At peoplewise we consider resilience to be a critical life skill that is vital for individuals to measure, hone and develop more than ever in today’s complex workplace environment.
Peoplewise has been researching the role that resilience plays in our lives for over ten years, through global studies across multiple industries. Our future research will focus on tracking a cohort of children for 10 years, throughout all of their secondary school education and beyond, in order to learn more about the trajectory of Positive Resilience; its key influencing factors, and the interventions that have the most enduring effect in enabling people to thrive.
Based on our extensive research we have developed the concept of Positive Resilience – the idea that resilience alone isn’t enough to thrive and meet our full potential.
We see ‘Positive Resilience’ as a dynamic process rather than a fixed attribute or capability. Positive Resilience helps protect individuals against the negative effects of stress and pressure, allowing them to ‘bounce-back’ and recover from setbacks, and ‘bounce-forward’ from those experiences to adapt, learn and grow.
The document discusses five common organizational structures: simple structure, machine bureaucracy, professional bureaucracy, divisional structure, and adhocracy. Each structure is defined based on characteristics like specialization, formalization, centralization, and environmental factors. Strengths and weaknesses of each structure are provided to help determine when each is best suited for an organization. The structures range from more mechanistic and standardized forms like machine bureaucracy to more organic and flexible forms like adhocracy.
This document discusses organizational change and how to ensure successful change. It begins by outlining some key questions about change including what and why change is needed, how to ensure successful change, and how to manage change in a fast-paced business environment. It then provides examples of changes made in the pharmaceutical industry and challenges to change. Finally, it discusses keys to successful change including conducting root cause analysis, setting goals and communication, and implementing effective measurement systems with technology. The most important key is said to be supporting leadership through training, mentoring, and rewards while also implementing proper change management practices.
The document outlines Jim Collins' framework for transitioning a company from good to great, which includes having Level 5 Leadership, getting the right people on the bus, confronting brutal facts, developing a simple hedgehog concept, creating a culture of discipline, using technologies to accelerate the hedgehog concept, and allowing momentum to build through the flywheel effect. It also discusses how Collins' framework was applied in his subsequent book Built to Last to establish enduring great companies from the beginning.
Taking Care of You: Body, Mind, Spiritvettersmithm
This document summarizes the Taking Care of You program, which aims to improve stress management and health behaviors. The 8-week program teaches mindfulness concepts and strategies from programs like MBSR. A pilot with 222 participants significantly improved stress levels, nutrition, health responsibility, spiritual health, and stress management. The program trains Extension specialists to teach strategies like mindful breathing, living in the moment, managing thoughts, and freeing oneself from time stress. Future plans include training more specialists statewide and in other states.
Before deciding on a course of action, prudent managers evaluate the situation confronting them. Unfortunately, some managers are cautious to a fault – taking costly steps to defend against unlikely outcomes. Others are overconfident – underestimating the range of potential outcomes. And still, others are highly impressionable – allowing memorable events in the past to dictate their view of what might be possible now.
These are just three of the well-documented psychological traps that afflict most managers at some point, assert authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa in their 1998 article. Still, more pitfalls distort reasoning ability or cater to our own biases. Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one’s preferences, and to throw good money after bad because it’s hard to admit making a mistake.
Luckily, techniques exist to overcome each one of these problems. For instance, since the way a problem is posed can influence how you think about it, try to reframe the question in various ways and ask yourself how your thinking might change for each version. Even if we can’t eradicate the distortions ingrained in the way our minds work, we can build tests like this into our decision-making processes to improve the quality of the choices we make.
Linda Bidlack of Linda K. Bidlack Coachin & Consulting, presented at Expo 2012. Her interactive session taught the important leadership skills and identified levels of resilience in leaders.
A complete description on Work Stress & Councelling
Visit my youtube channel to view video presentations :
https://www.youtube.com/channel/UCtgw7WI5PPHISERF33ZrpSw
The document discusses five common organizational structures: simple structure, machine bureaucracy, professional bureaucracy, divisional structure, and adhocracy. Each structure is defined based on characteristics like specialization, formalization, centralization, and environmental factors. Strengths and weaknesses of each structure are provided to help determine when each is best suited for an organization. The structures range from more mechanistic and standardized forms like machine bureaucracy to more organic and flexible forms like adhocracy.
