An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Talent management practices of TCS-
Recruitment and selection process
Learning and Development
Performance Management
Compensation and Benefits
Employee Retention
Succession Planning
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
Lesson 3 linking the vision and mission with company valuesSamuel Lee Mohan
In this lesson you learned that a company’s values are the beliefs, traits and behavioural norms that guide a company's pursuit of its vision and mission. You also learned that values can be connected to a company’s vision, mission, and strategy in one of two ways, i.e. values drive vision and mission or values are determined based on a company’s selected vision and mission.
Developing Assessment Development Center.pdfSeta Wicaksana
An assessment center is a tool to evaluate an individual’s suitability for specific job roles.
It includes several exercises like aptitude tests, personality evaluations, virtual assessment center case study simulators, and interviews.
It helps organizations better predict candidate performance and potential for a proposed position.
On the other hand, a development center in HRM is used for organizational initiatives such as training needs identification, high-potential identification, leadership development, and succession planning.
A value proposition is a statement that clearly identifies what advantages customers will receive by purchasing a particular product or service. Applied to HR, the HR value proposition is systemic approach that makes visible and credible the value-added contribution of HR.
The Value Proposition Canvas makes it possible to zoom into the details of the value proposition and customer segments that are targeted. Value proposition and customer segments are two of the nine building blocks of the Business Model Canvas. The Business Model Canvas is a (visual) tool to create and analyse business models. Both canvases are applied to explain the added value of HR
The leaders of LinkedIn’s People Analytics team, Lorenzo Canlas and Will Gaker, walk through what people analytics is, how it’s growing & evolving, and how you can build your own people analytics function today. Check out their keynote presentation from the Wharton People Analytics Conference in April 2015.
Learn more about people analytics and data-driven recruiting: http://linkd.in/1KJMC8D
Strategy Organizational Design Effectiveness and Managing Change.pdfSeta Wicaksana
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Talent management practices of TCS-
Recruitment and selection process
Learning and Development
Performance Management
Compensation and Benefits
Employee Retention
Succession Planning
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
Lesson 3 linking the vision and mission with company valuesSamuel Lee Mohan
In this lesson you learned that a company’s values are the beliefs, traits and behavioural norms that guide a company's pursuit of its vision and mission. You also learned that values can be connected to a company’s vision, mission, and strategy in one of two ways, i.e. values drive vision and mission or values are determined based on a company’s selected vision and mission.
Developing Assessment Development Center.pdfSeta Wicaksana
An assessment center is a tool to evaluate an individual’s suitability for specific job roles.
It includes several exercises like aptitude tests, personality evaluations, virtual assessment center case study simulators, and interviews.
It helps organizations better predict candidate performance and potential for a proposed position.
On the other hand, a development center in HRM is used for organizational initiatives such as training needs identification, high-potential identification, leadership development, and succession planning.
A value proposition is a statement that clearly identifies what advantages customers will receive by purchasing a particular product or service. Applied to HR, the HR value proposition is systemic approach that makes visible and credible the value-added contribution of HR.
The Value Proposition Canvas makes it possible to zoom into the details of the value proposition and customer segments that are targeted. Value proposition and customer segments are two of the nine building blocks of the Business Model Canvas. The Business Model Canvas is a (visual) tool to create and analyse business models. Both canvases are applied to explain the added value of HR
The leaders of LinkedIn’s People Analytics team, Lorenzo Canlas and Will Gaker, walk through what people analytics is, how it’s growing & evolving, and how you can build your own people analytics function today. Check out their keynote presentation from the Wharton People Analytics Conference in April 2015.
Learn more about people analytics and data-driven recruiting: http://linkd.in/1KJMC8D
Strategy Organizational Design Effectiveness and Managing Change.pdfSeta Wicaksana
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
This presentation describes the challenges faced during Change Programmes and how Social Media strategies can be used to massively improve communications within an organisation during Change
This presentation presents the ten identified success-critical focus areas of a digital transformation in detail.
First, for each focus area, the underlying concept and the respective contribution to the success of digital transformation are presented.
Subsequently, the corresponding success factors from literature and practice are compiled. For an overview, the comparison of the citations from literature and interviews
For NGOs and international organisations to thrive, we need to change the way we are funded and improve the way we work. We need to manage our organizations better, be more agile, and need to diversify funding to make them more robust.
