RWE npower is a UK energy company that provides electricity and gas. It encourages decision-making at all levels through an organizational culture of trust and empowerment. Jay, a young graduate engineer, was given responsibility for the Strategic Spare Parts Project to improve availability of critical spare parts. Jay had to make strategic decisions about which parts were critical, tactical decisions about implementation, and operational decisions in his day-to-day work. By delegating in this way, RWE npower utilizes all employee skills and ensures efficient, informed decision-making.
Guiding companies and organisations through the strategic management of technology within tough economic times whilst establishing a sound relationship between the business and IT.
The Future of the Channel [Global Channel Partners Summit]interlinkONE
The document discusses the life cycles of manufacturers, distributors/dealers, and markets in the print channel ecosystem and how they are impacted by changes in technology, economics, and customer needs. It presents scenarios showing how each group transitions from conventional legacy models to ones incorporating technological agility, lean manufacturing, and integrated digital solutions. The scenarios illustrate how changes in one group can trigger changes in the others as the entire print channel ecosystem evolves over time.
Channel Success: Is Your Organization Ready? [Global Channel Partners Summit]interlinkONE
The document discusses the challenges facing organizations and channel partners in today's competitive environment. It emphasizes the need to align business strategies, identify new revenue streams, and transition to new technologies. The document defines what a successful partnership entails - including trust, shared innovation, agreed upon goals, and mutual ROI. It outlines Kodak's channel vision to serve customers through strategic relationships and their objectives to maximize satisfaction, drive growth, and ensure simple execution. Finally, it discusses the top 10 "must haves" channel partners need for success, including sales capability, strategic alignment, expertise, ability to invest, and market attractiveness.
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Delivering Value Beyond Savings_Cubist PharmaceuticalsZycus
This presentation will address how Cubist Sourcing has integrated itself with its business partners, and how it measures, monitors and reports the value it delivers to the business.
Moving Beyond Labor Arbitrage in BankingEverest Group
Robert Guatelli, VP and BFSI Practice Lead at Intelenet, and Peter Bendor-Samuel, CEO at Everest, will discuss key trends in the BPO market and highlight how companies can improve value capture through an end-to-end services approach.
Founded in 1966, Groenewout provides professional consulting in Logistics and Supply Chains Management.
Our core competence has been sharpened in supply chains optimization and detailed designs of manufacturing-, distribution- and
fulfillment centers. We place a great deal of emphasis on both the identification and realization of feasible opportunities.
This annual report from MCI discusses their collaborative approach to helping clients achieve their strategic objectives through face-to-face interactions and community building. MCI focuses on understanding each client's long term goals and industry to develop tailored solutions. Examples are provided of how MCI has helped clients energize employees, grow globally, and deliver events with operational excellence. The report emphasizes MCI's commitment to innovation, sustainability, and developing talent to remain ahead of industry trends and meet evolving client needs.
Guiding companies and organisations through the strategic management of technology within tough economic times whilst establishing a sound relationship between the business and IT.
The Future of the Channel [Global Channel Partners Summit]interlinkONE
The document discusses the life cycles of manufacturers, distributors/dealers, and markets in the print channel ecosystem and how they are impacted by changes in technology, economics, and customer needs. It presents scenarios showing how each group transitions from conventional legacy models to ones incorporating technological agility, lean manufacturing, and integrated digital solutions. The scenarios illustrate how changes in one group can trigger changes in the others as the entire print channel ecosystem evolves over time.
Channel Success: Is Your Organization Ready? [Global Channel Partners Summit]interlinkONE
The document discusses the challenges facing organizations and channel partners in today's competitive environment. It emphasizes the need to align business strategies, identify new revenue streams, and transition to new technologies. The document defines what a successful partnership entails - including trust, shared innovation, agreed upon goals, and mutual ROI. It outlines Kodak's channel vision to serve customers through strategic relationships and their objectives to maximize satisfaction, drive growth, and ensure simple execution. Finally, it discusses the top 10 "must haves" channel partners need for success, including sales capability, strategic alignment, expertise, ability to invest, and market attractiveness.
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Solution
Delivering Value Beyond Savings_Cubist PharmaceuticalsZycus
This presentation will address how Cubist Sourcing has integrated itself with its business partners, and how it measures, monitors and reports the value it delivers to the business.
Moving Beyond Labor Arbitrage in BankingEverest Group
Robert Guatelli, VP and BFSI Practice Lead at Intelenet, and Peter Bendor-Samuel, CEO at Everest, will discuss key trends in the BPO market and highlight how companies can improve value capture through an end-to-end services approach.
Founded in 1966, Groenewout provides professional consulting in Logistics and Supply Chains Management.
Our core competence has been sharpened in supply chains optimization and detailed designs of manufacturing-, distribution- and
fulfillment centers. We place a great deal of emphasis on both the identification and realization of feasible opportunities.
