This is the institutional presentation of Instituto Yiesia of Corporate Governance and Compliance. Instituto Yiesia renders advisory services aiming at generating value to companies through corporate governance instruments. Private Equity and Venture Capital Funds may benefit from it in the fund raising process. Hope you all enjoy it. Reinvent your company, gain market share, promote the sustainability of your business, achieve another step of leadership among peers. Even if it´s not your intention to sell your company, do an IPO or even get an institutional parter, it´s always advisable to see your company as a "liquid investment" when your corporate governance and compliance practices are all in place. Take advantage of it!
How a corporate governance and compliance framework is able to generate added value to any company
UEP Getting Ahead Through Six Practices, Practice 6 Talent ManagementDanielle Butler-Miles
The document discusses six key steps for organizations to effectively manage talent and performance: 1) Define talent requirements based on business strategy and objectives, 2) Identify and attract talent both internally and externally, 3) Define performance expectations and role expectations, 4) Develop and nurture leadership capabilities through training, coaching and exposure to projects, 5) Recognize, reward and retain talent through compensation, promotion and other benefits, and 6) Align talent and supply chains to create an integrated performance management system. The document emphasizes that talent management is critical for business success and requires commitment from senior leadership.
The document outlines a consulting firm called Contemporary LnOD Consulting & Coaching (CCC) that aims to help organizations improve learning and development. It discusses establishing a center of excellence to enhance growth, define learning processes, assess leadership gaps, and create individual development plans. The firm promotes adopting contemporary learning methodologies like e-learning and mobile learning to meet business goals. It also emphasizes assisting leadership teams to create a culture of trust, collaboration, and achieving common organizational objectives through customized curriculum and talent development initiatives.
Newport Consulting Group is an independent consulting firm founded in 1995 that delivers strategy, operations, risk, and technology services through experienced professionals. The document discusses Newport's services in corporate sustainability, enterprise performance management, pathway innovation, and governance, risk, and compliance. It provides an overview of their approach and frameworks in these areas to create value for clients.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
The document discusses the benefits that leaders experienced through participating in the PEO community. Over 50% of participating organizations continued strong growth through 2009 despite economic challenges. 90% of leaders were able to drive sustainable innovation during uncertain times by sharing best practices. 100% of members were exposed to leadership impact assessments to improve leadership and culture. 30% of leaders in the PEO Senior Executive program were promoted or took on president roles, and 70% of leaders were successfully placed on boards through PEO connections.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
The document provides an overview of value creation and value management. It discusses that value is created by maximizing sustainable cash flows through high returns on invested capital that exceed the cost of capital. Value is destroyed when returns are lower than costs. The document also discusses that value is best created and managed by considering all stakeholders, not just shareholders. It provides examples of key value drivers to consider, such as revenue growth, margins, and asset productivity. The goal of value management is to optimize long-term economic value for all stakeholders through free cash flow.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
UEP Getting Ahead Through Six Practices, Practice 6 Talent ManagementDanielle Butler-Miles
The document discusses six key steps for organizations to effectively manage talent and performance: 1) Define talent requirements based on business strategy and objectives, 2) Identify and attract talent both internally and externally, 3) Define performance expectations and role expectations, 4) Develop and nurture leadership capabilities through training, coaching and exposure to projects, 5) Recognize, reward and retain talent through compensation, promotion and other benefits, and 6) Align talent and supply chains to create an integrated performance management system. The document emphasizes that talent management is critical for business success and requires commitment from senior leadership.
The document outlines a consulting firm called Contemporary LnOD Consulting & Coaching (CCC) that aims to help organizations improve learning and development. It discusses establishing a center of excellence to enhance growth, define learning processes, assess leadership gaps, and create individual development plans. The firm promotes adopting contemporary learning methodologies like e-learning and mobile learning to meet business goals. It also emphasizes assisting leadership teams to create a culture of trust, collaboration, and achieving common organizational objectives through customized curriculum and talent development initiatives.
