This document discusses how startups can help large corporations adopt digital transformation and innovation. It recommends that corporations work with startups in various ways, such as through accelerators, competitions, and pilot projects. Startups can help corporations access new technologies, disaggregate services, and target new customers. The document also stresses that corporations must transform their talent, skills, culture and incentives to foster innovation. Experimentation and learning from startup best practices is key to achieving innovation at corporate scale.
The day the robots stole your job adapting hr functions post automationMax Armbruster
As automation transforms the nature of HR, professionals will need to re-invent themselves and take on new functions that are more creative, more analytical and more strategic for the organization. Talkpush CEO shares how leading employers such as AirBnB, Sheraton and Credit Suisse have reinvented the HR functions via automation.
CFO’s Sharing: Is this possible to turn technology Capex to Opex for Growth ...Wendy Wan
Technological advances are disrupting the status quo and creating huge turbulence. Industries are converging, and new competitors emerging, at breakneck speed.
The role of the CFO is evolving. CFOs must aid in strategy development to pursue profitable growth by capitalizing technology.
How do the leading enterprise drive top-line growth and also bottom-line savings?
This is the introduction slide deck that we used at our Meetups for the 2011 season. The deck has our general information and then a brief LeanStartup implementation overview.
Hugh Mason gave this keynote presentation at the Media Exploits 2015, SE Asia's largest Infocomm Media Technology commercialisation showcase and networking event, held in Singapore. Seismic macro-level trends are disrupting the healthcare industry, opening up new opportunities for innovation. Lean Startup is one of a range of tools and approaches that help to provide a patient-centred approach to making sense and making money in the new landscape.
Best Practices for an Effective Innovation Process: Mindjet Webinar with gues...Milind Pansare
This webinar, dated November 13, 2013, featured guest speaker Chip Gliedman of Forrester, and myself from Mindjet, exploring best practices for repeatable business Innovation processes/programs based on actual customer cast studies and interviews.
The day the robots stole your job adapting hr functions post automationMax Armbruster
As automation transforms the nature of HR, professionals will need to re-invent themselves and take on new functions that are more creative, more analytical and more strategic for the organization. Talkpush CEO shares how leading employers such as AirBnB, Sheraton and Credit Suisse have reinvented the HR functions via automation.
CFO’s Sharing: Is this possible to turn technology Capex to Opex for Growth ...Wendy Wan
Technological advances are disrupting the status quo and creating huge turbulence. Industries are converging, and new competitors emerging, at breakneck speed.
The role of the CFO is evolving. CFOs must aid in strategy development to pursue profitable growth by capitalizing technology.
How do the leading enterprise drive top-line growth and also bottom-line savings?
This is the introduction slide deck that we used at our Meetups for the 2011 season. The deck has our general information and then a brief LeanStartup implementation overview.
Hugh Mason gave this keynote presentation at the Media Exploits 2015, SE Asia's largest Infocomm Media Technology commercialisation showcase and networking event, held in Singapore. Seismic macro-level trends are disrupting the healthcare industry, opening up new opportunities for innovation. Lean Startup is one of a range of tools and approaches that help to provide a patient-centred approach to making sense and making money in the new landscape.
Best Practices for an Effective Innovation Process: Mindjet Webinar with gues...Milind Pansare
This webinar, dated November 13, 2013, featured guest speaker Chip Gliedman of Forrester, and myself from Mindjet, exploring best practices for repeatable business Innovation processes/programs based on actual customer cast studies and interviews.
The Perspective of Today's Information Security LeaderRavila White
Overview: Security Leaders today have become the psychologist of the business. Part scientist, scholar, practitioner and professional, they must possess a multi-dimensional perspective to meet the competing business requirements. The Sacred Tao of information security is passé.
This presentation will provide you with the top four skills required by the business of security leaders. We will discuss:
-How the landscape has shifted
-How the aggregation of information is the key to success
-What the C-level wants
-How to become a Knowledge Worker
This presentation is for anyone who wants to move exit the world of rote knowledge and enter the universe of critical thinking.
