This document discusses the relationship between governance, innovation, and performance management. It argues that governance should not be constrained by performance management, as this can inhibit innovation. Innovation is a type of production that aims to create new opportunities. Governance establishes prerequisites for all production activities to ensure alignment with business values and compatibility between different productions. Performance management focuses on optimization of current production but can restrict governance and innovation. Governance and a portfolio approach can support innovation by allowing for different performance models and types of production.
The Alignment Health Check™ Value Proposition (V.2)Dragica Grbavac
The document discusses the importance of alignment within organizations to overcome challenges like lagging productivity and lackluster performance. It introduces the Alignment Health Check, which provides an assessment of how well processes, systems, people and external factors are integrated and aligned. The assessment identifies misalignments that can cause performance gaps and offers recommendations to improve strategic and operational alignment. Regular alignment assessments are recommended to sustain growth, profitability and reduce risks in complex business environments.
Organizational change management (OCM) requires Organizational Configuration Management. This September 2019 Archestra Notebook introduces the concept of organizational configuration management and its explanation.
This document discusses the limitations of continuous improvement programs and introduces the KT Step Change model as a complementary approach. It argues that while continuous improvement is necessary, it typically only provides incremental gains and is not a source of competitive advantage. The KT Step Change model is a three-phase approach involving diagnosis, implementation, and sustainability. The diagnosis phase gathers both qualitative and quantitative data to understand performance gaps and prioritize projects that will provide strategic value and transformational change. The model aims to identify initiatives that will achieve sustained improvements to meet business needs in response to events requiring more than incremental progress.
Our CALM solution helps organizations plan for and execute transformational changes through simulation. It models how both quantitative and qualitative factors like employee attitudes and responses change over time under different change strategies. This allows organizations to test strategies virtually through "dry runs" before implementing changes in the real world. CALM also tracks change execution to help organizations detect and address issues, ensuring the successful transformation. It provides pre-built components and models grounded in change management research to help users quickly build customized simulations.
This document discusses managing the benefits of programs and projects through a structured four-step process: 1) Benefits modelling to map how initiatives lead to outcomes and benefits, 2) Benefits analysis to specify outcomes, stakeholders, and measurability, 3) Benefits planning including stakeholder agreements and measurement plans, and 4) Ongoing benefits measurement and reporting. Implementing an effective benefits realization management environment requires establishing these processes, tools, roles, and building capability over time through iterative improvement on successive change initiatives.
Review of hrm, vol. 2, april 2013 35 proceedings of ssusere73ce3
This document summarizes a research paper on the effects of organizational change on employee motivation, adjustment, and values. The research studied 50 employees who experienced a major organizational change. It found that employees tried to maintain moderate motivation levels after the change and make adjustments to cope with new roles. Their values shifted from achievement to survival values to maintain their position in the organization. The document also provides background on types of organizational change, including planned vs emergent, episodic vs continuous, and developmental vs transformational change. It discusses systems thinking approaches to change and common areas of change like structure, costs, processes, and culture. Finally, it outlines two approaches to change - Theory E which prioritizes short-term economic goals, and Theory
Strategic management theory and practicestrategic controssusere73ce3
This document discusses strategic control and crisis management. It outlines a 5-step process for strategic control: 1) determining the focus of control, 2) establishing standards for evaluation, 3) measuring performance, 4) comparing performance to standards, and 5) taking corrective action if needed. Strategic control helps ensure strategies are aligned with goals and the environment. It also facilitates continuous improvement. Crisis management involves planning for potential crises and learning from past crises to improve preparedness.
The document summarizes research on factors critical for successful organizational restructuring or reorganization. It identifies six key factors: 1) synchronizing the reorganization design with business strategy; 2) clarifying roles and responsibilities; 3) deploying the right leaders and capabilities; 4) designing the organization layer by layer rather than top-down; 5) minimizing execution risks; and 6) reorganizing during periods of strength rather than distress. Companies that incorporated more of these six factors reported much higher rates of reorganization success.
The Alignment Health Check™ Value Proposition (V.2)Dragica Grbavac
The document discusses the importance of alignment within organizations to overcome challenges like lagging productivity and lackluster performance. It introduces the Alignment Health Check, which provides an assessment of how well processes, systems, people and external factors are integrated and aligned. The assessment identifies misalignments that can cause performance gaps and offers recommendations to improve strategic and operational alignment. Regular alignment assessments are recommended to sustain growth, profitability and reduce risks in complex business environments.
Organizational change management (OCM) requires Organizational Configuration Management. This September 2019 Archestra Notebook introduces the concept of organizational configuration management and its explanation.
