be a truly effective chief financial officer, you have to learn to be the champion of strategic discipline. Interviews with leading CFOs at Caterpillar, Philips, Sainsbury's, Verizon, and Wells Fargo bring five traits of the strategic CFO to light: value chain insight, business driver leverage, attention to talent, cultural engagement, and integrity and interpersonal skills.
The presentation provides information regarding the mission statements of two telecommunication companies located in the United States. A comparison of the two mission statements is taking place as well as the evaluation of their mission statements.
Driving Innovation Through Business Relationship ManagementCognizant
Business relationship management organizations take the IT-business partnership to the next level, enabling technology innovation to grow and transform business capabilities.
Governance mechanisms for unlisted family businessesBrowne & Mohan
Family business need to adopt effective governance practices such as family office and on board independent directors. In this article, Browne & Mohan consultants describe what, when and how to go about implementing these in family businesses
Governance mechanisms that work in a family businessBrowne & Mohan
Adoption of good corporate governance practices and professionalization help business continuity of family business. This paper presents both formal and informal mechanisms that Indian family businesses of various sizes deploy to improve corporate governance. Formal mechanisms include family assembly, family office, board of directors for each business and independent directors. Informal mechanisms include shareholders assembly, and family outings etc..
Common traits of successful family business: why some thrive, while other fal...Browne & Mohan
How families build structures and process for managing the business and the family matters in the continuation of their family business. In this paper, Browne & Mohan consultants share common traits that associated with families that have survived multiple generations.
Firstsource’s proprietary customer intelligence solution doubled the success of cross-selling across product categories during non-sales conversations.
The Melding of Cultures during and after a MergerCBIZ, Inc.
Regardless of industry, all mergers are complex initiatives. Understandably, all parties are laser-focused on financial and operational matters. While these are all critical issues, the opportunities presented by acquisition can be squandered if leaders lose sight of the human part of the equation. For both sides of the transaction, it is wise to initiate both a human capital and a cultural audit before proceeding too far down the acquisition trail. Learn more about these best practices in this article.
Transforming the Boardrooms "Boardroom Effectiveness"SAROJ BEHERA
Problems with Governance:
‘box ticking’ v. thinking
Structure v. behaviour
Avoiding risks v. creating opportunities
Developing policies, etc. v. implementation
Evidence about link between ‘Governance’ and performance:
Problem of ‘association’ v. ‘cause & effect’
Is association because ‘effective’ boards and management teams endeavour to follow ‘governance’, HRD, etc ‘best practice’?
Importance of the chairman of the board
Overview of presentation:
Differing approaches of the best run and OK companies
Creating a winning board and building a competitive company
Developing winning people – enabling them to live the values
Improving board effectiveness – Being World Class
An IT Perspective of an Acquisition: The Top Six Must-Do Listeprentise
Nearly two-thirds of mergers fail to capitalize on potential synergy due to an inability to integrate or consolidate diverse cultures, processes and technologies. These companies experience a Value Gap – the unhappy coincidence of achieved value offset by unanticipated challenges, reducing value from the merger. By following six essential steps for post-merger success, you can overcome the Value Gap using Emergent Value – synergies after the deal is made that can add energy, creativity and create opportunities.
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Is Doing a Business Plan Worth the Time?ventureneer
When starting a small business, developing a business plan can save you time and aggravation. Learn what type of plan is right for your company and how to write.
On February 3, 2010, the TAG Enterprise 2.0 society held an open meeting with members to discuss; What is Enterprise 2.0 and what does it mean for our organizations?
Running head FINANCIAL ANALYSTS AS A DISCOURSE COMMUNITY .docxjeanettehully
Running head: FINANCIAL ANALYSTS AS A DISCOURSE COMMUNITY
1
FINANCIAL ANALYSTS AS A DISCOURSE COMMUNITY
8
Financial analysts as a discourse Community
Zi Wang
California state university in San Bernardino
Financial analysts as a discourse Community
Introduction
In the article, Gee helps to expound more about different terms that are essential in any given field. Literacy becomes his first target and he defines it as the ability to possess knowledge that allows one to execute the functions of both writing and reading. Gee goes ahead to present a definition of discourse. In line with the definition that has been presented by Gee, a discourse is broad and it is a term that is diverse thus can be used in different forms. One of the major characteristics of discourse is acceptability. Discourse must be accepted by a group of people. The reason behind it is that a discourse brings together a network that has the same thinking, uses the same language, and acts the same.