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
Recent research says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency--how to accurately anticipate the future. The key to success in this fast-changing environment is to learn how to move from being reactive to proactive and flip from crisis manager to an opportunity manager. Tom will show how to explore new value added services and position their practices for success in a rapidly changing world.
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
Today, the world of professional education, and accordingly the accounting profession, is migrating toward a competencies-based learning approach. But what are the most critical competencies for practitioners and firms to thrive in today’s ever changing, fast paced business environment?
Research from the Business Learning Institute identified the Top 5 Competencies for CPAs, accounting and financial professionals as:
1. Strategic & Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
In addition, research from CPA.COM shows that only 8% of CPAs are future ready. Future Ready is the Is the capacity to be ANTICIPATORY (aware, predictive and adaptive) of emerging technology and trends in business, demographics, and the social environment impacting your organization and industry.
Together this group of skills and competencies have been researched with a leading global futurist who has put together an innovative learning system, the Anticipatory Organization: Accounting and Finance Edition which is being used to transform firm cultures to build and enhance proactive business advisor skills.
Most of us wish we had the power to predict future trends, and would benefit by learning tactics to do so. Daniel Burrus is one of the world’s leading technology forecasters and innovation experts and the featured keynoter speaker at this year’s DCPA16. He is globally recognized for his exceptional 30+ year record of accurately predicting how technological, social, and business forces converge to create untapped opportunities.
Joey Havens, Executive Partner at Horne, LLP (A top 50 CPA Firm) discusses how he has used the Anticipatory Organization as a foundational learning system throughout his firm. He is requiring his whole firm of 400+ professionals to take this and running collaboration sessions by practice areas to create group learning and a shared language around anticipatory thinking that is being applied inside the firm and outside with clients.
This presentation is from the July 20th, 2016 webcast by CPA.COM. CPA.com President and CEO, Erik Asgeirsson as he discusses the critical Anticipatory competency with Daniel Burrus, HORNE LLP executive partner Joey Havens and the CEO of the Maryland Association of CPAs and the Business Learning Institute, Tom Hood.
For more information http://www.blionline.org/ao
You will learn:
Why anticipation is the critical competency for today's accounting and finance professionals
The difference between hard trends and soft trends
Why it is important to identify trend types
Use cases of how these skills are being used in the profession
How this learning system can be used as a foundational skill set to help CPAs and accounting professionals be more proactive business advisors.
Recent research from the AICPA says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency–how to accurately anticipate the future. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager. At the end of the session participants will set actionable steps to elevate and accelerate their organization’s strategy.
The #1 reason clients leave their CPAs is that they are receiving service instead of proactive advice. Tom will show how firms are exploring new value added services and position their practices for success in a rapidly changing world. He will discuss the major "shift change" and the trends shaping business today and give participants a framework to provide more proactive services and strategic advice and a plan to get started. But these services require new skills and approaches which is a big opportunity for firm HR and Learning Leaders.
Presentation to AGN International in San Diego #NARM16 for Managing Partners in MAP Track
A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent.
Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives.
This presentation was developed and presented for the Digital CPA Conference in December #DCPA15
The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org
On September 13, 2017, Tom Haak of the HR Trend Institute gave a lecture for 2nd year students of the Vrije University Amsterdam. These are the slides he used.
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
What is the accounting professionals' role in creating a culture of innovation? How are CPA Firms innovating? Reinventing themselves? Creating magnetic cultures?
Studies are showing a growing expectation for accounting professionals to lead these initiatives. In this session we will discuss tactics to foster innovation in your firms, technology's role and advising clients to do the same through tools you provide.
This session covers the latest research from the Business Learning Institute (BLI) about what it takes to create a magnetic firm culture and scores the latest issues facing CPA firms, top skills needed, and an innovation index.
From a session at the CPAFMA National Practice Management Conference in Baltimore in 2016.
