This document provides an overview of organizational capabilities and how leaders can evaluate and build upon their organization's intangible strengths. It defines organizational capabilities as the routines and processes that transform inputs like resources into outputs like goods and services. Leaders are encouraged to conduct a capabilities assessment to identify their organization's distinctive capabilities and determine how to develop and leverage those capabilities to create value. The assessment involves creating a profile of the organization's current products/services and markets, identifying sources of competitive advantage, describing existing capabilities and competencies, and prioritizing the most strategically important ones. The goal is for leaders to gain clarity on their organization's core strengths in order to guide strategic decision making and resource allocation.
This document outlines a 10-level framework for organizational diagnosis and assessment. It summarizes the first 3 levels:
1) Evaluating performance outputs and outcomes by analyzing products/services over time, against targets, and compared to benchmarks.
2) Evaluating organizational competencies and capabilities by assessing if strategies, tasks, and employee skills match organizational goals.
3) Evaluating utilization of resources by analyzing funding allocation and using measures like profitability, contribution margins, and returns to ensure efficient resource use.
The document discusses assessing a firm's internal environment, including conducting SWOT and value chain analyses to evaluate strengths, weaknesses, and competitive advantages. It describes the primary and support activities in a value chain, such as inbound logistics, operations, outbound logistics, marketing and sales, service, technology development, and general administration. The document also covers assessing a firm's tangible, intangible, and organizational resources based on whether they are valuable, rare, difficult to imitate or substitute. Financial ratio analysis and stakeholder interests are mentioned as additional factors for internal assessment.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
This document provides an introduction and overview of key concepts in strategic management including:
- Strategy involves deploying resources to gain a favorable competitive position while tactics are specific maneuvers. Strategic decisions are important, involve significant commitments, and are not easily reversible.
- The strategic management process creates value and earns above-average returns through formulating and implementing a unique strategy. Risk is the uncertainty about economic gains/losses from an investment.
- Two models for achieving above-average returns are the industrial organization model which focuses on attractive external industry environments, and the resource-based model which focuses on exploiting a firm's unique resources and capabilities.
- A strategic intent and mission guide strategic choices to leverage core
Strategic management involves determining a company's long-term goals and strategies. It includes environmental scanning, strategy formulation, implementation, and evaluation. Strategic management provides a systematic process for addressing uncertainties and focuses employees. It determines an organization's long-run performance.
The document provides an overview of conducting an internal analysis for strategic management. It discusses analyzing an organization's resources and capabilities, including its resource-based view, business model, value chain, functional resources, and functional capabilities. Key aspects covered include identifying the organization's strengths and weaknesses, distinctive competencies, core competencies, management functions, strategic marketing issues like market position and segmentation, marketing mix, product life cycle, and brand reputation. The internal analysis is critical for understanding an organization's internal strategic factors to determine if it can take advantage of opportunities and avoid threats.
The document outlines key topics from Chapter 4 of a strategic management textbook, including:
- The internal audit process examines functional business areas to understand strengths and weaknesses
- Culture and strategy must be integrated, as culture can inhibit strategic changes if not aligned
- Resource-based view suggests competitive advantage comes from valuable internal resources rather than external factors
- Financial ratios and other metrics are used to evaluate performance across marketing, production, R&D, and other functions
Developing and Managing Organizational Strategy_BAZELEYRoger Bazeley, USA
The document discusses strategies for developing and managing organizational strategy in the public sector. It defines strategic management and discusses the importance of mission statements, goals, and people. Effective strategies require being proactive, beginning with the end in mind, and having strategic responsibility. Strategy development must account for political challenges and the needs of stakeholders in the public sector.
This document outlines a 10-level framework for organizational diagnosis and assessment. It summarizes the first 3 levels:
1) Evaluating performance outputs and outcomes by analyzing products/services over time, against targets, and compared to benchmarks.
2) Evaluating organizational competencies and capabilities by assessing if strategies, tasks, and employee skills match organizational goals.
3) Evaluating utilization of resources by analyzing funding allocation and using measures like profitability, contribution margins, and returns to ensure efficient resource use.
The document discusses assessing a firm's internal environment, including conducting SWOT and value chain analyses to evaluate strengths, weaknesses, and competitive advantages. It describes the primary and support activities in a value chain, such as inbound logistics, operations, outbound logistics, marketing and sales, service, technology development, and general administration. The document also covers assessing a firm's tangible, intangible, and organizational resources based on whether they are valuable, rare, difficult to imitate or substitute. Financial ratio analysis and stakeholder interests are mentioned as additional factors for internal assessment.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
This document provides an introduction and overview of key concepts in strategic management including:
- Strategy involves deploying resources to gain a favorable competitive position while tactics are specific maneuvers. Strategic decisions are important, involve significant commitments, and are not easily reversible.
- The strategic management process creates value and earns above-average returns through formulating and implementing a unique strategy. Risk is the uncertainty about economic gains/losses from an investment.
- Two models for achieving above-average returns are the industrial organization model which focuses on attractive external industry environments, and the resource-based model which focuses on exploiting a firm's unique resources and capabilities.
