The document summarizes the key findings of a research study conducted by the Construction Industry Institute (CII) and Continuum Advisory Group on the relationship between corporate engineering, construction, and facilities (E/C/F) teams and their internal business clients. The study found that E/C/F teams operate at varying levels of maturity, from reactive "order takers" to innovative strategic partners. While some E/C/F teams are gaining a more strategic role, others are moving in the opposite direction due to cost pressures. The study identified strategies used by high-performing E/C/F teams to position themselves as strategic advisors, such as understanding client needs, driving innovation, and linking their work to key
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
Quiz 7QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
This document provides answers to questions about conducting external analyses for strategic planning purposes. It discusses:
1) How to conduct an external audit with four basic steps: selecting key variables, sources of information, forecasting tools, and constructing an EFE matrix.
2) Recent economic, social, political, or technological trends that significantly affect financial institutions, such as interest rates, smoking ordinances, and internet usage.
3) That major opportunities and threats usually stem from interactions among multiple external factors rather than single events.
Analytics is the use of data, information technology, statistical analysis, and quantitative methods to help managers gain insights and make better decisions. It involves descriptive analytics which summarize past data, predictive analytics which analyze past data to understand the future, and prescriptive analytics which use optimization techniques to advise on possible outcomes and recommendations. Business analytics is a subset of data analytics that supports business decision making and performance through sequential application of these major analytic components.
This document summarizes a presentation on shareholder value creation in a hesitant economy. It includes:
1) An agenda covering introduction, market expectations and equity prices, organic growth in a hesitant economy, and creating value through M&A.
2) Data showing the financial sector outperformed other sectors of the ASX300 since the global financial crisis.
3) Arguments that companies should pursue growth during an economic slowdown instead of cutting costs, and that "good" growth focused on the core business can create shareholder value.
This document discusses the need for organizations to reinvent their management models for the 2020s and beyond. It argues that while business models have changed due to new technologies and customer demands, organizational models have not fundamentally changed since the 1990s. The COVID-19 crisis both exposed weaknesses in current models but also showed that organizations can overcome bureaucracy with urgency. The document proposes 10 "ground rules" for reinventing management, such as aligning around a clear purpose and definition of winning, focusing resources on top priorities, eliminating matrix structures, and making customer value the core operating principle.
A framework is proposed to help executives develop effective corporate strategies for delivering outstanding value to customers despite limited resources. The framework involves mapping stakeholders' needs and available resources, developing business models, ensuring mutually beneficial exchanges, focusing on critical mass and network effects, and aligning vision with market opportunities.
The document discusses several papers on technology roadmapping and roadmapping implementation. It summarizes key sections from each paper, including objectives and measures for success in different stages of technology roadmap implementation. It also discusses interaction among different groups in the roadmapping process, dynamics of roadmap implementation, and factors important for roadmapping success like involvement of multiple groups and ensuring roadmaps address business needs.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
Quiz 7QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
This document provides answers to questions about conducting external analyses for strategic planning purposes. It discusses:
1) How to conduct an external audit with four basic steps: selecting key variables, sources of information, forecasting tools, and constructing an EFE matrix.
2) Recent economic, social, political, or technological trends that significantly affect financial institutions, such as interest rates, smoking ordinances, and internet usage.
3) That major opportunities and threats usually stem from interactions among multiple external factors rather than single events.
Analytics is the use of data, information technology, statistical analysis, and quantitative methods to help managers gain insights and make better decisions. It involves descriptive analytics which summarize past data, predictive analytics which analyze past data to understand the future, and prescriptive analytics which use optimization techniques to advise on possible outcomes and recommendations. Business analytics is a subset of data analytics that supports business decision making and performance through sequential application of these major analytic components.
This document summarizes a presentation on shareholder value creation in a hesitant economy. It includes:
1) An agenda covering introduction, market expectations and equity prices, organic growth in a hesitant economy, and creating value through M&A.
2) Data showing the financial sector outperformed other sectors of the ASX300 since the global financial crisis.
3) Arguments that companies should pursue growth during an economic slowdown instead of cutting costs, and that "good" growth focused on the core business can create shareholder value.
This document discusses the need for organizations to reinvent their management models for the 2020s and beyond. It argues that while business models have changed due to new technologies and customer demands, organizational models have not fundamentally changed since the 1990s. The COVID-19 crisis both exposed weaknesses in current models but also showed that organizations can overcome bureaucracy with urgency. The document proposes 10 "ground rules" for reinventing management, such as aligning around a clear purpose and definition of winning, focusing resources on top priorities, eliminating matrix structures, and making customer value the core operating principle.
A framework is proposed to help executives develop effective corporate strategies for delivering outstanding value to customers despite limited resources. The framework involves mapping stakeholders' needs and available resources, developing business models, ensuring mutually beneficial exchanges, focusing on critical mass and network effects, and aligning vision with market opportunities.
The document discusses several papers on technology roadmapping and roadmapping implementation. It summarizes key sections from each paper, including objectives and measures for success in different stages of technology roadmap implementation. It also discusses interaction among different groups in the roadmapping process, dynamics of roadmap implementation, and factors important for roadmapping success like involvement of multiple groups and ensuring roadmaps address business needs.
An Analytic Network Process Modeling to Assess Technological Innovation Capab...drboon
To handle swift changes in global environment, Technological Innovation Capabilities (TICs) is one crucial and unique strategy to increase firms’ competitiveness. This research proposed a systematic framework of TICs assessment by employing Analytic Network Process (ANP) method for solving the complicate decision-making and assessing the interrelationship among various evaluation factors, whereas the relative important weight data were provided by industrial experts based on pair-wise comparison. With the novel TIC assessment model, high-level managers could easily gain management information to rationalizes the decision-making process based on the most important criteria which affect the firms’ competitive advantages and the highest priority factors which were needed to be handled. The last section also displayed the application of TICs assessment on three Thai automotive parts firms, as case study.
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
This document summarizes literature on critical success factors for implementing enterprise systems in higher education. It finds that while many studies have identified success factors for commercial sectors, the unique characteristics of higher education including decentralized structures, non-uniform cultures, and focus on teaching and research rather than business processes, suggest a more specialized set of factors may apply. The document reviews literature on challenges implementing enterprise systems in higher education due to misalignment with academic culture. It then presents a case study of a large Australian university to determine which proposed critical success factors are most relevant for successful enterprise system deployment in higher education.
Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today,
we work closely with clients to embrace a
transformational approach aimed at benefiting all
stakeholders—empowering organizations to grow,
build sustainable competitive advantage, and
drive positive societal impact.
Our diverse, global teams bring deep industry and
functional expertise and a range of perspectives
that question the status quo and spark change.
BCG delivers solutions through leading-edge
management consulting, technology and design,
and corporate and digital ventures. We work in a
uniquely collaborative model across the firm and
throughout all levels of the client organization,
fueled by the goal of helping our clients thrive and
enabling them to make the world a better place.