This annual report from MCI discusses their collaborative approach to helping clients achieve their strategic objectives through face-to-face interactions and community building. MCI focuses on understanding each client's long term goals and industry to develop tailored solutions. Examples are provided of how MCI has helped clients energize employees, grow globally, and deliver events with operational excellence. The report emphasizes MCI's commitment to innovation, sustainability, and developing talent to remain ahead of industry trends and meet evolving client needs.
Climate change poses new strategic risks and opportunities for businesses. As the impacts of a changing climate challenge assumptions of global stability and infinite growth, companies must transform their business models to improve resource efficiency, reduce emissions, and meet changing social demands. This creates demand for new technologies and services that enable conservation and efficiency. Business stands to gain competitive advantages from product and service innovation that addresses sustainability challenges.
DuPont is a $30 billion science corporation that underwent $60 billion in portfolio shifts from 1997-2005. They needed an IT partner to provide flexibility during this transformation. In 1997, DuPont outsourced its IT to CSC in a $4 billion, 10-year contract. This allowed DuPont to focus on its changing business while CSC managed the IT impacts. Since then, CSC has facilitated DuPont's mergers, acquisitions, and divestitures totaling $25 billion, delivering the flexibility DuPont required during its strategic changes. The partnership has been extended due to CSC meeting DuPont's goals of reduced costs, improved services, and enabling its scientific focus.
Squaretable October 4th 2012 on sustainable materials and end productscsdbdv
The document contains an agenda for an event titled "Squaretable" taking place on October 4th 2012. The agenda lists the time, program and speakers for the event. The keynote speaker is Nestor Coronado Palma from Philips Consumer Lifestyle who will speak about "Sustainovation, closing the loop". Other scheduled presentations include an introduction from Squarewise and a talk by Roland Teixeira from GE Benelux on "Ecomagination". The agenda also includes a plenary discussion and closing remarks before a walking dinner and drinks.
Dr, Marcell Vollmer, CPO at SAP - Future trends in procurement: Procurement s...Global Business Events
The document discusses the evolution of procurement from an operational to a strategic function at SAP and the role of procurement shared services. It outlines SAP's procurement organization, including its objectives to achieve standardization, cost efficiency, compliance, and scalability through a global procurement organization. The document also examines the benefits and challenges of implementing procurement shared services, such as increased standardization and efficiency through consolidation, versus difficulties changing cultures and addressing local requirements. Finally, it presents three models for procurement shared services: local, regional, and global.
Innovation Driven Procurement (IDP) enables purchasing organisations to actively contribute to the strength of a company's innovation, an important strategic objective of many companies
Henry Simonds of Planet Positive provides sustainability consulting services to businesses. His presentation outlines why businesses should become more sustainable by addressing regulations, costs savings, reputation, and resources. He discusses sustainability measures and certifications. Case studies show how Marks & Spencer, Bowmer & Kirkland, and PWA Unlimited achieved financial benefits and carbon reductions through sustainable practices. The presentation provides guidance on measuring impacts, engaging employees, setting goals and targets, and communicating sustainability efforts.
PwC hosted a roundtable discussion on opportunities in the green economy. The document discusses defining the green economy, challenges in measurement, and implications for PwC's business lines including advisory services around sustainability strategy, reporting, and regulatory compliance. PwC aims to help clients capitalize on green opportunities and manage risks through integrated sustainability solutions while also strengthening its own sustainability practices.
Making the shift – Moving from transactional serviceFabio Aguiar
The document discusses how businesses are shifting from viewing outsourcing providers as transactional service providers to partners that can help transform entire end-to-end business processes. It argues that outsourcing providers need to move beyond simple labor arbitrage by developing expertise in specific industries and business functions. This allows them to help clients optimize processes, drive better business outcomes, and unlock 2-3 times more value than traditional cost savings approaches alone. Taking an end-to-end view of processes across functions and using insights from data analytics are presented as key to continuously improving effectiveness and efficiency.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
Brief presentation on IDP - taking Procurement to the next level by contributing to innovation. It requires a differentiated approach for the procurement business models
This presentation shows the mismatch of Procurement with innovation processes, and how to change the focus of Procurement in order to successfully contribute to innovation
So how can companies outsource its R&D (or at last a part of R&D) in order to increase flexibility and effectiveness of R&D, whilst maintaining focus and dedication to the value chain’s needs?
The document discusses different business strategies and competitive advantages. It presents a 2x2 matrix that categorizes strategies as either differentiation or cost leadership focused, and as either prospector, analyzer, defender, or reactor based on a company's emphasis on new product-market growth. It provides examples of how the scope, objectives, resource deployment, and synergies differ for low-cost defenders versus differentiated defenders and prospectors versus analyzers. Finally, it discusses applying this framework to examine the book retailing industry and questions about product adoption curves and how opportunities evolve over a product's lifecycle.
