Productive business visionaries
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A top to bottom center into a corporate
TeamBuy merged with Dealfind.com, Canadian daily deal rival, on Jan 15th, 2013. This alliance made the joint company one of the largest independent daily deal companies of Canada. Ghassan Halazon TeamBuy’s CEO hence became the CEO of combined company as the former Dealfind founders left the company.
http://goo.gl/tI2hir
Paul Claxton Creative Resume
Venture Partner | Serial Entrepreneur | Board Advisor | Public Speaker | U.S. Marine Veteran | #innovation #robotics #boardadvisor #boardadvisors #entrepreneur #entrepreneurship #innovator #leadership #publicspeaker #technologist #veteran #marine #venturepartner #venturecapital #healthcare #artificialintelligence #creative #resume
The C-Suite and Social Media: Will They Ever Buy In?
This document introduces a webinar discussing whether senior executives ("C-Suite") will embrace social media. It provides information on the moderator and three panelists who will discuss this topic. The moderator is the founder and CEO of a social media agency. The panelists include the CEO of a social media disclosure company, the Chief Strategy Officer of a social business consulting firm, and an IBM executive who leads thought leadership. The webinar will focus on questions submitted by participants.
Graham F Watson FRSA LLB CA
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Time For Portland To Take Its Place Chris Logan
The document discusses Portland, Oregon from the perspective of a newcomer. It notes that Portland ranks highly in several positive categories like education, books, and outdoor activities. However, it ranks poorly in areas like business climate, venture capital investments, and ethnic diversity. It argues Portland needs to foster more high-growth startups by encouraging companies to think bigger, deliver value globally, raise standards for talent and opportunities, and become more entrepreneurial to strengthen the economy.
At The Extreme
This document discusses extreme leadership and provides examples of leaders who achieved exceptional long-term returns for shareholders through serial reinvention, shrewd investments, and superb execution. It examines Richard Branson of Virgin Group, Dick Smith who delivered a 16% compound annual return over 43 years in various industries, and David Cote who increased Honeywell's revenue 69% and profit margins to 16% over 11 years.
Scronce & Associates Company Overview Brochure
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2017 Smart Business Growth Awards
Cascade Capital Corporation honored #TeamMIELKE with two awards at the 2017 Business Growth Awards Akron/Canton. The Business Growth Awards recognize and honor businesses from our seven-county region that have achieved superior growth in sales and/or employment over the past five years.*
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A top to bottom center into a corporate
TeamBuy merged with Dealfind.com, Canadian daily deal rival, on Jan 15th, 2013. This alliance made the joint company one of the largest independent daily deal companies of Canada. Ghassan Halazon TeamBuy’s CEO hence became the CEO of combined company as the former Dealfind founders left the company.
http://goo.gl/tI2hir
Paul Claxton Creative Resume
Venture Partner | Serial Entrepreneur | Board Advisor | Public Speaker | U.S. Marine Veteran | #innovation #robotics #boardadvisor #boardadvisors #entrepreneur #entrepreneurship #innovator #leadership #publicspeaker #technologist #veteran #marine #venturepartner #venturecapital #healthcare #artificialintelligence #creative #resume
The C-Suite and Social Media: Will They Ever Buy In?
This document introduces a webinar discussing whether senior executives ("C-Suite") will embrace social media. It provides information on the moderator and three panelists who will discuss this topic. The moderator is the founder and CEO of a social media agency. The panelists include the CEO of a social media disclosure company, the Chief Strategy Officer of a social business consulting firm, and an IBM executive who leads thought leadership. The webinar will focus on questions submitted by participants.
Graham F Watson FRSA LLB CA
Graham Watson is an expert in corporate finance, business strategy, and leadership development. He has over 25 years of experience advising boards and leading transactions worth over £1.5 billion. He currently runs Positive Leadership Limited, which provides strategic leadership and corporate finance advisory services.
