As reported in a post last week, I participated in what turned out to be a very interesting and informative Roundtable discussion on Sir Philip Green’s review of the UK Government’s purchasing policies and practices.
(NOTE: for those who may have missed the live broadcast, here is the link to the on-demand audio portion of the discussion; http://mediaiq.na5.acrobat.com/p44894290/)
The Power of Sharing: How Collaborative Business Models are Shaping a New Eco...Capgemini
Rachel Botsman is a global thought leader on the collaborative economy. She defines the sharing economy as utilizing underused assets like spaces, skills, and intellectual property for monetary or non-monetary benefits. The collaborative economy is broader and includes new models like peer-to-peer learning and production. Major factors driving this change are the shift from ownership to access, new technologies enabling trust between strangers, and changing consumer behavior especially among millennials. Industries being disrupted include transportation, hospitality, and financial services. Incumbents must adapt collaborative models or risk losing value to startups addressing consumer pain points like waste, complexity and limited access through asset sharing.
This document summarizes the findings of a survey on shared services conducted with 150 senior local authority managers in England. Some key findings include:
- 89% of local authorities currently share back office functions, frontline services, or both with other public bodies.
- 65% plan to increase sharing of back office functions in the next year and 89% in the next two years. 68% plan increased frontline sharing in the next year and 91% in the next two years.
- Environmental services and social care were most commonly identified as frontline areas for future sharing.
The survey found growing willingness among local authorities to explore new partnerships and delivery models for services, including increased openness to working with the private sector.
UKUPA Jan 09: User Experience In A DownturnUXPA UK
Gerred Blyth (Lighthouse Experience) and Be Kaler Blake (Aquent) presented on their perspective on the user experience industry and how companies and individuals can cope and find opportunities during the economic downturn. Discussions and pop quiz results from the evening are incorporated in the slides.
Political, legal and social factors (further)Lewis Appleton
Tesco is affected by several political, legal, and social factors. Taxation reduces Tesco's profits, requiring lower employee pay and higher product prices. Competition law prevents Tesco from dominating markets or copying competitors, restricting growth strategies. Demographic changes like a rising population increase demand for Tesco's products and the available workforce.
The British Red Cross relies on government grants and tax relief for funding, without which it could not operate. It is mainly affected by contract law to protect volunteers. A rising and aging population creates both more need for assistance and more potential volunteers, though high needs could outpace capacity without more support.
NIGP Forensic Audit: Request For Copies Per Open Records LawJon Hansen
Because the NIGP did not respond to a direct e-mail request for copies of the Independent Audit of NIGP's Strategic Partnerships/Forensic Audit and Pierson Grant recommendation, the following official letter of request Pursuant to Article I, section 24 of the Florida Constitution, and chapter 119, F.S., has now been sent.
This is the copy of that document.
Periscope Protest Letter Regarding Arizona RFPJon Hansen
The letter protests the solicitation to replace the current electronic procurement solution, ProcureAZ, arguing that:
1) The contract terms restrict competition and favor large corporations like the state's ERP provider CGI.
2) State executives have shown bias toward CGI and predetermined the outcome.
3) Some requirements can only be met by CGI and exclude true competition.
4) The evaluation criteria deprioritizes cost, favoring more expensive solutions like CGI.
5) False statements were made to gain approval for the solicitation.
The Power of Sharing: How Collaborative Business Models are Shaping a New Eco...Capgemini
Rachel Botsman is a global thought leader on the collaborative economy. She defines the sharing economy as utilizing underused assets like spaces, skills, and intellectual property for monetary or non-monetary benefits. The collaborative economy is broader and includes new models like peer-to-peer learning and production. Major factors driving this change are the shift from ownership to access, new technologies enabling trust between strangers, and changing consumer behavior especially among millennials. Industries being disrupted include transportation, hospitality, and financial services. Incumbents must adapt collaborative models or risk losing value to startups addressing consumer pain points like waste, complexity and limited access through asset sharing.