This document discusses the limitations of continuous improvement programs and introduces the KT Step Change model as a complementary approach. It argues that while continuous improvement is necessary, it typically only provides incremental gains and is not a source of competitive advantage. The KT Step Change model is a three-phase approach involving diagnosis, implementation, and sustainability. The diagnosis phase gathers both qualitative and quantitative data to understand performance gaps and prioritize projects that will provide strategic value and transformational change. The model aims to identify initiatives that will achieve sustained improvements to meet business needs in response to events requiring more than incremental progress.
Our CALM solution helps organizations plan for and execute transformational changes through simulation. It models how both quantitative and qualitative factors like employee attitudes and responses change over time under different change strategies. This allows organizations to test strategies virtually through "dry runs" before implementing changes in the real world. CALM also tracks change execution to help organizations detect and address issues, ensuring the successful transformation. It provides pre-built components and models grounded in change management research to help users quickly build customized simulations.
This document discusses managing the benefits of programs and projects through a structured four-step process: 1) Benefits modelling to map how initiatives lead to outcomes and benefits, 2) Benefits analysis to specify outcomes, stakeholders, and measurability, 3) Benefits planning including stakeholder agreements and measurement plans, and 4) Ongoing benefits measurement and reporting. Implementing an effective benefits realization management environment requires establishing these processes, tools, roles, and building capability over time through iterative improvement on successive change initiatives.
Review of hrm, vol. 2, april 2013 35 proceedings of ssusere73ce3
This document summarizes a research paper on the effects of organizational change on employee motivation, adjustment, and values. The research studied 50 employees who experienced a major organizational change. It found that employees tried to maintain moderate motivation levels after the change and make adjustments to cope with new roles. Their values shifted from achievement to survival values to maintain their position in the organization. The document also provides background on types of organizational change, including planned vs emergent, episodic vs continuous, and developmental vs transformational change. It discusses systems thinking approaches to change and common areas of change like structure, costs, processes, and culture. Finally, it outlines two approaches to change - Theory E which prioritizes short-term economic goals, and Theory
Strategic management theory and practicestrategic controssusere73ce3
This document discusses strategic control and crisis management. It outlines a 5-step process for strategic control: 1) determining the focus of control, 2) establishing standards for evaluation, 3) measuring performance, 4) comparing performance to standards, and 5) taking corrective action if needed. Strategic control helps ensure strategies are aligned with goals and the environment. It also facilitates continuous improvement. Crisis management involves planning for potential crises and learning from past crises to improve preparedness.
The document summarizes research on factors critical for successful organizational restructuring or reorganization. It identifies six key factors: 1) synchronizing the reorganization design with business strategy; 2) clarifying roles and responsibilities; 3) deploying the right leaders and capabilities; 4) designing the organization layer by layer rather than top-down; 5) minimizing execution risks; and 6) reorganizing during periods of strength rather than distress. Companies that incorporated more of these six factors reported much higher rates of reorganization success.
Strategy is creating fit among a company’s activities. The success of a strategy depends on doing many things well – not just a few. The things that are done well must operate within a close-knit system,. If there is not fit among these activities, there is no distinctive strategy and little to sustain the strategic deployment process. Management then reverts to the simpler task of overseeing independent functions. When this occurs, operational effectiveness determines the relative performance of the organizations and the strategic initiatives are lost.
Change management refers to the processes used by organizations to plan, implement, and evaluate changes driven by factors like customers, competitors, management, technology, and government regulations. Common barriers to change include self-interest, misunderstandings, differing assessments of situations, and low tolerance for change.
In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
This document introduces the Bureaucracy Measurement Index (BMI) as a tool to help companies assess and address bureaucracy. The BMI breaks down a company's processes, assigns scores based on performance, risk, and impact, and identifies the most bureaucratic and problematic areas. This allows companies to prioritize reducing bureaucracy in efficient, low-risk processes, while maintaining appropriate oversight for high-risk processes. Once areas of unnecessary bureaucracy are addressed, companies can focus on differentiating capabilities that drive growth. Robotic process automation is also introduced as a way to reduce bureaucracy by automating repetitive manual tasks. An example of applying the BMI at an oil company to streamline capital expenditure approvals is provided.
IT is an increasingly autonomous force challenging the past conventions and future expectations of how the enterprise asserts itself. Does the organization have to restrain IT, or will IT redefine how the organization can be an enterprise?
The document discusses different types of organizational structures:
1. Vertical organizations have a top-down hierarchy with decision-making flowing from senior management down. They can make quick decisions but can be rigid.
2. Horizontal organizations empower employees to make their own decisions with minimal middle management. Collaboration and communication are organic but decisions take longer.
3. Matrix organizations integrate vertical and horizontal structures, maintaining expertise while assigning specialists to projects across departments. This increases contact across disciplines but can cause accountability and loyalty issues.
4. Project-based organizations structure work into time-limited projects with their own hierarchies while maintaining core company functions. This increases flexibility but projects can become isolated.