Time For Portland To Take Its Place Chris Logan
The document discusses Portland, Oregon from the perspective of a newcomer. It notes that Portland ranks highly in several positive categories like education, books, and outdoor activities. However, it ranks poorly in areas like business climate, venture capital investments, and ethnic diversity. It argues Portland needs to foster more high-growth startups by encouraging companies to think bigger, deliver value globally, raise standards for talent and opportunities, and become more entrepreneurial to strengthen the economy.
At The Extreme
This document discusses extreme leadership and provides examples of leaders who achieved exceptional long-term returns for shareholders through serial reinvention, shrewd investments, and superb execution. It examines Richard Branson of Virgin Group, Dick Smith who delivered a 16% compound annual return over 43 years in various industries, and David Cote who increased Honeywell's revenue 69% and profit margins to 16% over 11 years.
Scronce & Associates Company Overview Brochure
Company overview brochure: Winston-Salem, NC based Private Equity firm Scronce & Associates, LLC, led by Tim Scronce.
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Cascade Capital Corporation honored #TeamMIELKE with two awards at the 2017 Business Growth Awards Akron/Canton. The Business Growth Awards recognize and honor businesses from our seven-county region that have achieved superior growth in sales and/or employment over the past five years.*
Congratulations to all the 2017 Honorees!
* Business must be located in Summit, Medina, Stark, Portage, Wayne, Ashland or Holmes counties to participate.
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Five Reasons Silicon Valley Need Black People and
1) Silicon Valley needs Black people because the African American consumer market spends over $1 trillion annually, African Americans are trendsetters in industries like music and fashion, and Black perspectives can help Silicon Valley avoid failures and better serve diverse communities.
2) Black America needs Silicon Valley because new technologies can make many aspects of the economy more efficient and affordable, like transportation and entertainment, Black people need to participate in wealth creation through tech jobs and startups, and young Black Americans need opportunities in the emerging tech industry.
3) Philanthropic support from Silicon Valley could help elevate Black communities by funding education and other organizations, as wealthy donors have historically done through organizations like historically Black colleges.
Graham Watson FRSA LLB CA - Resume
Graham Watson is the Chief Executive of Positive Leadership Limited, a strategic leadership and corporate finance advisory firm. He has over 30 years of experience in corporate finance, business strategy, and leadership development. He has worked with companies across various sectors in the UK, US, and internationally.
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The document discusses key factors for startup success and sustainability. It emphasizes that (1) resilience is the most important success factor, as all entrepreneurs fail but the most successful learn and continue improving. (2) Financial viability, or a company's ability to sustain itself through internally generated revenue, is a key goal. (3) Having a smart, passionate team is critical for success.
Fas Relo Mar 2011 News
Poor hiring decisions can be costly for businesses. Two-thirds of companies reported a bad hire negatively impacted their business in the past year, with nearly a quarter reporting a cost of over $50,000 per bad hire. Bad hires result in lost time and money for training replacement employees, lower productivity, and negatively impact employee morale and client relations. Employers are exploring new ways to research candidates to help prevent costly hiring mistakes.
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This document provides an overview of Chapter 4 from an ethics textbook. It covers demanding ethical and socially responsible behavior from businesses. The learning objectives include explaining why obeying the law is only a first step, how to address potential unethical actions, management's role in setting standards, defining corporate social responsibility and comparing responsibilities to stakeholders. Case studies and examples are provided to illustrate concepts like Ponzi schemes, bribery, whistleblowing and corporate philanthropy.
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Women in business: the path to leadership
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries have made progress through quotas, little change was seen in North America or the UK. Latin America has declined, with Brazil seeing a large drop.
- Asia-Pacific shows some
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Interested college seniors can apply at http://ventureforamerica.org/apply
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This document provides an overview of different types of business entities including sole proprietorships, partnerships, corporations, S corporations and limited liability companies. It compares the advantages and disadvantages of each structure and discusses topics like corporate mergers, franchising, cooperatives and other ways to form a business. The document contains learning objectives, examples, definitions and test questions to help readers understand the major forms of business ownership.
