Relationship, Segment, & Network Diagram PowerPoint Templates
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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/Relationship-Segment-and-Network-Diagram-PowerPoint-Templates-68 A collection of over 35 relationship, segment, and network PowerPoint templates/diagrams -- including Venn Diagrams, Honeycomb, Ying Yang, Diamond Diagrams, and more.
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Efa ppt 9-2013
This document discusses a recent study on the performance of charter schools in Michigan. The study found that Michigan charter schools are significantly outperforming traditional public schools in the state. This contrasts with earlier national studies showing mixed results for charter schools. The document suggests that state policies supporting charter school autonomy and flexibility may contribute to better academic outcomes. It argues this demonstrates what other states and the country can learn from Michigan's approach to charter schooling.
Project schedule network diagram
The document describes the critical path method for planning a project involving the assembly of a tablet. It shows the activity of assembling the tablet having an early start date of May 14, 2012, duration of 5 days, and early finish date of May 18, 2012. As the activity falls on the critical path and has a float of 0 days, it is considered a critical activity that must finish on time for the entire project to be completed as scheduled.
New Product Development
1) The document outlines a new product development plan for an online seminar and consulting company.
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Product Launch Team Charter
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Across Project Charter
The document provides a project charter for redesigning the websites for Across.com and SwiftAll.com. Key aspects include improving the customer experience, adding security verification, integrating sales channels like HomeDepot.com, and launching SwiftAll.com on additional marketplaces. The 12-month project budget is $137,535 and will require resources from multiple departments. The goals are to increase sales by bringing customers to the sites and taking products to existing online retailers.
Software Project Scheduling Diagrams
The document discusses various project scheduling techniques including network diagrams, critical path method, critical chain method, Gantt charts, and PERT charts. It provides examples of how to create activity network diagrams using the activity-on-node and activity-on-arrow methods. The critical path method is described as identifying the longest path of dependent tasks in a project network diagram. However, issues with this method include assuming unlimited resources and misuse of float. The critical chain method is presented as modifying the critical path method to consider limited resource availability by using buffers instead of float.
Creating a network diagram
Lesson idea to help your students draw a network diagram of your school. Resources and software included.
SIPOC and New Product Launch
This document discusses using SIPOC (Suppliers, Inputs, Process, Outputs, Customers) to help standardize the new product launch process. It describes the key phases of opportunity assessment, initiation, approval, setup, and sales process. Conducting a 30-minute SIPOC evaluation during opportunity assessment helps understand capability, capacity, and cost risks before approving a project. An in-depth SIPOC is then evolved during initiation. Communication of details during each phase using SIPOC helps ensure a smooth new product launch.
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Efa ppt 9-2013
This document discusses a recent study on the performance of charter schools in Michigan. The study found that Michigan charter schools are significantly outperforming traditional public schools in the state. This contrasts with earlier national studies showing mixed results for charter schools. The document suggests that state policies supporting charter school autonomy and flexibility may contribute to better academic outcomes. It argues this demonstrates what other states and the country can learn from Michigan's approach to charter schooling.
Project schedule network diagram
The document describes the critical path method for planning a project involving the assembly of a tablet. It shows the activity of assembling the tablet having an early start date of May 14, 2012, duration of 5 days, and early finish date of May 18, 2012. As the activity falls on the critical path and has a float of 0 days, it is considered a critical activity that must finish on time for the entire project to be completed as scheduled.
New Product Development
1) The document outlines a new product development plan for an online seminar and consulting company.
2) Customers will be able to browse topics on the website, register and pay for seminars taught by experts.
3) After seminars, paying members will have access to online consulting and potential in-person visits from the company's consulting team to discuss cases.
Product Launch Team Charter
The cross-functional Product Launch Team is responsible for planning, coordinating, and executing a successful product launch. The team includes leaders from departments like marketing, product management, public relations, customer support, sales, and manufacturing. They will work together to plan the launch activities, maintain the schedule, measure results, and conduct a post-launch review to improve future launches. As a cross-departmental group, the team aims to provide the necessary resources and remove obstacles to achieving the launch targets.