Newport Consulting Group is an independent consulting firm founded in 1995 that delivers strategy, operations, risk, and technology services through experienced professionals. The document discusses Newport's services in corporate sustainability, enterprise performance management, pathway innovation, and governance, risk, and compliance. It provides an overview of their approach and frameworks in these areas to create value for clients.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
The document discusses the benefits that leaders experienced through participating in the PEO community. Over 50% of participating organizations continued strong growth through 2009 despite economic challenges. 90% of leaders were able to drive sustainable innovation during uncertain times by sharing best practices. 100% of members were exposed to leadership impact assessments to improve leadership and culture. 30% of leaders in the PEO Senior Executive program were promoted or took on president roles, and 70% of leaders were successfully placed on boards through PEO connections.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
The document provides an overview of value creation and value management. It discusses that value is created by maximizing sustainable cash flows through high returns on invested capital that exceed the cost of capital. Value is destroyed when returns are lower than costs. The document also discusses that value is best created and managed by considering all stakeholders, not just shareholders. It provides examples of key value drivers to consider, such as revenue growth, margins, and asset productivity. The goal of value management is to optimize long-term economic value for all stakeholders through free cash flow.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
The document discusses the importance of non-cash recognition programs in motivating a global workforce. It addresses common questions about recognition programs, such as whether they should be cash-based and how non-cash programs impact productivity and the bottom line. The document advocates that non-cash rewards are more memorable and motivating than cash. It also stresses the importance of offering locally relevant and personally meaningful rewards to appeal to diverse global employees.
Sarvagnya is a strategic HR and organizational development consulting firm founded on 20 years of global experience. It aims to provide best-in-class business solutions to clients through its core value drivers of knowledge, competence, and wisdom. Sarvagnya's services include change management, competency modeling, learning and development programs, business process engineering, HR policies and processes, performance management systems, executive search, and support for mergers and acquisitions. The firm takes a scientific approach using proprietary assessment and evaluation tools.
The document summarizes Pure Insight, a European provider of innovation insights and development programs. It offers corporate membership programs, workshops, and competence development programs to help clients build innovation capabilities. Pure Insight works with over 1,200 global customers across Europe, the Middle East, and Africa. Its programs are tailored to clients' needs and delivered through its network of over 1,400 innovation experts.
1. The executive group of the acquired company must accept additional responsibilities to prepare the organization for the acquisition and help facilitate a smooth transition.
2. They must embrace the acquisition, see the strategic benefits, and convince employees, suppliers, and customers of the value it provides.
3. Symbolic actions are important to communicate a unified vision, such as adopting the new parent company's branding and referring to "we" not "them."
Metrica Bizsol Pvt Ltd is a company that helps organizations improve business performance through implementing essential systems and processes, driving change initiatives, and leadership and organization development. It takes a hands-on approach to understand organizations' needs, develop strategies to address gaps, and assist with implementing action plans and measuring results. Metrica believes that implementation is key to success, that working as partners is most effective, and that success lies in attention to details, honesty, trust, excellence and impact.
Improving Your Strategic Focus & Performance Dan RyanClaudia Rubino
This document summarizes a presentation given by Dan Ryan from Veolia Water about how they used the Balanced Scorecard methodology to improve strategic focus and performance. [1] Veolia Water introduced a new CEO in 2008 who had experience using the Balanced Scorecard and sought to implement a winning strategy based on strategic alignment. [2] Veolia Water worked with a consultant to develop their Balanced Scorecard, including creating a mission, vision, objectives and key performance indicators. [3] The Balanced Scorecard helped boost performance, increase focus on strategy and results, and better allocate resources.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
The document discusses training and development services offered by PCC India to help organizations improve business performance. It describes several flagship initiatives focused on interviewing/selection and performance coaching that aim to reduce attrition and increase employee productivity. It also outlines focus areas including sales capability building and industry-specific programs. Finally, it introduces the team of experts at PCC India who bring diverse industry experience and global expertise to training content and facilitation.
KPMG's Restructuring Services helps companies facing financial stress through advisory services. They work with management, lenders, and other stakeholders to develop restructuring options addressing cash flow, profits, and balance sheet issues. Their services include strategic reviews, business restructuring planning, performance improvement, lender assistance, and financing options to stabilize the business and enhance profitability. KPMG aims to provide a flexible, global, and experienced approach drawing on audit, tax, and advisory skills.