5. R&D and new ventures require
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
Systemic Management of IT FunctionalityMalcolm Ryder
The search is on for what to call the coordination of management disciplines in the business use of IT. Short of the next big acronym, one argument is already more useful than most and is not even new.
This document provides an overview of driving forces analysis, an intelligence method used to understand critical factors creating changes in an industry's competitive landscape. Driving forces are external factors that compel strategy changes and include things like technological changes, regulatory changes, and market innovations. Identifying key driving forces helps analysts determine whether changes will make an industry more or less attractive in the future. The method involves identifying the main driving forces, assessing their strength and impact, and determining how they will shape changes in the industry and its attractiveness over time. Understanding driving forces is important for effective strategic planning and decision making.
Wilson Perumal & Company is a strategy consulting firm that helps clients create value in a complex world. They focus on simplifying customer offers, optimizing operating models, strengthening management processes, and fostering a culture of operational discipline. Their expertise in understanding and managing complexity through approaches like complexity-adjusted costing and portfolio optimization has helped clients across various industries improve profitability. Recent case studies resulted in $8M and expected $20M in annual EBITDA benefits through reducing product proliferation and redefining sales channels.
Making Markets through Disruptive ManagementMalcolm Ryder
This document discusses how disruptive forces are changing markets and management. New technologies like location services, social networks, cloud services, and big data are altering how customers make decisions and compete for their business. Rather than relying on internal planning and forecasts, management must adopt more dynamic, real-time tactics to influence customer preferences through these external forces. The key is for management to align their operations with how participants already use technologies to discover and procure what they want. By managing market operations to enable this, businesses can continually generate new customers rather than viewing customers as static.
Enterprise Project and Portfolio Management: Managing the RevolutionUMT
This document discusses strategies for successfully implementing enterprise project and portfolio management (EPPM) frameworks in large, global organizations. It identifies common challenges such as scale, incomplete solutions, political governance issues, and lack of standardized metrics. The document recommends 12 principles for EPPM implementation, including securing senior management sponsorship, identifying clear objectives, employing a phased approach, leveraging pilots, implementing change management, including financial analysis, consolidating systems, and conducting ongoing analysis. Case studies and examples are provided for each principle to illustrate proven strategies. The overall goal is to provide guidance for organizations navigating the complexities of implementing comprehensive EPPM on an enterprise-wide scale.
The document discusses various types of organizational control systems including feedforward, concurrent, and feedback control. It describes how these different control systems can be used to anticipate problems, monitor ongoing processes, and evaluate outputs. Specific examples are given of how different organizations implement various control strategies like budgeting, quality management programs, and financial reporting.
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
The document discusses strategic control and corporate governance. It covers traditional and contemporary approaches to strategic control, with contemporary focusing more on informational control and monitoring whether the right actions are being taken. Behavioral control aims to ensure proper implementation through organizational culture, rewards/incentives, and boundaries. Corporate governance involves the relationship between shareholders, management, and the board of directors to align managerial actions with shareholder interests. Mechanisms like the board, shareholder activism, and external regulations aim to reduce agency problems in large corporations.
Strategic management involves analyzing a company's internal strengths and weaknesses as well as external opportunities and threats. Key steps include formulating a mission and objectives, assessing the environment, identifying strategies, and implementing and evaluating plans. Strategic decisions require top management input and large resources, and can impact the long-term prosperity of a firm. Strategies exist at the corporate, business unit, and functional levels. Formality and the roles of managers in strategic management depend on factors like organization size and culture.
The document discusses how a company's FP&A (financial planning and analysis) setup reveals important information about the company. Specifically, it reveals the company's business environment, culture, data management quality, and the role of its finance function. The ideal FP&A setup is customized to the specific company's situation and challenges, supports the company's goals, and is fully integrated into the company's management processes. An effective FP&A setup also provides visibility, predictability, and supports decision making. It is important for the FP&A setup to be compatible with the company's culture and management processes.
This document discusses strategic control and continuous improvement. It defines strategic control as tracking strategy implementation, detecting changes, and making adjustments. There are four types of strategic control: premise control checks strategy assumptions; strategic surveillance monitors internal/external events; special alert control reconsiders strategy due to unexpected events; and implementation control assesses strategy changes based on incremental actions. Continuous improvement focuses on customer satisfaction, measurement, and process improvement through techniques like total quality management (TQM), six sigma, ISO 9001, and balanced scorecards.
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
Bronze welding joins metals by heating their edges below melting point while melting a bronze alloy to flow over and join the edges. Acetylene and oxygen gases, when burned together at high temperature, are used in a welding torch to heat the metals. Safety equipment like glasses and shoes are required when welding, and no more than 4 people should be in the welding bay at a time.
Strategy is creating fit among a company’s activities. The success of a strategy depends on doing many things well – not just a few. The things that are done well must operate within a close-knit system,. If there is not fit among these activities, there is no distinctive strategy and little to sustain the strategic deployment process. Management then reverts to the simpler task of overseeing independent functions. When this occurs, operational effectiveness determines the relative performance of the organizations and the strategic initiatives are lost.