The career that I have chosen in this case is Financial Analysis. A financial analyst is a person who provides financial advice to organizations and individuals. The work of a financial analyst is to investigate the financial situation and offer the best financial solutions. When an organization plans to invest, it must be in the best position to afford the investments. At the same time, it is essential for an organization to know if the investment will have returns or not. A financial analyst comes in place to make sure that an organization knows the advantages and disadvantages of investing in a specific investment. My discourse is becoming a financial analyst who is capable of delivering in line with the expectations of my clients or employers. I intend to know more about the factors that essential before investing in any given market. The Financial Analysts career is a discourse community because it meets the follow characteristics as explored in Gee’s Criteria for such communities.
Valuing/ Values: Financial analysts are guided by several values and principles. First, Financial Analysts must positively contribute to the core belief of the society via sustainable values generated through efficient capital and markets and their respective investment institutions. Second, a financial analyst must exercise zeal and prudence when dealing with people’s capital assets. Third, financial analysts must uphold high ethical standards and good stewardship necessary for cultivating confidence and trust to be served and secured. These standards are critical for positive results since regulations and rules are not independently sufficient.
Doing/Actions: Financial analysts work in pension funds, banks, insurance firms and other investment enterprises. Their job is to offer guidance to individuals and businesses in making investment choices. They examine and assess the financial performance of stock and other investment premises.
Saying/ Language: In saying terms, the major way ...
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
How can we keep our employees engaged in their work in the current economic c...David Gurteen
A talk on "How can we keep our employees engaged in their work in the current economic climate" given by Alex Wilson, Group Human Resources Director, BT at the BT Employee Engagement Talk/Knowledge Cafe at the BT Tower 17th February 2009.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Company Valuation webinar series - Tuesday, 4 June 2024
Merger1
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3. Stake Holder Group Problems and Resistances Board Members/ Directors Fear of a dominating partner, Hostility of CEO’s of partners Geographic issues/Financial issues CEO/ Senior managers Losing game? Loss of responsibilities and tasks Unclear organizational structure Employees Lack of understanding of need of merger, Job security, Compensation, Role & Location change, uncertain future Customers Brand issues/management of ‘my’ account, price/ delivery/ Product/ quality issues/ technology Shareholders Returns, Dividend payments, Altering ‘my’ Shareholding Pattern Government /Financial institutions Revenue/ Tax/ Governance/ Regulatory issues Vendors/ Suppliers Loss of business, future direction Stakeholder Perceptions
4. Develop the Integration strategy Integrate Systems Operation Keep managing the institution CEO takes leadership position Deal with “What about me?” Ongoing through merger Establish The Power Structure People & Communication Key Issues in Integration
5. People – What goes on in their minds Maslow’s Heirarchical Needs Self Actualization Self fulfillment Self Esteem, Feeling good, Pride, Confidence Love & Belonging Safety : Security from attack Hunger and Thirst What Is our Strategy How are we going to win? What will my job be? My role in the Organization. Who are the people I have to spend the rest of my life with? Will I have a job? Will there be layouts?
15. Merger and Culture- Identify Cultural Difference Check List Characteristics Of culture Perception of other organization True False Other Perception True False Democratic Bureaucratic Autocratic People driven Team orienting Transparent/Open Long term driven
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18. Key messages The sale is a good deal for both companies We can realise the full potential of the business making us No. 1 or 2 in the region The price we paid is right Shareholder value Focus Narrower deeper options Narrower geographic focus New economy New opportunity in Asia - Internally We will be the leading company [insert area] and the region There will be great opportunities as we develop the new business Until then it’s business as usual There will be changes – but they will be carefully considered by the new management We will communicate with you regularly, openly and honesty Standard Chartered Grindlays integration update 19 May 2000
19. Letter from the CEO What is happening – background information Why it is happening – context for change When is it happening – high level time-line of events What this will mean to me - Overview of HR processes, options etc Who is the other guy? (Brief intro, cultural information and the map showing fit) What’s next? - What does it mean for my customers? – Integration process How do I find out more? – key contacts, Internet addresses Questions and Answers Managing Change Counselling contact points and service Communication Content Standard Chartered Grindlays integration update 19 May 2000
20. Questions and Answers Will my job be safe? answer How will the best people for the job be determined? answer When will I know about my role? answer Will my reporting lines change? answer Is there going to be an opportunity to take voluntary redundancy? answer Will the branch where I work remain open? answer How will it be decided which branches remain? answer If my branch is closed will I have to move to another location? answer Will we retain our name? answer Will the merger impact my benefits under the of pension scheme? answer I have a loan– How will it be treated after the merger? answer Standard Chartered Grindlays integration update 19 May 2000