This document discusses organizational change and how to ensure successful change. It begins by outlining some key questions about change including what and why change is needed, how to ensure successful change, and how to manage change in a fast-paced business environment. It then provides examples of changes made in the pharmaceutical industry and challenges to change. Finally, it discusses keys to successful change including conducting root cause analysis, setting goals and communication, and implementing effective measurement systems with technology. The most important key is said to be supporting leadership through training, mentoring, and rewards while also implementing proper change management practices.
The document outlines Jim Collins' framework for transitioning a company from good to great, which includes having Level 5 Leadership, getting the right people on the bus, confronting brutal facts, developing a simple hedgehog concept, creating a culture of discipline, using technologies to accelerate the hedgehog concept, and allowing momentum to build through the flywheel effect. It also discusses how Collins' framework was applied in his subsequent book Built to Last to establish enduring great companies from the beginning.
Taking Care of You: Body, Mind, Spiritvettersmithm
This document summarizes the Taking Care of You program, which aims to improve stress management and health behaviors. The 8-week program teaches mindfulness concepts and strategies from programs like MBSR. A pilot with 222 participants significantly improved stress levels, nutrition, health responsibility, spiritual health, and stress management. The program trains Extension specialists to teach strategies like mindful breathing, living in the moment, managing thoughts, and freeing oneself from time stress. Future plans include training more specialists statewide and in other states.
Before deciding on a course of action, prudent managers evaluate the situation confronting them. Unfortunately, some managers are cautious to a fault – taking costly steps to defend against unlikely outcomes. Others are overconfident – underestimating the range of potential outcomes. And still, others are highly impressionable – allowing memorable events in the past to dictate their view of what might be possible now.
These are just three of the well-documented psychological traps that afflict most managers at some point, assert authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa in their 1998 article. Still, more pitfalls distort reasoning ability or cater to our own biases. Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one’s preferences, and to throw good money after bad because it’s hard to admit making a mistake.
Luckily, techniques exist to overcome each one of these problems. For instance, since the way a problem is posed can influence how you think about it, try to reframe the question in various ways and ask yourself how your thinking might change for each version. Even if we can’t eradicate the distortions ingrained in the way our minds work, we can build tests like this into our decision-making processes to improve the quality of the choices we make.
Linda Bidlack of Linda K. Bidlack Coachin & Consulting, presented at Expo 2012. Her interactive session taught the important leadership skills and identified levels of resilience in leaders.
A complete description on Work Stress & Councelling
Visit my youtube channel to view video presentations :
https://www.youtube.com/channel/UCtgw7WI5PPHISERF33ZrpSw
Search Inside Yourself, Part 2: Developing Emotional Intelligence Competencie...Sustainable Brands
This workshop will present a condensed version of The Search Inside Yourself (SIY) Manager Effectiveness Program, which utilizes science-based approaches to develop the emotional intelligence competencies that enable managers to communicate effectively, develop team members and navigate organizations successfully. Designed and tested with people managers at Google, the program teaches the key people skills needed to effectively lead teams and support individuals. Key areas of focus for managers include attention training, the science of neuroplasticity, self-awareness, self-regulation, empathy and leadership skills. These core attributes enable strong team leadership and effective management. The end result: sustainable high performance and productivity for people managers and their teams.
TRIZ is a methodology for generating innovative ideas and solutions to problems. It was developed by Genrich Altshuller based on patterns of invention observed in patents. TRIZ provides tools like the contradiction matrix, separation principles, and inventive standards to help analyze problems and find new solutions. Some key aspects of TRIZ include analyzing problems at a generic level to find existing solutions, using ideal final results to guide solution development, and applying principles like segmentation, extraction, and merging to resolve contradictions innovatively. TRIZ has been applied successfully in many industries to solve technical, physical, and human-related problems.
General Electric Overview Presentation of TRIZ Deployment presented to NASA-t...Richard Platt
This is a presentation by Oliver Mayer from General Electric, made back in October 2014 to NASA on their deployment of TRIZ as a part of the Innovation capabilities they had developed and deployed internally.