For more information see www.blionline.org
Metaphoric Silos — since each employee, division or department interacts primarily within their specific “grain” silo rather than with other groups across the organization — need to be broken down to increase productivity and profitability. Mark Johnson of B2B CFO collaborates with Mary Henry of HR on Demand to produce the PowerPoint and lecture.
Keynote - Thomson Reuters Synergy 2015 Conference
In this inspirational keynote, Tom will show practitioners how to explore new value-added services and position their practices for success in a rapidly changing world. He'll discuss the major "shift change" and the trends shaping business today, and give participants a framework to provide more proactive services and strategic advice—and a plan to get started.
Tom Hood (Maryland Association of CPAs, Inc.)—Tom is passionate about three areas: leadership, learning, and technology. His recognition and awards reflect his leadership in helping CPAs "shape their future" through his work as the CEO of the Maryland Association of CPAs and the Business Learning Institute, a center for the development of leadership, strategic thinking, and collaboration skills for CPAs. In 2013, Accounting Today said about Tom, "If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. Hood is doing as much as anyone—and more than most- to lead public accounting forward."
CPA Practice Advisor inducted Tom into the Accounting Hall of Fame in 2015. He was named the fourth most influential leader in Accounting Today’s 2014 list of the Top 100 Most Influential People in Accounting (his tenth time on the list). LinkedIn recruited Tom as one of their Top 150 Influencers, and he was named to the Top 25 Influencers in Learning by HR Examiner.
Innovation and the Business Units: Survey Data and Best PracticesScott Kirsner
What's the right way for innovation or research and development teams to connect with the business units? This presentation serves up a sample of data from an Innovation Leader survey of 164 executives at companies with $1B+ in revenue. Covers questions like whether funding for innovation/R&D comes from the business units, and who sets the agenda. These slides were used as part of an Innovation Leader webcast; the content is part of a 35-page research report published in February 2017.
For more on Innovation Leader, visit innovationleader.com or follow @innolead on Twitter.
The future-ready CPA: Waves of change, oceans of opportunityBill Sheridan, CAE
How can we become future ready if we don’t have enough time? Even worse is that everyone expects this pace of change to accelerate. The latest trends in research indicate we are in a period of exponential change with no signs of slowing down. So how do we stop the insanity? It’s about turning around and looking into the future waves of change coming at us instead of the shoreline, learning how to avoid being swamped by the
waves and, even better, learning how to look for the opportunities in each wave and how to ride them. The alternative is to stay stuck in the present and risk being left behind in the same change of forces accelerating before our eyes.
Sanjib Sahoo, CTO of tradeMONSTER, tells the the story of his startup rising to become Barron's #1 ranked trading platform by using effective leadership, fearless organization culture, recruiting the right people agile development and open source technology.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years. In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
The Perspective of Today's Information Security LeaderRavila White
Overview: Security Leaders today have become the psychologist of the business. Part scientist, scholar, practitioner and professional, they must possess a multi-dimensional perspective to meet the competing business requirements. The Sacred Tao of information security is passé.
This presentation will provide you with the top four skills required by the business of security leaders. We will discuss:
-How the landscape has shifted
-How the aggregation of information is the key to success
-What the C-level wants
-How to become a Knowledge Worker
This presentation is for anyone who wants to move exit the world of rote knowledge and enter the universe of critical thinking.
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
Recent research says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency--how to accurately anticipate the future. The key to success in this fast-changing environment is to learn how to move from being reactive to proactive and flip from crisis manager to an opportunity manager. Tom will show how to explore new value added services and position their practices for success in a rapidly changing world.
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
Today, the world of professional education, and accordingly the accounting profession, is migrating toward a competencies-based learning approach. But what are the most critical competencies for practitioners and firms to thrive in today’s ever changing, fast paced business environment?
Research from the Business Learning Institute identified the Top 5 Competencies for CPAs, accounting and financial professionals as:
1. Strategic & Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
In addition, research from CPA.COM shows that only 8% of CPAs are future ready. Future Ready is the Is the capacity to be ANTICIPATORY (aware, predictive and adaptive) of emerging technology and trends in business, demographics, and the social environment impacting your organization and industry.
