The turbulent economy of the past 18-months has impacted the profitability, productivity and potentially future growth of many companies. At Profitiviti, we can help. We have a powerful, proven analytics framework to help optimize business faster, cheaper and more accurately than ever before. Take a look and let us know if you are interested in more discussion. All the best.
Steve
info@profitiviti.com
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
The document discusses how Chief Information Officers can gain a seat at the table with executive boards and business leaders. It suggests that CIOs need to understand the strategic priorities and key performance indicators that boards and CEOs focus on, such as financial performance, customer loyalty, talent retention, and risk management. CIOs should demonstrate how technology can directly support and add value to these strategic areas. The document also stresses the importance of CIOs understanding their own leadership style and strengths, and ensuring technology strategies are properly aligned with overall business strategies and areas of focus.
Howto Motivate Your Sales Forceto Great PerformanceAnil Kumar
This document discusses how to effectively motivate a sales force. It begins by noting that traditional incentive compensation based solely on financial rewards is often insufficient. It then summarizes research showing that sales cycles are getting longer and conversion rates are declining, underscoring the increased challenges of today's sales environment. The document advocates taking a more holistic approach to motivation that considers additional human needs beyond compensation, such as trust, recognition, and opportunities for growth. It discusses how these types of non-financial motivators can be more effective than financial incentives alone at driving performance. Achieving the right motivational culture requires understanding factors like those in Maslow's hierarchy of needs applied to a sales force context.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
This document discusses key findings from a survey about engaging the global workforce. The main points are:
1) Business leaders recognize the importance of employee engagement but HR needs to take a more strategic role and demonstrate ROI.
2) Employee recognition improves engagement, which increases retention, productivity and company performance.
3) Developing a universal recognition platform for global companies is difficult due to differences in cultures and locations.
4) CFOs are often not aware of how much companies spend on recognition programs, and HR and Finance need to work more closely together.
5) The CTO and CFO should collaborate to develop engagement strategies, but currently only about half of companies report this level of cooperation between
1. Tie human capital plans directly to business outcomes by viewing human capital investments as having expected returns that can increase revenue per employee or optimize costs. Case studies show how leadership training and customer service training led to improved business results for companies.
2. Target human capital practices specifically to your industry and business rather than just copying others. Best practices only work if relevant to your situation.
3. Align all human capital actions with each other and integrate them based on best practices, otherwise contradictory actions will undermine the system. The human capital plan should establish how your workforce will help meet organizational goals.
The document discusses workforce planning strategies for turbulent economic times. It recommends adopting a portfolio approach to workforce planning using scenario planning to create flexible staffing options. This allows organizations to better adapt to changing economic conditions by pre-identifying competing priorities and skill needs. The portfolio approach assesses opportunities and threats from economic shifts to strengthen capabilities and readiness for different economic cycles through talent acquisition and development.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
The document discusses how Chief Information Officers can gain a seat at the table with executive boards and business leaders. It suggests that CIOs need to understand the strategic priorities and key performance indicators that boards and CEOs focus on, such as financial performance, customer loyalty, talent retention, and risk management. CIOs should demonstrate how technology can directly support and add value to these strategic areas. The document also stresses the importance of CIOs understanding their own leadership style and strengths, and ensuring technology strategies are properly aligned with overall business strategies and areas of focus.
Howto Motivate Your Sales Forceto Great PerformanceAnil Kumar
This document discusses how to effectively motivate a sales force. It begins by noting that traditional incentive compensation based solely on financial rewards is often insufficient. It then summarizes research showing that sales cycles are getting longer and conversion rates are declining, underscoring the increased challenges of today's sales environment. The document advocates taking a more holistic approach to motivation that considers additional human needs beyond compensation, such as trust, recognition, and opportunities for growth. It discusses how these types of non-financial motivators can be more effective than financial incentives alone at driving performance. Achieving the right motivational culture requires understanding factors like those in Maslow's hierarchy of needs applied to a sales force context.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
This document discusses key findings from a survey about engaging the global workforce. The main points are:
1) Business leaders recognize the importance of employee engagement but HR needs to take a more strategic role and demonstrate ROI.
2) Employee recognition improves engagement, which increases retention, productivity and company performance.
3) Developing a universal recognition platform for global companies is difficult due to differences in cultures and locations.
4) CFOs are often not aware of how much companies spend on recognition programs, and HR and Finance need to work more closely together.