Inter-firm alliances have been regarded as an effective mechanism for acquiring specialized complementary assets and achieving synergies. Although previous literatures have provided important insights on inter-firm technology alliances, few scholars have paid attention to the impact of types of R&D alliances, business similarity and relative size on the value creation for focal firms. Taking the listed firms involved in technological alliances in China’s IT industry as the sample, the article empirically investigated the impact of technological alliance announcements, and characteristics inter-firm technological alliances on the abnormal returns for focal firms is empirically discussed. The results show that technological alliance announcements may increase the abnormal returns for focal firms, and technological alliance announcements by relatively smaller firms can significantly increase their abnormal returns. While the declaration of the technological alliances of firms in similar industries have a significant impact on abnormal returns, while the declaration of dissimilar firms has an insignificant impact on abnormal returns.
The document discusses a study that examines the effects of intellectual capital on company performance in the healthcare industry. It aims to analyze how human capital, customer capital, innovative capital, and process capital (the inputs) impact maintainable customer relationships and human value added resources (the processes), which then influence corporate performance (the output).
The study develops six hypotheses about these relationships based on prior literature. It then tests the hypotheses on a sample of 56 healthcare companies using structural equation modeling. The results support most of the hypotheses, finding that innovative capital and efficient processes positively impact customer relationships and human resources, which then have indirect positive effects on performance. Maintainable customer relationships were found to have little direct impact on performance.
The VST methodology is a system developed by Alliance Best Practice to increase alliance sales. It stands for Vision, Skills, and Trust - the three critical components of successful alliances. Companies that use the VST model typically see alliance sales increase 250-650% within 12 months. The document outlines the VST model and components, compares it to case studies that achieved high commercial returns, and makes recommendations to adopt the VST approach more widely.
Mtm4 white paper industry analysis (featuring the 5 forces)IntelCollab.com
This document provides an overview of Michael Porter's five forces industry analysis framework. It describes the five competitive forces that shape industry competition and profitability - threat of new entrants, threat of substitutes, bargaining power of suppliers, bargaining power of buyers, and competitive rivalry. The document outlines how to apply the five forces analysis to understand an industry's structure and attractiveness. Analysts are advised to define the industry properly, assess each force individually, and consider the aggregate impact to determine profitability.
This document summarizes a conference on corporate social responsibility (CSR) and its challenges for human resources (HR). The conference was held in Brussels on October 22, 2013 and featured a presentation by Stefan Crets from CSR Europe. Crets discussed definitions of CSR and how it involves integrating social, environmental and ethical concerns into business operations and strategy through close collaboration with stakeholders. CSR Europe's Enterprise 2020 initiative was also summarized, which includes nine campaign projects in areas like sustainable cities, skills for jobs, and inclusion. One project focuses on rethinking careers to integrate longer working lives into all HR processes. The document provides details on CSR Europe's assessment and benchmarking tools to help companies evaluate their CSR and HR practices.
The document proposes a process for integrating scenario planning and roadmapping to develop technology strategies, involving defining multiple future scenarios, formulating visions for a company's position in each scenario, synthesizing the visions into a common vision, and using this to structure a participatory technology roadmapping exercise to identify robust strategy options. The process is intended to bridge the flexibility of multiple scenario visions with the action orientation of roadmapping.
This document discusses a study analyzing the relationship between intellectual capital and corporate performance in 35 technology and manufacturing companies in Bangladesh. It measures variables like return on assets, asset turnover, market-to-book value, value added intellectual coefficient, human capital efficiency, structural capital efficiency, and capital employed efficiency. Descriptive statistics and correlation analyses are presented. Linear regression models find no significant relationships between intellectual capital metrics and measures of market valuation, profitability, and productivity. The conclusion states that measuring intangible assets like intellectual capital is difficult and highlights challenges in applying theoretical models in reality.
Best Practices for Developing World-Class Engineering TalentBest Practices
The document summarizes a study conducted by Best Practices, LLC on engineering talent development programs. It provides an overview of the study methodology, key findings on topics like investment levels, types of training programs offered, and effectiveness of different approaches. It also outlines best practices identified, such as aligning training with business objectives and structuring programs effectively. The document is copyrighted by Best Practices, LLC and outlines allowed usage and distribution terms.
This document provides an overview of an introductory workshop on suppliers and partners as it relates to organizational excellence. The workshop will teach participants about best practices for managing suppliers and partners and have participants self-assess their organization's performance in these areas in order to develop an improvement plan. The document outlines the agenda and materials that will be used in the workshop, including frameworks, case studies, exercises and assessments.
Issue analysis aids strategic intelligence efforts by helping companies anticipate changes in their external environments and shape public policy. It involves identifying issues, analyzing them based on factors like impact and probability, and selecting issues for action. Key steps are issue identification through methods like media scanning, assessment using matrices to evaluate impact and probability, and selecting a response strategy like altering behavior, contesting the issue, or ignoring it. Issue analysis supports decision-making by prioritizing issues and recommending where to focus resources.
Supply chain risks mitigation 080515 ahmed aliyu_lawalAliyu Ahmed
This document discusses how collaboration can be used as a tool to mitigate supply chain risks. It outlines challenges in today's supply chains such as faster growth and globalization. Surveys show that most companies experience supply chain disruptions that result in high costs. The document advocates for collaboration between supply chain partners based on the resource-based view theory. It provides examples of how information sharing and strategic partnerships can help companies establish mutually beneficial goals and drive performance. The benefits of collaboration include risk mitigation while the risks include potential competitive behaviors if not managed properly. Overall, the document argues that collaboration is an important strategy for companies to configure resources and build resilience against supply chain disruptions.
The Impact of Recruiting and Hiring on Order Management and Delivery Performa...Randstad USA
Today’s manufacturing and logistics operations are at the center of rapidly evolving industry
trends that impact operational efficiency and influence customer retention. In particular, the
intricacies of inventory management and order fulfillment have escalated as both order and
distribution channels proliferate and customers demand faster and less expensive delivery options.
How SASB Can Help Companies Manage the Sustainability Factors that Impact ValueSustainable Brands
How SASB Can Help Companies Manage the Sustainability Factors that Impact Value
How SASB Can Help Companies Manage the Sustainability Factors that Impact Value
The document discusses a research project on the relationship between corporate environmental governance and strategy, and stock price growth. It summarizes the research objective to determine if high/low stock price growth can be correlated to high/low levels of environmental governance and strategy. It outlines the research methods, targeted industries, early findings from surveys, and frameworks for sustainability strategy and risk.
This document summarizes IBM's transformation from struggling hardware seller to successful solutions provider through dynamic capabilities. It discusses how IBM sensed changes in the market and seized opportunities by reconfiguring assets under CEOs Lou Gerstner and Sam Palmisano. Processes like deep dives and strategic forums involving 25,000 executives helped identify new areas like life sciences while exploiting mature markets like mainframes. The document contrasts theories of strategy and competitive advantage with dynamic capabilities, which help firms develop new competencies to succeed in both new and existing businesses amid complex, fast-changing competition.
The SSI has a vision of a shipping industry that is both profitable and sustainable by 2040.
Financing Sustainable Shipping is one of four action plans to kick-start the implementation of our Vision for 2040. This programme will run from April 2012 - September 2013.
www.forumforthefuture.org/ssi
The document analyzes technology roadmapping (TRM) research publications from 1987 to 2010 using bibliometric techniques. It finds that the number of publications has grown significantly over time, with most papers published in journals and by universities and research organizations. The top countries publishing on TRM are the US, UK, and Taiwan. Keywords analyzed include technology roadmaps, innovation, and strategy. The study maps the conceptual relationships and collaboration networks in the TRM field.