Together this group of skills and competencies have been researched with a leading global futurist who has put together an innovative learning system, the Anticipatory Organization: Accounting and Finance Edition which is being used to transform firm cultures to build and enhance proactive business advisor skills.
Most of us wish we had the power to predict future trends, and would benefit by learning tactics to do so. Daniel Burrus is one of the world’s leading technology forecasters and innovation experts and the featured keynoter speaker at this year’s DCPA16. He is globally recognized for his exceptional 30+ year record of accurately predicting how technological, social, and business forces converge to create untapped opportunities.
Joey Havens, Executive Partner at Horne, LLP (A top 50 CPA Firm) discusses how he has used the Anticipatory Organization as a foundational learning system throughout his firm. He is requiring his whole firm of 400+ professionals to take this and running collaboration sessions by practice areas to create group learning and a shared language around anticipatory thinking that is being applied inside the firm and outside with clients.
This presentation is from the July 20th, 2016 webcast by CPA.COM. CPA.com President and CEO, Erik Asgeirsson as he discusses the critical Anticipatory competency with Daniel Burrus, HORNE LLP executive partner Joey Havens and the CEO of the Maryland Association of CPAs and the Business Learning Institute, Tom Hood.
For more information http://www.blionline.org/ao
You will learn:
Why anticipation is the critical competency for today's accounting and finance professionals
The difference between hard trends and soft trends
Why it is important to identify trend types
Use cases of how these skills are being used in the profession
How this learning system can be used as a foundational skill set to help CPAs and accounting professionals be more proactive business advisors.
Recent research from the AICPA says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency–how to accurately anticipate the future. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager. At the end of the session participants will set actionable steps to elevate and accelerate their organization’s strategy.
The #1 reason clients leave their CPAs is that they are receiving service instead of proactive advice. Tom will show how firms are exploring new value added services and position their practices for success in a rapidly changing world. He will discuss the major "shift change" and the trends shaping business today and give participants a framework to provide more proactive services and strategic advice and a plan to get started. But these services require new skills and approaches which is a big opportunity for firm HR and Learning Leaders.
Presentation to AGN International in San Diego #NARM16 for Managing Partners in MAP Track
A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent.
Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives.
This presentation was developed and presented for the Digital CPA Conference in December #DCPA15
The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org
On September 13, 2017, Tom Haak of the HR Trend Institute gave a lecture for 2nd year students of the Vrije University Amsterdam. These are the slides he used.
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
What is the accounting professionals' role in creating a culture of innovation? How are CPA Firms innovating? Reinventing themselves? Creating magnetic cultures?
Studies are showing a growing expectation for accounting professionals to lead these initiatives. In this session we will discuss tactics to foster innovation in your firms, technology's role and advising clients to do the same through tools you provide.
This session covers the latest research from the Business Learning Institute (BLI) about what it takes to create a magnetic firm culture and scores the latest issues facing CPA firms, top skills needed, and an innovation index.
From a session at the CPAFMA National Practice Management Conference in Baltimore in 2016.
For more information see www.blionline.org
Metaphoric Silos — since each employee, division or department interacts primarily within their specific “grain” silo rather than with other groups across the organization — need to be broken down to increase productivity and profitability. Mark Johnson of B2B CFO collaborates with Mary Henry of HR on Demand to produce the PowerPoint and lecture.
Keynote - Thomson Reuters Synergy 2015 Conference
In this inspirational keynote, Tom will show practitioners how to explore new value-added services and position their practices for success in a rapidly changing world. He'll discuss the major "shift change" and the trends shaping business today, and give participants a framework to provide more proactive services and strategic advice—and a plan to get started.
Tom Hood (Maryland Association of CPAs, Inc.)—Tom is passionate about three areas: leadership, learning, and technology. His recognition and awards reflect his leadership in helping CPAs "shape their future" through his work as the CEO of the Maryland Association of CPAs and the Business Learning Institute, a center for the development of leadership, strategic thinking, and collaboration skills for CPAs. In 2013, Accounting Today said about Tom, "If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. Hood is doing as much as anyone—and more than most- to lead public accounting forward."