- A strategic intent and mission guide strategic choices to leverage core
Strategic management involves determining a company's long-term goals and strategies. It includes environmental scanning, strategy formulation, implementation, and evaluation. Strategic management provides a systematic process for addressing uncertainties and focuses employees. It determines an organization's long-run performance.
The document provides an overview of conducting an internal analysis for strategic management. It discusses analyzing an organization's resources and capabilities, including its resource-based view, business model, value chain, functional resources, and functional capabilities. Key aspects covered include identifying the organization's strengths and weaknesses, distinctive competencies, core competencies, management functions, strategic marketing issues like market position and segmentation, marketing mix, product life cycle, and brand reputation. The internal analysis is critical for understanding an organization's internal strategic factors to determine if it can take advantage of opportunities and avoid threats.
The document outlines key topics from Chapter 4 of a strategic management textbook, including:
- The internal audit process examines functional business areas to understand strengths and weaknesses
- Culture and strategy must be integrated, as culture can inhibit strategic changes if not aligned
- Resource-based view suggests competitive advantage comes from valuable internal resources rather than external factors
- Financial ratios and other metrics are used to evaluate performance across marketing, production, R&D, and other functions
Developing and Managing Organizational Strategy_BAZELEYRoger Bazeley, USA
The document discusses strategies for developing and managing organizational strategy in the public sector. It defines strategic management and discusses the importance of mission statements, goals, and people. Effective strategies require being proactive, beginning with the end in mind, and having strategic responsibility. Strategy development must account for political challenges and the needs of stakeholders in the public sector.
The document outlines the strategic management process which involves 3 phases - strategy formulation, implementation, and evaluation and control. Strategy formulation includes determining the organization's mission and objectives, conducting a SWOT analysis, generating strategic alternatives, and selecting strategies. Implementation involves operationalizing the strategies. Evaluation and control examines whether objectives are being met and allows for corrective actions. Benefits of strategic management include envisioning the future, clarifying objectives, improving dynamics and responsiveness to the environment.
The document discusses analyzing an organization's internal environment to assess its ability to develop strategy. It covers:
1) Reviewing historical and current financial performance as well as strategic assets like resources and competencies.
2) Breaking down and evaluating the internal value chain to understand capabilities.
3) Using ratio analysis of financial statements and non-financial metrics to evaluate performance, efficiency, capital structure, and how to increase shareholder value.
This document provides an introduction to strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The key steps in strategic management are environmental analysis, establishing organizational direction through a mission and objectives, strategy formulation, strategy implementation, and strategic control. The benefits of strategic management include taking a proactive approach to shaping the future, formulating better strategies through a systematic process, and improved financial and non-financial performance.
Strategic fit expresses the degree to which an organization is matching its resources and capabilities with the opportunities in the external environment.
In addition, strategic fit also examines the resource base of the organization and explores how they can be utilized to achieve maximum benefits.
The document outlines Mr. AP Shareef's lecture on strategic management. It discusses key concepts like the essentials and elements of business policies, different types of policies including marketing, production, purchasing, financial and HR policies. It also defines strategic management and outlines the four phases of the strategic management process - establishing strategic intent, strategy formulation, implementation of strategies, and strategic evaluation. Finally, it discusses concepts like environmental scanning, SWOT analysis and the process of strategic planning.
This document discusses strategic management and the strategic planning process. It defines strategy and outlines three levels of strategy: corporate, business unit, and functional. It then describes the strategic planning process, which includes establishing strategic intent, conducting an environmental scan involving internal and external analysis, and formulating strategy by defining the mission and objectives. The process aims to help organizations effectively manage opportunities and threats to achieve long-term goals.
The document discusses various strategic planning concepts including strategic intent, vision, mission, business definition, goals, objectives, and critical success factors. Strategic intent refers to the long-term purpose of an organization. Vision describes what the organization would ultimately like to become. Mission answers questions about the organization's purpose and reason for existence. Business definition outlines the customer groups, functions, and technologies that define a company. Goals and objectives help operationalize the vision and mission, with objectives being more specific and measurable. Critical success factors are the key elements necessary for success in a given industry.
The document discusses various topics related to organizational analysis and strategic management, including competencies, the VRIO framework, product life cycles, organizational structures, experience curves, and branding. It provides definitions and examples for each topic. Frameworks and models are referenced from sources on essentials of strategic management and organizational behavior. Examples are given for different types of product life cycles, organizational structures, experience curves, and the importance of branding.
A strategic manager analyzes major initiatives by top management involving resources and performance. As strategic management requires crucial long-term decisions, the strategic manager's role is important but complex. The strategic manager tries to answer questions about the organization's vision, purpose, mission, customers, competitors, capabilities, and strategy evaluation criteria. Strategic managers discharge roles as entrepreneurs, resource allocators, environmental monitors, and troubleshooters.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
The document outlines a strategic management model that includes four main stages: strategic intent, formulation, implementation, and evaluation. It involves analyzing internal and external environments to determine a vision, mission, goals and objectives. Strategies are then formulated, implemented through resource allocation and structure, and evaluated for effectiveness with feedback into reformulation.