Among the affiliates of the British Hospitality Association is The Restaurant Association. This happens to be the key trade association fighting for the rights of hotel, restaurant and catering industry. The membership of The Restaurant Association is chains of restaurants, groups of restaurants as well as the leading independent restaurants within the United Kingdom.
An Analytic Network Process Modeling to Assess Technological Innovation Capab...drboon
To handle swift changes in global environment, Technological Innovation Capabilities (TICs) is one crucial and unique strategy to increase firms’ competitiveness. This research proposed a systematic framework of TICs assessment by employing Analytic Network Process (ANP) method for solving the complicate decision-making and assessing the interrelationship among various evaluation factors, whereas the relative important weight data were provided by industrial experts based on pair-wise comparison. With the novel TIC assessment model, high-level managers could easily gain management information to rationalizes the decision-making process based on the most important criteria which affect the firms’ competitive advantages and the highest priority factors which were needed to be handled. The last section also displayed the application of TICs assessment on three Thai automotive parts firms, as case study.
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
This document summarizes literature on critical success factors for implementing enterprise systems in higher education. It finds that while many studies have identified success factors for commercial sectors, the unique characteristics of higher education including decentralized structures, non-uniform cultures, and focus on teaching and research rather than business processes, suggest a more specialized set of factors may apply. The document reviews literature on challenges implementing enterprise systems in higher education due to misalignment with academic culture. It then presents a case study of a large Australian university to determine which proposed critical success factors are most relevant for successful enterprise system deployment in higher education.
Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today,
we work closely with clients to embrace a
transformational approach aimed at benefiting all
stakeholders—empowering organizations to grow,
build sustainable competitive advantage, and
drive positive societal impact.
Our diverse, global teams bring deep industry and
functional expertise and a range of perspectives
that question the status quo and spark change.
BCG delivers solutions through leading-edge
management consulting, technology and design,
and corporate and digital ventures. We work in a
uniquely collaborative model across the firm and
throughout all levels of the client organization,
fueled by the goal of helping our clients thrive and
enabling them to make the world a better place.
Inter-firm alliances have been regarded as an effective mechanism for acquiring specialized complementary assets and achieving synergies. Although previous literatures have provided important insights on inter-firm technology alliances, few scholars have paid attention to the impact of types of R&D alliances, business similarity and relative size on the value creation for focal firms. Taking the listed firms involved in technological alliances in China’s IT industry as the sample, the article empirically investigated the impact of technological alliance announcements, and characteristics inter-firm technological alliances on the abnormal returns for focal firms is empirically discussed. The results show that technological alliance announcements may increase the abnormal returns for focal firms, and technological alliance announcements by relatively smaller firms can significantly increase their abnormal returns. While the declaration of the technological alliances of firms in similar industries have a significant impact on abnormal returns, while the declaration of dissimilar firms has an insignificant impact on abnormal returns.
The document discusses a study that examines the effects of intellectual capital on company performance in the healthcare industry. It aims to analyze how human capital, customer capital, innovative capital, and process capital (the inputs) impact maintainable customer relationships and human value added resources (the processes), which then influence corporate performance (the output).
The study develops six hypotheses about these relationships based on prior literature. It then tests the hypotheses on a sample of 56 healthcare companies using structural equation modeling. The results support most of the hypotheses, finding that innovative capital and efficient processes positively impact customer relationships and human resources, which then have indirect positive effects on performance. Maintainable customer relationships were found to have little direct impact on performance.
The VST methodology is a system developed by Alliance Best Practice to increase alliance sales. It stands for Vision, Skills, and Trust - the three critical components of successful alliances. Companies that use the VST model typically see alliance sales increase 250-650% within 12 months. The document outlines the VST model and components, compares it to case studies that achieved high commercial returns, and makes recommendations to adopt the VST approach more widely.
Mtm4 white paper industry analysis (featuring the 5 forces)IntelCollab.com
This document provides an overview of Michael Porter's five forces industry analysis framework. It describes the five competitive forces that shape industry competition and profitability - threat of new entrants, threat of substitutes, bargaining power of suppliers, bargaining power of buyers, and competitive rivalry. The document outlines how to apply the five forces analysis to understand an industry's structure and attractiveness. Analysts are advised to define the industry properly, assess each force individually, and consider the aggregate impact to determine profitability.
This document summarizes a conference on corporate social responsibility (CSR) and its challenges for human resources (HR). The conference was held in Brussels on October 22, 2013 and featured a presentation by Stefan Crets from CSR Europe. Crets discussed definitions of CSR and how it involves integrating social, environmental and ethical concerns into business operations and strategy through close collaboration with stakeholders. CSR Europe's Enterprise 2020 initiative was also summarized, which includes nine campaign projects in areas like sustainable cities, skills for jobs, and inclusion. One project focuses on rethinking careers to integrate longer working lives into all HR processes. The document provides details on CSR Europe's assessment and benchmarking tools to help companies evaluate their CSR and HR practices.
The document proposes a process for integrating scenario planning and roadmapping to develop technology strategies, involving defining multiple future scenarios, formulating visions for a company's position in each scenario, synthesizing the visions into a common vision, and using this to structure a participatory technology roadmapping exercise to identify robust strategy options. The process is intended to bridge the flexibility of multiple scenario visions with the action orientation of roadmapping.
This document discusses a study analyzing the relationship between intellectual capital and corporate performance in 35 technology and manufacturing companies in Bangladesh. It measures variables like return on assets, asset turnover, market-to-book value, value added intellectual coefficient, human capital efficiency, structural capital efficiency, and capital employed efficiency. Descriptive statistics and correlation analyses are presented. Linear regression models find no significant relationships between intellectual capital metrics and measures of market valuation, profitability, and productivity. The conclusion states that measuring intangible assets like intellectual capital is difficult and highlights challenges in applying theoretical models in reality.
Best Practices for Developing World-Class Engineering TalentBest Practices
The document summarizes a study conducted by Best Practices, LLC on engineering talent development programs. It provides an overview of the study methodology, key findings on topics like investment levels, types of training programs offered, and effectiveness of different approaches. It also outlines best practices identified, such as aligning training with business objectives and structuring programs effectively. The document is copyrighted by Best Practices, LLC and outlines allowed usage and distribution terms.
This document provides an overview of an introductory workshop on suppliers and partners as it relates to organizational excellence. The workshop will teach participants about best practices for managing suppliers and partners and have participants self-assess their organization's performance in these areas in order to develop an improvement plan. The document outlines the agenda and materials that will be used in the workshop, including frameworks, case studies, exercises and assessments.
Issue analysis aids strategic intelligence efforts by helping companies anticipate changes in their external environments and shape public policy. It involves identifying issues, analyzing them based on factors like impact and probability, and selecting issues for action. Key steps are issue identification through methods like media scanning, assessment using matrices to evaluate impact and probability, and selecting a response strategy like altering behavior, contesting the issue, or ignoring it. Issue analysis supports decision-making by prioritizing issues and recommending where to focus resources.