This document discusses the benefits of early procurement involvement in innovation projects. It argues that procurement can help reduce life cycle costs the most when involved from the early concept stage, not just later on. An ideal model involves procurement from the start along with supplier involvement throughout the process. However, conflicting goals between procurement and innovation teams can compromise collaboration. The document proposes an optimal collaboration model from strategy down to process to better leverage the competences of both groups for more efficient innovation and fewer issues later on.
1) Businesses are focusing on growth, innovation, customers, and managing complexity and change in global markets.
2) Integrated service management, automation, and integrated lifecycles are required to exploit opportunities from change.
3) The presentation provides guidance on transforming information into digital assets, integrating business and IT service management, optimizing resources and performance, and investing in automation and best practices to manage complexity and change.
Procurement Benchmarking Survey 2012 Main Report The Power Of Procurementalaindhoe
The findings from the survey indicate that, although most procurement functions have made significant progress in terms of creating value for their organizations, over the past few years, momentum has stagnated somewhat. In large part, this is because much of the ‘low hanging fruit’ has already been harvested in terms of cost savings, leverage and price. In order to enhance the value delivered, Procurement functions will need to stretch to identify broader opportunities and take on a more strategic role.
Integrated Customer Innovation document discusses how companies can involve customers in product design and development through co-creation. It outlines three key shifts: from institutional to customer control, from inside-out to outside-in product design, and the need for companies to adapt. Capgemini recommends a three step approach for companies to integrate customers: 1) Enable customers to co-create, 2) Check the feasibility of customer ideas, and 3) Check the profitability of customer ideas. The benefits of co-creation include tapping into customer creativity and problem solving, while challenges include finding engaged customers and preventing legal risks.
On the data interoperability issues in SCOR-based supply chainsMilan Zdravković
Zdravkovic M, Trajanovic, M., 2012, On the data interoperability issues in SCOR-based supply chains. 7th International Workshop on Enterprise Integration, Interoperability and Networking (EI2N'2012), September 12-13, 2012, Rome, Italy
Sexuality, happiness and human rights, cristian carterCRIST CARTER
This text book is in the universal mind, is about the complexity of sexuality and prejudice and ingorancia that is in relation to them, sexuality is complex and homosexuality is a normal and natural tendency for people since they are children . The evil, the unconsciousness and perversion ethical and divine, and conduct contrary to the rights and universal human values is discrimination. Everyone has the right to marry freely with anyone, both straight (the real sexual minority), bi and gay (mostly in real sexual orientation), if this is acceptable ratings. God energy, it's just kind, and flows in the dignity and equality will never discriminate arbitrarily or difference, it is the wickedness of man based on ignorance and hypocrisy.
Effective PowerPoint presentations avoid common pitfalls like reading slides verbatim or using excessive graphics and movement. Key tips include deciding the presentation goal, using a clear structure, high contrast colors, large readable fonts, concise bullet points, static meaningful graphics and charts, and practicing to feel prepared without memorizing verbatim. The goal is to have a natural conversation with the audience rather than just reading slides.
This document analyzes the concept of "European management" by examining management practices across Europe historically. It argues that prior to the 1990s, management was heavily influenced by national differences in factors like culture, laws, education systems, and markets. While some common forces like technology pushed for convergence, management remained largely determined by diverse domestic contexts. The document uses a framework to illustrate how culture, socio-political systems, economics, governance, and functions all varied substantially between European nations in the past.
Climate change poses new strategic risks and opportunities for businesses. As the impacts of a changing climate challenge assumptions of global stability and infinite growth, companies must transform their business models to improve resource efficiency, reduce emissions, and meet changing social demands. This creates demand for new technologies and services that enable conservation and efficiency. Business stands to gain competitive advantages from product and service innovation that addresses sustainability challenges.
DuPont is a $30 billion science corporation that underwent $60 billion in portfolio shifts from 1997-2005. They needed an IT partner to provide flexibility during this transformation. In 1997, DuPont outsourced its IT to CSC in a $4 billion, 10-year contract. This allowed DuPont to focus on its changing business while CSC managed the IT impacts. Since then, CSC has facilitated DuPont's mergers, acquisitions, and divestitures totaling $25 billion, delivering the flexibility DuPont required during its strategic changes. The partnership has been extended due to CSC meeting DuPont's goals of reduced costs, improved services, and enabling its scientific focus.
Squaretable October 4th 2012 on sustainable materials and end productscsdbdv
The document contains an agenda for an event titled "Squaretable" taking place on October 4th 2012. The agenda lists the time, program and speakers for the event. The keynote speaker is Nestor Coronado Palma from Philips Consumer Lifestyle who will speak about "Sustainovation, closing the loop". Other scheduled presentations include an introduction from Squarewise and a talk by Roland Teixeira from GE Benelux on "Ecomagination". The agenda also includes a plenary discussion and closing remarks before a walking dinner and drinks.
