The document discusses designing organizations around the customer. It explains that customer-centric organizations focus their strategy, structure, processes, rewards, and people on serving customers. The document also discusses different levels of customer centricity that organizations can adopt, from customer-centric light to more intensive approaches. It emphasizes that customer-centric organizations understand customer profitability and segmentation to best meet customer needs.
"This presentation provides an introduction into Competence-based Strategic Management.
Competence-based Strategic Management is a relatively new way of thinking about how organizations gain high performance for a significant period of time. Established as a theory in the early 1990’s, competence-based strategic management theory explains how organizations can develop competitive advantage in a systematic and structural way. In other words, a competent organization has the ability [being capable of] to structurally and systematically coordinate and commit resources for respectively the realization of the organizations goals and objectives and the creation and distribution of customer value, in order to develop competitive advantage. For developing an integrated system of resources, management needs extraordinary analytic and appraisal skills. Furthermore, the idea behind competence-based strategic management is that the difference of the mix available resources between organizations, the speed with which resources are exploited and are develop, plus the costs which are involved, is determinative for the realisation of the organizations competitive advantage. Resources are all elements, tangible or intangible, which an organization can use for the arrangement of products and bring services on the market. The resources an organization can use may be either organization-specific of organization-addressable. An organization from a competence-based perspective is seen as an open social system. Open social system = dynamic and complex collection of elements, interacting as a structured functional entity that continuously interacts with its environment.
Five challenges play a central role in the application of competence-based strategic management in order to realize continuous value creation and distribution [strategic logic]:
- Recognize market opportunities
- Define product offers that create value for customers with targeted preferences
- Attract, retain and improve the best available resources for creating and realizing product offers
- Manage uncertainties in creating and realizing product offers
- Distribute value created to providers of required resources
When managing these challenges management can choose two approaches: statically and dynamically. The focus of the static approach to competence-based management is at entirely exploiting existing resources to develop competitive advantage in the short term. In this case strategy means a maximum exploitation of the current organizational competences of the organization. Answering the three central questions from the static interpretation the central issue is to maintain the existing resources of the organization in order to develop competitive advantage.
The primary aim of the dynamic approach of the competence-based management is realising competitive advantage by constantly improving the existing resources and obtaining new resources. In this case strategy means a fit between exploiting the available resources and obtaining and developing [modify] new resources. At answering the three central questions from the dynamic interpretation the central issue is not only to maintain the existing resources of the organization but also the replacement or modification of these resources, in order to develop competitive advantage."
"This presentation provides an introduction into Competence-based Strategic Management.
Competence-based Strategic Management is a relatively new way of thinking about how organizations gain high performance for a significant period of time. Established as a theory in the early 1990’s, competence-based strategic management theory explains how organizations can develop competitive advantage in a systematic and structural way. In other words, a competent organization has the ability [being capable of] to structurally and systematically coordinate and commit resources for respectively the realization of the organizations goals and objectives and the creation and distribution of customer value, in order to develop competitive advantage. For developing an integrated system of resources, management needs extraordinary analytic and appraisal skills. Furthermore, the idea behind competence-based strategic management is that the difference of the mix available resources between organizations, the speed with which resources are exploited and are develop, plus the costs which are involved, is determinative for the realisation of the organizations competitive advantage. Resources are all elements, tangible or intangible, which an organization can use for the arrangement of products and bring services on the market. The resources an organization can use may be either organization-specific of organization-addressable. An organization from a competence-based perspective is seen as an open social system. Open social system = dynamic and complex collection of elements, interacting as a structured functional entity that continuously interacts with its environment.
Five challenges play a central role in the application of competence-based strategic management in order to realize continuous value creation and distribution [strategic logic]:
- Recognize market opportunities
- Define product offers that create value for customers with targeted preferences
- Attract, retain and improve the best available resources for creating and realizing product offers
- Manage uncertainties in creating and realizing product offers
- Distribute value created to providers of required resources
When managing these challenges management can choose two approaches: statically and dynamically. The focus of the static approach to competence-based management is at entirely exploiting existing resources to develop competitive advantage in the short term. In this case strategy means a maximum exploitation of the current organizational competences of the organization. Answering the three central questions from the static interpretation the central issue is to maintain the existing resources of the organization in order to develop competitive advantage.
The primary aim of the dynamic approach of the competence-based management is realising competitive advantage by constantly improving the existing resources and obtaining new resources. In this case strategy means a fit between exploiting the available resources and obtaining and developing [modify] new resources. At answering the three central questions from the dynamic interpretation the central issue is not only to maintain the existing resources of the organization but also the replacement or modification of these resources, in order to develop competitive advantage."
What is a business model and how fulfill a business model canvas. Some example of wellknown companies business model: Coca Cola (glass bottle!), Financial Times, LinkedIn, Groupon, Twitter, Facebook, Blockbuster and Google.
Finally community business model (geographically based, professional and online communities) and what is a business plan and how is diverse from a business model.