CPA Practice Advisor inducted Tom into the Accounting Hall of Fame in 2015. He was named the fourth most influential leader in Accounting Today’s 2014 list of the Top 100 Most Influential People in Accounting (his tenth time on the list). LinkedIn recruited Tom as one of their Top 150 Influencers, and he was named to the Top 25 Influencers in Learning by HR Examiner.
Innovation and the Business Units: Survey Data and Best PracticesScott Kirsner
What's the right way for innovation or research and development teams to connect with the business units? This presentation serves up a sample of data from an Innovation Leader survey of 164 executives at companies with $1B+ in revenue. Covers questions like whether funding for innovation/R&D comes from the business units, and who sets the agenda. These slides were used as part of an Innovation Leader webcast; the content is part of a 35-page research report published in February 2017.
For more on Innovation Leader, visit innovationleader.com or follow @innolead on Twitter.
The future-ready CPA: Waves of change, oceans of opportunityBill Sheridan, CAE
How can we become future ready if we don’t have enough time? Even worse is that everyone expects this pace of change to accelerate. The latest trends in research indicate we are in a period of exponential change with no signs of slowing down. So how do we stop the insanity? It’s about turning around and looking into the future waves of change coming at us instead of the shoreline, learning how to avoid being swamped by the
waves and, even better, learning how to look for the opportunities in each wave and how to ride them. The alternative is to stay stuck in the present and risk being left behind in the same change of forces accelerating before our eyes.
Sanjib Sahoo, CTO of tradeMONSTER, tells the the story of his startup rising to become Barron's #1 ranked trading platform by using effective leadership, fearless organization culture, recruiting the right people agile development and open source technology.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years. In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
Today’s treasurer faces a turbulent reality, they must drive cost containment, become a catalyst for digital transformation and adopt new talent models. In this session we will discuss the impact and opportunities those realities create for treasury departments and explore how treasury can evolve to drive value to the enterprise.
It is difficult to objectively evaluate if a company will be a winner or not. Interviews, financial analysis and business plans are not enough anymore to guarantee a successful investment.
The solution is to go from subjective to objective measures.
This report measures 2 key elements in a objective way:
- Scalability of the business.
- Ability to deliver innovation consistently.
This is based on a database of several thousand companies and 4 years of research. The results that follow are compared against this research database.
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
Have you struggled to find a pay strategy that actually drives higher performance?
Well, it doesn’t have to be a mystery. Learn what high performance companies do to develop high performance rewards strategies. Turn Your Compensation Cost into an Investment in Business Growth!
View the recorded presentation on VisionLink's website: https://www.vladvisors.com/compensation-knowledge-center/webinars/5-keys-to-building-a-high-performance-pay-strategy-in-2018
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
Thinking about incorporating digital trends like AR/VR, IoT, and cognitive analytics into your business? What should you think about? How can you derive enterprise value from these trends? Join Bill Briggs, the CTO of Deloitte Consulting, LLP, and Ross Mason, the founder and VP of Product Strategy at MuleSoft, who will talk about how organizations are using these trends and what you need to know to get started.
People and Innovation: Getting Ideas on the tableScott Smith
These days, everyone can attest to the importance of being innovative. In a knowledge economy where small insights can quickly shift the competitive landscape and capabilities can rapidly be bought, borrowed or built, we believe that those leaders who oversee a dynamic, fastmoving, innovation portfolio will have the best chance of breaking away from the pack and generating growth. But many organizations are finding it difficult to engage their people – from their employees to their customers to their suppliers – in the innovation process. If this is the case, then where do they start?
Published by the IBM Institute for Business Value, 2006
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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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
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/
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.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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.
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).
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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/
4. It happens predictably
Tipping point
Laggards
shrink / die
“New
normal”
New tech emerges
Innovative
startups
exploit it
Digital
models
proliferate
Advanced
incumbents
start adapting
Mainstream
customers
shift
McKinsey & Company
5. It happens slowly, then all at once
2004 2005 2006 2007 2008 2009 2010
Physical rental
Digital rental
McKinsey & Company
9. Move to the Cloud
“Banks will be doomed if they resist changing legacy
systems, especially those at the core.