Dr, Marcell Vollmer, CPO at SAP - Future trends in procurement: Procurement s...Global Business Events
The document discusses the evolution of procurement from an operational to a strategic function at SAP and the role of procurement shared services. It outlines SAP's procurement organization, including its objectives to achieve standardization, cost efficiency, compliance, and scalability through a global procurement organization. The document also examines the benefits and challenges of implementing procurement shared services, such as increased standardization and efficiency through consolidation, versus difficulties changing cultures and addressing local requirements. Finally, it presents three models for procurement shared services: local, regional, and global.
Innovation Driven Procurement (IDP) enables purchasing organisations to actively contribute to the strength of a company's innovation, an important strategic objective of many companies
Henry Simonds of Planet Positive provides sustainability consulting services to businesses. His presentation outlines why businesses should become more sustainable by addressing regulations, costs savings, reputation, and resources. He discusses sustainability measures and certifications. Case studies show how Marks & Spencer, Bowmer & Kirkland, and PWA Unlimited achieved financial benefits and carbon reductions through sustainable practices. The presentation provides guidance on measuring impacts, engaging employees, setting goals and targets, and communicating sustainability efforts.
PwC hosted a roundtable discussion on opportunities in the green economy. The document discusses defining the green economy, challenges in measurement, and implications for PwC's business lines including advisory services around sustainability strategy, reporting, and regulatory compliance. PwC aims to help clients capitalize on green opportunities and manage risks through integrated sustainability solutions while also strengthening its own sustainability practices.
Making the shift – Moving from transactional serviceFabio Aguiar
The document discusses how businesses are shifting from viewing outsourcing providers as transactional service providers to partners that can help transform entire end-to-end business processes. It argues that outsourcing providers need to move beyond simple labor arbitrage by developing expertise in specific industries and business functions. This allows them to help clients optimize processes, drive better business outcomes, and unlock 2-3 times more value than traditional cost savings approaches alone. Taking an end-to-end view of processes across functions and using insights from data analytics are presented as key to continuously improving effectiveness and efficiency.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
Brief presentation on IDP - taking Procurement to the next level by contributing to innovation. It requires a differentiated approach for the procurement business models
This presentation shows the mismatch of Procurement with innovation processes, and how to change the focus of Procurement in order to successfully contribute to innovation
So how can companies outsource its R&D (or at last a part of R&D) in order to increase flexibility and effectiveness of R&D, whilst maintaining focus and dedication to the value chain’s needs?
The document discusses different business strategies and competitive advantages. It presents a 2x2 matrix that categorizes strategies as either differentiation or cost leadership focused, and as either prospector, analyzer, defender, or reactor based on a company's emphasis on new product-market growth. It provides examples of how the scope, objectives, resource deployment, and synergies differ for low-cost defenders versus differentiated defenders and prospectors versus analyzers. Finally, it discusses applying this framework to examine the book retailing industry and questions about product adoption curves and how opportunities evolve over a product's lifecycle.
This document discusses the benefits of early procurement involvement in innovation projects. It argues that procurement can help reduce life cycle costs the most when involved from the early concept stage, not just later on. An ideal model involves procurement from the start along with supplier involvement throughout the process. However, conflicting goals between procurement and innovation teams can compromise collaboration. The document proposes an optimal collaboration model from strategy down to process to better leverage the competences of both groups for more efficient innovation and fewer issues later on.
1) Businesses are focusing on growth, innovation, customers, and managing complexity and change in global markets.
2) Integrated service management, automation, and integrated lifecycles are required to exploit opportunities from change.
3) The presentation provides guidance on transforming information into digital assets, integrating business and IT service management, optimizing resources and performance, and investing in automation and best practices to manage complexity and change.
Procurement Benchmarking Survey 2012 Main Report The Power Of Procurementalaindhoe
The findings from the survey indicate that, although most procurement functions have made significant progress in terms of creating value for their organizations, over the past few years, momentum has stagnated somewhat. In large part, this is because much of the ‘low hanging fruit’ has already been harvested in terms of cost savings, leverage and price. In order to enhance the value delivered, Procurement functions will need to stretch to identify broader opportunities and take on a more strategic role.
Integrated Customer Innovation document discusses how companies can involve customers in product design and development through co-creation. It outlines three key shifts: from institutional to customer control, from inside-out to outside-in product design, and the need for companies to adapt. Capgemini recommends a three step approach for companies to integrate customers: 1) Enable customers to co-create, 2) Check the feasibility of customer ideas, and 3) Check the profitability of customer ideas. The benefits of co-creation include tapping into customer creativity and problem solving, while challenges include finding engaged customers and preventing legal risks.
On the data interoperability issues in SCOR-based supply chainsMilan Zdravković
Zdravkovic M, Trajanovic, M., 2012, On the data interoperability issues in SCOR-based supply chains. 7th International Workshop on Enterprise Integration, Interoperability and Networking (EI2N'2012), September 12-13, 2012, Rome, Italy
Sexuality, happiness and human rights, cristian carterCRIST CARTER
This text book is in the universal mind, is about the complexity of sexuality and prejudice and ingorancia that is in relation to them, sexuality is complex and homosexuality is a normal and natural tendency for people since they are children . The evil, the unconsciousness and perversion ethical and divine, and conduct contrary to the rights and universal human values is discrimination. Everyone has the right to marry freely with anyone, both straight (the real sexual minority), bi and gay (mostly in real sexual orientation), if this is acceptable ratings. God energy, it's just kind, and flows in the dignity and equality will never discriminate arbitrarily or difference, it is the wickedness of man based on ignorance and hypocrisy.