Supply chain risks mitigation 080515 ahmed aliyu_lawalAliyu Ahmed
This document discusses how collaboration can be used as a tool to mitigate supply chain risks. It outlines challenges in today's supply chains such as faster growth and globalization. Surveys show that most companies experience supply chain disruptions that result in high costs. The document advocates for collaboration between supply chain partners based on the resource-based view theory. It provides examples of how information sharing and strategic partnerships can help companies establish mutually beneficial goals and drive performance. The benefits of collaboration include risk mitigation while the risks include potential competitive behaviors if not managed properly. Overall, the document argues that collaboration is an important strategy for companies to configure resources and build resilience against supply chain disruptions.
The Impact of Recruiting and Hiring on Order Management and Delivery Performa...Randstad USA
Today’s manufacturing and logistics operations are at the center of rapidly evolving industry
trends that impact operational efficiency and influence customer retention. In particular, the
intricacies of inventory management and order fulfillment have escalated as both order and
distribution channels proliferate and customers demand faster and less expensive delivery options.
How SASB Can Help Companies Manage the Sustainability Factors that Impact ValueSustainable Brands
How SASB Can Help Companies Manage the Sustainability Factors that Impact Value
How SASB Can Help Companies Manage the Sustainability Factors that Impact Value
The document discusses a research project on the relationship between corporate environmental governance and strategy, and stock price growth. It summarizes the research objective to determine if high/low stock price growth can be correlated to high/low levels of environmental governance and strategy. It outlines the research methods, targeted industries, early findings from surveys, and frameworks for sustainability strategy and risk.
This document summarizes IBM's transformation from struggling hardware seller to successful solutions provider through dynamic capabilities. It discusses how IBM sensed changes in the market and seized opportunities by reconfiguring assets under CEOs Lou Gerstner and Sam Palmisano. Processes like deep dives and strategic forums involving 25,000 executives helped identify new areas like life sciences while exploiting mature markets like mainframes. The document contrasts theories of strategy and competitive advantage with dynamic capabilities, which help firms develop new competencies to succeed in both new and existing businesses amid complex, fast-changing competition.
The SSI has a vision of a shipping industry that is both profitable and sustainable by 2040.
Financing Sustainable Shipping is one of four action plans to kick-start the implementation of our Vision for 2040. This programme will run from April 2012 - September 2013.
www.forumforthefuture.org/ssi
The document analyzes technology roadmapping (TRM) research publications from 1987 to 2010 using bibliometric techniques. It finds that the number of publications has grown significantly over time, with most papers published in journals and by universities and research organizations. The top countries publishing on TRM are the US, UK, and Taiwan. Keywords analyzed include technology roadmaps, innovation, and strategy. The study maps the conceptual relationships and collaboration networks in the TRM field.
Among the affiliates of the British Hospitality Association is The Restaurant Association. This happens to be the key trade association fighting for the rights of hotel, restaurant and catering industry. The membership of The Restaurant Association is chains of restaurants, groups of restaurants as well as the leading independent restaurants within the United Kingdom.
Saraswati Dynamics Private Limited is an Indian company that is a pioneer and market leader in environmental testing. They manufacture a complete range of electrodynamic vibration systems and environmental chambers to meet testing needs for industries globally. The company is headquartered in Roorkee, Uttarakhand, India where they have their R&D facility.
This document discusses solitary pulmonary nodules (SPNs), which are round lung opacities smaller than 3 cm. SPNs are found in 1-2% of chest x-rays. Characteristics like size, margins, calcification, and growth rate help determine if an SPN is benign or malignant. Initial evaluation involves a CT scan to assess these characteristics. Follow up scans or biopsy may be needed for indeterminate nodules. Combined CT and PET scanning provides accurate evaluation of SPNs.
Estrategia para la Enseñanza y Formación Técnica y Profesional 2016-2021 (UNE...Alfredo Vela Zancada
Este documento presenta la Estrategia de la UNESCO para la Enseñanza y Formación Técnica y Profesional (EFTP) para el período 2016-2021. La estrategia tiene tres áreas prioritarias: 1) fomentar el empleo y el espíritu empresarial de los jóvenes, 2) promover la equidad y la igualdad entre hombres y mujeres, y 3) facilitar la transición hacia economías ecológicas y sociedades sostenibles. La UNESCO apoyará a los Estados Miembros en el desarrollo
Financial management at private universities in switzerlandainsley93
The Accounting and Financial Management study program at our school of economy switzerland is designed for students who want to focus on management based in the financial department.
Este documento presenta una guía sobre el almacenamiento seguro de la información para empresas. Explica que la información es un activo crítico que debe clasificarse y almacenarse de forma segura. Describe los diferentes tipos de sistemas y dispositivos de almacenamiento, así como métodos para recuperar la información en caso de pérdida. Finalmente, recomienda establecer políticas claras sobre el almacenamiento y copias de seguridad de la información.
Cathy Kauffman has over 30 years of experience in nursing and healthcare management. She has held several director level positions managing utilization review, quality improvement, and case management programs. Her experience includes managing Medicare, Medicaid, and commercial health plans. She is skilled in accreditation, regulatory compliance, and leading organizational change.
Este documento presenta 20 problemas relacionados con ecuaciones diferenciales de primer orden y sus aplicaciones. Los problemas incluyen resolver ecuaciones diferenciales, hallar soluciones particulares y generales, realizar cambios de variables, y modelar fenómenos físicos como el crecimiento poblacional y la transferencia de calor mediante ecuaciones diferenciales.
The document provides an analysis of Mace Group Ltd, an international construction company. It discusses the company's history, sectors served, geographic reach, core values, and financial details as of 2013. Mace Group has over 4,000 employees serving private, public, and infrastructure clients in over 70 countries through five strategic hubs. The company focuses on client satisfaction and aims for safety, integrity, and continual improvement.
IRJET- Most Efficient Critical Success Factor for ConstructionIRJET Journal
This document discusses critical success factors for construction projects based on a literature review. It identifies several critical success factors for construction projects from previous studies. The objectives of the study are to identify external and internal critical success factors, evaluate them in order of importance, and evaluate their effects on project success. The literature review discusses previous research on critical success factors for construction management, risk management in developing countries, and public sector construction projects. Several key critical success factors are identified from these studies, including adequate planning, support from managers, effective communication management, and leadership of the project manager.
An Analysis on Employee Turnover Problem in Construction Industryijtsrd
Employee turnover refers to the employees leaving an organization due to various reasons which can be voluntary or involuntary. The study focuses on voluntary turnover. Turnover intent acts as a precedent to turnover and hence the survey measures turnover intention as a precedent for turnover. The study has been conducted to understand the factors relevant to the career decisions of the professionals working in the industry and how well the factors are being fulfilled in the current scenario. The data was collected by a questionnaire survey to determine the relevant factors and their satisfaction levels. The importance of factors was assessed using Relative Importance index and correlation between importances. The factors and satisfaction were correlated to determine areas where improvement was needed to improve satisfaction and hence mitigate turnover intentions. R. Ragul | A. Thomas Eucharist "An Analysis on Employee Turnover Problem in Construction Industry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-3 , April 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49802.pdf Paper URL: https://www.ijtsrd.com/engineering/other/49802/an-analysis-on-employee-turnover-problem-in-construction-industry/r-ragul
This can be downloaded in PPT, the presentation is in 16:10 which distorts on the slideshare viewer. This template can be applied to your powerpoint by saving in PPT - google it to create automatic templates and save yourself a ton of time.