5) The CTO and CFO should collaborate to develop engagement strategies, but currently only about half of companies report this level of cooperation between
1. Tie human capital plans directly to business outcomes by viewing human capital investments as having expected returns that can increase revenue per employee or optimize costs. Case studies show how leadership training and customer service training led to improved business results for companies.
2. Target human capital practices specifically to your industry and business rather than just copying others. Best practices only work if relevant to your situation.
3. Align all human capital actions with each other and integrate them based on best practices, otherwise contradictory actions will undermine the system. The human capital plan should establish how your workforce will help meet organizational goals.
The document discusses workforce planning strategies for turbulent economic times. It recommends adopting a portfolio approach to workforce planning using scenario planning to create flexible staffing options. This allows organizations to better adapt to changing economic conditions by pre-identifying competing priorities and skill needs. The portfolio approach assesses opportunities and threats from economic shifts to strengthen capabilities and readiness for different economic cycles through talent acquisition and development.
Workplace Flexibility and the Recovery - Risks & OpportunitiesFallonHorgan
This document discusses workplace flexibility in the context of the global financial crisis and the National Employment Standards in Australia. It provides examples of how some organizations addressed staff flexibility needs during economic downturn by reducing hours and keeping employees, which helped save costs and retain skilled workers. The document outlines the right of employees to request flexible work arrangements under the National Employment Standards and obligations of employers to accommodate such requests where reasonable.
Take Me Out to the Ball Game - Competency Based Talent Managementthempowergroup
The document discusses competency based talent management in strategic sourcing and supply chain roles. It notes that current approaches to talent management in these areas have fallen short and produced suboptimal results. The document then outlines TMG's experience implementing competency based talent management programs across multiple industries. TMG has a history of developing competency models, assessing gaps, and creating customized development programs to improve performance in sourcing and supply chain organizations.
The document discusses challenges with current performance management processes and the benefits of Prism EPM practice. It outlines common problems such as poor translation of strategies to budgets, lack of consensus, inaccurate information, and resources consumed by cumbersome processes. The Prism approach aims to transform performance management by providing a common planning platform, linked finance and operations, data/process standards, and advanced analytics to gain time, control and confidence.
This white paper discusses 10 principles for building an effective human capital plan. It emphasizes that human capital issues can significantly impact business outcomes and should be viewed as investments rather than just costs. The human capital plan should tie human resources strategies to specific business goals and metrics. It also stresses aligning practices with industry benchmarks and integrating different human resources initiatives to avoid contradictory objectives. Case studies demonstrate how targeted training programs improved leadership skills, customer satisfaction, and financial performance at other organizations.
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
White Paper Options For Handling Your HR Functionewayton
This document compares three options for handling an organization's HR function: doing it in-house, using multiple vendors, or outsourcing to a single vendor HR outsourcing provider. Doing HR in-house takes significant time away from core business activities but keeps costs low. Using multiple vendors shifts some tasks to experts but requires managing many relationships. Outsourcing to a single vendor HR provider through a PEO simplifies administration, improves efficiencies, and allows a focus on core competencies, while the provider handles back-office functions and strategic HR services.
Founding vs Professional CEO Performance Analysis in SaaSYujin Chung
This document summarizes an analysis of founding CEO versus professional CEO performance in the software as a service industry. It analyzes data from 48 SaaS companies that had exits from 1998-2009, comparing metrics like total investment, time to exit, and exit valuation between companies led by founding CEOs versus those led by professional CEOs hired later. It finds that companies led by founding CEOs generally had better performance on these metrics, even when accounting for biases. Possible reasons discussed include higher equity stakes and ownership mentality among founding CEOs.
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
This document summarizes strategies for managing talent and workforce costs during an economic downturn. It discusses conducting a strategic role assessment to identify top performers in critical roles. It also recommends repositioning the workforce through comprehensive planning, including global sourcing, recruiting talent with needed skills, and creating meaningful work and career opportunities to engage employees. Keeping employees engaged and supporting their well-being is important for competitiveness during difficult times.
How Engaged Are My Employees Exec R R Guideshershenow
This document discusses the importance and impact of employee engagement. Key points include:
- Disengaged employees cost companies billions per year in lost productivity and revenue. Highly engaged companies see significantly higher growth and profits.
- Only 17% of workers are highly engaged and willing to contribute fully. 19% are actively disengaged, undermining their organizations.
