MHRD 830
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This document discusses individual knowledge and corporate entrepreneurship as competitive advantages for organizations. It defines a learning organization as one that facilitates continuous learning and transformation. Individual knowledge refers to an employee's expertise, while corporate entrepreneurship is the process of creating innovation within an organization. The case study of FGP International illustrates how it leveraged both these advantages to diversify into new markets and services. However, fully adopting these concepts requires overcoming barriers like organizational hierarchies and achieving company-wide buy-in. In conclusion, organizations benefit from developing a learning culture and identifying competitive advantages like individual expertise and innovation.
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Slides mhrd 830
This document discusses individual knowledge, corporate entrepreneurship, and learning organizations as competitive advantages. It describes how FGP International leveraged these advantages to transform from an executive placement firm for dying industries to a well-diversified professional services company. FGP encouraged knowledge sharing, innovative thinking, entrepreneurship, and a focus on customer needs. This created new business lines and services, increased productivity, and established a culture prioritizing client focus, winning, and integrity to build trust. Barriers to adopting these advantages include organizational buy-in, ego, size, and a shared understanding of necessary change.
14-EXECED-1957 Culture of Innovation
This document discusses how companies can create a culture of innovation. It argues that innovation is critical for business success and survival in today's environment. It emphasizes that innovation depends on investing in employees and fostering a culture that encourages creative thinking. The document provides several strategies for developing an innovative culture, including having leadership commit to innovation as a top goal, recognizing employees' innovative contributions, promoting collaboration over individual achievements, and embracing diversity in work groups. It also stresses the importance of consulting to help companies change attitudes and think in new ways to drive innovation.
Corporate culture copy
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.
Internal Branding To Strengthen Talent Retention Strategies
*Signal to the staff the chance of career development in your
organisation
*Secondment - Increasingly being recognised as valuable for development.
*Providing increase in flexibility of working patterns which
will be increasingly important in the future.
*Understand secondment
well to develop your organisation’s skills base and avoid the possible
pitfalls.
l*Internal branding and employee engagement - Learn the building and maintaining of successful internal brand. *Discover how this will
positively affect your position as an employer, staff retention rates and customer service.
Corporate entrepreneurship (intrapreneurship)
The document discusses corporate entrepreneurship or intrapreneurship. It defines intrapreneurship as stimulating individuals within an organization who think things can be done differently and better. It notes that intrapreneurship benefits individuals who want more responsibility, freedom and expression in their work, and benefits organizations by retaining innovative employees who could help drive growth. It provides examples of how Microsoft fosters intrapreneurship through challenging work, rewards, and leadership that encourages new ideas.
Developing strategic management and leadership skills
Strategic management and Leadership are about set a new direction for a group of people on other hand when we discuss about management it is about directing and controlling according to established principles. Moreover there are many theories we discussed for example participative theory, path goal theory and transactional theory each and every theory is very useful in leadership role if I want to become a good leader I should use all these theories, styles and model on right way and right time. Recently business environment is dynamic I need to be a change with it with different thing, target different market work with competitors. As a leader of big organisation I don’t need to communicate with my employees but actually I need to connect with them. Finally I have mentioned the methods of full range of leadership development which is also very useful in this assignment of leadership.
A leadership is the bridge between strategic management and their target. It’s because of a leadership that organization gets their desired tasks and targets.
Management is responsible for people and resources in a unit according to rules or values that have already been set while the leadership set a direction to the people in group.
Good leadership and effective management are always the key of success in any organization so both of these are the skills which going side by side without management a good leadership can only satisfy for the time being not in a long term same as an effective management is nothing without the good leadership.
When great leadership is jointed with effective management, you are able to set a direction and be able to allocate the resources the way you want. Not only that, you will achieve your goal the way you have thought and the way you want to achieve.
Employer branding jntu k 2015 final
This document outlines a proposed study on employer branding strategies to retain talented employees in engineering colleges in Andhra Pradesh, India, with a focus on Guntur district. The study aims to examine how organizations can attract and retain top talent, provide quality customer service, develop a strong employer brand, be seen as the employer of choice, establish core values, and communicate their employment value proposition. The methodology will include surveys of 300 employees and employers to analyze perceptions of employer branding. The significance is that it can inform policies to improve employee acquisition and retention. A literature review found few prior studies on the impact of employer branding in India.
