PATRI 02. Applicability & Viability at Scale: A Guide for Scaling Social Busi...Rizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve viability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 00. Framework for Scaling Social Business - Rizwan TayabaliRizwan Tayabali
DIY Framework to help social enterprises and social businesses to scale their impact and operations.The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale.
Agility, Transformation, and Scale demystifiedMalcolm Ryder
Adoption is the do-or-die factor in enterprise Change Management. But enterprise Transformation requires something else - no hype, and an architecture.
PATRI 05. Implementation at Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide and roadmap to help social enterprises and social businesses plan and implement scaling of impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
Standards say to improve by not deviating. Innovation says to improve by changing. With that paradox, does innovation mean sacrificing or contradicting the business value of standards?
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
Organizational dynamic capabilities are an extension of RBV strategic management theory. My purpose is to apply the dynamic capabilities concept to an operational scope, such as IT project portfolio management, in order to continually sense the execution process, and seize changes through dynamic organizational realignment.
PATRI 02. Applicability & Viability at Scale: A Guide for Scaling Social Busi...Rizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve viability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 00. Framework for Scaling Social Business - Rizwan TayabaliRizwan Tayabali
DIY Framework to help social enterprises and social businesses to scale their impact and operations.The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale.
Agility, Transformation, and Scale demystifiedMalcolm Ryder
Adoption is the do-or-die factor in enterprise Change Management. But enterprise Transformation requires something else - no hype, and an architecture.
PATRI 05. Implementation at Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide and roadmap to help social enterprises and social businesses plan and implement scaling of impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
Standards say to improve by not deviating. Innovation says to improve by changing. With that paradox, does innovation mean sacrificing or contradicting the business value of standards?
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
Organizational dynamic capabilities are an extension of RBV strategic management theory. My purpose is to apply the dynamic capabilities concept to an operational scope, such as IT project portfolio management, in order to continually sense the execution process, and seize changes through dynamic organizational realignment.
Value is based on Impact, impact is based on Production, and production now must be driven by relevance as affected by constant change. Adaptive Productivity is the basic performance requirement of operations.
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
The progressive mindset of businesses and start-ups has influenced Global In-House Centres (GIC) to explore more realities. The aim is to transform into a global capability centre to gain a more rigid position in terms of the impact of the ecosystem at a global level by experimenting new innovative models.
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
Embedding Sustainability Mindset in Business Robert Steele
This presentation was created for a 1/2 day mini workshop to offer a look into the AtKisson Sustainability Accelerator Tools, one of the world's most effective, comprehensive toolkits, which is essential for incorporating sustainability into your organization's strategy, operations, and innovation.
Modeling Dynamic Capabilities and Corporate Entrepreneurship for Innovation ...Ruta Aidis
With limited resources and the need for constant innovation, entrepreneurship is perceived as an important factor for assuring economic growth and development at the venture and national levels. In this conceptual paper, we focus our analysis to corporate entrepreneurship as it contributes to the innovative processes within a venture. Though corporate entrepreneurship is a quite well explored phenomenon, few efforts have been made to elaborate on the antecedents and cohesion between dynamic capabilities and corporate entrepreneurship especially for high growth economies. This paper aims to explore the role of the dynamic capabilities as the antecedent of corporate entrepreneurship and the nature of the cohesion between them. The authors model the cohesion between dynamic capabilities and corporate entrepreneurship and argue that it generates business innovations that in turn generate aggregate demand and growth of the economy.
ACA-Solutions provides ROI-driven solutions, enabling the health insurance industry to bridge the gap created by the Affordable Care Act (ACA) and meet the mandated MLRs.
Sustainable Product & Business Model InnovationThreebility
Lecture notes for the 2018 module Sustainable Product & Business Model Innovation at Steinbeis University Berlin.
The lecture presents established and novel methods for product and business model innovation with a focus on profitability and sustainability (triple bottom line). 38 sustainable business model examples in the are of the circular economy, collaborative & sharing economy and Internet of Things are included. A collaborative sustainable innovation method based on the Sustainable Business Model Canvas is presented as well.
The methods taught in this course have been applied and implemented in practice in a wide range of industries and can be downloaded for free at threebility.com.
The concepts taught in this course have been introduced in several other universities. If you are a university lecturers wishing to introduce these methods into your curriculum, please get in touch.