The document summarizes the VRIO (Valuable, Rare, Imitable, Organized) framework for analyzing a firm's resources and capabilities. It explains that a resource must be valuable, rare, and costly to imitate for a firm to achieve sustained competitive advantage. It then provides an example analysis of Google's capability of excellent employee management using the VRIO framework, concluding it is a source of sustained competitive advantage for Google.
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
An overview of strategic management.ppsx11richamandla
Strategic management involves establishing organizational goals, analyzing the internal and external environment, formulating strategies to achieve goals, implementing strategies, and evaluating performance. It occurs at three levels - corporate, business unit, and functional. Corporate strategy defines the businesses the company will compete in, business strategy defines how it will compete in each business, and functional strategy defines how each department will contribute. Strategic management is an ongoing, cyclical process that orients the entire organization towards achieving its mission.
The document provides an overview of SWOT analysis, including its history and development at Stanford Research Institute from 1960-1970. It describes the key components of a SWOT analysis - strengths, weaknesses, opportunities, and threats - and how they relate to an organization's internal and external environment. Examples are given of strengths, weaknesses, opportunities, and threats for companies like McDonald's and Nokia to illustrate how a SWOT analysis can be conducted.
The document discusses different approaches to measuring organizational effectiveness:
- The goal attainment approach measures effectiveness based on an organization accomplishing its stated goals.
- The systems approach focuses on an organization's ability to acquire resources and interact with its external environment.
- The strategic constituencies approach evaluates how well an organization satisfies the demands of constituencies it relies on for support.
- The competing values approach recognizes there are multiple criteria for evaluating effectiveness and no single agreed upon goal.
It also outlines the external resource, internal systems, and technical approaches to measuring organizational effectiveness.
9 Key Principles to Successful Organizational Strategytltiede
The purpose of this presentation is to review key principles that form the foundation of successful organizational strategy.
Readers are encouraged to review the referenced materials at the back of the presentation for further detail and insight.
Strategic, Strategic Management and Business Policyashnanehta
This presentation gives a detailed account of
- What is strategy?
- What are the various levels of strategy?
- Stories of exemplar strategies
- Criteria for Strategic Decision Making
- Phases of strategic Management
- Elements of strategic Management
- Implementation of strategic management model
Corporate level strategies involve decisions about an organization's overall goals and approach to growth, stability, or reduction. They include intensification strategies like market penetration, product development, and innovation or diversification strategies that are concentric, conglomerate, forward, or backward. Business level strategies focus on a single business unit and involve pursuing cost leadership, differentiation, or focus. Effective strategic implementation requires allocating resources through budgets, structuring the organization appropriately, and managing projects to accomplish goals.
This document outlines a presentation on library advocacy. It discusses the need for advocacy and engaging organizations, communities, and politicians. It provides tips on sharing library stories, explaining the value of libraries, and demonstrating advocacy through cultivating relationships with elected officials. The goal is to strategically advocate for libraries and institutionalize advocacy efforts.
The document outlines the strategic management process which involves 3 phases - strategy formulation, implementation, and evaluation and control. Strategy formulation includes determining the organization's mission and objectives, conducting a SWOT analysis, generating strategic alternatives, and selecting strategies. Implementation involves operationalizing the strategies. Evaluation and control examines whether objectives are being met and allows for corrective actions. Benefits of strategic management include envisioning the future, clarifying objectives, improving dynamics and responsiveness to the environment.
The document discusses analyzing an organization's internal environment to assess its ability to develop strategy. It covers:
1) Reviewing historical and current financial performance as well as strategic assets like resources and competencies.
2) Breaking down and evaluating the internal value chain to understand capabilities.
3) Using ratio analysis of financial statements and non-financial metrics to evaluate performance, efficiency, capital structure, and how to increase shareholder value.
This document provides an introduction to strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The key steps in strategic management are environmental analysis, establishing organizational direction through a mission and objectives, strategy formulation, strategy implementation, and strategic control. The benefits of strategic management include taking a proactive approach to shaping the future, formulating better strategies through a systematic process, and improved financial and non-financial performance.
Strategic fit expresses the degree to which an organization is matching its resources and capabilities with the opportunities in the external environment.
In addition, strategic fit also examines the resource base of the organization and explores how they can be utilized to achieve maximum benefits.
The document outlines Mr. AP Shareef's lecture on strategic management. It discusses key concepts like the essentials and elements of business policies, different types of policies including marketing, production, purchasing, financial and HR policies. It also defines strategic management and outlines the four phases of the strategic management process - establishing strategic intent, strategy formulation, implementation of strategies, and strategic evaluation. Finally, it discusses concepts like environmental scanning, SWOT analysis and the process of strategic planning.
This document discusses strategic management and the strategic planning process. It defines strategy and outlines three levels of strategy: corporate, business unit, and functional. It then describes the strategic planning process, which includes establishing strategic intent, conducting an environmental scan involving internal and external analysis, and formulating strategy by defining the mission and objectives. The process aims to help organizations effectively manage opportunities and threats to achieve long-term goals.