In this webinar, we will:
- Reflect on 10 years of transforming non-profits into agile and better-funded changemakers
- Identify five essential attributes that have made some MzN partners successful and thrive through the COVID-19 crisis
- Look ahead to see what leaders can do now to create organizations that deliver profound impact and advance in a disrupted world
The session is relevant for CEOs and non-profit leaders in organisational development, strategy, and change who want to build the NGO of the future.
Navigate the complexities of change and adapt seamlessly to turn all the changes into opportunities for growth and development. Gain the tools and insights necessary to guide both individuals and organization through successful transitions.
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
Changing Group to High Performing Teams with SOBATWAY (Intro)Seta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"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
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi UP
• Pembina Yayasan Humanika Edukasi Indonesia
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif
dalam menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain
Manusia dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021),
Psikologi Umum (2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik:
Pengukuran Psikologi di Lingkungan Kerja (2021), Transformasi Digital: Perspektif
Organisasi, Talenta dan Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan
Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP
TRISAKTI, Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara
3. 2. WHY AGILE
5. STRATEGIC AGILITY
3. CHANGE AND LEARNING
AGENDA
6. AGILITY AS A CULTURE
7. ORGANIZATION AGILITY
8. AGILE LEADER AND MANAGEMENT
9. PERSONAL AGILITY
10. THE SIX DIMENSIONS OF THE ACE AGILITY INDEX
4. INNOVATION
1. LEADING IN VUCA WORLD
5. Leading in VUCA World
“The art of war teaches us to rely not on the likelihood of
the enemy’s not coming, but on our own readiness to
receive him; not on the chance of his not attacking, but
rather on the fact that we have made our position
unassailable.”
- Sun Tzu
Globalization
and the “West
to East” shift
“Light-Speed”
Innovation
Cycles
Changing
Workforce
Demographics
Increasing
Speed of
EVERYTHING
• Most growth coming from emerging
economies …Competitors win on unfamiliar
battlegrounds
• Leadership qualities to win in domestic
markets are less-relevant in global markets
• Faster technology cycles …agile firms disrupt
markets faster than ever before
• Leaders in this environment must know how
to effectively manage uncertainty
• Generational shifts in workers, employers must redefine
work patters and employer value-propositions
• Cross-cultural, virtual, globally diverse collaboration
requires a different set of leadership capabilities
• Complexity and uncertainty increase as speed
accelerates.
• Constant, rapid-cycle change is the “new normal”
• Success will be defined by leaders who are able to
create “calm in the chaos” while embracing and leading
change
6. Sustainable Competitive
Advantages (SCA)
A firm has an SCA when it is able to generate more customer
value than competitive firms in its industry for the same
set of products and service categories and when these
other firms are unable to duplicate its effective strategy
A good SCA meets three criteria:
1. Customers care about what this SCA offers
2. The firm does it better than competitors, which
generates a relative advantage
3. The SCA must be hard to duplicate or substitute, even
with significant resources
Thus, being first to market with a new idea is not sufficient to
create a barrier to competitors, especially if deep-pocketed
market leaders recognize the threat of an innovative new
entrant and devote their resources to protect their sales to
existing customers
To make an SCA hard to copy, firms often turn to key market-
based sources of SCAs
7.
8. Holistic Transformation Program
The Satya and the leadership team launched a holistic transformation
program I won't go into all the details, nor would it be appropriate for me to
do so... Clearly a holistic program covering all major aspects of the business:
• Culture: While not using exactly these words, it is clear that Satya believed
the Transformation of Microsoft would not deliver and sustain
breakthrough performance without a transformation of the culture... I
mentioned the MEME with people shooting at each other.. inward,
competitive, and also one of hubris – we know best.... Satya took this
on. Together with Kathleen Hogan the CHRO... 4 attributes and later
added a 5th: Growth Mindset – not growth as in revenues but growth as in
an orientation to learning, the term coined by Stanford's Carol Dweck
• Strategy: Defined the biggest strategy issues, assigned C-suite leaders
against each – but made the entire leadership team accountable for solving
these. what to do with nokia?, what to do with X-box, transition from
Windows-centric to cloud-centric view, etc.