The organisation is a system of interrelated and interdependent elements (People, Process, Tools etc.) and as such is somewhat complex. Organisation Agility (Change Capability) is primarily determined by the Organisation System Maturity. By building the right organisation capabilities and their maturity levels we can improve its agility. This paper presents a method for building Change Capability Maturity (Agility) leveraging the Organisation Capability Maturity Framework (which is underpinned by Dynamic Systems Maturity Theory) couples with Agile Practice roll out (leveraging the Agile Manifesto & Principals)
An introductory deck that outlines Quicksand's (quicksand.co.in) human-centered design process and approach using actual projects to illustrate the value we add to clients looking to provide products and services in India, the Global South and beyond!
Value is based on Impact, impact is based on Production, and production now must be driven by relevance as affected by constant change. Adaptive Productivity is the basic performance requirement of operations.
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
The progressive mindset of businesses and start-ups has influenced Global In-House Centres (GIC) to explore more realities. The aim is to transform into a global capability centre to gain a more rigid position in terms of the impact of the ecosystem at a global level by experimenting new innovative models.
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
Embedding Sustainability Mindset in Business Robert Steele
This presentation was created for a 1/2 day mini workshop to offer a look into the AtKisson Sustainability Accelerator Tools, one of the world's most effective, comprehensive toolkits, which is essential for incorporating sustainability into your organization's strategy, operations, and innovation.
Modeling Dynamic Capabilities and Corporate Entrepreneurship for Innovation ...Ruta Aidis
With limited resources and the need for constant innovation, entrepreneurship is perceived as an important factor for assuring economic growth and development at the venture and national levels. In this conceptual paper, we focus our analysis to corporate entrepreneurship as it contributes to the innovative processes within a venture. Though corporate entrepreneurship is a quite well explored phenomenon, few efforts have been made to elaborate on the antecedents and cohesion between dynamic capabilities and corporate entrepreneurship especially for high growth economies. This paper aims to explore the role of the dynamic capabilities as the antecedent of corporate entrepreneurship and the nature of the cohesion between them. The authors model the cohesion between dynamic capabilities and corporate entrepreneurship and argue that it generates business innovations that in turn generate aggregate demand and growth of the economy.
ACA-Solutions provides ROI-driven solutions, enabling the health insurance industry to bridge the gap created by the Affordable Care Act (ACA) and meet the mandated MLRs.
Sustainable Product & Business Model InnovationThreebility
Lecture notes for the 2018 module Sustainable Product & Business Model Innovation at Steinbeis University Berlin.
The lecture presents established and novel methods for product and business model innovation with a focus on profitability and sustainability (triple bottom line). 38 sustainable business model examples in the are of the circular economy, collaborative & sharing economy and Internet of Things are included. A collaborative sustainable innovation method based on the Sustainable Business Model Canvas is presented as well.
The methods taught in this course have been applied and implemented in practice in a wide range of industries and can be downloaded for free at threebility.com.
The concepts taught in this course have been introduced in several other universities. If you are a university lecturers wishing to introduce these methods into your curriculum, please get in touch.
The organisation is a system of interrelated and interdependent elements (People, Process, Tools etc.) and as such is somewhat complex. Organisation Agility (Change Capability) is primarily determined by the Organisation System Maturity. By building the right organisation capabilities and their maturity levels we can improve its agility. This paper presents a method for building Change Capability Maturity (Agility) leveraging the Organisation Capability Maturity Framework (which is underpinned by Dynamic Systems Maturity Theory) couples with Agile Practice roll out (leveraging the Agile Manifesto & Principals)
An introductory deck that outlines Quicksand's (quicksand.co.in) human-centered design process and approach using actual projects to illustrate the value we add to clients looking to provide products and services in India, the Global South and beyond!
gioconomics presentation at service design drinks Lisboa, 14 dec 2011, Cowork Lisboa, LX factory.
Gioconomics is a collaboration between dutch designers Jonas Piet and Mylene Jonker, working with Italian designer Vincenzo di Maria and the Naples based volunteering organisation Gioco Immagine e Parole, an organisation that develops social cultural productions to emancipate young people. The project is a winning entry of the international Social Innovation Competition Naples 2.0 and took up the challenge to ‘Create a sustainable business plan for a volunteering organisation’. www.gioconomics.org
SVA Fundamentals of Design for Social Innovation book 2013Marc Rettig
Designed to be viewed as two-page spreads. View as an ebook or download here: http://www.fitassociates.com/fundamentals-book
Created by the Fall 2013 cohort of the Fundamentals class in the MFA in Design for Social Innovation program at School of Visual Arts in New York. Produced under the mentorship of professors Marc Rettig and Hannah du Plessis, this book surveys frameworks, approaches, methods and skills for organizations, teams, and individual practitioners.
Emerging markets already offer a wide range of business opportunities
and the number of attractive business cases is growing at a rapid
pace. Population growth, urbanization, industrialization, improved
governance structures and the massive development in modern ICT
technology are making the markets even more attractive and accessible
for foreign companies...