Across Project Charter
The document provides a project charter for redesigning the websites for Across.com and SwiftAll.com. Key aspects include improving the customer experience, adding security verification, integrating sales channels like HomeDepot.com, and launching SwiftAll.com on additional marketplaces. The 12-month project budget is $137,535 and will require resources from multiple departments. The goals are to increase sales by bringing customers to the sites and taking products to existing online retailers.
Software Project Scheduling Diagrams
The document discusses various project scheduling techniques including network diagrams, critical path method, critical chain method, Gantt charts, and PERT charts. It provides examples of how to create activity network diagrams using the activity-on-node and activity-on-arrow methods. The critical path method is described as identifying the longest path of dependent tasks in a project network diagram. However, issues with this method include assuming unlimited resources and misuse of float. The critical chain method is presented as modifying the critical path method to consider limited resource availability by using buffers instead of float.
Creating a network diagram
Lesson idea to help your students draw a network diagram of your school. Resources and software included.
SIPOC and New Product Launch
This document discusses using SIPOC (Suppliers, Inputs, Process, Outputs, Customers) to help standardize the new product launch process. It describes the key phases of opportunity assessment, initiation, approval, setup, and sales process. Conducting a 30-minute SIPOC evaluation during opportunity assessment helps understand capability, capacity, and cost risks before approving a project. An in-depth SIPOC is then evolved during initiation. Communication of details during each phase using SIPOC helps ensure a smooth new product launch.
Customer segmentation
The document discusses customer segmentation methods. It notes that advanced segmentation methods like value-based segmentation using customer lifetime value (CLV) can help companies better understand customers and ensure long-term profitability compared to basic methods. A multi-layer model combining advanced methods provides the most effective segments to connect with customers through acquisition, loyalty programs, and other targeted actions. The key is to define clear objectives and continuously improve the segmentation model.
Critical path analysis for pmp exam
Critical Path Analysis is an important topic for PMP exam. It is of great help for Project Managers in managing projects in real time. Since in PMP exam, questions on Critical Path Analysis will be based on understanding of the concepts so such questions can be answered with certainty unlike situational questions which can be tricky to answer sometimes. So understanding Critical Path Analysis concepts would of great help in PMP exam.
Network Diagrams
A network diagram is a flow chart that maps out all the tasks in a project and how they relate to each other. It provides a logical sequence of project events and dependencies between tasks. To create a network diagram, you determine all the activities, sequence them, estimate activity durations, and identify which tasks depend on others. The diagram is drawn by linking tasks with arrows to show dependencies from one activity to the next starting with tasks that have no predecessors. Network diagrams help visualize task relationships and identify critical paths and float.
The Project's Network Diagram
The document discusses network diagrams, which are schematics that show the logical relationships between activities in a project. It notes that network diagrams were developed in 1957 by the US Navy and Lockheed to reduce the development time of the Polaris project by 45%. There are two main types: activity-on-arrow (AOA) diagrams and activity-on-node (AON) diagrams. AOA shows activities as arrows between initial and final states, while AON shows activities on nodes connected by arrows. The network diagram must have a starting point, end point, and show all predecessors and successors of activities without loops.
The Network Diagram and Critical Path
The document discusses the development of a network diagram and critical path for building a house. It describes creating a network diagram by identifying relationships between activities and their dependencies. A table lists the activities needed to build the house along with their duration and dependencies. The network diagram is constructed and forward and backward passes are performed to calculate earliest and latest start and finish times. This allows identification of the critical path, which are the activities with zero slack that cannot be delayed.
How to effectively launch a new product
The document outlines the steps for effectively launching a new product which include conducting market research, developing a marketing plan, training the sales force, implementing pre-launch activities, launching the product, focusing on selling skills during and after launch, and analyzing the effectiveness of the launch.