This is a summary of 7 habits of highly effective people, with pictures charts and tools used in the book that can be very handy in imbibing the essence of the book as a whole. Though it is my personal recommendation that one must take out time to read the entire book. As this whatever available in this presentation will cover not more than a small chunk of the complete essence of the book.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
TRI is a theory for solving invention problems developed by Genrich Altshuller based on an analysis of over 2 million patent documents. TRIZ provides systematic and repeatable tools and methods to help innovators and engineers overcome "psychological inertia" and arrive at highly innovative solutions. Some key TRIZ tools include the 40 inventive principles, contradiction matrix, ideal final result, inventive standards, trends of technical evolution (S-curves), and resource analysis. Function analysis and S-field analysis are used to understand problems and identify potential solution directions. The goal of TRIZ is to make the invention process more structured and less dependent on arbitrary insights by relying on proven patterns of innovation.
This document provides an overview of leadership resilience in higher education. It begins by defining resilience as the capacity to recover from challenges and continue progressing despite difficulties. The document then examines why resilience is important for leaders in higher education given the complex issues facing the sector. It identifies three key characteristics of resilient leaders: having a staunch acceptance of reality; finding meaning in difficult experiences; and maintaining a hopeful and optimistic outlook. The document concludes by outlining strategies for building leadership resilience and resources for further learning.
The document discusses the research on resilience over time. It has shifted from understanding individual qualities and protective factors to the process of resilience and interventions that promote it. Recently, focus has turned to the neurobiological processes due to scientific advances. However, studies have mainly focused on mainstream populations with little attention to cultural differences. Definitions of resilience vary based on perspective, such as positive outcomes despite challenges from a developmental view. Not all languages have a word for "resilience." It is important to investigate how resilience is defined and understood cross-culturally as well as the challenges of cross-cultural research and implementing interventions across cultures.
Resilient organisations need systems and processes which allow them to adapt effectively. However, individual resilience is also an important, yet often overlooked, factor in organisational resilience. Employees with higher resilience are better able to adapt positively to challenges and change, which helps the organisation respond and recover from difficulties. More research is needed to directly quantify the business impacts of individual resilience on factors like performance, absenteeism, and organizational commitment.
This document discusses improving organizational resilience. It defines organizational resilience as an organization's ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. The document notes that resilient organizations are made up of resilient individuals and discusses key aspects of resilience like job design, culture, leadership, relationships, and risk management. It emphasizes that resilience allows organizations to sustain advantages, adapt to changes, and manage challenges.
This document discusses improving organizational resilience. It defines organizational resilience as an organization's ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. The document notes that resilient organizations are made up of resilient individuals and discusses key aspects of resilience like job design, culture, leadership, relationships, and risk management. It emphasizes that resilience allows organizations to sustain advantages, adapt to changes, and manage challenges.
Definition of Organizational Resilience
Approaching to Develop Resilience
The effect of organizational resilience concept for today management
What is Risk Management?
This document discusses the need for "unreasonable people" - those with a growth mindset who thrive on challenges - to lead businesses in today's uncertain environment. It references research showing that a growth mindset and determination are better predictors of success than IQ or talent. While most seek certainty, the pursuit of it is flawed and limits consideration of alternatives. Embracing ambiguity in decision making and developing leaders who can suspend judgment is important. A diversity of personal experiences helps form the neural pathways that allow for novel solutions by connecting ideas in new ways.
The document discusses resilience and its advantages in the workplace. It defines resilience as the ability to remain productive during difficult times and bounce back after stressful events. Resilient people are better able to adapt to change, deal with adversity, avoid illness, and find success. Organizations with resilient employees have a competitive advantage. The document also examines what builds resilience, including controlling thoughts and emotions, having a positive attitude, focusing on solutions, and giving/accepting support.
In the face of adversity and hardship, it becomes imperative to explore effective strategies that can help us navigate the turbulent waters of life with stability and resilience.
Life, with its unpredictable twists and turns, often presents us with difficult times that can challenge our emotional and mental well-being.
However, by adopting certain approaches and implementing key practices, we have the power to remain stable and find strength even in the most challenging circumstances.
This article delves into the realm of surviving turbulent times, examining actionable steps and insights that can empower individuals to maintain stability in the face of adversity.
Whether it be personal or global crises, this exploration seeks to provide valuable guidance on how we can nurture resilience, foster mental fortitude, and cultivate a steadfast mindset to weather any storm that life throws our way.