Effective PowerPoint presentations avoid common pitfalls like reading slides verbatim or using excessive graphics and movement. Key tips include deciding the presentation goal, using a clear structure, high contrast colors, large readable fonts, concise bullet points, static meaningful graphics and charts, and practicing to feel prepared without memorizing verbatim. The goal is to have a natural conversation with the audience rather than just reading slides.
This document analyzes the concept of "European management" by examining management practices across Europe historically. It argues that prior to the 1990s, management was heavily influenced by national differences in factors like culture, laws, education systems, and markets. While some common forces like technology pushed for convergence, management remained largely determined by diverse domestic contexts. The document uses a framework to illustrate how culture, socio-political systems, economics, governance, and functions all varied substantially between European nations in the past.
This document discusses a study that examines human resource management (HRM) practices in subsidiaries of US, Japanese, and German multinational corporations (MNCs). The study aims to disentangle the effects of country of origin, localization, and dominance on HRM practices. It reviews debates on convergence vs divergence of management practices and standardization vs localization within MNCs. The study finds that for Japanese and German subsidiaries, HRM practices converge to dominant US practices rather than reflecting country of origin or localization effects, suggesting convergence in this function despite its local nature.
The document contains summaries of presentations given by various groups on management topics. Some of the topics discussed include MBO, delegation, decision making, manpower management, decentralization, controlling, functions of management, public speaking, ethics and social responsibility. Feedback is provided on each group's presentation with comments on content, voice audibility, teamwork, and handling of questions.
1. ONGC is India's largest oil and gas company that has been actively involved in corporate social responsibility initiatives since its inception. It allocates 0.75% of annual net profits to socio-economic development programs.
2. ONGC undertakes various CSR activities at the corporate and local levels like disaster relief, education programs, healthcare, rural infrastructure development. It has also partnered with the government on initiatives like PURA to bridge the urban-rural divide.
3. ONGC received an international award for its CSR efforts in emerging economies, recognizing that such activities help companies improve relations with communities and build a sustainable brand image in the long run.
The document assigns student groups and group leaders for a presentation assignment. It provides instructions for the presentation including the time limit of 15-20 minutes, submission deadline of September 10th, report length of 20-30 pages in soft copy only, communication guidelines, evaluation criteria, and contact information for the professor. Group leaders are expected to coordinate with their groups and meet with the professor for any assistance.
The document defines habitat as the natural environment or home of an organism, population, or community. It then summarizes several key habitats found in Singapore, including primary and secondary forests, mangroves, rocky shores, and coral reefs. Primary forests have never been cut down and have a full canopy layer and diverse species. Secondary forests were previously cut but have regrown with less canopy cover. Mangroves are found in intertidal zones and have trees adapted to saline soil. Rocky shores have sedimentary boulders and pools during low tide. Coral reefs once surrounded Singapore but many have been destroyed by land reclamation.
IBM began offering complete business solutions to clients in 2003 in response to market demand. This represented a shift from IBM's previous focus on selling individual technology products. Some of the key challenges IBM faced in developing its solutions business included: defining solutions consistently, developing sales skills for complex solutions, tracking solutions sales, and managing the dual business model of selling both individual products and integrated solutions. To address these challenges, IBM took steps such as defining a formal solutions portfolio, creating dedicated solutions sales roles, establishing governance systems to develop and manage solutions, and developing rigorous processes for ongoing solutions innovation.
The document summarizes a master's thesis project conducted at Dow Benelux B.V. that aimed to develop recommendations for improving the sustainability of the company's in-house maintenance, repair, and operations (MRO) spare parts management. The project analyzed Dow Chemical's MRO strategy and performance at its Terneuzen site and proposed recommendations to make the MRO organization more business-oriented and best-in-class. The top four recommendations were to get high-level management attention and support for MRO, ensure the right knowledge and processes are in place to manage MRO, define service level agreements and key performance indicators to optimize service and costs, and adopt best practices from other industries.
Kevin chetty, product innovation and management for financial institutionsKevin Chetty
This document provides information about a two-day training workshop on product innovation and management for financial institutions to be held in Nairobi, Kenya on April 19-20, 2012. The workshop will cover topics such as conducting competitor analyses, assessing economic environments, formulating risk models, analyzing customers, and streamlining product implementation processes. The facilitator, Kevin Chetty, has extensive experience in banking, brand building, and managing divisions. Attendees will gain tools to help revolutionize their businesses and products. The event will use presentations, case studies, and exercises to provide practical, actionable learning.