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This document outlines Whirlpool Corporation's employer branding initiative in India. It discusses research conducted to understand what talent values in employers and identify Whirlpool's strengths. Based on this, Whirlpool developed 4 value propositions centered around freedom, early career growth, an inclusive culture and a winning spirit. An employer brand slogan and identity were created and launched through a multimedia communication plan. HR policies, processes and practices were aligned to deliver on the value propositions and strengthen Whirlpool's employer brand in India.
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Slides mhrd 830
This document discusses individual knowledge, corporate entrepreneurship, and learning organizations as competitive advantages. It describes how FGP International leveraged these advantages to transform from an executive placement firm for dying industries to a well-diversified professional services company. FGP encouraged knowledge sharing, innovative thinking, entrepreneurship, and a focus on customer needs. This created new business lines and services, increased productivity, and established a culture prioritizing client focus, winning, and integrity to build trust. Barriers to adopting these advantages include organizational buy-in, ego, size, and a shared understanding of necessary change.
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This document discusses how companies can create a culture of innovation. It argues that innovation is critical for business success and survival in today's environment. It emphasizes that innovation depends on investing in employees and fostering a culture that encourages creative thinking. The document provides several strategies for developing an innovative culture, including having leadership commit to innovation as a top goal, recognizing employees' innovative contributions, promoting collaboration over individual achievements, and embracing diversity in work groups. It also stresses the importance of consulting to help companies change attitudes and think in new ways to drive innovation.
Corporate culture copy
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.
Internal Branding To Strengthen Talent Retention Strategies
*Signal to the staff the chance of career development in your
organisation
*Secondment - Increasingly being recognised as valuable for development.
*Providing increase in flexibility of working patterns which
will be increasingly important in the future.
*Understand secondment
well to develop your organisation’s skills base and avoid the possible
pitfalls.
l*Internal branding and employee engagement - Learn the building and maintaining of successful internal brand. *Discover how this will
positively affect your position as an employer, staff retention rates and customer service.
Corporate entrepreneurship (intrapreneurship)
The document discusses corporate entrepreneurship or intrapreneurship. It defines intrapreneurship as stimulating individuals within an organization who think things can be done differently and better. It notes that intrapreneurship benefits individuals who want more responsibility, freedom and expression in their work, and benefits organizations by retaining innovative employees who could help drive growth. It provides examples of how Microsoft fosters intrapreneurship through challenging work, rewards, and leadership that encourages new ideas.
Developing strategic management and leadership skills
Strategic management and Leadership are about set a new direction for a group of people on other hand when we discuss about management it is about directing and controlling according to established principles. Moreover there are many theories we discussed for example participative theory, path goal theory and transactional theory each and every theory is very useful in leadership role if I want to become a good leader I should use all these theories, styles and model on right way and right time. Recently business environment is dynamic I need to be a change with it with different thing, target different market work with competitors. As a leader of big organisation I don’t need to communicate with my employees but actually I need to connect with them. Finally I have mentioned the methods of full range of leadership development which is also very useful in this assignment of leadership.
A leadership is the bridge between strategic management and their target. It’s because of a leadership that organization gets their desired tasks and targets.
Management is responsible for people and resources in a unit according to rules or values that have already been set while the leadership set a direction to the people in group.
Good leadership and effective management are always the key of success in any organization so both of these are the skills which going side by side without management a good leadership can only satisfy for the time being not in a long term same as an effective management is nothing without the good leadership.
When great leadership is jointed with effective management, you are able to set a direction and be able to allocate the resources the way you want. Not only that, you will achieve your goal the way you have thought and the way you want to achieve.
Employer branding jntu k 2015 final
This document outlines a proposed study on employer branding strategies to retain talented employees in engineering colleges in Andhra Pradesh, India, with a focus on Guntur district. The study aims to examine how organizations can attract and retain top talent, provide quality customer service, develop a strong employer brand, be seen as the employer of choice, establish core values, and communicate their employment value proposition. The methodology will include surveys of 300 employees and employers to analyze perceptions of employer branding. The significance is that it can inform policies to improve employee acquisition and retention. A literature review found few prior studies on the impact of employer branding in India.
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This document outlines Whirlpool Corporation's employer branding initiative in India. It discusses research conducted to understand what talent values in employers and identify Whirlpool's strengths. Based on this, Whirlpool developed 4 value propositions centered around freedom, early career growth, an inclusive culture and a winning spirit. An employer brand slogan and identity were created and launched through a multimedia communication plan. HR policies, processes and practices were aligned to deliver on the value propositions and strengthen Whirlpool's employer brand in India.