- Senior management demonstrating genuine interest in employees is the top global driver of engagement.
- Engaged employees stay longer, drive higher customer satisfaction and retention, and increase company profits. Proper employee engagement programs are critical for business success.
- Effective engagement programs align corporate objectives with rewards, recognize positive behaviors, and motivate employees to achieve
The document summarizes Deloitte's perspective on customer insights and analytics. It discusses how clients are asking questions about re-engaging customers, attracting new customers, leveraging tools to target customers, and more. Case studies show how analytics helped clients increase revenue, reduce costs, and improve the online experience. It also outlines how analytical capabilities can deliver deeper customer insights over time, from basic reporting to predictive modeling and innovation. Finally, it discusses how the changing marketing landscape increases the need for advanced analytics and describes the components of a turnkey marketing platform.
The document discusses best practices for compensation, including getting job descriptions, market data, and compensation right. It provides an agenda covering themes and best practices, getting job descriptions right through multiple perspectives and a demonstration of an HR software, getting market data right, and getting compensation right through short-term incentives, long-term incentives, total rewards, and pay for performance strategies. It emphasizes aligning compensation with organizational strategy, goals, and performance through accurate job descriptions, market data, and pay for performance tools.
This document provides a template and guidelines for creating an effective business plan. It outlines 12 sections to include: 1) Cover page, 2) Confidentiality agreement, 3) Table of contents, 4) Executive summary, 5) Company description, 6) External environment analysis, 7) Internal environment analysis, 8) SWOT analysis, 9) Market and competitors, 10) Product/service offering, 11) Marketing and sales plan, and 12) Financial projections. The template provides details on what information and analysis to include in each section to comprehensively describe the business concept, operations, market opportunity, and strategy.
Bcp Dr Grant Thornton Llp(Danny Miller) VfinalDanny Miller
In light of the hurricane coming up the east coast of the U.S., Grant Thornton has a holistic approach to business continuity and disaster preparedness.
The document discusses strategies for IT leaders who feel overwhelmed by hiring demands. It identifies four primary barriers to effective hiring: lack of time for hiring in IT departments, financial constraints, talent shortages, and candidates' desires for flexibility. It then provides five strategies to help with hiring: building a stronger business case for hiring, streamlining hiring processes, focusing current staff on higher priority "big rocks" and using contractors for other tasks, using staff augmentation more strategically to address capacity issues, and partnering with staffing vendors for assistance.
Profitiviti Business Operations Intelligence ArticleSteve Raack
The document discusses a methodology called Business Operations Intelligence that helps companies gain insights into their business operations through data analysis. It involves defining all business processes, including both departmental and enterprise-wide processes. The methodology then ranks processes based on their impact and efficiency to identify opportunities for improvement. Implementing this methodology provides executives with information to make more informed decisions and pursue initiatives that can significantly improve profitability.
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
The document outlines six trends significantly impacting business performance: 1) businesses operating reactively instead of proactively, 2) information overload, 3) increasing marketing costs with decreasing effectiveness, 4) volatile supply chain costs and poor demand management, 5) damaged organizations and scared employees, 6) limited business insight typically based on past performance rather than future analysis. Mastering methods to mitigate risks from these trends can improve profitability and productivity.
Logica is a leading IT and business services company operating globally with 39,000 employees across 36 countries. It provides business consulting, systems integration, and outsourcing services. Logica works closely with customers to help them increase efficiency, accelerate growth, and manage risk through applying industry knowledge, technical excellence, and global delivery expertise. Logica is listed on the London Stock Exchange and Euronext. More information is available at www.logica.com.
Moving Mountains discusses how investing in human capital through performance and talent management software can drive significant financial results for companies by improving strategy execution. It summarizes research showing customers of SuccessFactors saw faster communication of strategy, goal setting, focus on priorities, and project completion after implementing the software. The document advocates aligning employees' performance with strategy to realize the full potential value of the strategy. It argues the greatest lever for performance is human capital, since employees drive 85% of financial results, and performance management software can help companies better understand and improve the distribution of performance levels among their workforce.
The Executive's Guide to Strategic Workforce Planningassessmentedge
The executive briefing provides a guide to strategic workforce planning. It outlines a 6 step process: 1) establish business strategy, 2) understand labor market trends, 3) identify future talent demands, 4) assess current talent, 5) identify talent gaps, 6) implement strategies to close gaps. The document emphasizes that workforce planning is critical for business success but often overlooked or not taken strategically. It also notes common barriers that can undermine the process.