Invensys is a technology company that develops solutions to help customers in various industries improve efficiency and reduce environmental impact. Their strategy focuses on being a thought leader, technology leader, achieving higher margins through growth markets, and being global, diverse, and agile. Their solutions are used in over 200,000 plants across 180 countries, enabling 20% of electricity generation, 36% of nuclear energy, 17% of oil refining, and more.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
Our rigorous cost management and procurement advice spans the property lifecycle delivering control and value through business planning, project delivery and post occupation activities. We focus on delivering value through intelligent capital planning, robust procurement, accurate reporting and controlled contract management of vendors. Our cost management services help clients make informed decisions, reduce costs, manage risk, gain budget confidence and improve cashflow.
- Wipro helps customers innovate to differentiate themselves and address challenges like talent shortages, rising costs, and regulatory changes.
- Wipro has helped customers create innovative solutions like the world's smallest dishwasher and tools to reduce energy footprint and costs.
- Wipro promotes business agility for customers through variabilization, enabling flexible scaling of IT resources on demand through cloud computing and pay-per-use models. This allows customers to optimize costs and drive efficiency.
Prevas is a Nordic leader in embedded systems, industrial IT, and management consulting with 600 employees across Sweden, Norway, Denmark, and India. They help customers innovate and grow through embedded software and electronics development, manufacturing IT solutions, and strategic consulting. Prevas focuses on areas like embedded systems and manufacturing IT where they have developed centers of excellence in order to provide specialized expertise to customers.
Newport Consulting Group is an independent consulting firm founded in 1995 that delivers strategy, operations, risk, and technology services through experienced professionals. The document discusses Newport's services in corporate sustainability, enterprise performance management, pathway innovation, and governance, risk, and compliance. It provides an overview of their approach and frameworks in these areas to create value for clients.
Delivering business transformation - An introduction to PA Consulting GroupMatthew Webb
PA Consulting Group designs and delivers significant change for major organisations around the world.
We have delivered online banking systems, revolutionised energy markets, helped prepare companies for stock exchange launch, developed innovative new crime-busting technology, transformed manufacturing operations, streamlined customer services, and supported the delivery of multi-billion-dollar defence projects. Our contribution often breaks new ground, and we have won many awards for our work. We are a global firm, working from Washington to Copenhagen, Sydney to Baku, and all points in-between.
Fusion Design Associates is a building services consulting firm that provides mechanical and electrical design, energy and utility management, and sustainability services. They offer a range of services including full M&E design, lighting design, project management, energy assessments, and more. They work on various project types including commercial, retail, leisure, residential, education, health, and industrial. Their goal is to deliver practical yet innovative engineering solutions to help clients realize their visions.
Improving plant performance through Operational Excellence. The glass manufacturing industry faces major challenges including declining growth and demand, competitive pricing pressures, high fuel and labor costs, and the need for consistency in product and production. Operational excellence approaches can help glass manufacturers increase profits by reducing costs, improving quality and productivity, and optimizing operations. Mattcons consultants use strategies like lean manufacturing, total productive maintenance, and supply chain management to achieve operational improvements such as reduced manufacturing costs, improved equipment uptime, lower inventories, and reduced energy usage for clients in the glass industry.
Accenture is a global management consulting firm that helps clients improve performance. It provides services across various industries and business functions using insights from successful companies. With over 16,000 consultants worldwide, Accenture aims to help clients achieve high performance and sustainable value through a unique partnering approach tailored to each client's needs and context.
The document discusses best practices and challenges for project management in consulting engagements. It provides five key takeaways: 1) Identify the business impact and value of the project. 2) Focus on providing a positive client experience. 3) Assemble a skilled project team passionate about the goals. 4) Manage stakeholder expectations and change. 5) Leverage existing tools and methodologies, but also improve and incorporate lessons learned.
The document discusses best practices and challenges for project management in consulting engagements. It provides five key takeaways: 1) Identify the business impact and value of the project. 2) Focus on providing a positive client experience. 3) Assemble a skilled project team committed to goals. 4) Manage stakeholder expectations and change. 5) Continuously improve processes by leveraging lessons learned.
Idea management is an important part of management in the 21st. century. Watch this presentation to see how you can enhance your competitveness by implementing idea managment and how Ideas2benefit software can support your business.
International Human Resource Management involves coordinating HR functions across country operations and types of employees. Key challenges include high expat failure rates, developing talent for global roles, and addressing cultural and regulatory differences between locations. Effective IHRM requires considering stakeholder interests, strategic business needs, and societal factors in each country when making HR policy choices.
The document appears to be a list of students with their roll numbers, names, fathers' names, and scores on an hourly test. It includes the roll numbers, names of over 60 students, their fathers' names, and their test scores which range from 3.5 to 16 out of 16.