The document discusses new product development (NPD) in fabrication engineering industries. It provides descriptive statistics on the motives, strategies, factors, and success factors of NPD based on a survey of employees. The primary motives and success factors relate to market expectations and human/culture aspects. Primary strategies and factors are those with mean scores over 3.8 and relate to specific, market-focused strategies and the role of cross-functional teams in NPD. Secondary strategies and factors have mean scores under 3.8 and relate to generic strategies and organizational variables.
This document summarizes findings from a study of over 12,000 C-suite executives from around the world. It finds that industry incumbents, rather than new entrants, are now seen as the leading drivers of disruption in most industries. While some predicted widespread disruption from digital technologies, the C-suites report more stability and less urgency to transform. The document identifies three archetypes of organizations - Reinventors, Practitioners, and Aspirations - based on their stage of digital reinvention. Reinventors are outperforming peers and see opportunities in ecosystems and partnerships. Many organizations are looking to platform business models. Disruption is ongoing but incumbents have strengthened their ability to transform themselves.
This document summarizes a study examining factors that affect the success of construction projects. 63 factors were identified from literature and grouped into 10 categories: cost, time, quality, productivity, client satisfaction, regular/community satisfaction, people, health/safety, innovation/learning, and environment. A questionnaire survey of owners, consultants, and contractors was conducted to determine their perceptions of the importance of each factor using a relative importance index. The top-ranked factors across the three groups included on-time delivery, quality conformance, leadership skills, and minimizing delays from closures/shortages. Understanding critical success factors can help construction organizations improve project effectiveness.
Using the Analytic Hierarchy Process (AHP) to Select and Prioritize Project...Ricardo Viana Vargas
The objective of this paper is to present, discuss and apply the principles and techniques of the Analytic Hierarchy Process (AHP) in the prioritization and selection of projects in a portfolio. AHP is one of the main mathematical models currently available to support the decision theory.
Strategic Human Resource Design & linking it with Corporate Realities - "Bra...Farooq Omar
This is a real time brainstorming exercise for the business managers and Human Resource executives to analyze this artistically to enhance critical and creative skills to get into a 'Today's Future' . I tried it in academics in EMBA programs and workshops and got excellent results, from those who are more inclined to 'unlearn & learn' at the same time.
If done correctly, they will learn that the CV's at a glance means just gaps and real competencies which an organization demands to feed its functional and operational efficiency to perform par excellence are missed.
The net result is inefficiencies rather than efficiency and productiveness. The selection from using 'keywords' is a stone age practice, still in practice in many organizations. The careful analysis and coming out with value answers will help HR as a part of company's performance indicators, rather than just 'fiddling with papers and judging the applicant with his shinny CV and good looks.
Looks matter, but looks with a competencies person, who may not have a long tail of corporate attachments may very well be the best person for your organization. Such people are usually left out in the initial or first phase of our typical fancy HR rater models.
Annually, billions of dollars are lost in loss of innovation and wrongly applauded ROIs due to lost opportunities which are missed by using wrong 'fishing techniques' and rigid rules of engagement !Interestingly, there are still organizations who even modern times, gives more importance and interested in finding 20 years old 'terminal weakness', and over ride the newer expertise, talent and competencies. For example, some HR people will reject an applicant who had a bad CG PA in high school, but managed excellent outcomes later on in academics and working environment as well...'The poor cap'.!!!
1) The document discusses a study on the impact of collaboration on business performance. It developed a Collaboration Index to measure how collaborative companies are and their relationship to business results.
2) The Collaboration Index consists of Collaboration Capability (a company's culture, structure, and use of collaboration tools) and Collaboration Quality (the nature and extent of collaboration within a company). High scores in both areas positively impact business performance.
3) Initial results showed collaboration is a key driver of company performance, and that personal and enterprise needs for collaboration are being met through collaborative technologies that allow people to balance work and personal lives.
IFMA World Workplace Proceedings Paper - Strategic Facility PlanningBob Sawhill, CFM
Bob\'s whitepaper (IFMA World Workplace proceedings paper) that was published in conjunction with his World Workplace educational session: "Strategic Facility Planning; Get out of the weeds and align your workplace with your business\' needs".
Critical Success Factors Influencing SOA implementations in Healthcare Drkonk
To promote a debate on HIS integration, this paper reviews the literature, on Service Oriented Architecture (SOA).SOA has proved a useful integration paradigm in many sectors and recently by healthcare as well. SOA assures an environment of cooperating services where application services are interweaved within old and new applications. Nevertheless, SOA’s nature to extend beyond the technical infrastructure to organization and human elements requires further investigation. Some integration issues are unique for healthcare, where some are common issues that are faced by every domain. The aim of this research is to identify the Critical Success Factors (CSF) that affect SOA implementation in a healthcare perspective and provide useful insights of an emerging issue. In doing so, we extend the body of literature and evaluated our proposition through a case study in a large public healthcare organization.
On average, over 50% of projects will fail as businesses are unable to sense and respond to the project risks and challenges for superior implementation causing a massive capital leakage across all industries. The tracking of performance and accountability provides a means for
IT governance process and policy control, with no financial functions capturing the activity-based costing expenditures that account for the millions of dollars wasted on failed projects annually.
This document summarizes the key findings of a survey conducted by KPMG on monitoring and evaluation practices in the development sector. Some of the main findings include:
1) There is no clear consensus on terminology or approaches to monitoring and evaluation among organizations. This can create issues with lack of clarity.
2) While sophisticated evaluation models and techniques exist, the most commonly used techniques are quite basic, such as logical frameworks and performance indicators.
3) There is a need for stronger feedback loops to better synthesize lessons learned and ensure they are acted upon in a timely manner. Many evaluations are produced but not acted upon.
4) The adoption of new technologies for data collection and analysis is lagging,
ASSESSING THE IMPACT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE A CASE OF ...Brittany Allen
This document assesses the impact of outsourcing on organizational performance at Vodafone Ghana using both leading and lagging indicators. A literature review revealed theories supporting outsourcing for cost reduction and focusing on core competencies. Empirical studies showed mixed results - outsourcing positively impacted quality of service and knowledge development but showed no significant relationship with financial performance. A quantitative methodology was used to survey Vodafone Ghana employees using stratified random sampling. Statistical analysis found a moderately positive relationship between outsourcing and quality of service as well as knowledge development, but no significant relationship with financial performance.
Research & development strategies across different industriesVaishakh PV
This document discusses research and development (R&D) strategies for various industries. It begins by defining R&D and providing examples of R&D strategies used in the automotive, pharmaceutical, food and beverage, and technology industries. Specific R&D approaches and elements of an effective R&D strategy are described, including architecture, processes, people, and portfolio. The document also discusses Toyota's global R&D vision and activities focused on environmental technology, safety technology, and intelligent transport systems.