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1. The document proposes a research study on employee branding as a tool for organizational effectiveness at Kanmani Engineering Corporation International Limited.
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I drawn on assumed position and practices as regional manager/leaders, using examples from the McDonald and suitable case study to analyses the impact of different management and leadership styles on strategic decisions.
I evaluate how management and leadership styles have been adapted to meet challenges in at least two different situations and organisational contexts.Corporate entrepreneurship
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2014 Employer Branding Global Trends Survey Report by Employer Brand Internat...Brett Minchington MBA: Employer Branding
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- Most companies plan to maintain or increase spending on employer branding in 2014.
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- Attracting and retaining talent, improving employer perception, and increasing applicant quality are the top benefits companies report from employer branding.Organization study on monetary and nonmonetary motivation on mc donald's
The document provides information about a presentation on organizational study of monetary and non-monetary motivation at McDonald's. It discusses that motivation can be financial or non-financial, positive or negative, and is important for driving goals and building relationships. It outlines that McDonald's uses both monetary (e.g. wages, bonuses) and non-monetary (e.g. rewards, promotions) motivation for employees. Long-term incentives include targets for world tours or achievement rewards while ensuring job security.
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It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
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La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
Slides mhrd 830
This document discusses individual knowledge and corporate entrepreneurship as competitive advantages for organizations. It defines a learning organization as one that facilitates continuous learning and transformation. Individual knowledge refers to an employee's expertise, while corporate entrepreneurship is the process of creating innovation within an organization. The case study of FGP International illustrates how it leveraged both these advantages to diversify into new markets and services. However, fully adopting these concepts requires overcoming barriers like organizational hierarchies and achieving company-wide buy-in. In conclusion, organizations benefit from developing a learning culture and identifying competitive advantages like individual expertise and innovation.
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Research Proposal on Employee Branding
1. The document proposes a research study on employee branding as a tool for organizational effectiveness at Kanmani Engineering Corporation International Limited.
2. The study would assess employee branding processes, their role in maintaining the company brand image, and their impact on recruitment, organizational effectiveness, and suggestions for improvement.
3. Primary data would be collected through questionnaires distributed to a sample of employees, and secondary data collected from literature and company sources, to analyze the role of employee branding.
Employer Branding And Employee Retention....Explored
The document discusses employer branding and its impact on employee retention. It defines employer branding as capturing the essence of a company in a way that engages employees and conveys the company's culture and value proposition. The author aims to analyze the relationship between employer branding and employee retention through a study measuring factors like organizational values, pay/benefits, and employee satisfaction levels. Preliminary results show a positive correlation between employer branding and likelihood of employees staying with the organization.
Competitive excellence
This document discusses organizational excellence, specifically competitive organizational excellence. It defines excellence as outstanding achievement that surpasses normal standards. Organizational excellence occurs when an organization promotes human excellence through merit-based practices and synchronizes individual and group efforts to achieve goals. There are different forms of organizational excellence, including competitive excellence which is important for organizations operating in competitive domains or competing for resources, where they must prioritize, develop strategies, control costs, increase productivity, and coordinate effectively. The document uses Singapore Airlines as a case study of competitive excellence, highlighting how it grew rapidly by expanding its fleet, developing routes, delivering high customer service, training staff, controlling costs, and operating as a commercial rather than prestigious enterprise.
Vision Mission Objectives Goals
Vision, mission, objectives, and goals provide strategic direction for an organization. A vision describes what an organization aspires to become, while a mission outlines its current purpose. Objectives specify quantifiable targets to achieve within a set timeframe. Goals are short-term milestones that support achieving long-term objectives. Together, they guide an organization and provide a framework for evaluating performance.
Corporate culture
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle business transactions. A company's culture is reflected in aspects like dress code, work hours, office setup, benefits, hiring, client treatment, and satisfaction. An ideal culture for an employee would involve collaboration, teamwork, clear communication, unbiased treatment, innovation, training, communication between levels of management, work-life balance, learning opportunities, and room for growth within the company.
Unit 1: Developing Strategic Management and leadership skills
Unit 1: Developing Strategic Management and leadership skillsUNESCO, Coventry University, Stanfords College
Explanation the link between strategic management and leadership. I used example to explain the links between functions, with particular emphasis on meeting strategic objectives.
I drawn on assumed position and practices as regional manager/leaders, using examples from the McDonald and suitable case study to analyses the impact of different management and leadership styles on strategic decisions.