Sustaining Growth: Common challenges for growth companies and how to overcome...LLR Partners
The document summarizes ways for a company to achieve sustainable growth with investor support. It discusses establishing strategic goals, managing by metrics, structuring the company for growth, and how investors can help accelerate value through board support, strategic planning, introductions to customers and partners, and operational improvements. The focus is on active investor involvement to implement initiatives that build long-term value.
At the core of Sewells dealer focused philosophy are world class performance groups. Essentially these are peer-group forums where dealers are able to identify the financial drivers, processes and practices which lead to superior business results.
Facilitated by a senior Sewells consultant, leading practices are identified through the use of industry benchmarks, dealership processes are assessed and analysed in an action-learning environment in order to understand high levels of workplace performance. Sessions are designed to be engaging and interactive through the discussion of real life problems and opportunities. Participants are encouraged to openly exchange and articulate ideas, which will assist in enhancing performance and identifying untapped sources of additional profit. Structured to meet three to four times annually performance groups embrace the concept of continuous improvement.
The document introduces the Center for High Performance (CfHP), which helps companies achieve high performance. CfHP works with executive teams to enhance collaboration, stimulate creativity, and improve decision-making. CfHP also helps companies identify and address barriers to high performance. CfHP addresses strategic problems and helps leaders model behaviors of high-performing teams to drive sustainable growth and results.
The document discusses experience mapping and operations for healthcare organizations. It covers several topics:
1. The consulting firm Gelb Consulting helps clients design transformational changes by engaging stakeholders, envisioning desired outcomes, and aligning leadership.
2. Patient satisfaction alone does not guarantee advocacy - the goal is to create an exceptional experience that enchants customers and leads them to recommend the organization.
3. Transformational leadership is needed to define a resonant brand promise, ensure cultural alignment across the organization, and deliver flawlessly on customer expectations to achieve enchantment.
Kashvi Consultants provides management consulting services to support businesses through their entire lifecycle from inception to exit. They follow a 4D methodology of discover, dream, design, and deliver to help clients optimize enterprise performance by improving people satisfaction, streamlining processes, enhancing productivity, and optimizing the overall organization. Kashvi focuses on a people-centric approach to consulting and utilizes project management principles. Their services portfolio covers areas like finance, governance, human capital, supply chain, and customers.
ImpaQ Solutions - Smart Business ResultsMargo Boster
Gain a competitive advantage...
ImpaQ Solutions can help you increase revenue, decrease turnover and improve quality by building and supporting your people to be more effective and efficient. Let us bring proven, real world success to you.
Attract the best talent. Develop the best leaders. Be the best.
Brianna is a corporate consultancy and training organization that provides research-based training. It aims to create an environment where learning and further curiosity leads to improved performance. Brianna is part of the Intellivate Capital Ventures group and has over 55 domain specialists across India. It offers open programs, customized programs, and corporate consulting services focused on the financial services sector. Brianna works with several major clients to develop tailored training modules based on a needs analysis process.
Steve Coote founded VSC Growth in 2001 to provide consulting services to help businesses overcome challenges and maximize their potential. With over 30 years of operational experience, including senior management roles and involvement in over 30 mergers and acquisitions, Steve understands the demands faced by business leaders. VSC Growth partners with clients to develop strategies, improve organizational performance, and build leadership capabilities in order to grow businesses and deliver sustainable outcomes.
Organisational Performance with VSC GrowthSteve Coote
This document discusses how VSC Growth can help organisations improve performance through optimising organisational readiness. They establish performance systems aligned with strategy to encourage a healthy performance culture. VSC Growth has experience helping businesses review capacity, capability, structure, and practices to regularly deliver quality services and products. Their services can help businesses understand and control key performance drivers to achieve goals and improve consistency, quality, and client satisfaction.