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This document provides an overview of key concepts from Chapter 1 of a business textbook. It covers topics like profit and risk, entrepreneurship vs working for others, the economic environment, technology, competition, social changes, and global challenges. Graphics and examples illustrate concepts such as the factors of production, stakeholders, outsourcing/insourcing, nonprofits, demographics, ethics, and how business has evolved through agricultural, manufacturing, and service eras. Learning objectives are listed for students to understand profit/risk relationships, analyze business impacts, and identify strategies for success within dynamic business environments.
The Founder's Mentality
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
Tripod Capital - Stanwich Announcement of Closing
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Ghassan halazon
Ghassan Halazon is a young and successful entrepreneur born in 1984 in Toronto. He obtained his undergraduate degree from McGill University in 2006 majoring in finance and entrepreneurship. He then received his MBA from Georgetown University. Halazon began his career at Citigroup in New York but then founded Teambuy, one of the largest e-commerce companies, in 2009 with backing from investors. He has also built up another reputable business called Dealfind and is considered one of the top entrepreneurs in the world for his hard work and leadership abilities.
Dealfind ghassan halazon4
Ghassan Halazon obtained degrees in finance and entrepreneurship and an MBA from Georgetown. He started his career in investment banking but found it unfulfilling. In 2009, he became CEO of TeamBuy, Canada's first daily deal site, which now has over 3 million members who have saved $1 billion. As CEO of TeamBuy and its sister site Dealfind, Halazon has expanded their business model and led them to national success, including a captivating appearance on Dragons' Den television show seen by 2 million viewers.
Ghassan halazon
Ghassan Halazon is the CEO and founder of Team Buy, one of the largest online businesses in Canada. He started his career in banking but was inspired to start Team Buy in 2009 based on the concept of team buying. Under his leadership, Team Buy has featured deals from thousands of brokers and capitalized on the trend of online shopping. Halazon completed his education with degrees from McGill University and Georgetown University and worked as an investment banker before starting Team Buy.
Summary Trilogy Software Company
Joe Liemandt dropped out of Stanford University in 1989 to found Trilogy Software, a successful software company known for its inspiring culture compared to older companies. Trilogy recruits top talent and gets them up to speed quickly by challenging them and fostering constant learning. The company evaluates not just recruits but also the evaluators, or sponsors, who are responsible for an employee's performance. Trilogy cares about keeping employees happy and pays well, but looks for people motivated by more than just money.
Global Leadership 700 Name Shiv Kapur Professor N.docx
Global Leadership 700
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Mark Zuckerberg; The Epitome of Leadership
Facebook, the currently most populous social networking site is the pearl of investment in
the contemporary times. Having emanated from the creativity of a college student from his
dormitory in the company of other colleagues, the firm has evolved from a roll out to select
campus colleges to have more than two billion subscribers as at 2019 (Katherine, 2019). The
organization’s success is hinged on workforce efficiency by having the best skills from around
the globe, well founded departments that complement the works of each other, a good strategic
decision making process as well as the a culture of excellence that has earned the company the
positive reputation it has today (Katherine, 2019). However, the greatest asset of the organization
is its founder, chairman and chief executive officer, Mark Zuckerberg.
Born in White place, New York, in the United States of America, Mark Zuckerberg is the
quintessential epitome of modern innovation and dedication to a passion through life. Although
the leader came from a relatively well to do family, it is his personalities that has seen him propel
the company to the level of becoming the model for young entrepreneurship (Valinsky, 2019).
There is a track of great passion in his life. Zuckerberg started computer programming at a very
early age. He later quit college to concentrate on the company affairs. Even though he started the
company from a humble beginning, from a campus dormitory, he has risen to become the
youngest self made billionaire in the current times. The CEO has driven the firm out of scandals
and controversies that could have deflated its progress (Valinsky, 2019). It is his leadership
qualities that have seen his success.