• Engineering: many organization changes plus a major push to move away
from waterfall Triad model – dev, test, program manage - to Agile
• Go to market: Massive transformation – ongoing today - Digitally enabled
B2B selling focused on integrated solutions
• Corporate Excellence: Really a cost-reduction effort. Initially resisted cost
reduction but came to see significant opportunity
• People: Under new CHRO launched a People strategy and HR
transformation program
• …. All supported by change management to enable leaders, engage the
organization, and track progress
9. • We have entered a new era I have dubbed the era of 'Always-
On' Transformation. For leaders and employees alike, it's less a
marathon and more a triathlon; no sooner does on leg finish
than another is under way, giving participants no chance to
catch their breath before giving their all once again.
• When transformation was viewed as a one-off, short-term
program, companies tended to be very short sighted and
people were often treated as a means to an end or, worse, as
collateral damage. But successful transformation today's
environment of constant change depends on people who are
embracing new tools, new methodologies, new ways of
working and who are engaged and motivated to go above and
beyond.
• But it not just about successful transformations. The stakes are
much bigger. People spend the majority of their waking hours
involved in organizations. Leaders of organizations, therefore,
have an enormous opportunity to have a positive impact on
the lives of people. We owe it to the people who work for us
and to society more broadly to find a better approach...
16. Why Agile: Where to look for agile opportunities
Customer preferences &
solution options change
frequently
Close stakeholder
collaboration and rapid
feedback are feasible
Problems are complex,
solutions are unknown and
scope isn’t clearly defined
Incremental product
developments have value
and customers can use
them
Agility enhances execution in opportunities that demonstrate:
Modularity of Work
Market Environment
Remember customer internal or external value is targeted
17. Why Agile: People
• Agile methodologies focus on developing collaborative ways to
manage organizational knowledge.
• Staying disciplined in agile approaches to knowledge management
protects people and creates an organization that operates in a
singular direction. An entire organization working in this fashion
will change peoples lives.
• Well built agile teams and well executed agile techniques create a
complex feeling of togetherness and commitment among all
involved. In the generations past this was described as Ba.
• Ba is the emotional inspiration of what I try to create with agile
teams: the hive mind. I personally became addicted to this feeling
working in high performing teams. I became an agile coach to
teach others how to achieve this feeling of Ba as rapid as
possible.
21. The Agile Manifesto
is centered on four values:
• Interaction and individuals are more
important than standard procedures
and tools.
• Delivering a working product is more
important than extensive
documentation.
• Fostering more customer
collaboration over relying mainly on
contract negotiations.
• Being open to changes instead of
needlessly clinging to your initial
project plan.
Applying these values or principles on
an organizational level provides an
indication of how an Agile Organization
is going to look.
“ Being agile means constantly being adaptive to
change. It constantly raises the question what we can
do better in order to succeed.
- Ralph Kienzler, Head of „Group Accounting“, Landesbank Baden Württemberg
22. 1. Focus on the user and all else will follow.
2. It’s best to do one thing really, really well.
3. Fast is be6er than slow.
4. Democracy on the web works.
5. You don’t need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There’s always more informaLon out there.
8. The need for informaLon crosses all borders.
9. You can be serious without a suit.
10. Great just isn’t good enough.
Source: h6ps://www.google.com/about/company/philosophy/
23. It is change, continuing change,
inevitable change, that is the
dominant fact in society today. No
sensible decision can be made any
longer without taking into account not
only the world as it is, but the world
as it will be.
— Isaac Asimov
Change and
Learning in Agility
24. • Change is the catalyst for agility. Without change throwing
obstacles in our path, there’s no need to be nimble, light and
able to react quickly.
• At present, the pace of change feels relentless – new
technology has changed our working lives beyond recognition
and disrupted whole industries.
• Many of us like to think that change is rare - we feel like it
should be a one-off event, with a beginning and an end. The
reality is that change is a constant state - nothing stays the
same forever. If this seems daunting, agility is your friend.
• Knowing that you are agile - that you can react quickly and
accurately - makes change less intimidating.
• Agility is liberating and makes you stronger. With agility, the
things you can’t see over the horizon, the obstacle in your
path, the new discoveries, are sources of opportunity and
excitement, rather than things to fear.