The document discusses the importance of non-cash recognition programs in motivating a global workforce. It addresses common questions about recognition programs, such as whether they should be cash-based and how non-cash programs impact productivity and the bottom line. The document advocates that non-cash rewards are more memorable and motivating than cash. It also stresses the importance of offering locally relevant and personally meaningful rewards to appeal to diverse global employees.
Sarvagnya is a strategic HR and organizational development consulting firm founded on 20 years of global experience. It aims to provide best-in-class business solutions to clients through its core value drivers of knowledge, competence, and wisdom. Sarvagnya's services include change management, competency modeling, learning and development programs, business process engineering, HR policies and processes, performance management systems, executive search, and support for mergers and acquisitions. The firm takes a scientific approach using proprietary assessment and evaluation tools.
The document summarizes Pure Insight, a European provider of innovation insights and development programs. It offers corporate membership programs, workshops, and competence development programs to help clients build innovation capabilities. Pure Insight works with over 1,200 global customers across Europe, the Middle East, and Africa. Its programs are tailored to clients' needs and delivered through its network of over 1,400 innovation experts.
1. The executive group of the acquired company must accept additional responsibilities to prepare the organization for the acquisition and help facilitate a smooth transition.
2. They must embrace the acquisition, see the strategic benefits, and convince employees, suppliers, and customers of the value it provides.
3. Symbolic actions are important to communicate a unified vision, such as adopting the new parent company's branding and referring to "we" not "them."
Metrica Bizsol Pvt Ltd is a company that helps organizations improve business performance through implementing essential systems and processes, driving change initiatives, and leadership and organization development. It takes a hands-on approach to understand organizations' needs, develop strategies to address gaps, and assist with implementing action plans and measuring results. Metrica believes that implementation is key to success, that working as partners is most effective, and that success lies in attention to details, honesty, trust, excellence and impact.
Improving Your Strategic Focus & Performance Dan RyanClaudia Rubino
This document summarizes a presentation given by Dan Ryan from Veolia Water about how they used the Balanced Scorecard methodology to improve strategic focus and performance. [1] Veolia Water introduced a new CEO in 2008 who had experience using the Balanced Scorecard and sought to implement a winning strategy based on strategic alignment. [2] Veolia Water worked with a consultant to develop their Balanced Scorecard, including creating a mission, vision, objectives and key performance indicators. [3] The Balanced Scorecard helped boost performance, increase focus on strategy and results, and better allocate resources.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
The document discusses training and development services offered by PCC India to help organizations improve business performance. It describes several flagship initiatives focused on interviewing/selection and performance coaching that aim to reduce attrition and increase employee productivity. It also outlines focus areas including sales capability building and industry-specific programs. Finally, it introduces the team of experts at PCC India who bring diverse industry experience and global expertise to training content and facilitation.
KPMG's Restructuring Services helps companies facing financial stress through advisory services. They work with management, lenders, and other stakeholders to develop restructuring options addressing cash flow, profits, and balance sheet issues. Their services include strategic reviews, business restructuring planning, performance improvement, lender assistance, and financing options to stabilize the business and enhance profitability. KPMG aims to provide a flexible, global, and experienced approach drawing on audit, tax, and advisory skills.
Sustaining Growth: Common challenges for growth companies and how to overcome...LLR Partners
The document summarizes ways for a company to achieve sustainable growth with investor support. It discusses establishing strategic goals, managing by metrics, structuring the company for growth, and how investors can help accelerate value through board support, strategic planning, introductions to customers and partners, and operational improvements. The focus is on active investor involvement to implement initiatives that build long-term value.
At the core of Sewells dealer focused philosophy are world class performance groups. Essentially these are peer-group forums where dealers are able to identify the financial drivers, processes and practices which lead to superior business results.
Facilitated by a senior Sewells consultant, leading practices are identified through the use of industry benchmarks, dealership processes are assessed and analysed in an action-learning environment in order to understand high levels of workplace performance. Sessions are designed to be engaging and interactive through the discussion of real life problems and opportunities. Participants are encouraged to openly exchange and articulate ideas, which will assist in enhancing performance and identifying untapped sources of additional profit. Structured to meet three to four times annually performance groups embrace the concept of continuous improvement.