This document summarizes the findings of a survey on shared services conducted with 150 senior local authority managers in England. Some key findings include:
- 89% of local authorities currently share back office functions, frontline services, or both with other public bodies.
- 65% plan to increase sharing of back office functions in the next year and 89% in the next two years. 68% plan increased frontline sharing in the next year and 91% in the next two years.
- Environmental services and social care were most commonly identified as frontline areas for future sharing.
The survey found growing willingness among local authorities to explore new partnerships and delivery models for services, including increased openness to working with the private sector.
UKUPA Jan 09: User Experience In A DownturnUXPA UK
Gerred Blyth (Lighthouse Experience) and Be Kaler Blake (Aquent) presented on their perspective on the user experience industry and how companies and individuals can cope and find opportunities during the economic downturn. Discussions and pop quiz results from the evening are incorporated in the slides.
Political, legal and social factors (further)Lewis Appleton
Tesco is affected by several political, legal, and social factors. Taxation reduces Tesco's profits, requiring lower employee pay and higher product prices. Competition law prevents Tesco from dominating markets or copying competitors, restricting growth strategies. Demographic changes like a rising population increase demand for Tesco's products and the available workforce.
The British Red Cross relies on government grants and tax relief for funding, without which it could not operate. It is mainly affected by contract law to protect volunteers. A rising and aging population creates both more need for assistance and more potential volunteers, though high needs could outpace capacity without more support.
NIGP Forensic Audit: Request For Copies Per Open Records LawJon Hansen
Because the NIGP did not respond to a direct e-mail request for copies of the Independent Audit of NIGP's Strategic Partnerships/Forensic Audit and Pierson Grant recommendation, the following official letter of request Pursuant to Article I, section 24 of the Florida Constitution, and chapter 119, F.S., has now been sent.
This is the copy of that document.
Periscope Protest Letter Regarding Arizona RFPJon Hansen
The letter protests the solicitation to replace the current electronic procurement solution, ProcureAZ, arguing that:
1) The contract terms restrict competition and favor large corporations like the state's ERP provider CGI.
2) State executives have shown bias toward CGI and predetermined the outcome.
3) Some requirements can only be met by CGI and exclude true competition.
4) The evaluation criteria deprioritizes cost, favoring more expensive solutions like CGI.
5) False statements were made to gain approval for the solicitation.
Marketing Strategy Of Sprint And T MobileGina Alfaro
Sprint and T-Mobile are both majority owned by large international telecommunications companies, with Sprint owned by SoftBank and T-Mobile owned by Deutsche Telekom. The decision for Masayoshi Son, CEO of SoftBank, to end merger talks between Sprint and T-Mobile was difficult as combining the two companies would increase his ability to compete with AT&T and Verizon Wireless in the US wireless market. As the third and fourth largest wireless carriers in the US, a merger of Sprint and T-Mobile would give the combined company additional scale to better compete against the top two carriers.
The document discusses the need for transformation of commissioning and procurement processes in English local government. It outlines the current financial challenges and notes that local councils will need to reduce costs significantly while relying more on external organizations to deliver services. The transformation process should focus on five key themes: new service models, managing risk versus risk aversion, shaping markets, looking ahead not back, and improved contract management. Savings could be achieved through leveraging collective purchasing power across local councils and improving management of contracts once awarded.
The document discusses the need for transformation of commissioning and procurement processes in English local government. It outlines the current financial challenges and notes that local councils will need to reduce costs significantly while relying more on external organizations to deliver services. The transformation process should focus on five key themes: new service models, managing risk versus risk aversion, shaping markets, looking ahead not back, and improved contract management. Savings could be achieved through leveraging collective purchasing power across local councils and improving management of contracts once awarded.
In a bumper edition of Public Matters, we cover:
• the OFT’s recent report into the supply of ICT to the public sector
• further analysis of the new public procurement directive
• a new case on ineffectiveness
• the latest state aid developments, an analysis of PFI savings, case law developments on consultation obligations and recent developments on information sharing.