Integrity is the ability to have a clear work ethic fabric to guide decision making and
activities embarked on by a leader. While driving the company, Mark has resisted the allure of
money through unethical practices. Instead he has chosen to steer right, making corrections in
operations to make the company responsible for social transformation across the globe. Even in
scandals such as the litigations filed for fake news, he has offered a firm leadership from the
mess. Purpose is a key principle of leadership. It entails having a consistent direction to achieve
the sought after results. From his days in college, he knew had a strong sense of direction and a
vision for what he has today. This is the spirit that has propelled him to his current status.
Discipline, both in the profession and the realms of social life are a vital attribute of Mark
Zuckerberg. This principle entails the ability to stick to life rules and foregoing the pleasure of
laxity, vices and other unproductive qualities (Qadri, 2016). Zuckerberg has outshone other
notable leaders by respec ...
Synechron on Inc. magazine cover
In 2001, Faisal Husain, Zia Bhutta and Tanveer Saulat founded Synechron. The past 12 years have certainly been a dream run. Synechron, a technology consulting and outsourcing firm with a specialisation in financial services today claims to have an annualised run rate of $200 million, a workforce that is 4,500-people strong, more than 100 clients, and offices in India, US , UAE , Singapore, Japan and Australia. It’s a future Husain and Saulat, who first met each other as teenagers in Bhopal in 1989, couldn’t have possibly forecast.
Read More - http://www.synechron.com/about-us/mediacoverage_details/7765/Inc_November_2013_18Nov13
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This document is a 2015 membership directory and business guide for the Mid-America Gay & Lesbian Chamber of Commerce (Mid-America GLCC). It provides an overview of the Mid-America GLCC, including its history and affiliation with the National Gay & Lesbian Chamber of Commerce. It also describes the various programs and events the Mid-America GLCC offers to its members, such as networking events, leadership training, and business certification assistance. Additionally, it lists the board members and provides testimonials from local leaders about the importance of the Mid-America GLCC.
CB-UK FEB-APR_2016-Women in Leadership
Dianne Bevelander is a professor who researches management education and diversity, with an emphasis on women's career development. The document discusses the lack of women in leadership positions globally and provides recommendations for improving gender diversity. It notes traditional methods have not been effective and that women are 118 years away from equal pay. Employers need to focus on building the female talent pipeline through sponsorship, mentoring, and an inclusive culture. Business schools also need to stop reinforcing stereotypes and include more female role models.
Five Reasons Silicon Valley Need Black People and
1) Silicon Valley needs Black people because the African American consumer market spends over $1 trillion annually, African Americans are trendsetters in industries like music and fashion, and Black perspectives can help Silicon Valley avoid failures and better serve diverse communities.
2) Black America needs Silicon Valley because new technologies can make many aspects of the economy more efficient and affordable, like transportation and entertainment, Black people need to participate in wealth creation through tech jobs and startups, and young Black Americans need opportunities in the emerging tech industry.
3) Philanthropic support from Silicon Valley could help elevate Black communities by funding education and other organizations, as wealthy donors have historically done through organizations like historically Black colleges.
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The document discusses key factors for startup success and sustainability. It emphasizes that (1) resilience is the most important success factor, as all entrepreneurs fail but the most successful learn and continue improving. (2) Financial viability, or a company's ability to sustain itself through internally generated revenue, is a key goal. (3) Having a smart, passionate team is critical for success.
Fas Relo Mar 2011 News
Poor hiring decisions can be costly for businesses. Two-thirds of companies reported a bad hire negatively impacted their business in the past year, with nearly a quarter reporting a cost of over $50,000 per bad hire. Bad hires result in lost time and money for training replacement employees, lower productivity, and negatively impact employee morale and client relations. Employers are exploring new ways to research candidates to help prevent costly hiring mistakes.
BA 100 Chapter 4 PowerPoint - Week 2
This document provides an overview of Chapter 4 from an ethics textbook. It covers demanding ethical and socially responsible behavior from businesses. The learning objectives include explaining why obeying the law is only a first step, how to address potential unethical actions, management's role in setting standards, defining corporate social responsibility and comparing responsibilities to stakeholders. Case studies and examples are provided to illustrate concepts like Ponzi schemes, bribery, whistleblowing and corporate philanthropy.