Agility in Change
25. Four Things Can Make Change Easier On A
Psychological Level (Mckinsey):
In any moment of decision, the best thing you can do is the right
thing. The worst thing you can do is nothing.”
- Theodore Roosevelt
To make change stick, you need to
have a ‘story’ that rings true to you
about why you should change.
Purpose
Coming up with new goals and
rewards will help you maintain a
change over time.
Reinforcement and Reward
We can’t change instantly, it takes
time and practice. To change, you
need to absorb new information in
chunks, test it out, and integrate it
with your existing behaviour.
.
Time and Practice
Having role models around you,
particularly at work, can help
changes to stick, by providing
tangible proof that change is
possible.
Role Models
Source: Emily Lawson and
Colin Price, ‘The
psychology of change
management’, McKinsey
Quarterly,
http://nokia.ly/1guJceG
26. A Quick Comparison Between The Elements That Go Into A Process
Change Verses Those That Go Into A Cultural Change
27. The CEO’s Dilemma
• Talent gaps constrain business growth
• Talent is required to drive other business
imperatives
29. “The ability to learn is a defining characteristic of
being human; the ability to continue learning is an
essential skill of leadership. When leaders lose that
ability, they inevitably falter. When any of us lose that
ability, we no longer grow.”
- Bennis and Thomas, Geeks and Geezers: How Era, Values and Defining Moments Shape Leaders
30. AGILE in EVERY STEP IN LEARNING
SELF-AWRENESS
•Actively seeks
feedback.
•Tend to be self-
reflective.
•Is candid to a fault
about self.
•Sensitive to their
impact on others.
•Know personal
strengths and
weaknesses.
•Take corrective
action based on
feedback
MENTAL AGILITY
•Are very curious.
•Get to the root
causes.
•Have a broad
perspective.
•Find parallels and
contrasts.
•Question
conventional
wisdom.
•Find solutions to
tough problems.
PEOPLE AGILITY
•Are open-minded.
•Understand others.
•Are politically agile.
•Can play many
roles.
•Are skilled
communicators.
•Enjoy helping others
succeed.
•Are comfortable
with diversity.
•Handle conflict
constructively.
CHANGE AGILITY
•Enjoy tinkering with
things.
•Strive for
continuous
improvement.
•Often introduce
new perspectives.
•Can take the heat
and pressure of
change.
•Understand impact
of change and how
to manage it.
RESULT from AGILITY
•Build high-
performing teams.
•Are very flexible and
adaptable.
•Perform well in first-
time situations.
•Have drive and
personal presence.
•Accomplish things
against the odds.
31. Paths to developing
learning agility— Key
experiences
• Launching a new service or product
• Standing up a new organization, business,
line of business or location
• Merging with or acquiring another organization
or business
• Closing down or divesting an organization,
business, line of business, or location
• Working as an expatriate
• Turning around an under performing
organization or business
• Dealing with a sudden, unexpected crisis
• Negotiating a large-scale critical deal, contract
or labor agreement
• Dealing with a significant, large-scale change
initiative
• Dealing with an inherited problem or challenge
32. Paths To Developing Learning Agility
Learning Agile Leaders
Experience Hardships…
• Serious business mistakes
• Missed promotion/being
fired/lousy jobs
• Personal trauma
• Problem subordinates and bad
bosses
• Unexpected critical/negative
feedback
…and Make Meaning from Those
Experiences
• Seek more feedback on
improvement
• Seek out “on the job” challenges
• Zig-zag careers – many “firsts”
and failures
• Study the
experiences…habitually
evaluate for meaning
(introspective not blaming)
34. Improvement vs. Innovation Mental Models
(Laderman, Institute for Healthcare Improvement, 2017)
Improvement
•Elimination,
remove existing
system faults.
Innovation
•Creation,
remake the
system.
35. Characteristics of Innovation
Organizations that demonstrate these characteristics
are more innovative:
• Divergent thinking
• Risk Taking
• Failure tolerance
• Agility & Flexibility
36. Divergent Thinking
• Essential to innovation
• Thinking that is different than the norm.
• Thought processes that don’t move towards a
single solution.
• Not zero’d in on any one thing. Considering
many options.
• Creative, open minded, process.