The document discusses various strategic planning concepts including strategic intent, vision, mission, business definition, goals, objectives, and critical success factors. Strategic intent refers to the long-term purpose of an organization. Vision describes what the organization would ultimately like to become. Mission answers questions about the organization's purpose and reason for existence. Business definition outlines the customer groups, functions, and technologies that define a company. Goals and objectives help operationalize the vision and mission, with objectives being more specific and measurable. Critical success factors are the key elements necessary for success in a given industry.
The document discusses various topics related to organizational analysis and strategic management, including competencies, the VRIO framework, product life cycles, organizational structures, experience curves, and branding. It provides definitions and examples for each topic. Frameworks and models are referenced from sources on essentials of strategic management and organizational behavior. Examples are given for different types of product life cycles, organizational structures, experience curves, and the importance of branding.
A strategic manager analyzes major initiatives by top management involving resources and performance. As strategic management requires crucial long-term decisions, the strategic manager's role is important but complex. The strategic manager tries to answer questions about the organization's vision, purpose, mission, customers, competitors, capabilities, and strategy evaluation criteria. Strategic managers discharge roles as entrepreneurs, resource allocators, environmental monitors, and troubleshooters.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
The document outlines a strategic management model that includes four main stages: strategic intent, formulation, implementation, and evaluation. It involves analyzing internal and external environments to determine a vision, mission, goals and objectives. Strategies are then formulated, implemented through resource allocation and structure, and evaluated for effectiveness with feedback into reformulation.
The document summarizes the VRIO (Valuable, Rare, Imitable, Organized) framework for analyzing a firm's resources and capabilities. It explains that a resource must be valuable, rare, and costly to imitate for a firm to achieve sustained competitive advantage. It then provides an example analysis of Google's capability of excellent employee management using the VRIO framework, concluding it is a source of sustained competitive advantage for Google.
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
An overview of strategic management.ppsx11richamandla
Strategic management involves establishing organizational goals, analyzing the internal and external environment, formulating strategies to achieve goals, implementing strategies, and evaluating performance. It occurs at three levels - corporate, business unit, and functional. Corporate strategy defines the businesses the company will compete in, business strategy defines how it will compete in each business, and functional strategy defines how each department will contribute. Strategic management is an ongoing, cyclical process that orients the entire organization towards achieving its mission.
The document provides an overview of SWOT analysis, including its history and development at Stanford Research Institute from 1960-1970. It describes the key components of a SWOT analysis - strengths, weaknesses, opportunities, and threats - and how they relate to an organization's internal and external environment. Examples are given of strengths, weaknesses, opportunities, and threats for companies like McDonald's and Nokia to illustrate how a SWOT analysis can be conducted.
The document discusses different approaches to measuring organizational effectiveness:
- The goal attainment approach measures effectiveness based on an organization accomplishing its stated goals.
- The systems approach focuses on an organization's ability to acquire resources and interact with its external environment.
- The strategic constituencies approach evaluates how well an organization satisfies the demands of constituencies it relies on for support.
- The competing values approach recognizes there are multiple criteria for evaluating effectiveness and no single agreed upon goal.
It also outlines the external resource, internal systems, and technical approaches to measuring organizational effectiveness.
9 Key Principles to Successful Organizational Strategytltiede
The purpose of this presentation is to review key principles that form the foundation of successful organizational strategy.
Readers are encouraged to review the referenced materials at the back of the presentation for further detail and insight.
Strategic, Strategic Management and Business Policyashnanehta
This presentation gives a detailed account of
- What is strategy?
- What are the various levels of strategy?
- Stories of exemplar strategies
- Criteria for Strategic Decision Making
- Phases of strategic Management
- Elements of strategic Management
- Implementation of strategic management model
Corporate level strategies involve decisions about an organization's overall goals and approach to growth, stability, or reduction. They include intensification strategies like market penetration, product development, and innovation or diversification strategies that are concentric, conglomerate, forward, or backward. Business level strategies focus on a single business unit and involve pursuing cost leadership, differentiation, or focus. Effective strategic implementation requires allocating resources through budgets, structuring the organization appropriately, and managing projects to accomplish goals.
This document outlines a presentation on library advocacy. It discusses the need for advocacy and engaging organizations, communities, and politicians. It provides tips on sharing library stories, explaining the value of libraries, and demonstrating advocacy through cultivating relationships with elected officials. The goal is to strategically advocate for libraries and institutionalize advocacy efforts.
The document discusses the University of North Carolina at Greensboro (UNCG) library's efforts to repurpose space by weeding print collections and shifting to electronic resources. It describes projects to de-duplicate journals, cancel subscriptions during state budget cuts, and weed journals and books to increase user space by 50%. The library coordinated with faculty and staff on the projects. By removing unnecessary print materials, the library was able to redirect funds and reclaim space for student learning needs like individual and group study areas.
This document discusses mentoring and its importance for organizational health. It provides information on developing effective mentoring programs and relationships. Some key points include: formal mentoring programs should match mentors and mentees, provide training, and have clear guidelines; the purpose of mentoring is to support development through listening, sharing information, and celebrating successes; emotional intelligence skills like self-awareness, relationship management, and social awareness are important for mentors; and mentoring can benefit organizations by clarifying roles, aiding succession planning, and improving employee satisfaction. Cultural sensitivity, leadership competencies, and balancing work and life are also addressed.