More has been written about the topic of resilience in the past 3 years than the previous thirty, and yet there remains a surprising number of misconceptions. As a result, many are reluctant to view the concept as anything other than yet another "self-help" buzzword. In fact, emotional resilience is much, much more.
Researchers now recognize that the highly resilient tend to be healthier and live longer, are more successful in school and work, are less prone to depression and happier in relationships. To better understand the benefits of emotional resilience, this presentation will expose the truth behind the most common misconceptions.
This document summarizes a workshop on resilience and leadership. The workshop addressed how increased change, uncertainty, and crises in the modern world require resilience at work. It defined resilience as the ability to recover from difficulties and discussed why resilience is needed to deal with increased pressure, workload changes, and job insecurity. The workshop promoted developing a proactive mindset and resilience skills like problem solving, adaptability, and social connections. It highlighted that leadership plays a key role in fostering team resilience through supportive behaviors and renewing employee energy. Tips were provided for leaders to develop resilience in their organizations.
This document outlines an agenda for a workshop on developing resilience in oneself, teams, and organizations. It will define resilience, discuss why it is important, and provide exercises to build resilience. The workshop is facilitated by Karlin Sloan and Anil Sharma and will explore three domains of resilience: relationship to self, others, and environment. It will also discuss resilience research and stories of resilience. Participants will do exercises to strengthen team resilience and discuss how to apply the insights to their leadership. The overall goal is to help leaders perform effectively during times of change through building psychological capital including resilience.
The document discusses several trends affecting businesses, including the rise of millennials and e-commerce, talent shortages, and increased globalization. It also examines the concepts of change, transformational change, and resilience in leadership. Transformational change is defined as a holistic, systems-based approach requiring multi-disciplinary collaboration. Leading through change effectively involves balancing tensions like urgency and patience. Authentic, transformational leadership starts from developing strong self-awareness and the ability to navigate paradoxes.
This document discusses the concept of organizational resilience from several perspectives:
- Resilience refers to an organization's ability to withstand disruption and adapt to change while maintaining productive functioning. It involves both internal adaptability and relationships with external stakeholders.
- Models of resilient organizations include those with adaptive cultures, strategic resilience to seize opportunities, and operational resilience to avoid or recover from accidents.
- Building resilience involves managing past performance, developing intelligence, resources, design, adaptation and culture, and rehearsing resilience through innovation.
- Frameworks and tools exist to measure and develop an organization's resilience potential through elements like goal-seeking, risk avoidance, understanding crises, and access to resources.
This document discusses building resiliency. It defines resiliency as the ability to bounce back from challenges. People can develop resiliency through drawing on internal strengths or support from others. The key to building resiliency is focusing on strengths, communicating positively, surrounding individuals with supportive relationships and conditions, and giving the process time. Specific strategies include identifying strengths, using strengths to overcome problems, expressing a positive attitude, and involving protective factors like relationships, spirituality, and perseverance.
Search Inside Yourself, Part 2: Developing Emotional Intelligence Competencie...Sustainable Brands
This workshop will present a condensed version of The Search Inside Yourself (SIY) Manager Effectiveness Program, which utilizes science-based approaches to develop the emotional intelligence competencies that enable managers to communicate effectively, develop team members and navigate organizations successfully. Designed and tested with people managers at Google, the program teaches the key people skills needed to effectively lead teams and support individuals. Key areas of focus for managers include attention training, the science of neuroplasticity, self-awareness, self-regulation, empathy and leadership skills. These core attributes enable strong team leadership and effective management. The end result: sustainable high performance and productivity for people managers and their teams.
TRIZ is a methodology for generating innovative ideas and solutions to problems. It was developed by Genrich Altshuller based on patterns of invention observed in patents. TRIZ provides tools like the contradiction matrix, separation principles, and inventive standards to help analyze problems and find new solutions. Some key aspects of TRIZ include analyzing problems at a generic level to find existing solutions, using ideal final results to guide solution development, and applying principles like segmentation, extraction, and merging to resolve contradictions innovatively. TRIZ has been applied successfully in many industries to solve technical, physical, and human-related problems.