Customer Segmentation
This document discusses segmentation strategies for creating profitable customers. It begins by renewing the understanding of why segmentation is important for driving higher profitability through understanding customer needs. It then discusses profiting through segmentation by understanding customers and developing targeting strategies. It emphasizes investing in tools, skills, and systems to operationalize segmentation. Finally, it stresses the importance of demonstrating segmentation strategies through testing, measurement, and gaining organizational buy-in to make segmentation efforts successful.
7 2 network diagram created by darlena pagan
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Marketing new product launch ppt
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Constructing a network diagram
The document discusses constructing network diagrams to represent project activities and their relationships. It provides examples of precedence tables for two projects - building an extension and buying a new car. It explains the rules for drawing network diagrams from the precedence tables, including having a single start and end point, and using dummy activities when multiple activities share start/end points. The document walks through drawing the network diagrams for both example projects step-by-step according to the rules.
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New product devlopment ppt
The document discusses the process of new product development, which includes market research, concept testing, prototype development, market testing, and product launch. It emphasizes the importance of market research to understand customer needs and identify opportunities. The development process then progresses through building prototypes, testing concepts with customers, and launching the new product in the market.
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100 Case Studies on Strategy & Transformation.pdf
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
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Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
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Project Management for MBA (in French)
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
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Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
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• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
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• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
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Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
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2. Rapid and Linear Evolution
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4. Complete Reimagination
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As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
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2. Courage
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4. Inclusion
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This deck also includes slide templates for you to use in your own business presentations.
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[Whitepaper] Business Transformation Success Factors
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Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
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2. Revenue Growth
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[Whitepaper] 5 Dimensions of Employee Engagement Scorecard
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Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
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The document discusses customer segmentation methods. It notes that advanced segmentation methods like value-based segmentation using customer lifetime value (CLV) can help companies better understand customers and ensure long-term profitability compared to basic methods. A multi-layer model combining advanced methods provides the most effective segments to connect with customers through acquisition, loyalty programs, and other targeted actions. The key is to define clear objectives and continuously improve the segmentation model.
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Critical Path Analysis is an important topic for PMP exam. It is of great help for Project Managers in managing projects in real time. Since in PMP exam, questions on Critical Path Analysis will be based on understanding of the concepts so such questions can be answered with certainty unlike situational questions which can be tricky to answer sometimes. So understanding Critical Path Analysis concepts would of great help in PMP exam.
Network Diagrams
A network diagram is a flow chart that maps out all the tasks in a project and how they relate to each other. It provides a logical sequence of project events and dependencies between tasks. To create a network diagram, you determine all the activities, sequence them, estimate activity durations, and identify which tasks depend on others. The diagram is drawn by linking tasks with arrows to show dependencies from one activity to the next starting with tasks that have no predecessors. Network diagrams help visualize task relationships and identify critical paths and float.
The Project's Network Diagram
The document discusses network diagrams, which are schematics that show the logical relationships between activities in a project. It notes that network diagrams were developed in 1957 by the US Navy and Lockheed to reduce the development time of the Polaris project by 45%. There are two main types: activity-on-arrow (AOA) diagrams and activity-on-node (AON) diagrams. AOA shows activities as arrows between initial and final states, while AON shows activities on nodes connected by arrows. The network diagram must have a starting point, end point, and show all predecessors and successors of activities without loops.
The Network Diagram and Critical Path
The document discusses the development of a network diagram and critical path for building a house. It describes creating a network diagram by identifying relationships between activities and their dependencies. A table lists the activities needed to build the house along with their duration and dependencies. The network diagram is constructed and forward and backward passes are performed to calculate earliest and latest start and finish times. This allows identification of the critical path, which are the activities with zero slack that cannot be delayed.
How to effectively launch a new product
The document outlines the steps for effectively launching a new product which include conducting market research, developing a marketing plan, training the sales force, implementing pre-launch activities, launching the product, focusing on selling skills during and after launch, and analyzing the effectiveness of the launch.
Customer Segmentation
This document discusses segmentation strategies for creating profitable customers. It begins by renewing the understanding of why segmentation is important for driving higher profitability through understanding customer needs. It then discusses profiting through segmentation by understanding customers and developing targeting strategies. It emphasizes investing in tools, skills, and systems to operationalize segmentation. Finally, it stresses the importance of demonstrating segmentation strategies through testing, measurement, and gaining organizational buy-in to make segmentation efforts successful.