Developing an international perspective on librarianshipMichael Crumpton
This document summarizes an event hosted by the University Libraries Diversity Committee celebrating International Education Week. It discusses the International Federation of Library Associations and Institutions (IFLA) and some of their key initiatives. It also summarizes several presentations given at the event, including ones on knowledge management, managing research data, and teaching workplace information literacy. Upcoming events from IFLA and LILAC are also advertised.
The South Carolina Literary Map began in 2000 as a class project at USC-SLIS in partnership with the Palmetto Book Alliance to archive information on South Carolina authors. It has since evolved with the Palmetto Book Alliance becoming the SC Center for the Book. The map is a collaborative project between the SC State Library, USC-SLIS, and the Humanities CouncilSC. The document discusses archiving the old website, updating the new website at scliterarymap.org, defining submission guidelines and forms, and next steps for the collaboration including regular meetings.
Promoting Your Programs on the Web: More Than Just Calendar Entries (NCLA 2013)Matthew Clobridge
Your major programs deserve more than a simple calendar entry. Why not showcase them with their own space on the web? Options include a simple program page on your website, a custom section for the program on your site, and a full, separate program website complete with its own URL. We’ll share Durham County Library’s experiences, successes, and lessons-learned with these different methods. While this won’t be an overly technical discussion, we will examine some platforms available for easily creating a program website. Most options won’t cost you a cent and don’t take that long to set up.
Reaching New Audiences with Library mini-MOOCsKyle Denlinger
Kyle Denlinger from Wake Forest University created an open online course called ZSRx to teach web literacy skills to parents, alumni and other external audiences. The course was created using free tools by one person over a few months. It exceeded expectations with over 1,000 total registrations from 6 continents and 50 US states, including alumni from 1954 to 2012. Feedback was very positive, with many asking for additional courses. The success demonstrated opportunities for libraries to reach new audiences through low-cost online courses.
Functional Capability and Resource Analysis PresentationBrandon Thomson
This document outlines a methodology for analyzing a firm's functional capabilities and resources. The methodology involves 6 steps: 1) determining critical success factors, 2) identifying resources, 3) evaluating resources using the VRIO framework, 4) identifying gaps between resources and success factors, 5) diagnosing current strategy, and 6) formulating future strategies. The document then applies this methodology to analyze American Airlines, identifying its key resources, evaluating these using VRIO, diagnosing its current strategy, and proposing rational future strategies.
Emotional intelligence from self awareness to relationship management ncla pa...Michael Crumpton
This document discusses emotional intelligence and its importance for leadership. It defines emotional intelligence as the ability to recognize one's own emotions and the emotions of others, using emotions to motivate oneself, and managing emotions in relationships.
The document outlines the major components of emotional intelligence, including self-awareness, self-management, social awareness, and relationship management. It provides frameworks and exercises to help build skills in each area, such as a self-awareness exercise to share something others may not know and a self-management exercise on enhancing integrity.
The overall objectives are to demonstrate the value of soft skills for organizations, provide a leadership framework using emotional intelligence, and help emerging leaders develop skills to better serve their constituencies.
The document discusses the importance of gratitude and appreciation. Practicing gratitude has been shown to improve mental and physical health by reducing stress and increasing happiness. Expressing thanks to others through kind words and deeds can help strengthen relationships and make positive impacts on people's lives.
Group Partners provides consulting services to help businesses adapt to today's dynamic environment. Their services focus on capability, composability, and extensibility thinking to help organizations develop the skills needed to succeed. They take a holistic approach using tools like the Dynamic Architecture and Capability Frameworks. Services range from strategic workshops to help envision the future to optimization programs to improve existing operations. The goal is to transfer capabilities that allow businesses to independently change and improve over time.
The document provides guidance on how to effectively engage C-level executives through customized experiences. It emphasizes that experiences must be tailored specifically for executives and their unique needs and interests. Experiences should focus on relevant content, create the right context for conversations between executives and their peers, and ultimately provide real value to this busy audience. Effective experiences are short, invite participation, and allow executives to both learn and share ideas with other C-level participants.
The document discusses Microsoft's efforts to become a social enterprise by creating a shared knowledge portal called InfoPedia. It involved consolidating content from various sites and simplifying the experience for their 46,000 field sellers. The key aspects included empowering people as change leaders, developing simple processes, shifting culture to encourage sharing, using effective technologies like SharePoint, and measuring impact through adoption rates and feedback. The transformation took over a year but provided field sellers with easier access to critical information.
This document discusses the importance of developing organizational capabilities for information systems (IS) organizations. It makes several key points:
1) Traditional approaches focusing on training, processes, and structure are not sufficient for developing capabilities.
2) Organizational capabilities consist of shared mindsets, practices, and competencies that determine how the organization operates and are developed over time.
3) Capabilities define an organization's trajectory and need to be managed as a portfolio to align with strategy and change over time.
4) Capabilities can be developed internally, acquired externally, partnered for, or grown organically depending on urgency and difficulty.