Reputation Management In The Age Of Social Media Revised
30 minute presentation on managing your reputation from the Institutional Investors LIDO conference September 2010
Women in business: the path to leadership
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries have made progress through quotas, little change was seen in North America or the UK. Latin America has declined, with Brazil seeing a large drop.
- Asia-Pacific shows some
What Lies Beneath
Talent Q provides online psychometric assessments, training, and assessment consulting to help organizations address talent management challenges throughout the employee lifecycle.
Entering StartUpLand presentation
A guide to finding the right startup job, particularly focused on recent college and MBA graduates. Based on the book of the same name.
Venture for America for Fellows
Venture for America is a program for young, talented grads to spend 2 years in the trenches of a start-up with the goal that these graduates will become socialized
and mobilized as entrepreneurs moving forward.
Interested college seniors can apply at http://ventureforamerica.org/apply
BA 100 Chapter 5 PowerPoint - Week 3
This document provides an overview of different types of business entities including sole proprietorships, partnerships, corporations, S corporations and limited liability companies. It compares the advantages and disadvantages of each structure and discusses topics like corporate mergers, franchising, cooperatives and other ways to form a business. The document contains learning objectives, examples, definitions and test questions to help readers understand the major forms of business ownership.
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This document provides an overview of key concepts from Chapter 1 of a business textbook. It covers topics like profit and risk, entrepreneurship vs working for others, the economic environment, technology, competition, social changes, and global challenges. Graphics and examples illustrate concepts such as the factors of production, stakeholders, outsourcing/insourcing, nonprofits, demographics, ethics, and how business has evolved through agricultural, manufacturing, and service eras. Learning objectives are listed for students to understand profit/risk relationships, analyze business impacts, and identify strategies for success within dynamic business environments.
The Founder's Mentality
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
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Tripod Capital recently completed the final closing of its Tripod Capital China Fund II, L.P., raising $262.6 million from global institutional investors in North America, Europe, Asia, and the Middle East. Stanwich Advisors acted as the financial advisor and placement agent for the offering. Tripod Capital is a leading growth equity and buyout firm in China with offices in several major cities. Since 1997, Tripod Capital has invested over $335 million in more than 35 companies across various industries.
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Ghassan halazon
Ghassan Halazon is a young and successful entrepreneur born in 1984 in Toronto. He obtained his undergraduate degree from McGill University in 2006 majoring in finance and entrepreneurship. He then received his MBA from Georgetown University. Halazon began his career at Citigroup in New York but then founded Teambuy, one of the largest e-commerce companies, in 2009 with backing from investors. He has also built up another reputable business called Dealfind and is considered one of the top entrepreneurs in the world for his hard work and leadership abilities.
Dealfind ghassan halazon4
Ghassan Halazon obtained degrees in finance and entrepreneurship and an MBA from Georgetown. He started his career in investment banking but found it unfulfilling. In 2009, he became CEO of TeamBuy, Canada's first daily deal site, which now has over 3 million members who have saved $1 billion. As CEO of TeamBuy and its sister site Dealfind, Halazon has expanded their business model and led them to national success, including a captivating appearance on Dragons' Den television show seen by 2 million viewers.
Ghassan halazon
Ghassan Halazon is the CEO and founder of Team Buy, one of the largest online businesses in Canada. He started his career in banking but was inspired to start Team Buy in 2009 based on the concept of team buying. Under his leadership, Team Buy has featured deals from thousands of brokers and capitalized on the trend of online shopping. Halazon completed his education with degrees from McGill University and Georgetown University and worked as an investment banker before starting Team Buy.
Summary Trilogy Software Company
Joe Liemandt dropped out of Stanford University in 1989 to found Trilogy Software, a successful software company known for its inspiring culture compared to older companies. Trilogy recruits top talent and gets them up to speed quickly by challenging them and fostering constant learning. The company evaluates not just recruits but also the evaluators, or sponsors, who are responsible for an employee's performance. Trilogy cares about keeping employees happy and pays well, but looks for people motivated by more than just money.