The document discusses privatization, including what it is, the reasons for it, and problems that can arise. Privatization involves transferring ownership or management of public sector enterprises to private entities. It is done to improve finances and efficiency while reducing government debt. However, it can also result in job losses if not implemented carefully with social safety nets and programs to retrain workers. The document also outlines some notable large-scale privatizations that have occurred.
The document discusses the marketing strategies used by Airtel and Vodafone in India. It outlines the services provided by both companies, including mobile services, fixed line phones, broadband, and more. It then compares the marketing strategies employed by Airtel and Vodafone to gain market share, such as Airtel focusing on value-added services and Vodafone launching an advertising campaign around the Indian Premier League cricket tournament to promote its services. The analysis examines how the two major competitors have challenged each other through different marketing approaches.
The document discusses the author's experience as a member of the Technical Panel that advises the Community Interest Companies (CIC) Regulator. Some key points:
- The author joined the panel in 2009 to provide commercial insight and help improve the CIC legislation.
- CICs have grown significantly since then, particularly in helping local authorities divest services into mutual social enterprises.
- Recent revisions to dividend and interest caps, and a new Social Investment Tax Relief, are important steps but more remains to be done to create a social investment market and "social enterprise stock market."
- The author hopes to continue providing input to help shape policy and legislation as CICs take on larger roles in public
The Financial Times, in partnership with HP, recently held an event in Milan to discuss new CIO strategies for the digital age. Topics discussed included customer engagement, consistent delivery of service across all channels, strategies for driving innovation and supporting business growth, and security concerns in an era of BYOD and cloud services.
This white paper highlight key discussion points from the event.
This document discusses how increasing customer expectations and reduced government resources are driving the need for digital transformation in the public sector. It uses the Queensland Building and Construction Commission as a case study. QBCC embraced customer-focused design and new technologies like cloud computing to transform its service delivery. The document outlines some of the economic, societal and technological drivers requiring governments to improve efficiency and offer more personalized digital services. These include rising transaction volumes, the consumerization of digital services, and advances in data analytics and cloud computing.
This paper reviews the customer transformation program at the Queensland Building Construction Commission against the broader context of digital disruption in the public sector in Australia.
Pay It Forward - Doing the Public’s Business with Digital Technologies while ...NIC Inc | EGOV
This document discusses strategies for reducing reliance on general funds through the use of information technology. It outlines 13 options for doing so, including increasing revenues without raising taxes, reducing upfront IT investment costs through third-party financing, and realizing operational efficiencies. Examples show savings of 12-30% through automation, transformation, and process replacement. The strategies have resulted in over $1 billion in increased revenue without tax hikes. The document argues that the current fiscal crisis provides an opportunity to rethink how government operates through the strategic use of IT.
One-third of the Australian economy faces imminent and substantial disruption from digital technologies according to a new report. The report divides industries into four categories based on how soon they will be impacted ("fuse") and how significantly they will be impacted ("bang"):
- Sectors like finance, retail, media, and IT have a "short fuse, big bang" scenario with both immediate impacts and significant disruption.
- Industries such as education and health have a longer fuse but potentially profound changes.
- Mining, construction and manufacturing have longer fuses and less incremental disruption.
- The report urges leaders to take a granular view within industries as subsectors and companies will be impacted differently.
This document discusses privatization and provides an introduction, definitions, and objectives. Privatization is defined as transferring an enterprise from the public to private sector. Governments pursue privatization to improve efficiency and reduce costs. Reasons for privatization include improving resource use, operating efficiency, and dynamic efficiency through investment. Methods for privatizing include creating an enabling environment, streamlining the process, and preparing enterprises. Potential benefits are discussed such as improved efficiency and lack of political interference, as well as potential disadvantages like natural monopolies and loss of dividends. The success of privatization depends on factors like industry, regulation, and competition.