This document discusses changing corporate culture through organizational development. It addresses that change is inevitable and necessary for companies to adapt. Corporate culture is shaped by shared values, beliefs, and behaviors that influence how an organization functions. A strong, coherent culture can enable success, while an inflexible culture may lead to failure during times of change. Implementing cultural change requires understanding the existing culture, developing a vision for change, rewarding changed behaviors, and living the new culture. Organizational development aims to create cultures that are effective, innovative, and help both the organization and its members achieve their goals.
Centauric is an expert consulting firm that helps organizations unleash the potential of their people to drive business performance. They use a data-driven approach involving interviews, surveys, and facilitated discussions to understand organizational dynamics and identify opportunities. Their integrated services then develop leadership capabilities, strengthen employee engagement, and align culture and systems. The outcomes include increased focus on goals, engaged and committed employees, an innovative culture embracing change, and effective talent selection and development.
Appreciative Governance: Engagement and Innovation Throughout The Organization4Good.org
Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?
Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.
This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
This document provides answers to questions from a management assignment. It discusses roles and responsibilities of groups and individuals in organizations. It also examines how roles have been modified in 21st century organizations, with an emphasis on knowledge workers and networks. Decision making processes within organizations are explored, with examples provided from the student's place of work. Key roles like initiators, informers, and evaluators are outlined for tasks, while motivators and harmonizers are important for group building. Decision making involves different levels from operational to tactical to strategic.
This document discusses career development and retention in organizations. Some key points:
1. Companies are emphasizing employee responsibility for career management as organizations restructure and expand. Resources like training, mentoring, and coaching managers support employee careers and development.
2. Retaining employees relies on factors like exciting work, career growth opportunities, supportive management, meaningful work, and fair pay. Companies must balance advancing current employees' careers with attracting new hires.
3. Human resource management involves attracting, developing, and retaining a quality workforce through activities like planning, recruitment, training, performance reviews, and career development programs. Linking HR strategies to organizational mission and goals helps create a competitive advantage through people.
A framework for a leadership model for a finance organization looking to create a finance team that is fully aligned with the business, driving shareholder value through timely, relevant, and accurate information - doing is efficiently and in compliance with all pertinent rules and regulations.
The document discusses the importance of developing values, vision, and mission statements for an organization. It provides examples of effective vision statements that are short and inspirational. Mission statements should define the organization's purpose and customers. Goals and objectives specify what the organization aims to achieve and should be SMART (specific, measurable, attainable, results-oriented, and time-limited). Benchmarking against competitors can help set challenging strategic goals and objectives. Developing these elements provides purpose, guidance, and motivation for an organization's employees and stakeholders.
Building High Performance Teame module (02) Teamwork Style in Workplaceumar farooq
This document discusses building high performance teams. It covers topics like work groups versus teams, building trust and believability within teams, dealing with inter-team conflicts, and characteristics of effective teams. An effective team is defined as having five functions: trusting one another, engaging in constructive conflict, committing to decisions, holding each other accountable, and focusing on collective results. High performance leadership is also discussed, along with strategies like applying influence-based versus control-based leadership and integrating organizational change strategies with improvement tools. The final section covers styles of behaving toward team members in a way that lessens stress and gets the best out of the team.
This document discusses project management and organizational change. It begins with an agenda that covers an introduction and action plan, projects and status, organization, project management and development, and change management and knowledge sharing. It then provides details on each topic, including a 4-step methodology for critical issue treatment and strategic business process reengineering. Project management concepts like project lifecycles, planning, goals, and balancing cost, time, and scope are examined. Finally, it recommends further reading and provides contact information for the author.
ITS 835Chapter 22JAA Inc. – A Case Study in Creating Val.docxvrickens
ITS 835
Chapter 22
JAA Inc. – A Case Study in Creating Value from Uncertainty
Enterprise Risk Management
Professor Michael Solomon
Introduction
• Business background
• Initial steps
• Evolution of Risk Management
• Introduction of ISO 31000 and HB 436 to JAA
• Bringing everything together
Business Background
• JSS is a clothing wholesaler and retailer
• Founded in 1972
• Went public in 1998
• Three operating segments
•
•
•
U.S. wholesale
U.S. retail
International (wholesale and retail)
• 57 retail stores in 10 countries
Initial Steps
•
•
Strategic objectives
• Maintain market leadership
• Sustain technology leadership
• Strengthen global presence
• Deliver quality service
• A leader in compliance with all laws and
regulations
Establish a governance system
• Multiple committees, each with specific
responsibilities
Governance
Framework
Evolution of Risk
Management
• Lack of strategic risk management led to
many problems
• Communication
•
•
•
Missed/lost opportunities
Lack of commitment to objectives
Declining quality
• Identified gaps in risk management
• Engaged in aggressive internal training
•
•
•
Soft skills
Team building
Management planning
Introductions of ISO 31000 and
HB 436
• JAA adopted ISO 31000
• HB 436 provided extensive implementation
guidance
• ISO 31000 was basically an upgrade of the
framework JAA was already using
• ISO 31000 framework formalized JAA’s ERM
• Defined organization and process
Using Context for Risk
Criteria
Bringing Everything
Together
Risk Map
Risk Atitude
A minimum of 100 words each question and References Response #1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1) I enjoyed reading your post. I think you made many great points about how embedding innovation into the DNA of the company can be important. You addressed importance’s such as promoting innovation through recruitment, identify margins of significant gain or loss for the organization and to obtain metrics to help identify solutions for decisions making. These are all really great points and I think that they can make a huge difference in the success of an organization. I think that innovation starts from the culture of the organization. If employees can sense that innovation is valued and sought after, they are more likely to put efforts there.