Change management refers to the processes used by organizations to plan, implement, and evaluate changes driven by factors like customers, competitors, management, technology, and government regulations. Common barriers to change include self-interest, misunderstandings, differing assessments of situations, and low tolerance for change.
In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
This document introduces the Bureaucracy Measurement Index (BMI) as a tool to help companies assess and address bureaucracy. The BMI breaks down a company's processes, assigns scores based on performance, risk, and impact, and identifies the most bureaucratic and problematic areas. This allows companies to prioritize reducing bureaucracy in efficient, low-risk processes, while maintaining appropriate oversight for high-risk processes. Once areas of unnecessary bureaucracy are addressed, companies can focus on differentiating capabilities that drive growth. Robotic process automation is also introduced as a way to reduce bureaucracy by automating repetitive manual tasks. An example of applying the BMI at an oil company to streamline capital expenditure approvals is provided.
IT is an increasingly autonomous force challenging the past conventions and future expectations of how the enterprise asserts itself. Does the organization have to restrain IT, or will IT redefine how the organization can be an enterprise?
The document discusses different types of organizational structures:
1. Vertical organizations have a top-down hierarchy with decision-making flowing from senior management down. They can make quick decisions but can be rigid.
2. Horizontal organizations empower employees to make their own decisions with minimal middle management. Collaboration and communication are organic but decisions take longer.
3. Matrix organizations integrate vertical and horizontal structures, maintaining expertise while assigning specialists to projects across departments. This increases contact across disciplines but can cause accountability and loyalty issues.
4. Project-based organizations structure work into time-limited projects with their own hierarchies while maintaining core company functions. This increases flexibility but projects can become isolated.
5. R&D and new ventures require
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
Systemic Management of IT FunctionalityMalcolm Ryder
The search is on for what to call the coordination of management disciplines in the business use of IT. Short of the next big acronym, one argument is already more useful than most and is not even new.
This document provides an overview of driving forces analysis, an intelligence method used to understand critical factors creating changes in an industry's competitive landscape. Driving forces are external factors that compel strategy changes and include things like technological changes, regulatory changes, and market innovations. Identifying key driving forces helps analysts determine whether changes will make an industry more or less attractive in the future. The method involves identifying the main driving forces, assessing their strength and impact, and determining how they will shape changes in the industry and its attractiveness over time. Understanding driving forces is important for effective strategic planning and decision making.
Wilson Perumal & Company is a strategy consulting firm that helps clients create value in a complex world. They focus on simplifying customer offers, optimizing operating models, strengthening management processes, and fostering a culture of operational discipline. Their expertise in understanding and managing complexity through approaches like complexity-adjusted costing and portfolio optimization has helped clients across various industries improve profitability. Recent case studies resulted in $8M and expected $20M in annual EBITDA benefits through reducing product proliferation and redefining sales channels.
Making Markets through Disruptive ManagementMalcolm Ryder
This document discusses how disruptive forces are changing markets and management. New technologies like location services, social networks, cloud services, and big data are altering how customers make decisions and compete for their business. Rather than relying on internal planning and forecasts, management must adopt more dynamic, real-time tactics to influence customer preferences through these external forces. The key is for management to align their operations with how participants already use technologies to discover and procure what they want. By managing market operations to enable this, businesses can continually generate new customers rather than viewing customers as static.
Enterprise Project and Portfolio Management: Managing the RevolutionUMT
This document discusses strategies for successfully implementing enterprise project and portfolio management (EPPM) frameworks in large, global organizations. It identifies common challenges such as scale, incomplete solutions, political governance issues, and lack of standardized metrics. The document recommends 12 principles for EPPM implementation, including securing senior management sponsorship, identifying clear objectives, employing a phased approach, leveraging pilots, implementing change management, including financial analysis, consolidating systems, and conducting ongoing analysis. Case studies and examples are provided for each principle to illustrate proven strategies. The overall goal is to provide guidance for organizations navigating the complexities of implementing comprehensive EPPM on an enterprise-wide scale.
The document discusses various types of organizational control systems including feedforward, concurrent, and feedback control. It describes how these different control systems can be used to anticipate problems, monitor ongoing processes, and evaluate outputs. Specific examples are given of how different organizations implement various control strategies like budgeting, quality management programs, and financial reporting.
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
The document discusses strategic control and corporate governance. It covers traditional and contemporary approaches to strategic control, with contemporary focusing more on informational control and monitoring whether the right actions are being taken. Behavioral control aims to ensure proper implementation through organizational culture, rewards/incentives, and boundaries. Corporate governance involves the relationship between shareholders, management, and the board of directors to align managerial actions with shareholder interests. Mechanisms like the board, shareholder activism, and external regulations aim to reduce agency problems in large corporations.