Workplace Flexibility and the Recovery - Risks & OpportunitiesFallonHorgan
This document discusses workplace flexibility in the context of the global financial crisis and the National Employment Standards in Australia. It provides examples of how some organizations addressed staff flexibility needs during economic downturn by reducing hours and keeping employees, which helped save costs and retain skilled workers. The document outlines the right of employees to request flexible work arrangements under the National Employment Standards and obligations of employers to accommodate such requests where reasonable.
Take Me Out to the Ball Game - Competency Based Talent Managementthempowergroup
The document discusses competency based talent management in strategic sourcing and supply chain roles. It notes that current approaches to talent management in these areas have fallen short and produced suboptimal results. The document then outlines TMG's experience implementing competency based talent management programs across multiple industries. TMG has a history of developing competency models, assessing gaps, and creating customized development programs to improve performance in sourcing and supply chain organizations.
The document discusses challenges with current performance management processes and the benefits of Prism EPM practice. It outlines common problems such as poor translation of strategies to budgets, lack of consensus, inaccurate information, and resources consumed by cumbersome processes. The Prism approach aims to transform performance management by providing a common planning platform, linked finance and operations, data/process standards, and advanced analytics to gain time, control and confidence.
This white paper discusses 10 principles for building an effective human capital plan. It emphasizes that human capital issues can significantly impact business outcomes and should be viewed as investments rather than just costs. The human capital plan should tie human resources strategies to specific business goals and metrics. It also stresses aligning practices with industry benchmarks and integrating different human resources initiatives to avoid contradictory objectives. Case studies demonstrate how targeted training programs improved leadership skills, customer satisfaction, and financial performance at other organizations.
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
White Paper Options For Handling Your HR Functionewayton
This document compares three options for handling an organization's HR function: doing it in-house, using multiple vendors, or outsourcing to a single vendor HR outsourcing provider. Doing HR in-house takes significant time away from core business activities but keeps costs low. Using multiple vendors shifts some tasks to experts but requires managing many relationships. Outsourcing to a single vendor HR provider through a PEO simplifies administration, improves efficiencies, and allows a focus on core competencies, while the provider handles back-office functions and strategic HR services.
Founding vs Professional CEO Performance Analysis in SaaSYujin Chung
This document summarizes an analysis of founding CEO versus professional CEO performance in the software as a service industry. It analyzes data from 48 SaaS companies that had exits from 1998-2009, comparing metrics like total investment, time to exit, and exit valuation between companies led by founding CEOs versus those led by professional CEOs hired later. It finds that companies led by founding CEOs generally had better performance on these metrics, even when accounting for biases. Possible reasons discussed include higher equity stakes and ownership mentality among founding CEOs.
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
This document summarizes strategies for managing talent and workforce costs during an economic downturn. It discusses conducting a strategic role assessment to identify top performers in critical roles. It also recommends repositioning the workforce through comprehensive planning, including global sourcing, recruiting talent with needed skills, and creating meaningful work and career opportunities to engage employees. Keeping employees engaged and supporting their well-being is important for competitiveness during difficult times.
How Engaged Are My Employees Exec R R Guideshershenow
This document discusses the importance and impact of employee engagement. Key points include:
- Disengaged employees cost companies billions per year in lost productivity and revenue. Highly engaged companies see significantly higher growth and profits.
- Only 17% of workers are highly engaged and willing to contribute fully. 19% are actively disengaged, undermining their organizations.
- Senior management demonstrating genuine interest in employees is the top global driver of engagement.
- Engaged employees stay longer, drive higher customer satisfaction and retention, and increase company profits. Proper employee engagement programs are critical for business success.
- Effective engagement programs align corporate objectives with rewards, recognize positive behaviors, and motivate employees to achieve
The document summarizes Deloitte's perspective on customer insights and analytics. It discusses how clients are asking questions about re-engaging customers, attracting new customers, leveraging tools to target customers, and more. Case studies show how analytics helped clients increase revenue, reduce costs, and improve the online experience. It also outlines how analytical capabilities can deliver deeper customer insights over time, from basic reporting to predictive modeling and innovation. Finally, it discusses how the changing marketing landscape increases the need for advanced analytics and describes the components of a turnkey marketing platform.