37. Ideas For Encouraging Risk-taking Behaviors
Introduce/Educate
Refrain
Complete
Communicate
Calculated, intentional risk taking and Willing to “pilot”
alternatives before rolling out more broadly.
38. Improving Agility & Flexibility
• Develop: strategies that reward
agility & flexibility
• Hire: employees able/willing to
change based on needs
• Anticipate: stay abreast of
market, environment and
changing landscape
• Create: teams that can
innovate if urgently needed
(critical market changes)
• Encourage: share vision and
empower teams
• Avoid: demotivators and
overconfidence
42. What is Strategic Agility?
Cooperating to
enhance
competitiveness
Organizing to
master change
and uncertainty
Enriching the
customer
Leveraging the
impact of people
and information
Agility definition – Four
strategic dimensions of agile
competition (Goldman et al.
1995)
50. PROCESS & CULTURE INTERDEPENDENCE
• Organizational Agility = Process Agility x Cultural Agility
• Process Agility represents the suite of processes by which
the organization technically conducts its work, and the
efficiency with which it conducts them.
• Cultural Agility represents the suite of formal and informal
methods by which the organization socially governs the
conduct of its work, and the effectiveness with which it
governs them.
• The multiplication sign reminds us:
• Process Agility and Cultural Agility are interdependent.
• Anything times zero is zero.
51. The Culture:
Organizational
Results
• Making Agile Cultures Stick
• Adopt a management style that can promote the new mindset
• Executives must recognize at the outset that production re-dev
elopment (transformation) seldom proceeds in a linear and stat
ic manner. It involves an iterative and dynamic process of trial
and error. To manage such a process, companies must mainta
in a highly adaptive style.
• A different kind of learning is required
• Nonexperts undertake production re-development (transformat
ion). They are encouraged to acquire the necessary knowledg
e and skills on the job.
• Management should help seed but not necessarily help create
a vision for each Agile Team
52. What outcomes are we visualizing?
A vision statement is a vivid idealized description of a desired outcome that inspires, energizes
and helps to create a mental picture of your target
The Agile organization needs a clear unifying goal
Leadership is responsible to seed focus and direction for the teams
The teams will create and articulate the opportunity vision back to the customer
The Culture: Creating an Organizational Vision
53. The Culture: One Team’s Vision
A transformation team’s vision example
Vision for the Agile Transformation Team:
• Create an environment in which we challenge all elements of the status quo in order to bring competitive high-
quality products to market substantially faster & provide timely support existing products.
We Wills:
• Roll Agile methods to the entire organization
• Ensure the people of the team have the resources necessary to be successful
• Lead by example and share our experiences with the greater Organization
• Focus on cultural evolution to deeply embed Agile as the preferred approach to project work
• Foster an environment of collaboration across our business unit and its customer base
54.
55. The Culture: Values
• Individual Interactions
• Demonstrable Results
• Customer Collaboration
• Acceptance of Change
56. Cultural Alignment: The Key To
Sustainable Transformations
• The sum-total of all the five
elements presented in the
previous section (Leadership,
Strategy, Structure, Process and
People) creates the culture of the
organization and The culture
keeps these five elements in
alignment and harmony.
• Aligned cultures are the most
critical differentiating factor for
high performing organizations.
Whether the culture is command
and control or collaborative does.
• Not matter as much as whether
all the elements in the
organization are aligned and
consistent with the culture.
57. CULTURE IS THE KEY
• Process (re)engineering is a discipline that is extensively
researched, broadly documented and taught, and generally well
understood.
• Meanwhile, “culture” is often viewed as that touchy-feely fluff that
is best left to HR or OD.
• Leaders are responsible for their whole organization.
• Work in harmony with the culture and what is possible becomes
doable.
• Work in opposition with the culture and what is possible becomes
doomed.
• Culture always wins.
• In fact, culture is an organization’s “secret sauce”:
• Culture is the key to enduring organizational agility.
• Culture is the key to enduring organizational performance.
• Culture is the key to enduring competitive advantage.
60. Culture and Ability
• An organization’s culture is the difference between them
becoming their customers’ vendor of preference (i.e., a
partner); or a vendor of force, or an ex-vendor.
• An organization’s ability to obscure their internal disputes
and dysfunction from their customers and vendors is
disappearing— with social media it is approaching zero.