Strategic management involves analyzing a company's internal strengths and weaknesses as well as external opportunities and threats. Key steps include formulating a mission and objectives, assessing the environment, identifying strategies, and implementing and evaluating plans. Strategic decisions require top management input and large resources, and can impact the long-term prosperity of a firm. Strategies exist at the corporate, business unit, and functional levels. Formality and the roles of managers in strategic management depend on factors like organization size and culture.
The document discusses how a company's FP&A (financial planning and analysis) setup reveals important information about the company. Specifically, it reveals the company's business environment, culture, data management quality, and the role of its finance function. The ideal FP&A setup is customized to the specific company's situation and challenges, supports the company's goals, and is fully integrated into the company's management processes. An effective FP&A setup also provides visibility, predictability, and supports decision making. It is important for the FP&A setup to be compatible with the company's culture and management processes.
This document discusses strategic control and continuous improvement. It defines strategic control as tracking strategy implementation, detecting changes, and making adjustments. There are four types of strategic control: premise control checks strategy assumptions; strategic surveillance monitors internal/external events; special alert control reconsiders strategy due to unexpected events; and implementation control assesses strategy changes based on incremental actions. Continuous improvement focuses on customer satisfaction, measurement, and process improvement through techniques like total quality management (TQM), six sigma, ISO 9001, and balanced scorecards.
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
Bronze welding joins metals by heating their edges below melting point while melting a bronze alloy to flow over and join the edges. Acetylene and oxygen gases, when burned together at high temperature, are used in a welding torch to heat the metals. Safety equipment like glasses and shoes are required when welding, and no more than 4 people should be in the welding bay at a time.
A typical 6th grade language arts class focuses on reading, writing, speaking, and language skills aligned to the Common Core standards. Students spend 55 minutes each day engaged in independent reading, working in small groups, learning essential questions through mini lessons, analyzing texts, and completing quick formative assessments. It is important that 6th graders come to class prepared with their reading materials, keep an organized binder of class notes and materials, and use online resources to find books. Grades are determined by performance on major assessments, minor assignments and projects, writing assessments, and language exams. The class also encourages students to read 40 books over the year through a reading challenge program.
This document appears to be a comic or story about a Bengali man known as "Humare Bengal Ka Bhabishya" or "Bengal's Future". It shows him going about his daily activities like taking the train, struggling in the summer heat, helping a friend with a difficult task, and having his photo taken. The comic hints at his many talents and accomplishments through jokes and short anecdotes.
This document discusses why philanthropy and giving to others is important from both a spiritual and practical perspective. It outlines several biblical passages that speak to our obligation to care for one another and use the gifts we have received to serve others. It also summarizes some of the major themes of Catholic social teaching, such as human dignity, rights and responsibilities, the common good, and preferential option for the poor. Additionally, it explores the intrinsic and altruistic benefits of giving, noting research that giving activates reward centers in the brain and is associated with improved health, life satisfaction, and community engagement. The document advocates that giving is in our self-interest as well as helping others.
Pantothenic acid, also known as vitamin B5, is a water-soluble vitamin found widely in both plant and animal foods. It plays an important role in the body as a component of coenzyme A, which is involved in numerous vital chemical reactions related to energy production and fatty acid synthesis. Symptoms of deficiency are rare but can include burning sensations in the feet and fatigue. Good dietary sources include oats, legumes, mushrooms, nuts and avocados. Pantothenic acid supports metabolism, hemoglobin formation, and wound healing and may help reduce arthritis pain and stress.
Governance - How You Did It, Not Just How You DidMalcolm Ryder
Doing things the right way is most often looked at in terms of whether a desired result predictably arrives. Those results make sense for "share" holders as performance, but "stake" holders are different.
Exercsie as labour: Quantified self and the transformation of exercise into l...Leeds Beckett University
This is a presentation which I have delivered at a few events in different versions which deals with the potential macro level consequences of th collection of exercise data through digital self-tracking. I suggested that the large-scale observation and analysis of human behaviour may be reconfiguring exercise activity as labour. I draw on theories of "digital labour" to discuss the ways in which work is being transformed in contemporary advanced capitalism. Building on this analysis, it will be proposed that a thermodynamic model of the exploitation of potential energy underlies the interest that corporations have shown in self-tracking.
This very short document appears to be about a model of the brain but provides no other details in the one word given. It is not possible to provide a meaningful summary in 3 sentences or less based on the extremely limited information provided.
Strategy discussions often fail to distinguish between making a usable strategy and using it once it is made. Resolving the confusion requires aligning the multiple perspectives and vocabularies that key players bring with them.
This document provides instructions for various features and functions in Microsoft PowerPoint 2007, including how to create and save presentations, add and format slides, work with themes and slide masters, add animations and transitions, rehearse slide shows, print handouts, and save presentations in different formats. It gives step-by-step directions for common PowerPoint tasks.