This document summarizes a research paper that examines human resource management (HRM) practices in subsidiaries of US, Japanese, and German multinational corporations. The paper aims to test the extent that HRM practices are influenced by the country of origin, localization effects of the host country, or dominance effects of perceived best practices. The researchers analyzed HRM practices in headquarters and subsidiaries across the US, Japan, and Germany to disentangle the influences of country of origin, localization, and dominance effects. They found dominance effects were most important for Japanese and German subsidiaries, whose practices converged to US practices. For US subsidiaries, localization effects were more significant. This suggests even localized functions like HRM show signs of convergence
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Planning is the process managers use to identify goals and courses of action for an organization. It determines the strategy and effectiveness of the organization. Planning controls the future by identifying what people want to happen and what must be done to make it happen. A framework for planning involves defining the present situation, establishing goals and objectives, analyzing aids and barriers, developing action plans, budgets, implementation, and control. Contingency plans provide alternatives if original plans cannot be implemented. Operating plans, policies, procedures, and rules convert strategic plans into action through organizational efficiency and accomplishing strategic goals.
Management involves planning, organizing, staffing, directing, and controlling resources to achieve objectives. The key functions of management are planning, organizing, staffing, controlling, and directing. While administration determines policies and objectives, management executes policies and programs to coordinate activities and derive strength from administration. Management is essential for group goals to be achieved efficiently utilizing resources and establishing a sound organization.
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1. www.thetimes100.co.uk
Developing people through
decision-making
Introduction CURRICULUM TOPICS
• Decision making
• Types of decisions
RWE npower is a leading energy company in the UK. It is part of the German-owned RWE, • Values
one of Europe's leading utilities. Part of RWE's strategy is to deliver cleaner, affordable, secure • Organisational structure
energy supplies for the UK while improving profitability.
GLOSSARY
RWE npower has over 11,000 employees across 60 sites in the UK. It provides more than Profitability: money which is
10% of all electricity in England and Wales. In the UK, RWE npower provides electricity and earned in trade or business,
especially after paying the costs of
gas services to both B2C (business-to-consumer) and B2B (business-to-business) markets
producing and selling goods and
through its retail brand, npower. In 2007, npower supplied over six million residential services.
consumers and 400,000 business customers. Business customers included large corporations B2C market: where businesses
such as BT, Ford and Wembley Stadium. Service organisations, such as schools and hospitals, sell goods and services to private
consumers.
also rely on npower. The UK energy market is highly competitive. Both private and business
B2B market: business to
customers can choose from several suppliers to get the best service and price. business markets, also known as
industrial or organisational
RWE npower relies on its engineers taking appropriate and timely decisions at all levels. The markets. In these markets, firms
supply not the general public but
company encourages all employees to become involved in decision-making. An example of other firms e.g. with raw materials,
this is the ‘Strategic Spare Parts Project’. The project was initially set up by RWE npower’s manufactured components.
parent company RWE, as a strategy to minimise the risk of supply failure. npower Cogen, one Lean production: an approach
to production that seeks to
part of RWE npower’s business, is responsible for implementing this strategy in the UK.
minimise waste and inefficiency.
npower Cogen generates combined heat and power for large organisations like oil refineries
and chemical plants. The project aims to improve availability of vital spare parts for
equipment to reduce plant availability costs. This project illustrates the concept of lean
production, which uses resources more efficiently to lower costs and improve service.
This case study explores the way in which RWE npower delegates responsibility to extend the
capabilities of its employees. Jay, a young graduate engineer, has been at RWE npower a
relatively short time. He is responsible for the decisions that will achieve the required Strategic
Spare Parts Project targets. As a mechanical engineering graduate, he has been involved in
many different areas of work, ranging from preparing tenders and contract management to
hands-on work activities that include routine maintenance, plant inspections, overhauls and
improvements. In his words, ‘Working at RWE npower as an engineer is very different to the
usual view of workmen in overalls. Engineers at RWE npower can be involved in anything from
new build projects or existing plant site activities to office based work and/or projects.’
The decision-making process
Businesses need to make decisions for different reasons:
To create To choose To find
an opportunity which direction different ways
or solve a the business of doing things
problem will take (innovation)
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2. All decisions have some degree of risk involved. For example, choosing the colour of paint
for the office walls carries much less risk (and cost) than choosing the site of a new office.
Decisions may be strategic, tactical or operational. These relate to levels in the organisation.
www.thetimes100.co.uk
Strategic
GLOSSARY Tactical
Hierarchical structure:
structure that has a number of
levels and a chain of command Operational
by which decisions are made.
Strategy: long-term business
plan of an organisation, giving a
business a general direction.
An organisation’s structure affects how and where decisions are made. In large organisations, a
traditional hierarchical structure is typical. Authority for decision-making is concentrated at the
Tactical decision: decisions
based upon strategic policy higher levels among few staff. Each level of management possesses different levels of authority -
decisions, affecting shorter-term directors decide strategy; managers decide how to achieve the strategy, i.e. make tactical
issues within the organisation.
decisions; employees carry out instructions. A matrix structure, using people with different
Matrix structure: An
organisational structure involving
skills and abilities in project-based teams, allows more freedom and speed of decision-making.
more than one line of
communication, often operated RWE npower’s corporate values link the way it carries out its business to its strategic objectives:
with employees working in teams.