• Have you ever been to another couple’s home and while
they were cordial with you, it was clear they were having a
dispute?
• You weren’t too unhappy to leave. Same for your customers
and vendors.
61. Culture is …
Your culture is the key to successfully
(re)engineering a process, or implementing a
software package, or innovating, or launching a
product, or rising to a challenge, or responding
to a market surprise, or dealing with a crisis, or…
• Your culture is the key to your
organization’s agility—it’s capacity and
capability to sense and respond; to adapt,
improvise and overcome.
• Your culture is the key to your
organization’s competitive advantage.
• Your culture is the key to your
organization’s relevance.
69. Drivers for
organisational agility
• Size matters: Smaller organisations demonstrate
significantly higher levels of agility than their bigger
competitors; also, if we look at the group of highly agile
organisations, the majority of them are small (51%),
followed by medium (30%) and large organisations (19%).
• Market leaders are more agile: The ACE Agility Index also
shows an important correlation with an organisation's
market position compared to industry peers/similar
organisations; market leaders/excellent performers all
demonstrate higher levels of agility.
• Implementation is key: Organisations that are more able
to implement the following activities are also found to be
more agile.
72. Organizational
“Agility is a company’s ability to sense and respond
to change adequately and in due time. “
Please refer to our Study „Agility & Congruency: The
success formula of healthy Operating Models”
73. Becoming an Agile Organization
• Increased organizational agility is
the goal of any organization that
wants to overcome agile delivery
challenges and better respond to
critical opportunities
• The effectiveness with which this
is accomplished is a function of
your capacity for leadership agility
74. What is organizational agility?
The ability to respond to market conditions and environmental changes.
76. Is agile in use and are there any plans for a further
transformation towards an Agile Organization?
77. Hierarchical structures guarantee stability + predictability
✓ Knowledge trapped in silo’s
✓ Poor collaboration
✓ Rigid performance management systems
✓ One size fits all
✓ Employees are treated like children
that have to be punished and rewarded
✓ Paternalistic leadership
81. “Strategic and networked
relationships fuel modern
organizations.”
“Individuals who maintain
strong, collaborative networks
tend to be productive high performers.”
84. Agile potential of
different
departments
“ Being agile is the art of
combining the virtues of
flexibility and stability.
Florian Rodeit, Head of
Finance Operations Center
Prague, Deutsche Börse AG
“
85. Agile
Transformation
Framework
“The successful
implementation of an Agile
Organization heavily depends
on the readiness of leaders to
empower staff, which is
practically stressed when it
comes to escalation requests.
Christian Mauerer, Body &
Security - R&D Operations,
Continental AG
88. ALIGNMENT
STRATEGIC ALIGNMENT
• Understanding the Business Case for
Agility
• Inspiring Vision, Mission & Culture
• Leadership Competencies & Unity
INFRASTRUCTURE
• Global HR Infrastructure
• Communication & Information
Sharing
93. Agile organizations
• Agile organizations encourage their employees to
be part of networks.
• These networks go beyond the boundaries of
• their business unit
• their own organization
• Agile organizations collaborate intensely with clients
and temporary workers
→ crowd sourcing / open innovation
→ diversified workforce
94. McKinsey’s
Definition of
Agile
SOURCE: McKinsey Organization Design Service Line
An agile organization has a highly productive operating model that fluidly
reconfigures towards opportunities that create value, while highly engaging
and empowering people
96. “Being agile is not really new, but with the new
focus on this there are more opportunities to
improve operations by constant innovation
-Andreas Beck, Head of Back Office Financial Markets, Landesbank Baden Württemberg“
97. Organizational
Agility
Definition
• Knowledgeable about how organizations work; gets things done both
through formal and informal channels; effectively maneuvers through
complex political situations.
Key Words: Organizational Awareness, Business Agility
Behavioral Indicator:
• 1. The ability to understand and use the power of relationships at the
organization or elsewhere to get things done.
• 2. Understands organizational culture and politics.
• 3. Predicting how actions and/or events will affect both staff in
general as well as specific groups inside the Organization.
• 4. Understands the overall climate and culture: Recognizes implicit
limits at the organization, what can and cannot be done at certain
times or in certain positions.