1. The document discusses nanotechnology and its applications in food science and nutrition.
2. It provides background on nanotechnology, including definitions, a brief history, and examples of nano-sized particles commonly found in foods.
3. The document also describes potential applications of nanotechnology in food processing, packaging, and safety, such as using nanosensors to detect pathogens and nanomaterials to enhance flavors or nutrient absorption.
Lecture on influential conceptions of consciousness in psychology, social psychology and sociology and their relationship to ideas about identity and self.
1) The document discusses the nutritional value and applications of insects as an alternative food source. It provides nutritional information on various edible insect species and reviews several studies on insect consumption in different countries and cultures.
2) The studies examined entomophagy practices in India and Cote d'Ivoire, finding widespread traditional consumption of various insect species and their economic significance.
3) A nutritional analysis of the African palm weevil larvae found it to be a good source of protein, minerals, and energy, supporting its potential as a food.
Changi Airport has grown significantly since opening in 1981, expanding its terminals and passenger capacity over time. It has implemented various process technologies to improve operations, such as automated systems for scheduling, baggage handling, air traffic management, and providing passenger services. These technologies help Changi Airport efficiently handle increasing passenger volumes while maintaining its reputation as one of the world's best airports. It continues developing new technologies and infrastructure to solidify its role as a major Southeast Asian air travel hub.
The document discusses turnaround strategy, which refers to transforming a loss-making company into a profitable one. It provides definitions of turnaround strategy and discusses:
1) Possible characteristics of companies that need turnarounds like declining revenues and stock prices.
2) The significance of turnaround strategy for troubled companies to restore profitability.
3) Steps in a typical turnaround process including setting up a committee, identifying causes of losses, developing alternative solutions and implementing changes.
4) Stages in a turnaround cycle from management changes to stabilization and returning to growth.
So in summary, the document outlines what a turnaround strategy is, why they are important for troubled companies, and the typical
The document discusses a framework for managing organizational change. It argues that change will occur whether managed or not, so the purpose of management is to establish conditions where deliberate change is supported by continuous alignment of abilities to a targeted future value. It also discusses key influences on change success, alignment, and developing the capability to produce change when demanded by stakeholders. The overall framework presented focuses on managing change by cultivating alignment and responsiveness to demands rather than executing projects.
POSITION OF INTERNAL AUDIT IN THE CORPORATE FRAMEWORKHaresh Lalwani
This presentation is my endeavor to bring to notice the new position that internal audit enjoys today in the corporate framework, expectations of the industry and emerging opportunities for the professionals.
Managed Change efforts overall still fail at 66% to 75% of the time. This means that the prevailing perspective on how to "make" change is defeating most other factors. Here's why.
Welsh Consultants publishes- Many firms today face with organizational declines at some point in their life cycles because of both external and internal factors. Most often organizations enter the state of decline when they fail to anticipate, recognize and adapt to external and internal pressures that threaten the organization’s existence. As one of the important factors leading firms to decline, crises represent a significant threat to firms’ high priority values and demand a time-pressured response. As an alternative response to the times of crisis, operating turnaround strategies are targeted to enhance a firm’schances of ending the threat and achieving sustainable performance recovery. Operating turnaround strategies can be defined as the set of consequential, directive decisions and actions aiming to reverse a declining business as quickly as possible through asset reduction, cost cutbacks and revenue generating The conceptual scope of this article is determined as examining operating turnaround strategy and its variants in a theoretical frame by reviewing literature. Author, Founder- Manish P
Where the business has a dependency on the IT organization as its provider, the business is a stakeholder in the IT organization. Where the IT organization has a dependency on technology to enable its production, the organization is a stakeholder in the technology. This actually explains "how" business should be concerned about information technology.
NAME- ARYAN WADHWANI PPT OB KURUVILA SIR.pptxaryanwadhwani72
This document discusses the importance of understanding managerial implications when making decisions as a manager. There are three types of managerial implications: financial implications regarding costs and benefits, operational implications regarding day-to-day operations, and organizational implications regarding structure and culture. Understanding implications can improve efficiency by allowing managers to anticipate risks and ensure the best outcomes. It can also help with risk management by identifying steps to mitigate potential risks.
Corporate ParentingDesigning the corporate HQ MGT 214 CorpAlleneMcclendon878
Corporate Parenting
Designing the corporate HQ
MGT 214 Corporate Strategy
Spring 2021
Dr. Paul Kirwan
1
Recurring theme…
The goal of the corporate strategist is to exploit synergies through administrative control that cannot be replicated by mere investors.
Corporate advantage comes broadly from either portfolio assembly (“selection”) or portfolio modification (“synergy”).
2
Recurring theme…
“Synergy” is an umbrella term to describe the various ways in which the cash flows and discount rates of businesses in a portfolio can be modified through administrative influence.