General Electric Overview Presentation of TRIZ Deployment presented to NASA-t...Richard Platt
This is a presentation by Oliver Mayer from General Electric, made back in October 2014 to NASA on their deployment of TRIZ as a part of the Innovation capabilities they had developed and deployed internally.
This is a summary of 7 habits of highly effective people, with pictures charts and tools used in the book that can be very handy in imbibing the essence of the book as a whole. Though it is my personal recommendation that one must take out time to read the entire book. As this whatever available in this presentation will cover not more than a small chunk of the complete essence of the book.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
TRI is a theory for solving invention problems developed by Genrich Altshuller based on an analysis of over 2 million patent documents. TRIZ provides systematic and repeatable tools and methods to help innovators and engineers overcome "psychological inertia" and arrive at highly innovative solutions. Some key TRIZ tools include the 40 inventive principles, contradiction matrix, ideal final result, inventive standards, trends of technical evolution (S-curves), and resource analysis. Function analysis and S-field analysis are used to understand problems and identify potential solution directions. The goal of TRIZ is to make the invention process more structured and less dependent on arbitrary insights by relying on proven patterns of innovation.
This document provides an overview of leadership resilience in higher education. It begins by defining resilience as the capacity to recover from challenges and continue progressing despite difficulties. The document then examines why resilience is important for leaders in higher education given the complex issues facing the sector. It identifies three key characteristics of resilient leaders: having a staunch acceptance of reality; finding meaning in difficult experiences; and maintaining a hopeful and optimistic outlook. The document concludes by outlining strategies for building leadership resilience and resources for further learning.
The document discusses the research on resilience over time. It has shifted from understanding individual qualities and protective factors to the process of resilience and interventions that promote it. Recently, focus has turned to the neurobiological processes due to scientific advances. However, studies have mainly focused on mainstream populations with little attention to cultural differences. Definitions of resilience vary based on perspective, such as positive outcomes despite challenges from a developmental view. Not all languages have a word for "resilience." It is important to investigate how resilience is defined and understood cross-culturally as well as the challenges of cross-cultural research and implementing interventions across cultures.
Resilient organisations need systems and processes which allow them to adapt effectively. However, individual resilience is also an important, yet often overlooked, factor in organisational resilience. Employees with higher resilience are better able to adapt positively to challenges and change, which helps the organisation respond and recover from difficulties. More research is needed to directly quantify the business impacts of individual resilience on factors like performance, absenteeism, and organizational commitment.
This document discusses improving organizational resilience. It defines organizational resilience as an organization's ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. The document notes that resilient organizations are made up of resilient individuals and discusses key aspects of resilience like job design, culture, leadership, relationships, and risk management. It emphasizes that resilience allows organizations to sustain advantages, adapt to changes, and manage challenges.
This document discusses improving organizational resilience. It defines organizational resilience as an organization's ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. The document notes that resilient organizations are made up of resilient individuals and discusses key aspects of resilience like job design, culture, leadership, relationships, and risk management. It emphasizes that resilience allows organizations to sustain advantages, adapt to changes, and manage challenges.
Definition of Organizational Resilience
Approaching to Develop Resilience
The effect of organizational resilience concept for today management
What is Risk Management?
This document discusses the need for "unreasonable people" - those with a growth mindset who thrive on challenges - to lead businesses in today's uncertain environment. It references research showing that a growth mindset and determination are better predictors of success than IQ or talent. While most seek certainty, the pursuit of it is flawed and limits consideration of alternatives. Embracing ambiguity in decision making and developing leaders who can suspend judgment is important. A diversity of personal experiences helps form the neural pathways that allow for novel solutions by connecting ideas in new ways.
The document discusses resilience and its advantages in the workplace. It defines resilience as the ability to remain productive during difficult times and bounce back after stressful events. Resilient people are better able to adapt to change, deal with adversity, avoid illness, and find success. Organizations with resilient employees have a competitive advantage. The document also examines what builds resilience, including controlling thoughts and emotions, having a positive attitude, focusing on solutions, and giving/accepting support.
In the face of adversity and hardship, it becomes imperative to explore effective strategies that can help us navigate the turbulent waters of life with stability and resilience.
Life, with its unpredictable twists and turns, often presents us with difficult times that can challenge our emotional and mental well-being.
However, by adopting certain approaches and implementing key practices, we have the power to remain stable and find strength even in the most challenging circumstances.