The document introduces the Center for High Performance (CfHP), which helps companies achieve high performance. CfHP works with executive teams to enhance collaboration, stimulate creativity, and improve decision-making. CfHP also helps companies identify and address barriers to high performance. CfHP addresses strategic problems and helps leaders model behaviors of high-performing teams to drive sustainable growth and results.
The document discusses experience mapping and operations for healthcare organizations. It covers several topics:
1. The consulting firm Gelb Consulting helps clients design transformational changes by engaging stakeholders, envisioning desired outcomes, and aligning leadership.
2. Patient satisfaction alone does not guarantee advocacy - the goal is to create an exceptional experience that enchants customers and leads them to recommend the organization.
3. Transformational leadership is needed to define a resonant brand promise, ensure cultural alignment across the organization, and deliver flawlessly on customer expectations to achieve enchantment.
Kashvi Consultants provides management consulting services to support businesses through their entire lifecycle from inception to exit. They follow a 4D methodology of discover, dream, design, and deliver to help clients optimize enterprise performance by improving people satisfaction, streamlining processes, enhancing productivity, and optimizing the overall organization. Kashvi focuses on a people-centric approach to consulting and utilizes project management principles. Their services portfolio covers areas like finance, governance, human capital, supply chain, and customers.
ImpaQ Solutions - Smart Business ResultsMargo Boster
Gain a competitive advantage...
ImpaQ Solutions can help you increase revenue, decrease turnover and improve quality by building and supporting your people to be more effective and efficient. Let us bring proven, real world success to you.
Attract the best talent. Develop the best leaders. Be the best.
Brianna is a corporate consultancy and training organization that provides research-based training. It aims to create an environment where learning and further curiosity leads to improved performance. Brianna is part of the Intellivate Capital Ventures group and has over 55 domain specialists across India. It offers open programs, customized programs, and corporate consulting services focused on the financial services sector. Brianna works with several major clients to develop tailored training modules based on a needs analysis process.
Steve Coote founded VSC Growth in 2001 to provide consulting services to help businesses overcome challenges and maximize their potential. With over 30 years of operational experience, including senior management roles and involvement in over 30 mergers and acquisitions, Steve understands the demands faced by business leaders. VSC Growth partners with clients to develop strategies, improve organizational performance, and build leadership capabilities in order to grow businesses and deliver sustainable outcomes.
Organisational Performance with VSC GrowthSteve Coote
This document discusses how VSC Growth can help organisations improve performance through optimising organisational readiness. They establish performance systems aligned with strategy to encourage a healthy performance culture. VSC Growth has experience helping businesses review capacity, capability, structure, and practices to regularly deliver quality services and products. Their services can help businesses understand and control key performance drivers to achieve goals and improve consistency, quality, and client satisfaction.
This document describes how CapabilityNZ developed a "Success Formula" to define and measure best practices for building business capability in New Zealand. They involved stakeholders to identify important behaviors and practices. These formed the "drivers" of success and areas to "limit" to achieve their goals. CapabilityNZ then created tools to regularly measure performance against the formula and gain feedback to drive continuous improvement. The ultimate goal is to take action and integrate the formula into their daily work to truly make a difference.
This document provides an overview of an organization called Companions in Change Management. It presents their vision of helping organizations adapt and transform in today's complex environment through change management. Their mission is to offer strong human support and a guarantee of success to leaders managing development and transformation projects. The organization consists of a multi-faceted team with diverse skills and experiences in facilitating transformation processes, supporting technological innovation, aligning communications with change, and more. They utilize a systemic, emotional, and logical "SEL" framework to help clients master the complex change process.
Enterprise collaboration can accelerate building high performing organizations. There are three paradigms of collaboration - historic (directive-driven and short term), conventional (meets needs but incremental value), and contemporary (self-interested but creates new value). Key characteristics of high performing organizations include shared vision, culture of sharing, responsiveness to change, leadership empowerment, and clear communication. Collaboration enables these high performance themes by connecting people, sharing knowledge, engagement, and continuous learning. Barriers to collaboration within enterprises include a lack of unified platforms and governance. A practical strategic framework is needed to implement collaboration successfully and build a learning organization.