Impact of Sustainable Construction on Business DecisionsIRJET Journal
This document discusses how adopting green construction and certification impacts business decisions. It begins by introducing the topic and need for the study. The objectives are to identify how green rating programs impact aspects like design, procurement, and costs during different project phases, and to determine if the impacts are beneficial or detrimental. The methodology involves interviews and a case study comparison. Literature identifies factors like requirements, strategies, design/construction economics, material selection and procurement, construction management, and cost analysis that are impacted. Key points discussed are integrated design processes, higher upfront costs but long term savings, effects on scheduling and materials selection, and analysis showing higher design/construction costs but lower operating costs.
121220012 incentives in the chinese construction industryAshutosh Patekar
The document summarizes a study on the use of incentives in the Chinese construction industry. It found that while current contracts allocate risks, they lack incentives to promote better performance. Respondents agreed incentives make risk allocation fairer by sharing rewards for good performance. Quality objectives were most important. Incentives are mainly decided by clients during construction and bidding, though some are negotiated. Nearly half of projects spent limited resources on incentives under 0.5% of costs, but incentives were deemed effective in motivating performance.
This report summarizes the key findings of a survey of 538 organizations and case studies of 8 companies regarding their experiences with distributed work. The main findings are:
1) Distributed work is still new and being adopted across sectors and organization sizes, with most respondents still in early stages of implementation.
2) While unassigned space is common, most organizations only use it for a portion of employees like contractors and interns, and only a minority accommodate over 30% of full-time staff this way.
3) Distributed work is allowing "growth without growth" as organizations are increasing staff numbers while decreasing space needs per person, improving space-sharing ratios.
4) New technologies focus more on infrastructure like tele
Feeding infrastructure power – externally and internally. Alvaro Piedrahita, president and CEO, T.Y. Lin International (San Francisco, CA), a 2,500-plus-person full-service infrastructure consulting firm, says that TYLI will continue to provide services for transportation projects in all of their established market sectors, which comprise signature bridges, rail and transit, high-speed rail, aviation, and highways/surface transportation. TYLI will also take steps to expand its presence in port and marine infrastructure, as well as non-transportation markets, including buildings and facilities, water and waste water, and power and energy sectors, through both strategic hires and acquisitions.
Piedrahita says that 2015 is going to be an ambitious year and shares some thoughts on the days ahead. “We foresee continued economic recovery in 2015, which should translate into significant infrastructure opportunities across the firm’s established and growing market sectors,” he says. “Given these conditions, rather than divest, our strategy for 2015 will be to selectively invest the firm’s resources on large infrastructure projects in major metropolitan areas across all market sectors, focusing on projects where the firm’s expertise provides our clients with
the greatest value.”
TYLI will also continue to enhance its strengths by doing what it does best: ensuring project success by strategically leveraging the collective power and diverse expertise of a global organization. “To that end, TYLI will maintain our ongoing process of hiring and retaining the best and brightest engineering talent for all market sectors served by the firm. This approach is founded on the firm’s strategic drivers: our clients, our employees and our shareholders,” Piedrahita says.
New and current TYLI projects can be found throughout the U.S., the Caribbean and Latin America, and Asia. TYLI regions are experiencing business growth, with additional operations centers opened in California and the Northeast in 2014. Central and South America represent notable areas of market growth and opportunity. Business goal for 2015: Bring TYLI’s deep expertise with U.S. and international aviation projects to China/Asia and Central and South American markets.
Similar to Order Takers or Value Creators vFinal (20)
1. 2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
Engineering, Construction, and Facilities Groups as
Critical Drivers of Organizational Performance
Order Takers or Value Creators?
Constru
ction Industry
Institute
2016
A
nnual Conference
Ed
ition
2. 2
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
Background
While those embedded in corporate
engineering, construction, and facilities
(E/C/F) teams have long understood the
value they create for the corporate bottom
line, internal business customers may not
realize the vital role these teams could
play in enabling corporate success. The
role served by corporate E/C/F teams
is becoming increasingly critical to the
success and survival of the corporation.
The Construction Industry Institute (CII)
and Continuum Advisory Group joined
forcestobetterunderstandtherelationship
between the internal E/C/F groups and
the overall corporate strategic plan.
The CII and Continuum Advisory Group research team set out to:
1. More deeply understand the current
relationship between corporate E/C/F
teams and the internal clients they
serve. Are E/C/F departments viewed
as “order takers,” executing without
question the facilities they are directed
to build and maintain? Or do these
teams sit at the highest-level strategic
table, advising on corporate asset
strategies and enabling corporate
success on key metrics such as share
price, return on assets, operating
costs, and speed to market?
2. Determine whether that relationship
is shifting. Are E/C/F teams gaining
more strategic ground? If so, which
strategies and tactics have helped
to position these teams as the high-
value, innovative solution providers
they are?
3. Capture invaluable lessons learned
regarding how to align every
employee, every team, and every
department to develop and execute
the strategies and tactics that are
critical to corporate success.
Continuum Advisory Group is a national
management consulting firm serving the entire
“continuum” of stakeholders within the engineer-
ing and construction industry, including owners,
contractors, architects, engineers, homebuilders,
and building product manufacturers. Continuum
Advisory Group solves strategic issues for our cli-
ents related to optimizing capital program delivery,
resulting in improvements in schedule, cost, qual-
ity, and safety.
The Construction Industry Institute (CII)
is a research consortium of over 130 leading
owners, service providers, and academics
from both the public and private arenas. CII
is based at The University of Texas at Austin
where it conducts world-class research and is
recognized as the principal national forum for
the engineering and construction industry.
3. 3
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
Study Purpose
The purpose of the study is to inform future decisions by both corporate E/C/F leaders,
and corporate business leaders, to more fully leverage the valuable resource of optimized
capital asset decisions to the greatest benefit of corporate financial success.
The Hypothesis
This research study focuses upon four hypotheses developed prior to initiating the research:
• The relationship between E/C/F departments and the internal business units they
serve is changing.
• A technically competent E&C function which delivers requested projects safely, on
time and on budget is not enough for organizations to remain competitive.
• E/C/F teams must be engaged in developing strategic business solutions if an
organization is to compete in today’s fast-changing and highly competitive markets.
• There are specific strategies and tactics that contribute to gaining a strategic seat at
the table with the senior management of an organization.
“After hearing Jon Pemberton speak on his directive to cut
30% of the cost and 50% of the time out of the capital program
delivery process at Intel, I immediately approached CII about
collaborating on this study. The need for transformational change
and improvement in our industry is a critical issue.”
– Gretchen Gagel, President,
Continuum Advisory Group
4. 4
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
Research Design
This research was conducted as a qualitative study, with a focus on interviewing both the
leaders of E/C/F teams and the business leaders they serve. Interviews were conducted
utilizing a standardized interview guide with 35 corporations representing a wide variety
of industries – retail, oil & gas, manufacturing, hi-tech, pharmaceutical, and energy. The
researchers compiled numerical data utilizing a Likert scale for several questions, and
thematic data was culled from interview summaries.
A maturity scale was developed to capture the general strategy of each organization.