This document discusses research analyzing the relationship between the financial performance and social/environmental performance of over 1,100 CEOs. The research found no overall correlation but identified some CEOs who excelled in both areas. A few examples of CEOs who delivered great financial returns while also having strong social/environmental performance are highlighted, such as Franck Riboud of Danone and Alessandro Carlucci of Natura. The document also discusses how evaluating CEOs based on both financial and non-financial metrics could help encourage more sustainable, long-term leadership.
This book aims to help managers recognise, measure and control costs. Collinson Grant has been doing that for 40 years. And it is hard. The first challenge is to understand what influences costs and how they can be better related to outputs. The next is to find ways of keeping them under control, so that they rise only slowly when business is growing, but fall fast if turnover declines. These aims apply equally in services, manufacturing and the public sector.
Direct costs are usually better recognised and understood because managers can see the direct relationship between the output and the effort and materials applied. Indirect costs, on the other hand, are a little more difficult to define, as this book shows. Overhead is a term often used, but it is neither precisely defined not properly understood by most managers. It can assume a grandeur and immobility that defy any rational attempt to bring it under control, let alone reduce it. But indirect activities can cover every effort: to support production; to serve customers; to run traditional 'back office' processes; and to develop and maintain the organisation. This very complexity offers opportunities and presents risks. It means that managers must learn the interrelationships between activities and costs, and the options these present to tighten control and reduce expenditure.
Written by Collinson Grant's consultants, this book draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
1. Managing indirect costs effectively requires understanding how businesses have changed with new technologies and the growth of services. While direct costs have been reduced, indirect costs have increased and are not always well controlled.
2. Technology has automated many processes but has not always reduced indirect costs as much as expected. Some indirect activities have become core to operations while others have grown beyond what is needed. Organizations must challenge all functions to operate as simply and efficiently as possible.
3. To successfully manage and reduce indirect costs requires understanding the context of external factors and the internal capabilities needed to support the organization's strategy. Sustained improvements need an integrated long-term plan.
This document discusses privatization, including what it is, the modes of privatization, and reasons for and problems with privatization. Privatization involves transferring ownership or management of public sector enterprises to private entities. It can be done through various modes such as sale of assets, leasing, or public share offerings. Reasons for privatization include reducing the government's financial burden and improving efficiency. Potential problems include loss of jobs and experienced managers. The document examines alternatives to full privatization and strategies for addressing social impacts.
1. Organization and structure provide clarity of roles and responsibilities which allows groups to function efficiently and avoid confusion or duplication of efforts.
2. Well-defined structures ensure there are processes in place for decision-making, communication, and managing work which helps groups be productive.
3. While structures can vary in their rigidity or formality, even loosely organized groups still need some structure to coordinate activities, combine individual contributions, and work as a cohesive unit to achieve common goals.
Data at the Core Establishing a Data-Driven CultureJon Hansen
Data at the Core: Establishing a Data-Driven Culture
by Joe Gibson
--------------------------------------------------------------------------------------
Research Thesis Submitted in Partial Fulfilment
of the Requirements for the Degree of Master of Business Administration in
Collaborative Leadership
--------------------------------------------------------------------------------------
Canterbury Christchurch University
Christ Church Business School February 2022
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Sprint and T-Mobile are both majority owned by large international telecommunications companies, with Sprint owned by SoftBank and T-Mobile owned by Deutsche Telekom. The decision for Masayoshi Son, CEO of SoftBank, to end merger talks between Sprint and T-Mobile was difficult as combining the two companies would increase his ability to compete with AT&T and Verizon Wireless in the US wireless market. As the third and fourth largest wireless carriers in the US, a merger of Sprint and T-Mobile would give the combined company additional scale to better compete against the top two carriers.
The document discusses the need for transformation of commissioning and procurement processes in English local government. It outlines the current financial challenges and notes that local councils will need to reduce costs significantly while relying more on external organizations to deliver services. The transformation process should focus on five key themes: new service models, managing risk versus risk aversion, shaping markets, looking ahead not back, and improved contract management. Savings could be achieved through leveraging collective purchasing power across local councils and improving management of contracts once awarded.