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Facebook, the currently most populous social networking site is the pearl of investment in
the contemporary times. Having emanated from the creativity of a college student from his
dormitory in the company of other colleagues, the firm has evolved from a roll out to select
campus colleges to have more than two billion subscribers as at 2019 (Katherine, 2019). The
organization’s success is hinged on workforce efficiency by having the best skills from around
the globe, well founded departments that complement the works of each other, a good strategic
decision making process as well as the a culture of excellence that has earned the company the
positive reputation it has today (Katherine, 2019). However, the greatest asset of the organization
is its founder, chairman and chief executive officer, Mark Zuckerberg.
Born in White place, New York, in the United States of America, Mark Zuckerberg is the
quintessential epitome of modern innovation and dedication to a passion through life. Although
the leader came from a relatively well to do family, it is his personalities that has seen him propel
the company to the level of becoming the model for young entrepreneurship (Valinsky, 2019).
There is a track of great passion in his life. Zuckerberg started computer programming at a very
early age. He later quit college to concentrate on the company affairs. Even though he started the
company from a humble beginning, from a campus dormitory, he has risen to become the
youngest self made billionaire in the current times. The CEO has driven the firm out of scandals
and controversies that could have deflated its progress (Valinsky, 2019). It is his leadership
qualities that have seen his success.
Integrity is the ability to have a clear work ethic fabric to guide decision making and
activities embarked on by a leader. While driving the company, Mark has resisted the allure of
money through unethical practices. Instead he has chosen to steer right, making corrections in
operations to make the company responsible for social transformation across the globe. Even in
scandals such as the litigations filed for fake news, he has offered a firm leadership from the
mess. Purpose is a key principle of leadership. It entails having a consistent direction to achieve
the sought after results. From his days in college, he knew had a strong sense of direction and a
vision for what he has today. This is the spirit that has propelled him to his current status.
Discipline, both in the profession and the realms of social life are a vital attribute of Mark
Zuckerberg. This principle entails the ability to stick to life rules and foregoing the pleasure of
laxity, vices and other unproductive qualities (Qadri, 2016). Zuckerberg has outshone other
notable leaders by respec ...
Synechron on Inc. magazine cover
In 2001, Faisal Husain, Zia Bhutta and Tanveer Saulat founded Synechron. The past 12 years have certainly been a dream run. Synechron, a technology consulting and outsourcing firm with a specialisation in financial services today claims to have an annualised run rate of $200 million, a workforce that is 4,500-people strong, more than 100 clients, and offices in India, US , UAE , Singapore, Japan and Australia. It’s a future Husain and Saulat, who first met each other as teenagers in Bhopal in 1989, couldn’t have possibly forecast.
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This document discusses startups and defines them as newly created companies that are innovative and search for a repeatable and scalable business model. It provides several definitions of startups from different sources that emphasize their growth potential and search for a product/market fit. The document also discusses the evolution of startups from forming a founding team and MVP to different funding options. It describes startup culture and partnerships that can help startups become successful.
Whos the bossIn a holacracy, there isnt one. It isnt as flak.docx
Who's the boss?
In a holacracy, there isn't one. It isn't as flaky as it sounds--even larger companies like Zappos are kissing hierarchy goodbye
The first thing the advocates of holacracy would like to clear up is that, even though it's a management philosophy about getting rid of managers, this doesn't mean pushing a company into anarchy, or even hippy-dippy Montessori indulgence. Quite the opposite: They suggest holacracy is about companies growing up.
Take Phil Caravaggio, the founder of Precision Nutrition, a 60-person Toronto firm specializing in tailored life coaching. As his firm grew past the point where it could be run informally on the strength of personal relationships, he went looking for a way to structure the company without setting up yet another deadening corporate hierarchy.
His search led him to holacracy, a governance method that emerged from a software firm in Pennsylvania, of all places, over the last decade. Since then, holacracy has racked up a number of big-name adherents, most notably Zappos, the 1,500-employee, Amazon-owned online footwear store, and the chatter has been growing.