OPUS Management provides organizational development and human resource consulting services to help companies maximize returns on their human capital investments. Their services include strategic planning, talent management, leadership development, and performance management. With over 20 years of experience in industries such as oil and gas, OPUS helps clients improve employee engagement and gain critical market advantages through training, development, and performance management programs.
The ROIG Group consists of experienced executives who bring innovative solutions to clients. They seek to help clients make smarter decisions with limited resources by tackling big challenges and opportunities. Their experienced practitioner model combines industry and consulting experience to accelerate benefit realization. They intend to work with clients toward mutual value creation through aligning business needs with clear value from engaging The ROIG Group.
The document outlines Apricot Global's vision, mission, and core values which focus on inspiring creativity, achieving excellence, building trust, acting with an entrepreneurial spirit, stretching people to develop a "can do" attitude, creating long-term relationships with a focus on execution excellence, mobilizing skilled teams to deliver exceptional results, valuing diversity and ensuring an inclusive environment, and inspiring trust through responsible and ethical actions. It also discusses Apricot Global's commitment to corporate governance and involvement in local communities.
The document discusses customer management maturity and describes a model for assessing an organization's maturity in managing customer relationships. The model evaluates maturity across five key areas: executive commitment and vision, infrastructure, integrated processes, organizational collaboration, and competitive and relationship impact. Most organizations demonstrate immaturity in using customer data to drive internal changes and collaboration between functions to improve customer experience. The assessment provides insights to prioritize investments and progress toward best practices of data-driven, cross-functional customer relationship management.
Private Equity Investor Value CreationLLR Partners
LLR's Justin Reger presented at the 2013 Southeast Venture Conference, held March 13 - 14 in Charlotte, NC.
Justin presented on how to get the most out of partnering with an investor. Beyond securing capital to help grow a business, partnering with an investor can bring with it the strategic guidance, corporate development support, access to talent networks and other resources needed to help business owners achieve their goals. Learn how to get the most long-term value out of a partnership with your investor.
The document discusses how the brain responds to change and introduces the CORE model for managing change. It provides an overview of a consulting firm called Orion Partners that specializes in developing talent solutions and change leadership programs. Orion Partners believes that the answers to talent issues already exist within organizations and their approach builds on clients' existing strengths. They have experience supporting over 100 organizations globally in delivering people strategies and measurable business results through their services in strategy, infrastructure, capability, change leadership, and implementation.
The document discusses five key initiatives to reinforce corporate agility: 1) Simplify and clarify processes, policies, and priorities to reduce unnecessary effort. 2) Build feedback loops through honest and frequent feedback to enable adapting to changes. 3) Expand horizons by looking outside the organization and testing boundaries. 4) Empower employees by pushing decisions down, holding people accountable, and rewarding performers. 5) Build a winning culture with no weak links, a focus on self-improvement, and an expectation of success. Practical tools and techniques are provided for each initiative.
Academy Leadership is an elite consulting and training firm founded in 2000 that consists of entrepreneurs with decades of real-world leadership experience. They use proven military-based leadership development methods like their Lead2Succeed program to create public and customized training guaranteed to provide measurable results. Their programs focus on achieving goals, applying concepts directly to work, and ensuring accountability. Academy Leadership offers a variety of programs from coaching to boot camps to strengthen leadership skills based on organizations' specific needs.
Similar to Yiesia Slides Presentation October 2012 (20)
2. Instituto Yiesia
Instituto Yiesia has the following
objectives:
• To intentionally provoke companies to
reflect on themselves so that they are able
to reinvent themselves and exercise
greater leadership as a result of having
acquired the power stems from
knowledge.
• To identify the best practices for the core
business of each company and
incorporate them into everyday practices.
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
3. Instituto Yiesia
• The most inspiring leadership will rely
on consistent knowledge of good
practices of Corporate Governance and
Compliance.
• Instituto Yiesia wants to be recognized
as a stimulating intermediary that draws
together in-depth knowledge and that
certain sparkling potential to bring about
transformation.