How to Innovate...Strategically: What Innovation Approach Should You Use When?Kevin C. Cummins
There are four common approaches to innovation that companies utilize: Lean Startup, Design-Driven, Open Innovation and Crowdsourced Idea Management. In the "How to Innovate...Strategically" presentation, we examine how and when to use each of these methods, and which companies excel at each. We uncover the limitations and the challenges when implementing each method, and the top supporting tools for each approach. View Batterii's "How to Innovate...Strategically" presentation to learn more.
Two models of design-driven innovation - UX AustraliaSteve Baty
The drive for innovation in products and services and a culture of ‘fail early; fail often’ has bred a desire for very early prototypes. This approach lends itself to an entire industry tackling a problem or for the venture capitalists funding them. It can be broadly characterised as hypothesis-led. It is much less appropriate or advantageous for an individual project team within an established industry attempting to reinvent an existing product/service category. For these teams, an insight-led approach in which multiple concepts are developed in parallel is more appropriate.
This presentation will give an introduction to each of these two dominant models of design-driven innovation. It will look at the advantages and disadvantages of each; and look at the issue of localised optimal solutions and what this means for innovation.
En IE sabemos que, estando en la vanguardia mundial del conocimiento, nuestra comunidad de alumnos, antiguos alumnos, profesores y miembros del equipo de IE tenemos un gran potencial para contribuir positivamente al mundo que nos rodea. Es fundamental para nosotros aplicar los avances en el ámbito de la innovación y el emprendimiento, que nos caracterizan como escuela, a la lucha por la igualdad social y la sostenibilidad medioambiental. Por eso la innovación social está presenta de forma horizontal en todas las áreas de nuestra escuela, desde el área de finanzas, hasta la de emprendimiento, pasando por todos los programas.
Te invitamos a que descubras un taller de Design Thinking y al equipo de Social Innovation
Towards a Theory of National and Organizational Level Ethical Leadership for ...C.C. Dr. Tan
This article first presented a research on the association between ethical leadership and employee's commitment for the organization and then extended its efforts to national level to identify national competitiveness drivers.
These lecture slides focus on business ethics - conceptual frameworks, behavioral issues, and various aspects and scopes of business ethics applications including corporate governance, corporate social responsibility (CSR), social entrepreneurship, social innovation, competitive advantages, green strategies, tourism, ethical leadership, business ethics as doing the right things (strategy), consumer behaviors and marketing theories, total quality management etc.
Business Model Systems Thinking in Creating Sustainable Competitive Advantage...C.C. Dr. Tan
These are the lecture notes for strategic management in the School of Management, at Mae Fah Luang University. Suitable for Bachelor, Master and PhD Level Studies. Topics are contemporary: business model, blue ocean, innovation, startup ventures, inductive approach, deductive approach, supply chain management, logistics, operations management, competitive advantage.
Comprehensive inductive and deductive research approaches are explained. Topics include research paradigm i.e. ontology, epistemology and methodology, theory and its characteristics, research design procedures, research objective statements, operationalization and questionnaire design, different research types (quantitative, qualitative, experimental, phenomenal, descriptive, etc.), and research quality, i.e. validity, reliability, generalizability, sampling, etc. by the use of pictorial illustrations that make the study of business research simpler. These slides are suitable for Bachelor, Master and phD students.
This presentation was given at the Agile Australia 2011 (http://www.agileaustralia.com/)
Startup businesses face significant risk in the search for a sustainable, profitable and scalable business model. Consequently, the success rate for Startups is low, making them a typically high risk investment. Agile methods offer a way of reducing the risk for both the technical implementation and the development of customers. This is achieved by increasing the ability for a Startup to adapt to change and to incorporate the lessons learned from early customer engagement. In this presentation the nature of technology Startups is examined and the application of Agile principles, practices and tools discussed.
Design thinking innovation training course outline - building a co-design app...DesignThinkers
This course outline presents an approach to developing cross-functional teams that learn how to co-create and innovate in an action learning experience.
HBR's 10 must reads on Innovation. Professor Rosabeth M. Kanter from Harvard Business School presents four classic traps in innovation. Companies have been putting resources for new breakthrough for product and service, however, repeatedly, they make the same mistakes as their predecessors.
This is the third of three decks which present a new collaborative innovation reference model. This deck considers different "types" of innovation: Open Innovation, Business Model innovation, etc within the context of the reference model we suggested in the second deck. Your comments and suggestions are welcome.