B2B Customer Experience Management Best Practice Study PREVIEW SAMPLEClearAction
The Annual ClearAction Business-to-Business Customer Experience Management Benchmarking Study monitors the implementation of best practices in customer-focused management for sustainable high profitability.
This is a study of the journey to world-class performance in how business-to-business firms:
(1) listen to customers,
(2) view customers,
(3) center employees on customers, and
(4) center business on customers.
It explores the motivations behind customer experience management (CEM) and its linkages to corporate goals, strategy, culture, processes, and business results.
THIS IS A SAMPLE OF SELECTED PAGES FROM THE REPORT
See http://ClearActionCX.com
After learning this module, you should be able to answer the following questions:
How do firms take make vs buy decisions?
What is the underlying theoretical logic for make vs buy decisions?
What are the costs and benefits of outsourcing?
What should be the nature of relationship with vendor firms?
How can a firm design its sourcing strategy based on a purchase portfolio matrix?
Strategic Sourcing, Outsourcing – Make Vs buy – Identifying core processes – Market Vs Hierarchy-Make Vs buy continuum -Sourcing strategy – Supplier Selection and Contract Negotiation. Creating a world class supply base- Supplier Development – World Wide Sourcing.
Taming the Future-Shock of Social ComputingPeter Carr
This presentation outlines the adoption of social computing into the corporate world and the key changes organisations must adopt to improve their product and service offerings and interact with their customers.
Company ReBuilding : Moving into a new dimension of value creation (Compendium)Marc Wagner
About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.
It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com
Workflow technology: Managing roles and staff resources better to meet your s...Associations Network
Kim Ansell, Consultant Professional Associations of K2 Consulting 7 Roger Greenhalgh, Strategic ICT and Organisational Leadership Advocate of Jisc present on: Understanding what you want technology to do now and in the future for your association; Ensuring that your project is business driven; How to structure your team from board level to operations; Does size matter or influence what you need to do?
What is a business model and how fulfill a business model canvas. Some example of wellknown companies business model: Coca Cola (glass bottle!), Financial Times, LinkedIn, Groupon, Twitter, Facebook, Blockbuster and Google.
Finally community business model (geographically based, professional and online communities) and what is a business plan and how is diverse from a business model.
B2B Customer Experience Management Best Practice Study PREVIEW SAMPLEClearAction
The Annual ClearAction Business-to-Business Customer Experience Management Benchmarking Study monitors the implementation of best practices in customer-focused management for sustainable high profitability.
This is a study of the journey to world-class performance in how business-to-business firms:
(1) listen to customers,
(2) view customers,
(3) center employees on customers, and
(4) center business on customers.
It explores the motivations behind customer experience management (CEM) and its linkages to corporate goals, strategy, culture, processes, and business results.
THIS IS A SAMPLE OF SELECTED PAGES FROM THE REPORT
See http://ClearActionCX.com
After learning this module, you should be able to answer the following questions:
How do firms take make vs buy decisions?
What is the underlying theoretical logic for make vs buy decisions?
What are the costs and benefits of outsourcing?
What should be the nature of relationship with vendor firms?
How can a firm design its sourcing strategy based on a purchase portfolio matrix?
Strategic Sourcing, Outsourcing – Make Vs buy – Identifying core processes – Market Vs Hierarchy-Make Vs buy continuum -Sourcing strategy – Supplier Selection and Contract Negotiation. Creating a world class supply base- Supplier Development – World Wide Sourcing.
Taming the Future-Shock of Social ComputingPeter Carr
This presentation outlines the adoption of social computing into the corporate world and the key changes organisations must adopt to improve their product and service offerings and interact with their customers.
Company ReBuilding : Moving into a new dimension of value creation (Compendium)Marc Wagner
About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.
It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com
Workflow technology: Managing roles and staff resources better to meet your s...Associations Network
Kim Ansell, Consultant Professional Associations of K2 Consulting 7 Roger Greenhalgh, Strategic ICT and Organisational Leadership Advocate of Jisc present on: Understanding what you want technology to do now and in the future for your association; Ensuring that your project is business driven; How to structure your team from board level to operations; Does size matter or influence what you need to do?
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Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
2. หัวข้อบรรยาย/กรณีศึกษา
1 แนวคิดทฤษฎีองค์การ
2 โครงสร้างและการออกแบบองค์การ
Focus on task performance and structure
Focus on motivation
Focus on adjustments to the external environment
3 หลักการการออกแบบองค์กรที่มีประสิทธิภาพ
4 Fundamentals of Organization Designพื้นฐานแนวคิดการออกแบบโครงสร้างองค์การ
C 1 : Harvard Business Case / NYPD New
5 Designing Around the Customer
C 2 : Harvard Business Case /Transformation at Ernst & Young United Kingdom
organization @TC 2013
3. Customer-Centric Strategies
• What Is Customer-Centric?