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Governança Corporativa
e Compliance Equipe Soluções
4. Leadership requirements
Knowledge • Strong academic background
• Ability to stimulate and gather resources
Assertiveness around objectives
• Identifying and subsequently enabling the
Initiative means that will translate projects into reality
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e Compliance Equipe Soluções
5. Building leadership
• Companies need to be surrounded by
knowledge to have the appropriate
wisdom when making decisions; they
should be assertive in their ability to
gather the resources that allow them to
achieve challenging targets; and in
addition they cannot do without
initiative to take the next step.
• This is the only way to become a
sustainable and sound leader.
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
6. Provide your company with the tools required for success
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
7. Reinventing in the context of transformation provided by Corporate
Governance
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
8. Preventive risk management, transparency and
accountability only foster a salutary market that offers
protection to investors and therefore provides an
incentive for investors to invest more and more in
companies that adopt good corporate governance
practices, creating that desired added value.
Ana Paula Candeloro
A Compliance program is not a tangle of repressive rules or an obstacle to business
that require an expensive and complex implementation process . On the contrary, it
is an extremely important tool and when a Compliance program is well developed,
implemented and monitored, it reduces risks and creates internal and external
reliability, two basic components needed to create value and success for any
business. And all this is possible to achieve in a simple manner, at a cost that is
substantially lower than the liabilities that could otherwise arise without such
program.
Marilza Benevides
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
9. Compliance’s virtuous cycle
Active market
Mature and
developed capital Healthy
markets environment with
clear rules and
reliable information
Positive results for
Financial stability
companies
Sustainable
growth
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
10. Advice
Objectives and methods
• Increasing management effectiveness
• Improving competition
• Gaining access to better sources of
funding and alternatives
• Contributing to increase the company’s
market share
• Drawing the company’s attention to the
importance of understanding and
monitoring risks
• Preparing companies for mergers or sales
• Preparing companies for IPOs
• Securing business longevity and protect
existing assets
• Contributing to business sustainability
• Protecting the company’s image and
reputation
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
11. Advice
A holistic approach to processes
Satisfying our clients’ needs using a
customized approach based on integrated
and expert services, seeking to secure
consistent and appropriate practices and
not merely formal programs:
• comprehensive diagnosis of the
company’s management system;
• identification of gaps (where the company
needs to grow to achieve its desired level
of excellence);
• specification of a timetable for
implementation of improvement actions;
• establishment of a monitoring system to
ensure continuity for implemented
practices and creation of added value.
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
12. Advice
Proposed course of action
• diagnosis of required improvements in policies and
procedures;
• assessment and establishment of Corporate Governance
principles (transparency, equitability, corporate
accountability);
• mapping the risks inherent in the business, possible risks
and recommendations on how to monitor them, including
risk detection and prevention practices;
• implementing the areas of Corporate Governance and
Compliance, an Advisory Board or other supporting
boards/committees;
• legal advice in relation to misconducts that could be
detrimental to the reputation of the company; advice on how
to implement an incentive program for adherence to good
practices;
• support in investigations resulting from internal reporting
and notices from regulators;
• due diligence on Compliance issues in connection with
IPOs, restructurings or turn arounds.
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
13. 9 steps for an effective Reputation Risk Management and Compliance program
1. The tone is set at the top: disseminating a
compliance culture
2. Implement the area: show the benefits and
eliminate myths to obtain support
3. Form a team: seek the right persons and
appropriate resources
4. Map and monitor: set risk reduction targets
5. Communicate and train: promote transparency
6. Give voice to everyone: establish a repporting
channel, investigate, resolve and repport
7. Calibrate conducts: incentives and sanctions -
key mechanisms
8. Evaluate and develop: establish metrics and
improve your program
9. Prove that you have a program: formula for
success and milder sanctions
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
14. Why you should retain our Corporate Governance and Compliance
advice
When you retain Instituto Yiesia to provide advice, your company will
receive a very customized service, focused on addressing your
company’s specific needs. Our team:
• Lawyers with an international academic background
• 20 years acting in corporate environments, including international experience
• Strong Compliance expertise
• Experience in the establishment (start up) of international financial institutions
and in M&A projects
• Experience working for and with self-regulatory organizations and associations
• Active IBGC (Reporting, Sustainability and Risk Management Commission)
members
• Teachers of graduate level courses (INSPER’s LLM and Trevisan’s Risk
Management and Compliance)
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
15. Ana Paula P. Candeloro
• Graduated in Law from USP in 1987.