The document discusses best practices for compensation, including getting job descriptions, market data, and compensation right. It provides an agenda covering themes and best practices, getting job descriptions right through multiple perspectives and a demonstration of an HR software, getting market data right, and getting compensation right through short-term incentives, long-term incentives, total rewards, and pay for performance strategies. It emphasizes aligning compensation with organizational strategy, goals, and performance through accurate job descriptions, market data, and pay for performance tools.
This document provides a template and guidelines for creating an effective business plan. It outlines 12 sections to include: 1) Cover page, 2) Confidentiality agreement, 3) Table of contents, 4) Executive summary, 5) Company description, 6) External environment analysis, 7) Internal environment analysis, 8) SWOT analysis, 9) Market and competitors, 10) Product/service offering, 11) Marketing and sales plan, and 12) Financial projections. The template provides details on what information and analysis to include in each section to comprehensively describe the business concept, operations, market opportunity, and strategy.
Bcp Dr Grant Thornton Llp(Danny Miller) VfinalDanny Miller
In light of the hurricane coming up the east coast of the U.S., Grant Thornton has a holistic approach to business continuity and disaster preparedness.
The document discusses strategies for IT leaders who feel overwhelmed by hiring demands. It identifies four primary barriers to effective hiring: lack of time for hiring in IT departments, financial constraints, talent shortages, and candidates' desires for flexibility. It then provides five strategies to help with hiring: building a stronger business case for hiring, streamlining hiring processes, focusing current staff on higher priority "big rocks" and using contractors for other tasks, using staff augmentation more strategically to address capacity issues, and partnering with staffing vendors for assistance.
Profitiviti Business Operations Intelligence ArticleSteve Raack
The document discusses a methodology called Business Operations Intelligence that helps companies gain insights into their business operations through data analysis. It involves defining all business processes, including both departmental and enterprise-wide processes. The methodology then ranks processes based on their impact and efficiency to identify opportunities for improvement. Implementing this methodology provides executives with information to make more informed decisions and pursue initiatives that can significantly improve profitability.
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
The document outlines six trends significantly impacting business performance: 1) businesses operating reactively instead of proactively, 2) information overload, 3) increasing marketing costs with decreasing effectiveness, 4) volatile supply chain costs and poor demand management, 5) damaged organizations and scared employees, 6) limited business insight typically based on past performance rather than future analysis. Mastering methods to mitigate risks from these trends can improve profitability and productivity.
Logica is a leading IT and business services company operating globally with 39,000 employees across 36 countries. It provides business consulting, systems integration, and outsourcing services. Logica works closely with customers to help them increase efficiency, accelerate growth, and manage risk through applying industry knowledge, technical excellence, and global delivery expertise. Logica is listed on the London Stock Exchange and Euronext. More information is available at www.logica.com.
Moving Mountains discusses how investing in human capital through performance and talent management software can drive significant financial results for companies by improving strategy execution. It summarizes research showing customers of SuccessFactors saw faster communication of strategy, goal setting, focus on priorities, and project completion after implementing the software. The document advocates aligning employees' performance with strategy to realize the full potential value of the strategy. It argues the greatest lever for performance is human capital, since employees drive 85% of financial results, and performance management software can help companies better understand and improve the distribution of performance levels among their workforce.
The Executive's Guide to Strategic Workforce Planningassessmentedge
The executive briefing provides a guide to strategic workforce planning. It outlines a 6 step process: 1) establish business strategy, 2) understand labor market trends, 3) identify future talent demands, 4) assess current talent, 5) identify talent gaps, 6) implement strategies to close gaps. The document emphasizes that workforce planning is critical for business success but often overlooked or not taken strategically. It also notes common barriers that can undermine the process.
Why Midsize Companies Need Business Intelligence Solutions in this uncertain ...FindWhitePapers
Learn how midsize companies are putting in place a business intelligence information infrastructure - making them more likely to adhere to their budgets and deadlines, concentrate on improving the overall business rather than just one department, and reward employees accordingly.
Microsoft Dynamics CRM - Solution Brief For A Finance Executive OverviewMicrosoft Private Cloud
The document discusses how Microsoft tools can help finance professionals drive corporate performance. It describes challenges such as improving budgeting and planning processes and gaining more insight from data. Microsoft solutions allow users to build iterative budget versions, deliver real-time reports, and track business performance through key performance indicators and scorecards. These tools provide insights in a familiar Excel environment to help users make more informed decisions.