2) It would be highly important for the team to have, and embrace several attributes, adaptability , effective communication, they would have to be a servant leader, someone who understands that they might have to push the weight instead of telling others how much weight to push, they would have to have imagination, and vision, and be committed to the goal as well as the team, and the leaders. I would need them to be team players who are not worried about being a star ...
The document discusses leadership and provides information on several leadership topics in 4 sections. Section 1 compares leadership to management, noting leaders seek vision and long-term goals while managers focus on stability and short-term objectives. Section 2 discusses values-driven leadership and the importance of organizational culture. Section 3 explains the importance of asking the "right questions" as a systems thinker. Section 4 presents the "Start, Stop, Keep" model for assessment and planning improvement actions.
Agility Innovation Specialists aims to help organizations build capabilities and capacities for innovation. They focus on identifying business opportunities, developing expertise, and creating value for clients. Agility takes a structured approach, first seeking the client's perspective and challenges. They then work to structure a relationship and solution. Agility helps make the business case for innovation by quantifying value, identifying opportunities, and linking initiatives to outcomes and impact. Their goal is to improve innovation conditions and build greater synergies, capabilities, and capacities through tools, skills development, collaboration and leadership strategies.
The document provides a framework and best practices for embedding sustainability into organizational culture. It discusses five key elements: strategy, structure, processes, people, and rewards. For the strategy element, it recommends establishing an agreed-upon definition of sustainability, integrating sustainability into the corporate vision and linking it to the organization's mission and goals. It also suggests focusing on developing organizational strengths and selling the strategy to senior leadership.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
Similar to Organizational capabilitity leveraging your intangible strengths _ncla paticipants (20)
2. What Are We Trying To Do…..
We are focusing on organizational capabilities and
how leaders can evaluate and build the ones they
need to create intangible value.
Provide the framework for a capabilities
assessment profile that identifies distinctive
capabilities and aids in developing & leveraging
these distinctive capabilities.
3. Building A Sustaining Fire…
“For a piece of wood to catch fire, it must
first be heated to a temperature at which it
ignites; then it burns by itself. The initial
heating requires energy from outside, but
once the wood is ignited, the flame sustains
itself and gives off light and heat.”
Dave Ulrich - 1990
4. Organizational Capabilities
Definition: The various routines and
processes that transform those inputs
(resources) into outputs (physical goods and
services).
These organizational routines and processes
are the regular and predictable work
activities done by organizational members.
– Delta Air Lines vs. Southwest Airlines
5. Organizational Capabilities
The collective skills, abilities, and expertise
of an organization, (these capabilities) are
the outcome of investments in human
resources….
– They represent the ways that PEOPLE and
RESOURCES are brought together to
accomplish work.
– They form the IDENTITY AND
PERSONALITY of the organization by
defining what it is good at doing and, in the
end, what it is.
7. Organizational Capabilities
Organizational capability focuses on
achieving goals through employee
commitment and competence.
– Remember … Two criteria for competitive
advantage are:
• Adding perceived value to the customer
• Offering uniqueness that cannot be easily imitated
by a competitor.
Organizational capability enhances perceived
customer value thru responsiveness,
relationship, & service quality.
8. Competence –vs- Capability
Individuals have competencies focused in
certain areas but organizations have
capabilities.
Individual Organizational
Technical 1 3
An individual’s An organization’s
functional core
Competence competencies
Social 2 4
An individual’s An organization's
leadership capabilities
ability
9. Organizational Capabilities
Organizational capabilities emerge when the
organization combines (and delivers on)
individuals’ competencies and abilities.
– An employee or volunteer may be technically
sharp or demonstrate leadership skill, but the
institution as a whole may or may not embody
the same strengths:
• If it does, team members who excel in these areas
will likely be engaged; if not, they may be
frustrated.
– Additionally, an institution’s organizational
capabilities enable it to turn its technical know-
how into results.
10. A Few Key Capabilities….
Developed From The Inside Out
Talent: We are good at attracting,
motivating, and retaining competent and
committed people.
– Competent employees & volunteers have the
skills for today’s and tomorrow’s business
requirements; committed members of your
organization deploy those skills regularly and
predictably.
11. A Few Key Capabilities….
Developed From The Inside Out
Speed: We are good at making important
changes happen fast.
– Speed means that the organization can
recognize opportunities and act quickly when it
comes to new market shifts (e.g. digital media),
new systems, new employee & volunteer
policies, and new business processes.