98. PROFICIENCY
LEVEL:
Organizational
Agility
Level I
• Understands the origin and reasoning behind key policies, practices, and procedures
• Understands the cultures of organizations, and acknowledges corporate politics as a reality
• Gets things done, both through formal channels and the informal network
• Relates well to and regularly interacts with both authority figures and peers
• Maneuvers smoothly through complex political situations
• Identifies where the barriers are and plans his or her approach accordingly
Level II
• Understands the origin and reasoning behind key policies, practices, and procedures, and diplomatically
communicates that to others
• Is cognizant of organizational culture and politics, and appropriately adjusts personal style to be effective
• Builds numerous and effective relationships through personal networks inside and outside the organization
• Advises others on how to deal with complex political situations
• Anticipates complex problems and watches for tell-tale indicators that warrant intervention
Level III
• Understands and appreciates the origins and reasoning behind key policies, practices, and procedures, and
is involved with their evolution
• Studies other organizational cultures and politics to glean insight and to gain fresh perspective of his or her
own organization
• Is a consummate networker who can initiate relationships within and between organizations that leverage
the strengths and capabilities of all parties
• Is actively sought after in order to provide guidance and assistance in dealing with complex political
situations
110. “The ability to be
agile enough is the
gut issue in leading an
organization today.”
- James McNerney, CEO of Boeing
111. Personal Agility
Agility starts with you, and personal agility is
your ability to react to the world around you in
a timely and appropriate way.
112. Personal Agility
• Being more agile on a personal level has a number of advantages. It
leaves you better able to react to change, take advantage of
opportunities and protect yourself from threats. It can also make you
feel happier and more satisfied, because being agile is about taking
control of situations that might otherwise leave you feeling powerless
and stressed.
• In this section, we’re going to look at how to achieve this. We’ll cover:
• Emotional agility
• Habits
• Flexibility
• Relationship agility
• Resilience
113. Emotional agility
• At its core, emotional agility is about knowing yourself, and developing a greater level of
control over your feelings and reactions.
• With greater emotional agility you can maximise your confidence, turn negative emotions
into positive thoughts and access humility that you might not know you’re capable of.
Emotional agility isn’t just valuable in your personal life though; it’s one of the most
valuable business skills that you can possess.
• Harvard Business Review, Susan David and Christina Congleton outline a simple method for
evaluating your level of emotional agility:
• 1. Choose a situation in your working day that would normally challenge you.
• 2. Identify the thoughts that come into your head in that situation - for example ‘I’m
going to make a mistake’ or ‘I’m not being respected’.
• 3. Identify the associated feelings that come with those thoughts - for example ‘fear’
or ‘anger’.
• 4. Ask yourself how much you try to make that thought and the associated feelings
go away - a lot, or not all?
• 5. Ask yourself the extent to which you buy into and believe those thoughts and
feelings - a lot, or not at all?
114. Habits
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
• Up to 40% of our actions are performed without conscious decision on our part -
they’re the result of habit (David Neal, Wendy Wood, Jeffrey Quinn, in ‘Habits - a
repeat performance’, Current Directions in Psychological Science.)
• Agility is all about being ready and willing to take an unexpected course of action. It’s
important to think about times when following your normal pattern has caused you
to miss out on an opportunity, and what habits you need to break (or at least be
more aware of) so that it doesn’t happen again.
• Charles Duhigg, author of The Power of Habit: Why We Do What We Do in Life And
Business, writes that habits are a loop made up of three steps:
• 1. The cue - The cue is a trigger that sparks the ‘habit loop’. It could be a
location, a time of day, an action, or a person or people, or a feeling.
• 2. The routine - This is the action that is triggered by your brain responding to
a cue.
• 3. The reward - The reward is the benefit you get from your routine.10
115.
116. Flexibility
• Improving your emotional agility and changing your habits both rely on
developing flexibility in your behaviour
• In their book Flex: Do Something Different, Ben Fletcher and Karen Pine
suggest that we have three kinds of habit:
• 1. Habits of perception-How we make sense of the world.
• 2. Habits of attitude-Our biases and prejudices.
• 3. Habits of behaviour-The things we do.
• We go through many situations on autopilot, relying on these three kinds
of habit and past behaviour patterns to decide our course of action.
• The theory is that doing something different, something that you
wouldn’t normally do, can help spark change by making you more
flexible. Try one of the ideas above and see what happens as a result.