I evaluate how management and leadership styles have been adapted to meet challenges in at least two different situations and organisational contexts.Corporate entrepreneurship
The document discusses the key characteristics of corporate entrepreneurship. It notes that corporate entrepreneurship involves operating on the frontiers of new technologies, encouraging new ideas and trial and error. It also emphasizes allowing failures, providing resources and long-term horizons. Establishing corporate entrepreneurship requires top management commitment, developing an appropriate culture and support structure. The document also discusses how companies like 3M, HP and IBM have successfully supported corporate entrepreneurship despite potential problems like lack of autonomy. It concludes by explaining how learning from failures involves oscillating between focusing on the failure and restoring orientation by addressing new problems.
Assessing the internal environment of the firm
Value chain analysis views a firm as comprising primary and support activities that collectively create value. Primary activities include inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities include procurement, technology development, human resource management, and general administration. Together these activities aim to deliver maximum value at minimum cost. Firms assess their value chains to identify areas for improvement and competitive advantage.
Employee Branding
This presentation discusses employee branding and its integration with HR marketing. Employee branding refers to employees internalizing the desired brand image and projecting it to customers. The objectives of employee branding are to empower employees, improve loyalty and reputation, and increase motivation. This can be achieved through selective hiring, targeted training, clear communication of goals, and compensation systems that reflect the brand. Growing employer brands is important to attract and retain employees, leading to business gains. Successful employer branding requires core brand definition, senior management involvement, alignment with strategy, and ongoing measurement. The presentation provides examples of industry practices in employee branding.
HR Policy Of HUL
HR policy of HUL is given in details and what expects of hr department of HUL say is given in the presenataion
2014 Employer Branding Global Trends Survey Report by Employer Brand Internat...
2014 Employer Branding Global Trends Survey Report by Employer Brand Internat...Brett Minchington MBA: Employer Branding
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- HR and marketing are most commonly responsible for employer branding efforts.
- Most companies plan to maintain or increase spending on employer branding in 2014.
- Developing a clear employer brand strategy and using social media are widely seen as important to achieving talent attraction goals.
- Attracting and retaining talent, improving employer perception, and increasing applicant quality are the top benefits companies report from employer branding.Organization study on monetary and nonmonetary motivation on mc donald's
The document provides information about a presentation on organizational study of monetary and non-monetary motivation at McDonald's. It discusses that motivation can be financial or non-financial, positive or negative, and is important for driving goals and building relationships. It outlines that McDonald's uses both monetary (e.g. wages, bonuses) and non-monetary (e.g. rewards, promotions) motivation for employees. Long-term incentives include targets for world tours or achievement rewards while ensuring job security.
Tescos assignment
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
Madinah institute Webinar 'The Wisdom Chronicles - Competing to Win' A book...
Here is a Webinar which provides further insight into my book, 'The Wisdom Chronicles: Competing to Win'. If you look at the slides in 'notes' format, you will see some of the comments I made as well. Enjoy.
HR Practices Of Logistic Company
This document discusses the HR practices of FedEx Logistics Company. It outlines FedEx's recruitment and selection process, which includes personality and skills tests as well as interviews. It also describes FedEx's training programs in areas such as leadership, quality management, and technology. The document examines FedEx's performance appraisal system and how it applies models like rewarding high performance. It analyzes FedEx's strategies for employee retention, such as compensation, benefits, and opportunities for career advancement.
HR practice at FMCG in sector India.
This document provides a summary of a project on HR practices in the FMCG sector in India. It includes comparisons of recruitment sources, selection processes, compensation and benefits, performance appraisal, and training and development across several major FMCG companies in India. The key HR challenges in the FMCG sector are also outlined, such as managing knowledge workers, technological changes, developing leadership, and managing change. Overall, the document finds that while practices vary between companies, the FMCG industry in India follows modern approaches to HR.
Business transformation - Building the company to Sell
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
Kf talent strategy whitepaper
This document discusses how aligning an organization's talent strategy with its business strategy can drive better business outcomes. It recommends taking a structured approach to define the necessary organizational capabilities, identify talent implications, create an aligned talent strategy, and design integrated talent management processes to support the business strategy. By optimizing the links between talent and business strategy, an organization can build a "talent machine" that fuels strategy execution. Research shows that aligning talent strategy in this way can boost morale, productivity, innovation and financial performance while lowering turnover.