12. A Few Key Capabilities….
Developed From The Inside Out
Shared mindset /brand identity: We are
good at ensuring that patrons and
employees have positive and consistent
images of and experiences with our
organization.
– Answering the following question will help
your team build its shared mindset … “What
are the top three things we want to be known
for in the future by the people who use our
services?”
13. Shared Mindset:
Group Exercise
“What are the top three things we want to be
known for in the future by the people who use our
services?”
14. A Few Key Capabilities….
Developed From The Inside Out
Accountability: We are good at obtaining
high performance from employees.
– Performance accountability becomes an
organization capability when members of the
organization realize that it’s unacceptable not to
meet their goals.
Collaboration: We are good at working
across boundaries within the institution to
ensure both efficiency and leverage.
15. A Few Key Capabilities….
Developed From The Inside Out
Learning: We are good at generating and
generalizing ideas with impact.
Leadership: We are good at embedding
leaders throughout the organization.
Customer connectivity: We are good at
building enduring relationships of trust with
individuals who use our services.
16. A Few Key Capabilities….
Developed From The Inside Out
Strategic unity: We are good at articulating
and sharing a strategic point of view.
Innovation: We are good at doing
something new in both content and process.
Efficiency: We are good at managing costs.
18. What is Your Organization’s Organizational
Capability?
In small groups, use the space on the back side of
your handout to design a few specific details
for at least 3 of the 11 elements that leads to
organizational capability for your particular
organization. (I.E. What does a capable
organization specifically look like relative to
these 11 capabilities?)
20. If We Had Better Organizational Capabilities….
Stakeholder Measure
Analysts 33. Confidence in future prosperity 36. Logical investments in core
34. Belief in growth strategy capabilities that matter
35. Trust in Leaders at every level 37. Positively differentiated from
competitors in our industry
Investors (Alumni, Local /State 38. Higher investment 41. Growth—
Government, Philanthropy) 39. Greater confidence in our future 42. Efficient cost control
40. Increased cash reserves
Media 43. More favorable comments about 45. Outside groups recognize our
us achievements
44. More acknowledgements of our 46. Access – open communication
success
Community at large 47. Employee of choice 50. Economic reinvestment in the
48. Environmentally responsible community
49. Socially responsible 51. Philanthropy
52. Safe
21. Org. Capability (OC): Trends in and
Levels ….
1. Services OC
2. Institution OC
3. Leadership OC
22. OC: Actions Speak Louder Than
Slogans
Org. Capability
How org. wants to be known by patrons
Make
Real to Make Real to
Stakeholders Employees
Aligned Actions with Desired Experience
23. Strategic clarity about Organizational
Capability
Org. OC: sets a simple, clear point of view about the future
26. Capabilities Assessment Profile
CAP is an in-depth evaluation of an
organization’s capabilities.
Assessing capabilities can be complex since
they arise from the ways that resources are
combined in the organization’s basic work
processes and routines.
Capabilities assessment consists of two phases:
– Identify distinctive capabilities
– Developing and leveraging these distinctive
capabilities
27. Capabilities Assessment Profile
The first step in assessing organizational
capabilities is preparing a current product-
market profile.
– Emphasizes organization-patron interactions.
– Identifies what we’re offering, who we’re
offering to, and whether we’re providing
superior customer / community value and
offering the customer desirable benefits.
28. Capabilities Assessment Profile
In order to prepare a current servive-market
profile we need:
– Information about specific technology /
services and markets
– Principal competitors in each of these product /
service-market segments
– Performance measures for each product /
service-market segment.
• Market growth rate…. Is the city/community growing?
• Market impact …. What things are creating change?
• Competitive position … Your position
• Contribution to achievement …. Your service offering
29. Capabilities Assessment Profile
The next step is identifying sources of
competitive advantage and disadvantage in
the main service-market segments.
– We need to know why people choose our
services instead of our competitors.
– Identify specific costs, service and technology
attributes.
– When someone uses your service they are
receiving a bundle of attributes that they
believe will satisfy their needs.
– We need to know what these attributes are!!!
30. Capabilities Assessment Profile
The third step involves describing
organizational capabilities and
competencies.
– Examine the resources, skills, and abilities of
your organizations different parts / divisions.
– Uncover what resources and capabilities lead to
your competitive advantage.
– Determine how to cross-functionally leverage
these capabilities by developing
partnerships…especially for public branches.
31. Capabilities Assessment Profile
The next step involves sorting these capabilities and
competencies according to their strategic
importance.
– Which capabilities are most important for building the
organization’s future.
– We should evaluate each category according to three
criteria:
• Does the capability provide tangible customer benefits?
• Is the capability difficult for competitors to imitate?
• Can the capability provide wide access to a number of
different markets (school systems, churches, small biz, etc)?
By sorting organizational capabilities according to
level of strategic importance, strategic decision
makers gain an understanding of their
organization’s critical strengths and weaknesses.
32. Capabilities Assessment Profile
This final step involves not only identifying
but also AGREEING on the key
competencies and capabilities.
– By ranking key competencies and capabilities,
decision makers can easily identify the key
ones.
– The hard part is agreeing which competencies
and areas of the institution deserve future
resource allocation.