117. Relationship agility
• Relationship agility refers your ability to be flexible in your interactions
with other people.
• Your personal and emotional agility play an important role in your working
relationships in two ways.
• Firstly, if you have a high level of personal agility you will find it easier to
work and collaborate with your colleagues.
• The second way personal agility can help is in affecting the mood of the
whole team. Emotions can be contagious - in the hive-mind of a closely-
knit group a bad mood can spread quickly, affecting morale and
productivity.
• Emotional agility is a key factor when it’s time to join a new team. Starting
a new job can be daunting at the best of times, and those who make the
smoothest transition and fit in quickest will be those that have the highest
level of emotional agility.
118. Resilience
• Even with a high level of personal agility, sometimes things will go wrong -
we won’t react in quite enough time, or we’ll choose the wrong course of
action. When things do go wrong and we’re blindsided, it’s resilience that
allows us to recover and thrive again.
• Resilience is another kind of agility - it’s the speed with which you can
adapt to a setback, and return to your normal level of productivity.
• Resilience isn’t an inborn trait - it’s a skill you can learn. A few small
cognitive adjustments can transform a setback into an opportunity, and a
major dip in motivation into a drive to better ourselves.
• None of us look forward to obstacles, but it is important to be prepared for
them, so that we aren’t left powerless when things don’t go according to
plan. With the flexibly of agility and the robustness of resilience, you
should have everything you need to deal with any eventuality.
119. A mindset is an
established set of
attitudes and
habits about how
we accomplish
work.
120. It’s not just about
technology. It’s
about a mindset.
• Trust
• Peer-learning
• Failure tolerant & provoking
leadership
121. It’s not just about
technology. It’s
about a mindset.
• Intense knowledTrust
• Peer-learning
• Failure tolerant & provoking
leadership
• ge sharing
• Transparant communication
• Permeability of the organization
• Diversified workforce
125. The Six Dimensions of
the ACE Agility Index:
1. Leadership & Management – The style of your leadership and its alignment to your strategy,
the strength and speed of decision-making, the clarity of communication and the degree to
which it is trusted, will all influence your organisation's appetite for agility.
2. Innovation – The degree to which an organisation has in place a systematic approach for
sharing insights on market trends and continually generating new ideas, as well as the degree
to which it uses internal and external networks to share ideas, affects an organisation's ability
to adapt to changing customer demands and technological advances.
3. Strategy – The way in which your strategy is developed, balancing rational with intuitive
input, encouraging internal dialogue, and how clearly your strategic intent is communicated
and the level of stretch you impose, all contribute to providing an agile mindset and ambition.
4. Culture – The way your employees' collective values and opinions guide behaviour will
impact on how agile your organisation can be. This culture can be influenced by your policies
and practices on areas such as transparency and openness of information, and also how you
recognise and reward employees for successfully responding to changes in the marketplace.
5. Learning & Change – The degree to which the organisation has a shared vision, has an
appetite for change and the capability to enact the changes, and how it deals with the
consequences of past decisions, all impact an organisations’ level of agility.
6. Structure – The strength and robustness of operations and processes combined with the
degree to which your managers have clear delegated decision-making authority, will help
determine your ability to respond to the challenges in the marketplace.
128. Take aways
For most companies, the path to organisational agility involves transformation, the ability to whittle away at
ineffi ciency and regroup around what is truly core to the business. While the task may appear daunting, there
are a number of steps that management can consider to lighten the burden of change:
• Optimise core processes. By minimising excess spending and non-core programmes, companies can better
direct limited resources to satisfying customer expectations, activities that position a company well not only
during times of recession but also for long periods of growth.
• Minimise information silos. Barriers to change include confl icting departmental goals and priorities, a
culture of risk aversion and silo-based information. By reducing silos, business leaders can improve
collaboration inside and outside their enterprise and better align departmental goals and performance
measures with overall strategy.
• Integrate and automate fundamental knowledge-sharing processes. Such integration will enable IT to
advance an organisation’s ability to problem-solve, improve decision-making and convert information into
insight.
The tangle of forces that created the current economic diffi culties looks set to leave an undercurrent of volatility
even after the global recession eases. Competitive advantage will go to those who align their businesses well to
embrace and respond to change.