The scale represents a spectrum of corporate E/C/F team maturity from “reactive &
inefficient” on the low end to “innovative strategic solutions provider” on the high end. The
scale demonstrates the concept that as corporate E/C/F teams advance in maturity, their
strategic value to the organization grows.
Owner Engineering/Construction/Facilities Maturity Scale
People
Process
Technology
MATURITY
Deep Business
& Technical
Expertise
Agile & Adept
Business
Innovators
Visionary &
Innovative
Innovative
Strategic
Solutions
Provider
Strong Technical
& Management
Repeatable
& Defined
Consistent &
Connected
Proactive &
Responsive
Misaligned &/or
Inadequate
Staffing
Reactive &
Inefficient
Ad hoc &/or
Ill-defined
Disjointed &/or
Inconsistent
Utilization
Owner Engineering/Construction/Facilities Maturity
E/C/FFunctionStrategicValue
5. 5
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
The Results
The results of the study tell a tale of E/C/F teams living at every level of the maturity
scale from responsive service providers to innovative solution collaborators. Not only are
the E/C/F departments scattered in their approach to innovation and driving corporate
performance, they are also moving in various directions. Some E/C/F departments,
due to cost containment, are moving to the left, becoming less focused upon innovative
solutions. Some departments are clearly moving to the right, focused squarely upon a
seat at the corporation’s strategic table.
Owner Engineering/Construction/Facilities Maturity Scale
The study team assessed E/C/F maturity and E/C/F strategic value to the organization
for each of the 35 companies interviewed, depicted by the red Xs on the chart above.
Owner Engineering/Construction/Facilities Maturity
E/C/FFunctionStrategicValue
Innovative
Strategic
Solutions
Provider
Proactive &
ResponsiveReactive &
Inefficient
6. 6
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
Several key themes and quantitative results
emerged from the study:
1. Identify your current position on the maturity scale, your desired
position, and your migration strategy.
Most of the companies interviewed, regardless of where they are on the maturity scale, clearly
understand the current versus desired location on the scale, as well as strategies for changing
the position. They also realize that self-assessment, while difficult at times, is critical. Many of
the companies interviewed were attempting to shift their position but felt constrained to focus
upon incremental versus transformational change. Lack of resources was a contributing factor.
On a scale of 1 to 5 with 1 being “dire” and 5 being “perfect,” companies interviewed rated
their staffing level for capital program delivery as a 3.71. Respondents also reported that 77%
of E/C/F leadership members are involved in strategic planning at the highest corporate level.
DIRE PERFECT
1 2 3 4 5
How would you rate the appropriateness of
your organization’s staffing level?
3.71
Are the people responsible for capital
construction or facilities maintenance involved
in corporate strategic planning efforts?
YES
77%
NO
23%
38 total
responses
“We understand that the services we
provide to our internal clients can easily
be outsourced. We have to be the
premier provider of capital program
execution – and prove our value every day.”
– Anonymous Respondent
“The first step in shifting from a service
provider to a solution provider was simple –
change the name of our department from
‘Global Engineering Services’ to ‘Global
Engineering Solutions.’ The difficult part will
be to change the culture and mind set from
both a customer perspective and
for our own employees. We want to be
viewed as a strategic solution provider that
drives corporate success.”
– Jim Stephanou, V.P., Global
Engineering Solutions, Merck
7. 7
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
2. Invest in understanding the needs of your internal business clients.
Many of those interviewed stated that it’s not enough to service your internal business
customers; you have to live inside their needs to truly understand the business units
and how you can impact the bottom line on a daily basis. Strategies for doing so include
structural solutions internal to the organization to create close links, performance
measurement solutions to align performance
to key business objectives, and educational
solutions to inform people of the need to
provide high levels of innovation and internal
customer service, as well as the relevant
corporate metrics and how they can impact
them. Companies interviewed rated their
involvement in strategic business unit thinking
as 3.74 on a scale of 1 to 5, and 71% of
respondents are involved in strategic decision
making for internal business units.
SBU DIRECTS
E&C
E&C INVOLVED
WITH SBU
1 2 3 4 5
How would you rate the level of E/C/F
involvement with your organization’s SBUs?
3.74
“We don’t serve our internal customers, we live with our
internal customers by being deeply embedded in each business
unit. We view this as critical to our ability to provide
innovative capital asset solutions.”
– Anonymous Respondent
“Our facilities group is part of our
fully integrated response to restaurant
development and maintenance. They
play a key strategic role to our ongoing
business success by expertly caring
for our ongoing needs, forecasting
future challenges and preparing
our facilities and team members for
our future growth path.”
– Michael Ulm, V.P.,
Construction & Facilities,
Noodles & Company
Is E/C/F part of making SBU decisions?
YES
71%
NO
29%
28 total
responses
8. 8
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
3. Drive towards innovation and agility in support of corporate objectives.
Many of the organizations interviewed are
aggressively moving towards higher levels of
innovation and business solution provision on
the maturity scale. However, some organizations
interviewed that either reside or are moving to the
left of the maturity scale are not doing so because
they desire to. Some are hindered by a lack of
resources, and/or a culture that resists innovation,
or some other barrier to achieving success as a
high-value partner in the creation and execution
of corporate strategy. Those respondents asked
about their level of innovation related to providing
strategic asset solutions for the corporation rated it
a 3.33 on a scale of 1 to 5.
NOT INNOVATIVE
AT ALL
VERY
INNOVATIVE
1 2 3 4 5
How innovative is the E/C/F Group relative to
proposing solutions to business needs?
3.33
“We are more focused upon
innovation than we have
ever been in our history.
The electric utility industry
is shifting rapidly, and if we
are going to be successful,
we can’t just keep up with
the changes, we have to
help drive the changes by
understanding the utility
of the future.”
– Anonymous Respondent
“If we don’t move rapidly
enough, we lose out on
opportunities in the real
estate market related to better
serving our internal clients.
Speed and agility is a must.”
– Anonymous Respondent
9. 9
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
4. Create a culture of innovation and accountability to corporate results.
Study participants believe that before corporate E/C/F teams can articulate an internal
value proposition of providing innovative solutions to critical bottom-line issues, these
teams must live a culture of innovation. Teams must want the seat at the strategic table,
and be confident of the value created by their involvement in key business decisions.
Building a team culture of innovation, accountability to corporate metrics, and service to
the internal customer was critical to those organizations that have achieved a seat at the
table. Respondents rated their level of service to internal customers as a 3.82 on a scale
of 1 to 5.
POOR EXCELLENT
1 2 3 4 5
How would you rate the level of
service provided by E/C/F?
3.82
“Our culture is built upon measuring and
driving key performance indicators
and understanding how this in turn
impacts the company’s bottom line.”
– Mike Staun, Associate Director,
Capital Management & Engineering
Systems, Procter & Gamble
“Questar Gas has hit every growth goal for the
past eight years, in large part because of our
ability to achieve significant increases in
our capital spending. We continue to drive
a culture of accountability and innovation.
Doing things the way we’ve always done
them is just not an option.”
– Craig Wagstaff, President, Questar Gas
10. 10
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
5. Measure the value that innovative capital program delivery creates.
Interviewees articulated that the key to having a seat at the table is understanding where
the table sits, what it looks like and how employees at every level impacts that bottom line.