"It's a system for giving everyone real clear autonomy without everything devolving into chaos," explains Caravaggio, speaking over sparkling water in a corner of the Soho club in downtown Toronto.
Caravaggio might be said to head up the firm, though this is where things get fuzzy, because in addition to rejecting hierarchy, holacracy also eschews job titles. When pressed, he says he's technically the "lead link of the general company circle"; one senses that he's had a lot of practice explaining this to people.
In a holacracy, the organization is grouped into a series of concentric, autonomous circles--say, a finance circle, a marketing circle that might contain a web-design circle, all within a big circle that represents the company itself.
Every circle has a leader, who does many of the things a traditional boss does, like deciding on priorities and assigning who does what on the team. But no circle's leader is allowed to butt in on the decision-making process of any other circle--even the smaller ones.
The way these circles speak to each other is one of holacracy's hallmarks. In a traditional organization, the team managers typically represent their teams in meetings. But this puts managers in a bind: On one hand, they have to champion their team's interests to the company; on the other, they have to be the ones to impose their superior's decisions on their team--two roles that can be completely at odds. In a holacracy, each circle elects a representative who's not the leader to sit in other circles, report on their team's progress, and express its concerns to the broader company.
In fact, everything about the way a holacracy works is determined by a set of written rules. It's all laid out in a detailed, but surprisingly concise, 30-page constitution: who is allowed to do what, how meetings are run, how decisions get made, and how to mak ...
Whos the bossIn a holacracy, there isnt one. It isnt as flak.docx
Who's the boss?
In a holacracy, there isn't one. It isn't as flaky as it sounds--even larger companies like Zappos are kissing hierarchy goodbye
The first thing the advocates of holacracy would like to clear up is that, even though it's a management philosophy about getting rid of managers, this doesn't mean pushing a company into anarchy, or even hippy-dippy Montessori indulgence. Quite the opposite: They suggest holacracy is about companies growing up.
Take Phil Caravaggio, the founder of Precision Nutrition, a 60-person Toronto firm specializing in tailored life coaching. As his firm grew past the point where it could be run informally on the strength of personal relationships, he went looking for a way to structure the company without setting up yet another deadening corporate hierarchy.
His search led him to holacracy, a governance method that emerged from a software firm in Pennsylvania, of all places, over the last decade. Since then, holacracy has racked up a number of big-name adherents, most notably Zappos, the 1,500-employee, Amazon-owned online footwear store, and the chatter has been growing.
"It's a system for giving everyone real clear autonomy without everything devolving into chaos," explains Caravaggio, speaking over sparkling water in a corner of the Soho club in downtown Toronto.
Caravaggio might be said to head up the firm, though this is where things get fuzzy, because in addition to rejecting hierarchy, holacracy also eschews job titles. When pressed, he says he's technically the "lead link of the general company circle"; one senses that he's had a lot of practice explaining this to people.
In a holacracy, the organization is grouped into a series of concentric, autonomous circles--say, a finance circle, a marketing circle that might contain a web-design circle, all within a big circle that represents the company itself.
Every circle has a leader, who does many of the things a traditional boss does, like deciding on priorities and assigning who does what on the team. But no circle's leader is allowed to butt in on the decision-making process of any other circle--even the smaller ones.
The way these circles speak to each other is one of holacracy's hallmarks. In a traditional organization, the team managers typically represent their teams in meetings. But this puts managers in a bind: On one hand, they have to champion their team's interests to the company; on the other, they have to be the ones to impose their superior's decisions on their team--two roles that can be completely at odds. In a holacracy, each circle elects a representative who's not the leader to sit in other circles, report on their team's progress, and express its concerns to the broader company.
In fact, everything about the way a holacracy works is determined by a set of written rules. It's all laid out in a detailed, but surprisingly concise, 30-page constitution: who is allowed to do what, how meetings are run, how decisions get made, and how to mak.
Why would someone want to work for you?