– Strategy
– Structure
– Process
– Rewards
– People
• The Drive Toward Customer-Centricity
• Customer-Centric Strategies
• Customer Profitability and Segmentation
organization @TC 2013
24. Learning from… The Powerful Office
An Organization:
A SOCIAL Institution
Made of PEOPLE
Playing a ROLE
And INTERACTING between each other.
organization @TC 2013
25. Learning from… The Powerful Office
• Things evolve… New people comes in… and both can have some impact…
• Beyond the formal line of authorities there are relationships, formal and
informal, between people…
organization @TC 2013
26. Learning from Toyota
• Toyota's success: encourages every worker, no matter how far down the
production line, to consider himself a knowledge worker and to think
creatively about improving his particular corner of the organisation.
Source: The Economist “The new organisation: a survey of the company”
organization @TC 2013
27. Learning from…MUCH / MRH
Facing the growing complexity…
Matrix forms &
process organization
organization @TC 2013
28. Learning from… MUCH / MRH
• CHANGING THE CULTURE…
… beyond the organization’s structure…
cultivate a
collective sense of responsabilitity
among employees
Source: Majchrzak, A. & Wang, Q. «Breaking the Functional Mind-set in Process Organizations» HBR
organization @TC 2013
30. Learning from… IBM
§ Splitting IBM businesses
§ In reaction to the new environment: new competitors providing narrow/
horizontal slice of the total package;
§ Customers’ support:
§ To break up IBM’s pricing umbrella (bundle prices)
§ Interest in getting computing power to the individual employees;
§ To bring more competition into the marketplace;
§ A financially-market driven strategy: IPO of many companies…
§ For many IBM executives, an organizational and cultural logic, where
each entity already first perform in its own turf.
organization @TC 2013
31. Learning from… IBM
§ Integrating into 1-activity
§ A client-driven logic: at the end of the day, the customer needs an
integrator, to create value
§ Problem solving
§ Ability to apply complex technologies to solve business challenges
§ integration
§ In this new environment (with tens of thousands small companies) IBM ‘s
scale and broad-based business capabilities were its competitive
advantage
§ A new organizational and cultural logic: performance is measured in
terms of contribution to the whole…
organization @TC 2013
32. Learning from… IBM
§ A new conception of IBM’s business model:
§ Based on two emerging forces:
§ Customers would increasingly value companies that could provide
solutions that integrated technology from various suppliers and integrated
technology into the processes of an enterprise.
§ Networked model of computing would replace the PC-dominated world of
1994.
organization @TC 2013
33. Learning from… IBM
• A new conception of IBM’s business model
• Creating a Global Enterprise:
– Capitalizing on its ability to “integrate all the parts” for the customers.
organization @TC 2013
34. Learning from…IBM
§ A new conception of IBM’s business model:
§ A services-led model:
§ Designs, builds and delivers integrated technology solutions.
§ Build the largest and the most influential services business in the IT
industry.
organization @TC 2013
35. Learning from… IBM
§ A new conception of IBM’s business model:
§ Pulling together all of IBM’s software assets under a single executive… In a
world of open standards… focus on the “middleware”…working “cross
platform”
§ Acquiring Lotus to complete the middleware portfolio and enter in the world of
“collaborative computing”.
§ Leaving “application software”… and partnering with application software
developers
§ Enter the technology components marketplace.
organization @TC 2013
36. Learning from…IBM
• A new conception of IBM’s business model
• Integrating IBM:
– Organization / Brand Image / Compensation
organization @TC 2013
37. Learning from…IBM
• A new conception of IBM’s business model:
• Organization:
– Breaking up the fiefdoms: from geographical organization to a global,
customer-oriented organization.
• Brand Image:
– Global and unified brand
• Compensation:
– Pay for performance; stock-based compensation; bonus link to overall
IBM’s performance
organization @TC 2013
38. Learning from…IBM
• Which activities should be kept, outsourced or abandoned.
To protect and develop
the “integrator" role,
to better-served the client:
stay on “focus”
organization @TC 2013
39. Learning from… IBM
• Which activities should be kept, outsourced or abandoned.
• Sell unproductive assets and not essential for the company, to raise cash:
(examples: Expensive training centers, Fine-art collection, Federal Systems
Company/national security and space programs…)
• Leaving “application software”… and partnering with application software developers
(no longer competing against them)
• Selling the IBM network ($5 billion) to AT&T… a part of the stack that was not
strategically vital… and avoid huge capital investment to maintain the network.
• Exit the DRAM business… exit the hard-disk-drive business…
Selecting markets and competing on the basis
of a distinctive, sustainable competency.
organization @TC 2013
40. Learning from…IBM
• IBM transformation of the management roles and organizational culture.
• A culture of collaboration…
– Organizational structure and processes that favour the collaboration…
the expression of a new culture.
• Managing by principles…
• Focus on the outside: the client.
organization @TC 2013
41. Learning from…IBM
• IBM transformation of the management roles and organizational
culture.
• For the Mature Business (H1)
– Operators: deep functional expertise
• For the rapidly Growing Business (H2)
– Business Builders: entrepreneurial
• For the Emerging Business (H3)
– Visionaries: unconventional thinkers.
organization @TC 2013