Synergy is the means through which corporate advantage is created relative to a typical investor who can assemble the same portfolio of investments (without exercising administrative influence over them, as she lacks the decision rights to do so).
3
Introduction
This chapter explores how the appropriate influence model for HQ is contingent on the choice of how corporate advantage is being pursued.
The appropriate influence model is defined as the way HQ influences individual businesses in the portfolio
4
Introduction
The HQ, where the corporate strategists reside, is ultimately the custodian of corporate advantage.
Its goal is to ask (and help answer) the question of why the collection of businesses they administer is worth more than what they would be worth if operated independently.
5
Understanding HQ
“HQ” refers to:
the corporate HQ in a multi-divisional corporation
any administrative unit making strategic decisions that cut across multiple businesses
Including regional, national, or divisional HQ
the holding company of a portfolio of companies (as in a business group)
the organizational or physical location of shared service units.
6
Holding Company Structure, simple example
7
Heineken’s Premium Brand Portfolio, simple example
8
Basic facts about the corporate HQ
Studies decompose the variance in profitability to:
(1)business unit,
(2)corporate parent, and
(3)industry level factors
Found that the corporate parent factor represents around 10 to 20 percent of total variance (and 20 to 25 percent of explained variance), using the most recent techniques (McGahan and Porter, 2002).
This is in between that for industry and that for business unit.
9
Basic facts about the corporate HQ
This may be a significant under-estimate of the impact of the corporate HQ because of data limitations and the methodology, which mainly has to do with the fact that many business unit specific factors actually originate through HQ decisions.
The size of the corporate HQ relative to the total size of the corporation varies enormously across sectors and geographies.
Primary drivers of differences in HQ size are the scale of shared service functions provided to the businesses in the portfolio, as well as the extent of linkage influence exercised by the HQ.
10
Basic facts about the corporate HQ
The cost of the corporate ...
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5. Investment and Values
Multiple stakeholders are affected by a business situation.
Each type of stakeholder recognizes implications of the situation that pertain to their own type.
Beneficial implications are seen as desirable distinctions that will occur in the situation or because of it. Stakeholders invest in producing them.
Those distinctions are values. One situation can generate multiple values for multiple stakeholders.
Overall, “business value” indicates that there is a net benefit, of lesser or greater worth, obtained from the group of respective stakeholder values.
The primary situations of business value are Need and Demand.
6. The goal of Performance
About half of the time, we use the term “Performance” as the name of something described with a fixed measurement. Because of that fixed aspect we think of performance as a state.
While performance management normally declares a desired future state, it is mainly used to fortify the consistency of activity expected to produce the state.
Said differently, “production control” is a more-than-fair description of the purpose of performance management, and that purpose is more important to the distinction of performance management than is any particular future state.
But the idea that we can systematically create that state generates some anxiety about disruptions to the system. Changepresents risks to the stability of the system underlying the imagined state of performance.
7. Performance Pressure
Production control accounts for the compatibility of performance management and governance.
Governance adds to control by bringing an intent to authorizeand prioritize permitted behaviors.
However, performance management can easily assume that its own distinctive priorities are what governance should be concerned about.
That is, Performance’s view of “effective” governance is governance as a form of securityfor performance’s production intent.
In effect, where performance is defending a predetermined output, performance management encourages governance to resist change.
8. Competition for investment
During periods in which current outcomes are acceptable, Performance management already has a politicaladvantage over Governance.
Performance is specially charged with delivering the results that “cause”the growth of profit and/or leverage from the current business position.
The investment in that “cause” hinges on the success of performance management as a mechanism for driving desired results.
Said differently, the actual business goal of performance management is Return On Investment (ROI) –management’s favorite subject.
9. Risks to ROI
In some periods, current outcomes may be unacceptable despite the effort of performance management.
A problem analysis of the deficiency can identify inhibitorsin at least three areas reflecting insufficient control:
•Counterproductive behavior (versus intentions)
•Inconsistent procedure (versus standards)
•Violations (versus permissions)
That is, the correctness, method, and authority of activity can all be compromised during production, frustrating ROI.
10. Counting what matters
In contrast to the notion of “causingROI”, the primary charge of governanceis to establish prerequisitesthat describe an environment of activity, and that align behavior for compatibility with that environment.Compatibility means that the business activity uses the environment without damaging the environment for other activities.
The investment in the environment counts on the success of governance as a mechanism for preserving that compatibility.
Said differently, the intended influence of governance is cultural and ecological, with a goal of compliance. Correctness, method and authority are all defensible aspects of compliance, and compliance offers security.
But the businessview of compliance is opportunity cost.
11. Cost of Opportunity
Opportunity cost represents a condition more familiar as trade-offs and risks.
A decision or action taken now, at whatever execution cost and benefit, also changes the ability or likelihood for something else to occur or be obtained.
That impact on alternatives or future options may be negative or positive.