Article sample from the certificate in employer brand leadership, details at www.employerbrandinternational.com
Talent Management
Talent management is crucial for organizations to grow their human capital value. McDonald's talent management program, called LAMP, had five key components: executive assessment, individual development planning, leadership modules, executive education, and business improvement recommendations. The program helped McDonald's ensure they had the right people in the right positions. Bank of America's talent management strategy focused on attracting, retaining, and developing great leaders over three phases in an executive's first 36 months. The strategies aimed to align employees with company goals and create engagement, satisfaction, and a sense of pride in the organization. Both companies saw success through implementing formal talent management programs.
Talent Management - Bridging the Generation Gap - NABA Keynote 2015
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won’t get you there.
The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. This session will cover the 5C’s of modern talent management – Culture, Career Path, Competencies, Curriculum, Cloud Learning and how these can be used to create a magnetic organization that attracts and retains the best talent. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.
For more information on "success skills", curriculums development, strategic planning and facilitation visit us online at http://www.blionline.org
8TRENDS - Series of Articles
The document discusses 8 trends for executives in 2017 related to digital transformation. Trend 2 discusses how the role of the CFO is changing to preserve trust in a climate of rapid change driven by digitalization. CFOs must clearly communicate visions for changes to finance departments, involve employees in the process, and work with HR to develop programs that foster trust while automation impacts jobs. While technology enables new processes, people remain central. CFOs must identify employees who can adapt and provide new opportunities to boost engagement during digital transformation.
Recruiting & Retaining the Next Generation
Cindy Wilkosz has worked at Mutual of Omaha for over 12 years, starting as an intern while in college. She now recruits and trains new advisors at their New Jersey office. As a millennial herself, she understands the concerns of younger generations and emphasizes purpose, mentorship, and social media when recruiting. Wilkosz ensures new recruits feel valued by the company through clear career paths, appreciation, and addressing challenges with a supportive environment. Her efforts in retaining talent have led the office to an exceptionally high retention rate of 80-90%.
Monique Villa
This summary provides the key details about Monique Villa and her leadership of the Thomson Reuters Foundation in 3 sentences:
Monique Villa transformed the Thomson Reuters Foundation from a small media training organization into a global organization with four major programs, including training journalists, deploying journalists to report on humanitarian issues, providing free legal assistance to NGOs and social enterprises through TrustLaw, and launching an annual conference on women's rights called Trust Women. Villa's journalistic experience and passion for legal rights helped her expand the foundation's impact, such as through TrustLaw which connects NGOs with pro bono legal help and Trust Women which has addressed issues like human trafficking. However, Villa notes that retaining a startup mentality as the foundation grows
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Whos the bossIn a holacracy, there isnt one. It isnt as flak.docx
Whos the bossIn a holacracy, there isnt one. It isnt as flak.docx
Whos the bossIn a holacracy, there isnt one. It isnt as flak.docx
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一比一原版(McGill毕业证书)麦吉尔大学毕业证如何办理
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Productive business visionaries
- 2. If you are making a world's summary young productive business visionaries, then this man, Ghassan Halazon will surely be at the most noteworthy need on your rundown as with his industrious work & charming parts he has taken the business world to an exceptional level. Considered on third July, 1984 in Toronto this young individual has a colossal picture among his collegues & laborers. His boggling perspective & commitment towards his work has made him " the finest CEO'. A survey
- 3. Mr. Halazon acquired his understudy degree from Desautels Faculty of Management in 2006 from McGill school of Montreal. He got his huge in cash and business endeavor with twofold core interest. Later on he got his MBA from Georgetown University organized in Washington D.C. Graduation
- 4. Around the begin of his calling he used to fill in as a theory accomplice at citigroup in New York. He started finding his side interests in somewhere else & out of that slant he has set up Teambuy in 2009 which is one of the liberal e-exchange associations in the country at present. Some of his accomplice assistants truly coming to fruition of Teambuy were Insight Venture Partners, ru-Net, and Georgian Partners. Orderly he kept building up an assumed business farm called Calling in Business Dealfind.
- 5. For more update click here… http://www.ghassanhalazon.com/ Thank You