Developing Ambidexterity in Organization for Sustainable Competitive AdvantagesSeta Wicaksana
Nokia, Blackberry, TWA, Kodak, Olivetti, Enron, Blockbuster, Delta Airlines, Swiss Air, Arthur Andersen, General Motors, Chrysler, Lehman Brothers, Worldcom…and many other world-known companies went busted …one of the main reasons their failure is because they failed to become ambidextrous
Research shows that ambidexterity is critical for successful strategy execution and that leads to higher performance but at the same time, it emphasizes that the tension between two distinct capabilities is a key strategic challenge.
The Innovation Frame™ is a comprehensive framework of methods, tools, and insights for practicing innovation, in any context. It is designed to function independently, but is also designed to complement the structure of the Business Model Canvas® (Osterwalder, et al).
A Look Inside the Purdue Agile Strategy LabEd Morrison
Interest in our work is growing dramatically. Why? Because more and more organizations are confronting a stark reality: the old ways of working together aren't working. At the Purdue Agile Strategy Lab we are pioneering practical solutions for complex environments.
These tools, frameworks and disciplines enable individuals, organizations and communities to confront complex challenges -- wicked problems -- with the confidence that they can generate innovative solutions. We are not fixing old problems. We are designing new systems.
Prosci Change-Enabling Systems Webinar (Jan 18 and 19, 2017). "To address today’s state of change, organizations are establishing change-enabling systems to house and grow key change capabilities. The challenge is ensuring that these systems and capabilities are effectively driving change results."
http://www.prosci.com/webinars
Running head MULTIPLE- STAKEHOLDER PROCESS To Shelf part.docxcharisellington63520
Running head: MULTIPLE- STAKEHOLDER PROCESS
To Shelf part IV
Clean shelf and the tie’s companies are two companies that have got impacted by the
campaigns of public advocacy groups. The Democratic leadership is also referred to as
participative leadership since it relies on the participation of workers. The aim of the democratic
leader is fostering worker investment in a company by investing employees in their work in the
organization. This type of leadership is important since it encourages workers to set goals that
are workable and notices what they have achieved. They develop plans for their workers to assist
them assess how they perform and push the workers to grow in their work while giving them
support in their advancements and promotions. This type of leadership is good for a leader who
wants to keep workers informed on the matter that can affect them and the leaders who need
their workers to take part in making decision and problem-solving (David, 2009).
Benefits of multi-stakeholder
The partnership does not just bring key stakeholders together so as to discuss issues of policy,
creates consensus and implements, but is assist in improving equality between players and
promotes participation and transparency (Marc & Adriana, 2014). Some of the benefits are:
It promotes equity in policy and implementation- this approach promotes participation of
every interested individual in the process in an equalized manner.
Fosters sharing of innovation and skills: bringing stakeholders who have diverse
perspectives together encourages the participants to view issues in new ways and help the
development of strategies that are new and innovative for a change.
MULTIPLE- STAKEHOLDER PROCESS 2
Promotes grassroots participation and mobilization: the simple existence promotes
participation of community and society companies in the policy debate. Also, it assists in
raising awareness of the main major actors.
Challenges
Inclusion: one of the main challenges of successful partnership is finding the right actors
and brings them to the table. As partnership experience has grown, a main lesson that has come
up is the importance of involving various stakeholders’ views. However, the identification of
important stakeholders and an important level of inclusion should derive directly from the
particular purpose and objective of the partnership.
Differentiating various types of partnership: Multi- stakeholder partnerships range
hugely in terms of functions, complexity, and scope, level of engagement, diversity, and size of
patterns. Various types of partnership get motivated by various factors, have different
governance requirements and face different operational problems. As a result, it is hard to note
and share generic lessons and good practices that apply ac.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
The document describes a comprehensive approach to developing innovative recommendations for urban sectors, that are potentially transformational. The recommendations would become a part of an Urban Planning effort.
The deck provides an integrated framework that can be used to evaluate the impact of any future technology on the Enterprise. The Enterprise is considered to be embedded in a number of layered systems. Technology impacts all layers differently. Modeling the Systems is a critical part of the impact evaluation process.
Part I - Describes where we are today and some emerging trends - conclusions! - We are deeply embedded in systems of systems, some work well while many do not, which is a deep cause for concern.
Part II – We look at the future in terms of how systems might change going forward - we could have utopia or dystopia – Do expect an increase in complexity and systems becoming messier? Will there be acceleration and shorter time-frames within which to act.
Part III - Analysis of why there is dysfunction and how we might shape the future. We look at the evolution of systems and try to understand why they became complex and dysfunctional. Why have we not been able to fix them and what design principles can we use in future design.
Part IV - This part would talk about the fact that we need these systems to work and how we can design and innovate better systems.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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).
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
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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/
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
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.