For example, as a consequence of something done now, it may be more costly to keep any alternative or future option available or feasible.
13. Current versus “Other “ Opportunity
Typically, performance management has an intent to get what it currentlywants from production at minimum necessary risk to the probability of getting it.
What performance wants from governance is protection against that risk by preventing unnecessary detriments to the current opportunity in its focus.
Performance expects governance to work against the risks.Deterrents to the current opportunity –stemming from issues of correctness, method and authority –are to be pre-empted.
14. Necessary but Insufficient
But collapsing the span of governance to within the scope of the performance effort is a management mistake.
The effect is to replace the natural perspective of governance (which is broader than a designated production)withproduction optimization.
Meanwhile, reward and compensation mechanisms are usually attuned to this production optimization.
As a result, there is relatively little incentiveto work outside of it, even when necessary.
15. Production optimization
The artificial restriction of governance by performance management has at least two other important consequences.
•One is a relative dearth of proper scope-of-governance between and across production efforts.
•Another is significant resistance to changes that pose a risk to the optimization already funded and held responsible for ROI.
For many organizations, this surfaces as a segmentation of production into management silos.
16. Risks of Silos and Rogues
The “silo effect” gets staying power from what looks like successes, yet leaves exposure to after-effects not well governed. The scale of the silo effect can be small or truly huge.
•Products sped to market might get away with hidden production shortcuts while slower but better products get shelved.
•A big bank might successfully acquire a smaller bank that brings little in common with the bigger bank’s tracking and recognition methods, causing legal liabilities.
•In being a brand leader, a company may develop performance myopia that prevents it from acknowledging a small, different, industrially disruptive competitor.
Numerous “high-performance” perspectives make it easy to designate non- conformingefforts as low-value, complicating or threatening. Those other efforts can get quarantined regardless of whether they are good or bad.
17. The innovation dilemma
Production Optimizationcan turn conformity into an apparent virtue.
In responding to performance management, economies of scale and best practices can spread a production methodology as a requirement across most opportunities taken seriously for investment.
Departures from those norms, such as innovations, may get held back or screened out where they appear to be incompatible with the production approach credited for current “successes”.
But where current opportunities are notyielding desired levels of ROI, departures may be the strategic solution to obtain better results. They may specifically need to avoid the widespread conformity of performance management for production optimization .
19. Innovation as production
A governance model for innovation encourages methodology that allows innovation to have its own logically appropriate effect.
As a production effort, innovation intends to emphasize the acquisition of new concepts and proofs of those concepts in the form of viable deliverable resources for creating opportunity.
Governancethat supports reaching the logical outcomesof an innovation effort means that innovation is actually more likely to “perform” –to be productive of its intendeddeliverables. The intended outcomes of innovation are the targetsof innovation’s production.
23. Supplying innovation
Inside or outside of a portfolio, innovators are a certain type of producer: they are Suppliers.
In innovation, production follows values and targets that distinguish a supplier perspective from other rolessuch as Provider, or Client.
26. Governance of Suppliers and Providers
A companion key tactic for transformative production is sourcing.
Producers should be strategically selected for their ability to offer appropriatedeliverables that already have the necessary attributes.
Deliverables may be services.
Qualified producers must have already made a sufficient commitment to any innovation of their production.
According to their role, their commitment may create, offer or implement innovation.
Selection criteria focus on their compatibility to strategy goals and to the policies of the portfolio of productions.
28. Governing versus Performing
A business is a producer.
To keep execution aligned with business purpose, production should be managed for performance. But an appropriate model for performance management should be used.
To keep execution aligned with business values, production should be under governance. Business values intend to preserve current and future opportunity for the diversity of business stakeholders.
29. Governing Supplier Performance
A performance management system for Providers often predisposes governance to efforts for securing purpose--production’s optimizationfor delivery versus demand.
But the basis of “performance” for a Supplier is the relevanceof its production to the user need, including Providers as its business customer. A provider model of performance management is not the appropriate model for a supplier.
The Supplier has business values, supported by its governance, intended to help maintain relevance for its current and potential future production.
30. Innovation as production
Suppliers generate products that meet needs.
Innovationis a type of Supplier production, primarily intended to create and sustain new kinds of opportunity.
Suppliers serve Providers.
The Provider does not manage Supplier performance; the Supplier manages the Supplier’s performance.
The Supplier’s governance constrains the supplier production that can fall under performance management.
A Provider has governance that aligns the Supplier’s performance to the business values of the Provider’s stakeholders.
31. Recap
•Governance establishes a cultural environment for production
•Governance sustains a managed production environment for a diversity of productions.
•“Production” has two goals: net worth, andproduct.
•Innovation is a type of “production”.
•“Value” has a particular meaning in innovation.
•Business focuses Innovation on creating new product to enhance net worth.
•For a business, a “service” is a type of product.