The document discusses the need for transformation of commissioning and procurement processes in English local government. It outlines the current financial challenges and notes that local councils will need to reduce costs significantly while relying more on external organizations to deliver services. The transformation process should focus on five key themes: new service models, managing risk versus risk aversion, shaping markets, looking ahead not back, and improved contract management. Savings could be achieved through leveraging collective purchasing power across local councils and improving management of contracts once awarded.
In a bumper edition of Public Matters, we cover:
• the OFT’s recent report into the supply of ICT to the public sector
• further analysis of the new public procurement directive
• a new case on ineffectiveness
• the latest state aid developments, an analysis of PFI savings, case law developments on consultation obligations and recent developments on information sharing.
The document discusses privatization, including what it is, the reasons for it, and problems that can arise. Privatization involves transferring ownership or management of public sector enterprises to private entities. It is done to improve finances and efficiency while reducing government debt. However, it can also result in job losses if not implemented carefully with social safety nets and programs to retrain workers. The document also outlines some notable large-scale privatizations that have occurred.
The document discusses the marketing strategies used by Airtel and Vodafone in India. It outlines the services provided by both companies, including mobile services, fixed line phones, broadband, and more. It then compares the marketing strategies employed by Airtel and Vodafone to gain market share, such as Airtel focusing on value-added services and Vodafone launching an advertising campaign around the Indian Premier League cricket tournament to promote its services. The analysis examines how the two major competitors have challenged each other through different marketing approaches.
The document discusses the author's experience as a member of the Technical Panel that advises the Community Interest Companies (CIC) Regulator. Some key points:
- The author joined the panel in 2009 to provide commercial insight and help improve the CIC legislation.
- CICs have grown significantly since then, particularly in helping local authorities divest services into mutual social enterprises.
- Recent revisions to dividend and interest caps, and a new Social Investment Tax Relief, are important steps but more remains to be done to create a social investment market and "social enterprise stock market."
- The author hopes to continue providing input to help shape policy and legislation as CICs take on larger roles in public
The Financial Times, in partnership with HP, recently held an event in Milan to discuss new CIO strategies for the digital age. Topics discussed included customer engagement, consistent delivery of service across all channels, strategies for driving innovation and supporting business growth, and security concerns in an era of BYOD and cloud services.
This white paper highlight key discussion points from the event.
This document discusses how increasing customer expectations and reduced government resources are driving the need for digital transformation in the public sector. It uses the Queensland Building and Construction Commission as a case study. QBCC embraced customer-focused design and new technologies like cloud computing to transform its service delivery. The document outlines some of the economic, societal and technological drivers requiring governments to improve efficiency and offer more personalized digital services. These include rising transaction volumes, the consumerization of digital services, and advances in data analytics and cloud computing.
This paper reviews the customer transformation program at the Queensland Building Construction Commission against the broader context of digital disruption in the public sector in Australia.
Pay It Forward - Doing the Public’s Business with Digital Technologies while ...NIC Inc | EGOV
This document discusses strategies for reducing reliance on general funds through the use of information technology. It outlines 13 options for doing so, including increasing revenues without raising taxes, reducing upfront IT investment costs through third-party financing, and realizing operational efficiencies. Examples show savings of 12-30% through automation, transformation, and process replacement. The strategies have resulted in over $1 billion in increased revenue without tax hikes. The document argues that the current fiscal crisis provides an opportunity to rethink how government operates through the strategic use of IT.
One-third of the Australian economy faces imminent and substantial disruption from digital technologies according to a new report. The report divides industries into four categories based on how soon they will be impacted ("fuse") and how significantly they will be impacted ("bang"):
- Sectors like finance, retail, media, and IT have a "short fuse, big bang" scenario with both immediate impacts and significant disruption.
- Industries such as education and health have a longer fuse but potentially profound changes.
- Mining, construction and manufacturing have longer fuses and less incremental disruption.