Being able to directly link project and program execution to critical corporate objectives
such as share price, speed to market,
and return on investment is critical. There
is less tolerance by C-level executives of
actions that negatively impact the bottom
line. Those interviewed rated the capital
budgeting process a 3.96 on a scale of
1 to 5, and many agreed that reliability
is the focus, at times at the sacrifice of
innovation and risk taking. A total of 87% of
respondents stated that E/C/F is involved
in the capital budgeting process.
NOT
RELIABLE
VERY
RELIABLE
1 2 3 4 5
Do you think your capital
budgeting process is reliable?
3.96
YES
87%
NO
13%
Is E/C/F involved in the capital
budgeting process?
37 total
responses
“We can link the execution of the capital
program and its projects directly to return
on investment and earnings, which
correspondingly supports our growth plans.
It is the way we ensure that our capital
program is supporting the financial
objectives of the enterprise.”
– Ron May, Executive Vice President,
DTE Energy
“Our CEO has made it clear that
‘hoarding’ capital dollars or unreliable
capital budgeting DOES hurt the
bottom line – and in fact in recent
history cost us $.02/share during
a stock repurchase. We MUST
understand our impact on corporate
objectives, now more than ever.”
– Anonymous Respondent
11. 11
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
6. Communicate how each person serves the needs of the organization.
People interviewed indicated that you cannot serve a client if you do not have a deep
knowledge of their needs. They can’t understand your value as a thought partner if they
do not know what you can and cannot do for them. Communication is the critical link, as is
a clear understanding of how each person’s daily actions serve the corporate objectives.
“We’ve taken the step of
educating every employee, to the
inspectors in the field, on how their
work, their actions on any given
day, support the financial objectives of
the organization. The training has been very
well received – we plan to expand it.”
– Brad Hasty, General Manager, Engineering &
Project Management, Questar Gas
“At GM, we are working with industry groups
and peer owners to understand the key
metrics of success, such as construction
productivity, how we measure those metrics
of success consistently across the industry,
and how we apply those metrics to the
success of our own organizations.”
– Michael Mayra, Construction
Group Manager, General Motors
12. 12
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
“Our journey of focusing upon
innovative continuous improvement
started with extensive benchmarking
efforts, both within and outside of our
industry. We want to know where we
stand in relation to our competitors,
and we want to be the best.”
– W. Darin Moody, V.P.,
Corporate Engineering & Global Health,
Safety & Environment, Eli Lilly and Company
“We measure a multitude of metrics,
and benchmarking is a part of our culture.
Without measurement, we don’t know where
we stand on performance, and that is
not acceptable to our organization. Our
benchmarking efforts drive a focus on
innovative business solutions.”
– Walter Ennaco, Deputy Director,
Smithsonian Facilities,
Smithsonian Institution
7. Benchmark, benchmark, benchmark – continuous improvement is key.
Many of the organizations interviewed engage in some form of benchmarking, and view
this activity as critical to the success of E/C/F teams. It’s not enough to focus upon best-
in-class in relation to your own organization. Understanding where you stand in relation
to your competitors is an important step in driving improvement and market performance.
13. 13
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
8. Engage your service providers in innovating for success.
Several of the companies interviewed are aggressively involving their A/E/C partners in
efforts to leverage innovation for corporate success. These companies realize that their
partners are a key source of innovation, especially in bringing new ideas from different
industries and driving technological advancements. The best of these partners take
time to understand the business needs of the owners they serve and are not afraid to
bring up new ideas or point out areas for improvement.
“Our contractors are strategic partners
in driving continuous improvement and
innovation. They play such a huge role in
our success. Finding the right partners,
and building mechanisms for co-learning,
co-innovation, and candid feedback on our
performance as an organization, is vital as
we’ve grown our construction program from
less than $200 million to over $1 billion.”
– Chuck Shafer, V.P.,
Engineering & Construction, NiSource
“We engage our suppliers in ‘Value Add
Day,’ a collaborative process of exchanging
innovative ideas to drive improvement
in our business. This is an important
step in driving solutions that support
the business.”
– Dave Meyer, Capital Plan Manager,
Supply ZBS Capex Group – North
America (NA) Zone,
Anheuser-Busch InBev
14. 14
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
Summary of Key Themes
The key themes discussed by those interviewed reflect diverse yet consistent thinking on
the focus of innovation in response to the needs of internal business clients.
Using This Information
The purpose of research is to more fully understand an issue and benefit from the application
of that knowledge. The CII and Continuum Advisory Group research team has confidence
that the themes uncovered in this research will help you in doing the following:
1. Have regular conversations with your business customers.
2. Align your strategic plan with the corporate strategic plan.
3. Measure and articulate bottom-line value creation.
4. Reward team members for innovation and value creation.
Future Research – Phase II
While providing significant insight into the relationship between corporate E/C/F teams
and their corporate customers, this study brought up more questions than it answered.
The intent is to proceed with a Phase II of the study in late 2016/early 2017, with a
focus toward:
• Engaging corporate E/C/F teams in conversations with their business clients in
roundtable formats within a select number of corporations.
• Developing a more detailed roadmap of the steps to take to create, and articulate,
higher value creation by corporate E/C/F teams.
15. 15
Order Takers or Value Creators?
Engineering, Construction, and Facilities Groups as Critical Drivers of Organizational Performance
2016 CII Annual Conference • National Harbor, Maryland • August 1–3, 2016
1. Anheuser-Busch Companies, LLC
2. AstraZeneca
3. Atmos Energy Corporation
4. Buffalo Wild Wings, Inc.
5. Chevron Corporation
6. Cisco Systems, Inc.
7. Commonwealth Edison Company
8. Consolidated Edison Company
of New York
9. Denver International Airport
10. DTE Energy
11. Eastman Chemical Company
12. Eli Lilly and Company
13. Exelon Corporation
14. ExxonMobil Corporation
15. General Motors Company
16. Huntsman Corporation
17. Johnson & Johnson Services, Inc.
18. Kaiser Permanente
19. Marathon Petroleum Corporation
20. Merck & Co., Inc.
21. Nestlé Purina PetCare
22. NiSource Inc.
23. Noodles & Company
24. NW Natural
25. Phillips 66 Company
26. Procter & Gamble
27. Questar Gas
28. SABIC
29. Shaner Hotel Group, Inc.
30. Smithsonian Institution
31. Southern Company
32. Tennessee Valley Authority
33. Toyota Motor Engineering and
Manufacturing North America, Inc.
34. Young Life
35. (Anonymous Source Silicon Valley
Technology Company)
The Knowledge Leader for Project Success
Owners • Contractors • Academics
Gretchen Gagel
President & COO
GGagel@ContinuumAG.com • 303.564.4164
Kelcey Henderson
Consultant & Operations Manager
KHenderson@ContinuumAG.com • 704.806.8246
Matt Marshall
Senior Consultant
MMarshall@ContinuumAG.com • 720.312.3301
Transforming the worldwide building and construction
industry through revolutionary innovation.
www.ContinuumAG.com
Robert S. Ritter
Associate Director, Performance Assessment
bob.ritter@cii.utexas.edu • 512.232.3008
Study Participants