This article delves into the realm of surviving turbulent times, examining actionable steps and insights that can empower individuals to maintain stability in the face of adversity.
Whether it be personal or global crises, this exploration seeks to provide valuable guidance on how we can nurture resilience, foster mental fortitude, and cultivate a steadfast mindset to weather any storm that life throws our way.
More has been written about the topic of resilience in the past 3 years than the previous thirty, and yet there remains a surprising number of misconceptions. As a result, many are reluctant to view the concept as anything other than yet another "self-help" buzzword. In fact, emotional resilience is much, much more.
Researchers now recognize that the highly resilient tend to be healthier and live longer, are more successful in school and work, are less prone to depression and happier in relationships. To better understand the benefits of emotional resilience, this presentation will expose the truth behind the most common misconceptions.
This document summarizes a workshop on resilience and leadership. The workshop addressed how increased change, uncertainty, and crises in the modern world require resilience at work. It defined resilience as the ability to recover from difficulties and discussed why resilience is needed to deal with increased pressure, workload changes, and job insecurity. The workshop promoted developing a proactive mindset and resilience skills like problem solving, adaptability, and social connections. It highlighted that leadership plays a key role in fostering team resilience through supportive behaviors and renewing employee energy. Tips were provided for leaders to develop resilience in their organizations.
This document outlines an agenda for a workshop on developing resilience in oneself, teams, and organizations. It will define resilience, discuss why it is important, and provide exercises to build resilience. The workshop is facilitated by Karlin Sloan and Anil Sharma and will explore three domains of resilience: relationship to self, others, and environment. It will also discuss resilience research and stories of resilience. Participants will do exercises to strengthen team resilience and discuss how to apply the insights to their leadership. The overall goal is to help leaders perform effectively during times of change through building psychological capital including resilience.
The document discusses several trends affecting businesses, including the rise of millennials and e-commerce, talent shortages, and increased globalization. It also examines the concepts of change, transformational change, and resilience in leadership. Transformational change is defined as a holistic, systems-based approach requiring multi-disciplinary collaboration. Leading through change effectively involves balancing tensions like urgency and patience. Authentic, transformational leadership starts from developing strong self-awareness and the ability to navigate paradoxes.
This document discusses the concept of organizational resilience from several perspectives:
- Resilience refers to an organization's ability to withstand disruption and adapt to change while maintaining productive functioning. It involves both internal adaptability and relationships with external stakeholders.
- Models of resilient organizations include those with adaptive cultures, strategic resilience to seize opportunities, and operational resilience to avoid or recover from accidents.
- Building resilience involves managing past performance, developing intelligence, resources, design, adaptation and culture, and rehearsing resilience through innovation.
- Frameworks and tools exist to measure and develop an organization's resilience potential through elements like goal-seeking, risk avoidance, understanding crises, and access to resources.
This document discusses building resiliency. It defines resiliency as the ability to bounce back from challenges. People can develop resiliency through drawing on internal strengths or support from others. The key to building resiliency is focusing on strengths, communicating positively, surrounding individuals with supportive relationships and conditions, and giving the process time. Specific strategies include identifying strengths, using strengths to overcome problems, expressing a positive attitude, and involving protective factors like relationships, spirituality, and perseverance.
1. Resilience is important for health care professionals and organizations to survive and thrive in today's uncertain environment.
2. Resilience is defined as the ability to adapt positively to challenges and involves personal qualities like commitment, acceptance, belief, discovery, and evaluation.
3. Building resilience in health care workers can benefit patient safety, reduce infections and errors, decrease stress, and improve staff well-being.
In the ebb and flow of life, challenges often arise unexpectedly, shaking the foundations of our existence. Turbulent times encompass a myriad of scenarios—global crises, personal setbacks, economic downturns, and unforeseen adversities. While these periods may appear daunting and overwhelming, they also present opportunities for growth, resilience, and self-discovery. Thriving amidst chaos is not merely about survival; it's about embracing change, adapting, and evolving into a stronger, more resilient version of ourselves
Resilience is the ability to bounce back which starts with having a healthy foundation and viewing adversity as an opportunity to grow and face a new challenge
Similar to Positive Resilience: Thrive or Survive (20)
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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