The more legacy, the more cost, the less flexibility, the
harder to change.
Adding digital to legacy means paying to run both the
old and the new.”
- Chris Skinner, The Finanser
10. Get Control of your Data
“You cannot refresh core systems unless you separate your
content (the data) from your processing (the servers)
You cannot protect yourself against a cyberattack if data is
fragmented and offline; and
You cannot serve the customer well in the digital age if you
do not have a single view of them.”
- Chris Skinner, The Finanser
11. Work with Startups…
Utilizing Emerging
Technology
Disintermediating
Disaggregating
Democratizing
● Technology at core of business
● Faster adoption
● Startups deliver services at a lower
cost than traditional vendors
● Separate services to bypass
regulatory constraints, brand risks
● Targeting non-traditional customers
16. Learn the RIGHT skills
1. Learn what’s important to the startup ecosystem
2. Promote entrepreneurial reasoning, particularly LoBs
3. Learn to learn efficiently
4. Learn with business challenges for near-term priorities
5. Build (and balance) portfolios of experiments
17. For 80 years, startups &VCs have been
perfecting practices to achieve outsized
returns from radical innovation.
Mastering startup &VC best practices
drives corporate innovation excellence,
talent development & ROI.
Startup DNA at Corporate Scale
18. Funding Follows Risk Elimination
Angel Pre-Seed Seed Post-Seed Series A/B Growth Exit / IPO
Each is a discrete stage & circumstance for the startup andVC
Availability of business data is higher at each successive stage
Risk & returns decreases with each stage (in theory)
Good for innovation investments & attracting quality startups
19. Effectual
“To the extent that we
can control the future,
we do not need to
predict it.”
Promote Entrepreneurial Reasoning
🔮
Causal
“To the extent that we
can predict the future,
we can control it.”
What Makes Entrepreneurs Entrepreneurial, Saras D. Sarasvathy, 2001
20. Learn to Learn Capital Efficiently
Incremental Investment Decisions
?
22. As Chief Lending
Officer
I want to increase
lending volume
without sacrificing
quality
So that I can grow
loan production
by 5% YoY
without changing
underwriting
standards
Begin with near-term challenges
LOBOWNER
PROBLEM
SUCCESS
METRIC TIMELINE
24. Finding Startups
Hire or Retain Scouts
Competitions
Sponsor Accelerators
Create a Proof of Concept Accelerator*
Invest in Funds
Create a Fund
Setup Outposts
Hackathons Don’tWork
24
26. Quickly Evaluate Startups: VC
Team
Traction
Tech
Trends
Terms
5TFramework
Strategic
Alignment
Clear, Small
Scope
Testable
Hypothesis
Mapped
Dependencies
Team and
Capabilities
ExperimentViability
27. Phase-gated = capital efficient
During a PoC, eliminate risks sequentially to demonstrate a business case for further
investment
Customer/User
Validation
•(How)
Does this
add
business
value?
Operations
Validation
•Can we
deploy and
integrate?
Technology
Validation
•Does the
tech work
for us?
1
2
3
29. Transformational
Developing breakthroughs and inventing
things for markets that don’t yet exist
Adjacent
Expanding from existing business
into “new to the company” business
Core
Optimising existing products
for existing customerise
Create new
markets
and audiences
Enter new markets
and audiences
Served markets
and audiences
Optimise operations and
configuration
Create extensions
to operations and
configuration
Build new businesses
and structures
HOW TO WIN
WHERE TO PLAY
70%
20%
10% Transformational
Adjacent
Core
10-20% of Revenue on Balanced Bets
Illustration credit: Deloitte
30. On the plains of
hesitation lie the
blackened bones of
countless millions who
on the dawn of victory
lay down to rest, and in
resting died.