Values: what a company stands
for.
Trust
Forward
Thinking Reliability
Performance Customer
Focus
Its culture of trust in its people and its emphasis on forward-thinking allow RWE npower to
delegate decision-making to all levels through the organisation. This means that young,
developing staff are encouraged to use their talents and abilities to deliver the desired
performance and customer focus. This benefits RWE npower as it utilises all employees in both
decision-making and how the business operates. Each decision relates to business objectives.
RWE npower’s objectives focus on reliability and consistency of energy supply. If industrial
customers requiring combined heat and power (CHP) to meet their process demands lose supply,
production may be affected. Spare parts are vital to sustain energy supply. npower Cogen
maintains a stock of spare parts. The questions needing to be asked were: are they the correct
spares when considered against availability loss? When considering the cost of spare holdings, is
the value of stock right?
Jay needed to make decisions based on an assessment of the risks linked to making changes
or not doing anything at all. He had to evaluate which Cogen spare parts were ‘critical’ and
what was the best way of managing the supply of these.
Jay’s work involved:
• looking at the range of Cogen parts kept in stock
• assessing the costs of maintaining and re-ordering this stock
• comparing these costs to the costs of breakdown and loss of supply.
The project required him to use a wide range of skills including gathering and analysing data,
listening to stakeholders, managing his and other people’s time and budgets, and
communicating with engineers and senior managers in preparing and presenting his findings.
ACTIVITY: In pairs, consider the advantages for npower in delegating decision-making.
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3. Strategic decisions
Strategic decisions are those which affect the long term performance of the business and
which relate directly to its aims and objectives. They are usually taken at the highest levels of
management and carry higher levels of risk. However, effective strategic decisions bring high www.thetimes100.co.uk
levels of reward.
The strategic decision to undertake the ‘Strategic Spare Parts Project’ was taken by directors
at the highest level in RWE npower in order to support its objective of reliable supply. The GLOSSARY
expected rewards from the project were fewer availability losses leading to reduced costs Availability losses: times when
the plant is unable to generate
and improved customer satisfaction. energy.
Competencies: areas of activity
The decision to give this project to Jay to project manage illustrates the way that RWE npower‘s in which a firm is particularly
culture supports the delegation of decision-making powers to staff at all levels, using their known strong, e.g. research and
development, product innovation.
skills and competencies. Jay is a graduate engineer and has worked with Engineering and
Maintenance staff across RWE npower's portfolio. This experience meant he understood how
equipment and the work of other engineers helped operations. He communicated with relevant
staff, using his knowledge and experience, and obtained the necessary information to assess the
project. A wide range of staff were involved in the project:
• Jay consulted with the Senior Asset Manager and his team to obtain financial data relating to
insurance costs should they fail to meet their contractual obligations.
• Site Managers and engineers gave information on what spares were stored on different sites
and at what cost. They also shared the availability losses arising from past problems with not
having necessary spares.
• The Operations Procurement Manager negotiated the most cost effective deal for the
company.
• Jay found that for 75% of spare parts, there was sufficiently low risk to allow time for
normal ordering, purchase and installation and that 25% of spare parts were essential for
effective energy supply.
Jay concluded that the majority of spares for npower Cogen could be sourced as and when
needed without greatly affecting the power supply. However, if the essential spares were not
available, heat and power supplies could be affected for a long period of time. These items
were confirmed as ‘critical’.
With this information, Jay concluded that it was possible to find an alternative way of
managing the spares process and make improvements. He went on to investigate the best
ways to achieve these improvements.
Tactical decisions
Tactical decisions are medium term decisions. Whereas a misguided strategy could take a
business in entirely the wrong direction and lead to failure, a misguided tactic would have a
more limited impact. Strategies are usually in place for a long period of time; tactics tend to
be more changeable.
The leaders of the Spares project created a strategy for managing spares, based on
categorising parts into ‘critical’ and ‘non critical’. Within the strategy, various tactics were
designed to implement it. The key tactic for this project was for Jay to consult with and involve
staff at a number of levels. By getting first hand data, outcomes become more predictable.
If a tactic fails to achieve outcomes it can be adjusted or changed. Jay was trusted, given
responsibility, but he was also accountable. He needed to present a convincing case that a
new system was good business sense. Jay’s tactical decisions included choosing:
• which employees to consult with – the managers of each area, the people carrying out the job
• what channels of communication to use – group discussions, one-to-one meetings
• how much time to spend on each aspect
• what levels of improved reliability and therefore availability or reduced downtime for
equipment will show that the investment was worthwhile.
Jay’s findings will eventually be reported to directors. They have the final decision on whether
high levels of investment in the project are worth the cost. This decision will seek to balance
the risks with the costs of a significant investment in the strategy.
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