5 Employee Relations Metrics you Should be Tracking & WhyDovetail Software
If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
MA Consulting International is an international consulting firm established in 1993 with offices throughout the UK. They provide professional consulting services across all business sectors, specializing in business strategy, leadership, customer service, and people management. Their team of experienced consultants help clients develop their vision and strategy, optimize business processes, improve customer service and financial results, and embrace new technologies. They follow a "Vision to Reality" methodology involving strategic planning, realistic implementation, and organizational buy-in to create sustainable change for clients.
Traditional finance is dead. Business has changed significantly over the last 2 decades. While this has opened up a new set of opportunities to reinvent the concepts of finance, a lot of businesses are being left behind as they grapple with issues that a proactive approach to finance could have easily avoided. All hail the new king of finance – Strategic Finance Thinking.
We get asked every other day by businesses we meet – So what is it that you do so differently? While this has become a part of our standard conversation, we thought of putting these thoughts together in a whitepaper that every SMB can use to define what they should be expecting from this new wave.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working with various organizations. They are for the limited purpose of educating the officers of a company. How this applies to your business can vary significantly based on the context, stage, exact nature & size of the business.
10 Questions to Ask at Your Next Board MeetingRoger Branch
This document provides 10 questions for company boards to focus on at meetings to drive strategic discussion and long-term performance. The questions are divided into 3 governance questions regarding key metrics, risk management, and board composition, and 7 strategic questions focused on market changes, growth plans, evaluating proposals, and balancing mission with sustainability. Addressing these questions is meant to help boards focus on strategic issues rather than getting bogged down in procedural activities.
As information flows more freely in the business world, decisions need to be made quicker and based on sturdier data. The analytical capability that was once reserved for large enterprises has now permeated the world of Small to Medium Businesses (SMBs) and provided a solid foundation of visibility into what really matters to these companies.
Managing cost and realising benefits from your SAP HCM or other HR systemSven Ringling
Conference presentation: clear process to clean up the investment portfolio from any HRIS (HR information system) using SAP HCM as an example. How to reduce cost and maximise benefits from IT in HR.
This document discusses the need for finance functions to evolve and adapt to changing times and pressures. It outlines 5 questions finance leaders should ask regarding where they want the function to be, where it currently is, and how to close the gap. It also provides minimum requirements for an effective finance function and identifies 6 core disciplines. Additionally, it notes that finance is often dominated by low-value activities and must provide more value at lower cost by focusing on areas like business partnering, decision support, and risk management.
The document discusses how to identify a company's core competitive differentiators in order to determine which business functions are common and can potentially be outsourced versus those that are uncommon and help distinguish the company. It provides a checklist for organizations to use which includes gathering customer feedback, identifying internal expertise, evaluating functions on a common-uncommon continuum, developing an optimization plan with a provider, transferring domain knowledge, and establishing metrics to ensure outsourced functions continue to contribute to differentiation. The document argues that outsourcing common functions allows a company to focus on its uncommon strengths while a provider handles traditional tasks.
This white paper discusses how to identify business functions that are common and can potentially be outsourced versus those that provide competitive differentiation and should be kept in-house. It recommends soliciting customer feedback to understand where strengths and weaknesses lie. Functions may sit on a continuum between common and differentiated, rather than being entirely one or the other. The paper provides a checklist for determining common functions that can be outsourced, including identifying differentiation touchpoints and internal expertise, scoring functions on a common-uncommon continuum, and developing an optimization plan with a BPO provider.
This document provides an overview of a presentation on developing business acumen for HR professionals. It discusses the importance of business acumen for the HR function and how HR needs to better understand the business. It then defines business acumen and provides examples of how HR can develop it by gaining knowledge about the business and industry, applying that knowledge to make data-driven decisions, and executing effectively to drive business results. The presentation also provides strategies for HR to assess and improve its business acumen.
Carpio Solutions is a global software company that offers the GesFinTM suite to help customers maximize financial and operational performance. Headquartered in North Carolina with offices in Latin America and Europe, Carpio has over 100 employees and partners with MicroStrategy. The document discusses how the traditional finance role is changing to focus more on strategic planning, predictive analytics, and high-value activities rather than manual tasks. It promotes GesFinTM and its integration with MicroStrategy as providing tools to help companies anticipate needs, allocate resources better, and support high performance. Case studies show how GesFinTM helped companies improve planning, collaboration, and decision making.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.