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The document discusses various HR challenges faced during mergers and acquisitions (M&A). It notes that improper handling of HR issues is a major reason M&As fail. When Tech Mahindra acquired Satyam, the HR department faced challenges in retaining employees and restoring faith in the company. Initiatives included a sales reboot campaign, special induction programs, recognition schemes, and improved communication channels to address issues arising from job uncertainty, culture changes, and the Satyam scandal.
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Employer Branding And Employee Retention....Explored
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Unit 1: Developing Strategic Management and leadership skills
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Organization study on monetary and nonmonetary motivation on mc donald's
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Navidad
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MHRD 830
- 1. The Roles of Individual Knowledge and Corporate Entrepreneurship as Competitive Advantages Heather Simmons Jones MHRD 830, Dr. Bronack Fall, 2010
- 2. Competitive Advantages: Overview Elements of a Learning Organization Rise of Learning Organizations Definition of Individual Knowledge Definition of Corporate Entrepreneurship Case Study-FGP International Barriers for Adoption of the Concepts Conclusions
- 3. What is a Learning Organization? An organization that facilitates the learning of all its members and continuously transforms itself –Pedler, Burgoyne, and Boydell An organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together-Senge
- 4. Why a Rise in Popularity? Competitive Environment The fight for survival amongst competitors to do more with less Rate of Change The ability to adopt new ideas and have the flexibility to make changes quickly Personal Fulfillment The desire to keep employees engaged and fulfilled Demand for Creativity and Innovation The need for new products and services to support an ever- changing world
- 5. Individual Knowledge: What and Why What: An individual’s intellectual capital Expertise of the individual within the organization Example: Senior-level accountant Why: Maximize the potential of the individuals and the company in order to achieve ever-changing objectives People transfer information more readily “in” than “between” organizations The ability to transfer knowledge across an organization quickly
- 6. Corporate Entrepreneurship: What and Why What: The process whereby an individual or group of individuals, in association with an existing organization, create a new organization or instigate renewal or innovation within that organization-Sharma A “big-bet” as outlined by Porter Why: Means of accumulating, converting and leveraging resources for competitive purposes Developing and using product, process, and administrative innovations to rejuvenate and redefine the firm and its markets or industries
- 7. Case Study: FGP International Then Now 1982-Began with Executive Placement in Textiles and Apparel Added Information Technology Only Recruited Senior and Middle Management Dying Industry Sectors Little Diversification in Company Executive Placement in Engineering, Finance, Accounting, HR, Sales, Marketing, Non-profit, and Healthcare Added Temporary Staffing Added Outplacement and Transition Added HR Consulting Well Diversified Company
- 8. FGP International: Individual Knowledge and Corporate Entrepreneurship as Competitive Advantages Create the combination of culture and climate that maximizes organizational learning on how to create superior customer value in dynamic and turbulent markets-DeGeus and Dickson Mission to Mars Transferred individual knowledge from tenured employees and heard feedback from employees joining the team from other industry sectors Surveyed client needs and received feedback Looked at competition and opportunities for new products and services
- 9. FGP International: Individual Knowledge and Corporate Entrepreneurship as Competitive Advantages Mission to Mars, contd. Encouraged employees to think innovatively and establish new business lines and niche focuses Rewarded employees for creative approaches to increased productivity Asked the team to be externally focused at all times Encouraged employees to take “big-bets” with support
- 10. FGP International: Individual Knowledge and Corporate Entrepreneurship as Competitive Advantages Establishment of Core Values 1. Dedicated client focus 2. Possess an entrepreneurial spirit 3. Live with a passion for winning 4. Build authentic relationships 5. Create opportunity and financial wealth 6. Consistently show integrity…to build client trust Encourage use of “individual knowledge and corporate entrepreneurship” as competitive advantages “Exceed customer expectations by providing value” identified as third competitive advantage at FGP
- 11. Barriers of Moving Towards a Learning Organization where Competitive Advantages Thrive Egos and hierarchy must be laid aside Size of organization is important Managers must become dissatisfied with mediocrity Has to possess organizational buy-in in order to work Champions must feel supported by management Shared understanding of change by all parties Broad consensus amongst all levels
- 12. Conclusions Organizations are well-served by moving towards a learning organization Organizations benefit from identifying their competitive advantages Deeper research and study should be given to the empirical data that shows financial gain from corporate entrepreneurship so that leaders see a $ value to this engagement
- 13. Please email questions to hsimmon@clemson.edu