• Non-degree graduate level education (Harvard
Law School, Stanford Business School, Fordham
Law School and Fundação Getúlio Vargas).
• Teacher and tutor at INSPER’s LLM in Financial
and Capital Markets Law.
• 20 year experience in the international financial
markets, including appointments in Milan and
New York.
• Worked for ANBIMA, was an officer appointed
under the by-laws with extended accountability
(Diretora Estatutária) for multinational financial
institutions and her last position was as
Compliance Director at Bank of America Merrill
Lynch until October 2011, when she left the
Bank to create Instituto Yiesia and provide
business advice on Corporate Governance and
Compliance.
• Member of the IBGC, where she is active in the
Reporting and Sustainability Commissions.
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
16. Marilza Menezes Benevides
• Lawyer and Certified compliance and ethics
professional (CCEP – certification by the Society
of Corporate Compliance & Ethics - SCCE), with
more than 20 years of employment by
multinational companies, in particular in Legal
and Compliance management positions.
• Teacher of Compliance Management for
Nonfinancial Institutions at Trevisan Escola de
Negócios.
• Former vice president at Abia (Brazilian Food
Industry Association).
• Her education includes specialization in
Consumer Law (PUC/SP), and Business
Management (BSP) and Legal Management
(FGV/SP) courses, in addition to several courses
in the area of Corporate Governance at the
Brazilian Institute of Corporate Governance
(IBGC), of which she is an associate and also a
member of its Risk Committee.
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
17. Recommendations
“(...) Certainly, she is a reference for me as well and I hope to
have the opportunity to work with her again (…)”
Elenice Faboci, HR Manager, ANBIMA – Financial and Capital Markets
Association
“Ana Paula played a critical role in establishing Standard
Chartered Bank in Brazil (…)”
Mark Gross, CEO and Head, Origination & Client Coverage, Standard
Chartered Bank
“(…)she posesses that hard to find combination of fine legal
skills and good commercial instincts(…)”
Lee Siegel, Managing Director and General Counsel, Dresdner Kleinwort
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
18. Recommendations
“(…)We achieved strategical goals at Dresdner Kleinwort,
sometimes setting standards to the market(…)”
Leo Yamaoka, Vice President, Dresdner Kleinwort
“(…)She was a key player in the structuring of several complex
credit derivative products (…)”
Rodrigo Parrode M. de Araujo, Director, Dresdner Kleinwort
“(...) solid knowledge of the legal and even commercial
aspects involved; – readiness of response; – provider of a
great sense of comfort and security (…)”
Ernando Antoniolli, Head of Agribusiness, HSBC
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
19. Recommendations
“(…) she is experienced and dedicated to appropriate compliance and
governance management even in difficult situations where politics may
obstruct her efforts.”
Daniel J McQuoid, Managing Director & Country Mgr., Bank of America
“(…) She is a team player and understands the complexities of having to
manage compliance issues (…)”
Andre Barake, Managing Director, Bank of America
“(…) impressive drive for excellence, as the output of her high ethical values, her
profound technical expertise and continuous search for new information (…)”
Agusti Rodes, Operations Manager/Project Manager, ING Bank
“(…) Ana Paula is a VERY fine professional, extremely organized, diligent, holder
of a broad sense of responsibility (…)”
Fernando Sandoval, Manager of the Legal Dept, ING Investment Banking
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
20. Check out our videos
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções
21. Contact us
Rua Jesuíno Arruda 541 suite 7 - 04532-081 - São Paulo - SP - Brasil
Tel.: +55 (11) 3078 4285
yiesia@yiesia.com.br - www.yiesia.com.br
Consultoria Empresarial, Início Instituto
Governança Corporativa
e Compliance Equipe Soluções