- Adlai Stevenson30 http://bit.ly/UPatSIWF2018
Editor's Notes
Hi everyone,
I’m Mike Sigal, and I’m going to share a perspective with you on corporate innovation.
And by the way, at the end of the talk there will be a link where you can down load my slides.
Hopefully I don’t need to convince anyone in this audience that digital technology reshapes industries.
Hopefully I don’t need to convince anyone in this audience that digital technology reshapes industries.
But some of you may not be aware that over the last 20-30 years, digital has proven to disrupt industries in a pretty predictable fashion…
What’s really challenging for corporates is that for a few years after startups start working in an industry, nothing much happens, then almost overnight…new tech disrupts.
As another example, it took skype 6 years to demolish 40% of all international telephone revenue.
Opportunity vs. disruption
Digital has been redefining industry leaders since the 90s. Its only just begun in Financial Services.
Investment
Partnering
Acquisition
5-10% of Market Cap / Year
Become a learning organization
Well, there’s possibly a good reason for setting every bank CIO this challenge, as most bank investment is in keeping the lights on. It’s keeping the old systems going whilst investing in new systems. McKinsey calculate that the average bank is spending 10% of its expense on just operational costs, and this is higher for banks that haven’t rationalised their technology. These costs only get higher for banks that are layering new technologies on top of old. This harks back to my continual call to change old core systems, as many banks’ investments in digital are just layering legacy upon legacy.
And they’ve been aggressively trying out lots of different ways of engaging startups and the startup ecosystem.
To show you how aggressive some have been, let’s take a quick dive into corporate venture capital.
I think that the think that keeps corporates from investing more is that they don’t like failure.
Innovation fails a lot.
And failing is no way to keep your corporate job.
When you dig into why corporates fail to innovation effectively, you find that the key challenges aren’t about technology or customer demands…they are about culture, management techniques and incentives.
So I’m going to share with you just a bit of training we delivery corporate teams to become more effective at innovation
we call it startup empathy. And it’s simple in concept, but like any skill set, it takes focus and work and coaching to master.
Can you imagine what would happen if instead of building processes around ideas from business schools and management consultants, corporations leveraged their ability to perfect processes that have been proven to generate value from disruptive innovation.
That’d be pretty great for corporate innovation.
Well, those processes exist.
Inside most corporates you put together a plan, you get it funded, then you go implement…and in a year or two’s time, after millions of investment, you know whether it works.
But the digital world moves to fast for that approach to be effective.
Startups and VCs know that no plan for an innovation solution is right the first time, or the hundredth time, so they have created a capital efficient funding model that provides more resource as incremental risks are taken off the table.
That model supports turning innovative thinking about the future into reality.
If you’re an MBA or manager, you’re taught…
We teach our corporate clients called the POC Pathway, which is easy to learn, and through practice and focus, because a highly efficient process that can be used throughout large companies.
I want to tell you about two key features of the Pathway.
Instead, if they frame business challenges like this…with a line of business owner, a problem, a success metric and a timeline….then they have something that they can find and test solutions for.
And if they start with challenges that are relevant for the current business, then you avoid the problems where line of business managers are typically not paid to innovate.
Think of this as your proverbial post-it notes. Temporarily suspend judgement while you generate ideas (solution categories). Try to stay MECE (“mee-see”) if possible (Mutually Exclusive, Collectively Exhaustive)
Maybe ask the audience for solutions or strategies and then reveal these?
How VCs do it
For those of you who know lean startup, this is an adaptation of lean startup for corporates.
And what’s most important here, is that when you run experiments, you do it in a specific order that both economizes the use of resources and takes risks off the table in a specific sequence.
Thanks for the slide, Taha!
Finally, by then distributing capital, **using the same methodology** against projects that will generate value in the near term, the medium term and the long, your board and shareholders will be able to experience the returns from innovation continuously.
So that was your rapid fire introduction to how corporates can use the best practices from the startup and venture ecosystem to become operationally excellent at innovation.
And the net result during the digital age has been that lots of big companies, even those with dozens of years of history, move too slowly and die.