- The report urges leaders to take a granular view within industries as subsectors and companies will be impacted differently.
This document discusses privatization and provides an introduction, definitions, and objectives. Privatization is defined as transferring an enterprise from the public to private sector. Governments pursue privatization to improve efficiency and reduce costs. Reasons for privatization include improving resource use, operating efficiency, and dynamic efficiency through investment. Methods for privatizing include creating an enabling environment, streamlining the process, and preparing enterprises. Potential benefits are discussed such as improved efficiency and lack of political interference, as well as potential disadvantages like natural monopolies and loss of dividends. The success of privatization depends on factors like industry, regulation, and competition.
This document discusses research analyzing the relationship between the financial performance and social/environmental performance of over 1,100 CEOs. The research found no overall correlation but identified some CEOs who excelled in both areas. A few examples of CEOs who delivered great financial returns while also having strong social/environmental performance are highlighted, such as Franck Riboud of Danone and Alessandro Carlucci of Natura. The document also discusses how evaluating CEOs based on both financial and non-financial metrics could help encourage more sustainable, long-term leadership.
This book aims to help managers recognise, measure and control costs. Collinson Grant has been doing that for 40 years. And it is hard. The first challenge is to understand what influences costs and how they can be better related to outputs. The next is to find ways of keeping them under control, so that they rise only slowly when business is growing, but fall fast if turnover declines. These aims apply equally in services, manufacturing and the public sector.
Direct costs are usually better recognised and understood because managers can see the direct relationship between the output and the effort and materials applied. Indirect costs, on the other hand, are a little more difficult to define, as this book shows. Overhead is a term often used, but it is neither precisely defined not properly understood by most managers. It can assume a grandeur and immobility that defy any rational attempt to bring it under control, let alone reduce it. But indirect activities can cover every effort: to support production; to serve customers; to run traditional 'back office' processes; and to develop and maintain the organisation. This very complexity offers opportunities and presents risks. It means that managers must learn the interrelationships between activities and costs, and the options these present to tighten control and reduce expenditure.
Written by Collinson Grant's consultants, this book draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
1. Managing indirect costs effectively requires understanding how businesses have changed with new technologies and the growth of services. While direct costs have been reduced, indirect costs have increased and are not always well controlled.
2. Technology has automated many processes but has not always reduced indirect costs as much as expected. Some indirect activities have become core to operations while others have grown beyond what is needed. Organizations must challenge all functions to operate as simply and efficiently as possible.
3. To successfully manage and reduce indirect costs requires understanding the context of external factors and the internal capabilities needed to support the organization's strategy. Sustained improvements need an integrated long-term plan.
This document discusses privatization, including what it is, the modes of privatization, and reasons for and problems with privatization. Privatization involves transferring ownership or management of public sector enterprises to private entities. It can be done through various modes such as sale of assets, leasing, or public share offerings. Reasons for privatization include reducing the government's financial burden and improving efficiency. Potential problems include loss of jobs and experienced managers. The document examines alternatives to full privatization and strategies for addressing social impacts.
1. Organization and structure provide clarity of roles and responsibilities which allows groups to function efficiently and avoid confusion or duplication of efforts.
2. Well-defined structures ensure there are processes in place for decision-making, communication, and managing work which helps groups be productive.
3. While structures can vary in their rigidity or formality, even loosely organized groups still need some structure to coordinate activities, combine individual contributions, and work as a cohesive unit to achieve common goals.
Similar to UK Government Roundtable Discussion Regarding Procurement (20)
Data at the Core Establishing a Data-Driven CultureJon Hansen
Data at the Core: Establishing a Data-Driven Culture
by Joe Gibson
--------------------------------------------------------------------------------------
Research Thesis Submitted in Partial Fulfilment
of the Requirements for the Degree of Master of Business Administration in
Collaborative Leadership
--------------------------------------------------------------------------------------
Canterbury Christchurch University
Christ Church Business School February 2022
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Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
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