7 2 network diagram created by darlena pagan
The document summarizes the components of a 7-2 network diagram, including a workstation, switch, server, application server, router, firewall, internet cloud, PCs, printer, and additional relevant components. It provides a brief 1-2 sentence description of each component's purpose in the network, such as that the workstation is used by individuals for particular jobs, the switch monitors and forwards packets, servers provide files and services, and the firewall protects computers from viruses and intruders. The internet cloud connects billions of devices transmitting information and allows for single location management of multiple IoT applications. References used in creating the network diagram are also listed.
Marketing new product launch ppt
Orange Kool Juice is launching a new juice brand in Pakistan called Orange Kool. The presentation provides information on the company's mission, vision, objectives, product portfolio, and product details for Orange Kool Juice. Market research indicates there is both latent and regular demand for Orange Kool due to its positioning as a 100% pure orange juice without artificial ingredients. The company plans to target major cities in Pakistan and the upper/middle class by positioning Orange Kool as a healthier orange juice option that is competitively priced.
Constructing a network diagram
The document discusses constructing network diagrams to represent project activities and their relationships. It provides examples of precedence tables for two projects - building an extension and buying a new car. It explains the rules for drawing network diagrams from the precedence tables, including having a single start and end point, and using dummy activities when multiple activities share start/end points. The document walks through drawing the network diagrams for both example projects step-by-step according to the rules.
Fruit punch - Launching a New Product - Marketing
Hi Guys.. We had prepared this presentation for Marketing Management. Launched a new product (Fruit Punch- Fruit Juice). Was a hit
New product devlopment ppt
The document discusses the process of new product development, which includes market research, concept testing, prototype development, market testing, and product launch. It emphasizes the importance of market research to understand customer needs and identify opportunities. The development process then progresses through building prototypes, testing concepts with customers, and launching the new product in the market.
2015 Upload Campaigns Calendar - SlideShare
Each month, join us as we highlight and discuss hot topics ranging from the future of higher education to wearable technology, best productivity hacks and secrets to hiring top talent. Upload your SlideShares, and share your expertise with the world!
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100 Case Studies on Strategy & Transformation.pdf
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
Project Management for MBA (in French)
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
4 Stages of Disruption
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
Customer-centric Culture
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
[Whitepaper] Business Transformation Success Factors
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 5 Dimensions of Employee Engagement Scorecard
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] Digital Transformation: Workforce Digitization
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
[Whitepaper] Strategic Human Resources: Evolution of Competition
More Information:
https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.[Whitepaper] Strategy Classics: Value Disciplines Model
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
[Whitepaper] Transportation Cost Reduction in Supply Chain Management
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
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Relationship, Segment, & Network Diagram PowerPoint Templates
- 1. Text Text Text Text Text Text Text Relationship, Segment, & Network Diagrams A collection of over 35 relationship, segment, and network diagrams – including Venn Diagrams, Honeycomb, Ying Yang, Diamond Diagrams, and more
- 2. 4 Relationship – Venn Diagram 3 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 3. 7 Relationship – Venn Diagram 6 TextText TextText This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 4. 10 Network Diagram – 6 Components Text Text Text Text Text Text This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 5. 13 • Text • Text • Text “Crucial point” This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 6. 16 Core 3 Text Text Text Text Text Text Text This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 7. 19 Core 5 – 3 Segments Text 1 23 Text Text Text This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 8. 22 Core 5 – 6 Segments TextText Text Text Text Text 1 2 3 6 4 5 Text This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 9. 25 Quadrants with Center Diagram TextText TextText Text This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 10. 28 Blades Diagram Text Text Text Text This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 11. 31 Diamonds – 3 Sides This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 12. 34 Diamonds – 6 Sides This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
- 13. 37 Diamonds – 9 Sides This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/relationship-segment-and-network-diagram-powerpoint-templates-68
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