Scaling operations digital catapult
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This document discusses scaling operations in a business. It defines operations as the day-to-day activities that ensure a company runs efficiently and meets customer needs. Scaling operations involves increasing the size of operations while maintaining efficiency. This can be challenging as organizational complexity grows non-linearly with the number of people. The document provides tips for scaling operations successfully such as forming small autonomous teams around key processes or customers, establishing clear processes and principles, and optimizing for quality over other factors like speed or cost.
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Accounting Careers & Student Membership Orientation
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Reaching agility: Why aren't we done yet?
This document discusses challenges with agile transformation and provides advice. It outlines four common issues that make transformation difficult: not understanding the problem being solved; applying one-size-fits-all solutions without understanding organizational context; underestimating the challenge of changing culture and mindsets; and expecting a clear end point to transformation. The document advises focusing on outcomes over outputs, using agile principles to guide the transformation, and continually adapting as contexts change. The overarching goal of reaching agility is to create an environment where teams can joyfully deliver customer value.
Building your outsourced business development team
This document discusses how outsourcing business development tasks can help businesses scale more easily and reduce costs during uncertain economic times. It recommends outsourcing low-value, repeatable tasks like lead follow-up and nurturing to reduce sales costs while focusing internal resources on high-value tasks. Outsourcing enables businesses to increase lead generation, improve follow-up quality and consistency, and scale up and down teams inexpensively. The document provides steps to successfully outsource business development and highlights how the approach can help end exploitation by creating jobs and economic opportunities.
Role of HR in Business Growth
The function of Human Resource Management contributes an important role in assuring employee satisfaction, develop business productivity and performance. It can also provide the organization with a clear vision of competitive advantage and contribute effectively to the organizational success in general.
HR Services for the Mid-Market, Fractional HR Market Opportunity
The document describes the HR outsourcing services offered by Moderor Group. Moderor assigns each client an HR Director who acts as an internal virtual employee, performing strategic and tactical HR tasks. This provides clients the expertise of a large HR department at half the cost. The HR Directors handle multiple clients across industries in a cost-effective way through standardized processes.
Dimensions Of Change
The document discusses the dimensions of business process change. It provides an overview of business process management (BPM), including that BPM is a management discipline focused on managing end-to-end business processes. It also discusses that technology plays an important supporting role in BPM initiatives. The document outlines different levels of process change and transformation, from incremental improvements to full redesign.
450 bpr
The document discusses business process reengineering (BPR) and enterprise systems. It begins by explaining how organizations have shifted from hierarchical structures to process-oriented models with cross-functional teams. It then covers topics like flattening organizational structures, creating information age organizations, defining business processes versus business functions, and examples of common business processes. The document also discusses enterprise resource planning (ERP) systems, their advantages and challenges, and the seven phases of the BPR process which include strategy linkage, change planning, process pathology analysis, social and technical redesign, regeneration, and continuous improvement.
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
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一比一原版(philau毕业证书)美国费城大学毕业证如何办理
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校名:学校英文全称
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综上所述，办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
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4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
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Scaling operations digital catapult
- 4. In your words… The activities that make up the day to day running of the business Making the company run efficiently and effectively and in alignment with the strategy Making sure everything happens and works for customers and business Creating an effective operation that can is ready for and can contend with change in whatever form it comes
- 5. Usually includes Finance HR/Talent Customer service Account management Office/Facilities BI/Analytics Legal
- 6. Sometimes includes Sales Product Marketing Engineering Investor relations Delivery / returns Purchasing
- 8. Is Operations similar to product management?
- 9. Analyse, define, launch and retire (products)
- 11. Scaling can mean to increase in size It can also mean to do so efficiently
- 12. Maybe this might be what we do? CAPABILITY i.e. COMPETENCE x CAPACITY
- 13. INDIVIDUALS DON'T BUILD GREAT COMPANIES, TEAMS DO. “
- 16. 4 people = 6 relationships
- 17. 6 people = 15 relationships
- 19. 8 people 28 relationships
- 20. 50 people? R=(N x (N-1))/2 R=(50 x 49)/2 1225
- 21. R for 10 to 150 people
- 22. Group formats change predictably with scale
- 23. From Hunting Party to City Hunting Party 2-7 people
- 24. From Hunting Party to City Village huts 8-40 people
- 25. From Hunting Party to City Large village 50-250 people
- 26. From Hunting Party to City A town 250+ people
- 27. From Hunting Party to City A City 10s of thousands of people+
- 28. Dunbar’s number Dunbar's number is a suggested cognitive limit to the number of people with whom one can maintain stable social relationships. These are relationships in which an individual knows who each person is and how each person relates to every other person
- 29. 150
- 30. Hierarchies can be slow Reducing complexity and increasing speed requires small group sizes with clear mandates
- 31. Amazon’s 2 pizza team rule Small teams = ownership = speed = less fragility
- 32. Transferwise form teams around KPIs
- 33. Spotify’s tribes, chapters and guilds Max 100 Max 100
- 34. Speed is a result of Autonomy is a result of TRUST and PURPOSE
- 35. Quality is a result of Caring is a result of REMOVING ABSTRACTION
- 36. Minimise people needed to complete a customer task
- 37. Form teams around the customer, not the function
- 38. What are you optimising for? Quality Speed Cost
- 39. Optimise for quality first
- 40. How?
- 41. Process is not a dirty word
- 42. Processes are like ratchets that secure quality
- 43. Principles and outcomes if stated clearly can reduce the need for detailed processes
- 44. Processes are best written by the people doing the work Process name Name Owner Name Last updated Date Why Why is this policy or process needed? Give context and background information Words Define any relevant vocabulary Policies or principles State any policies or principles relevant to this process Process Describe the process in numbered steps Measures State measures / KPIs and reporting frequency that will determine whether this process has been successfully followed
- 45. Organisational debt is normal. Be careful how much you borrow.
- 46. Keeping up with growth, but only just How we used to do it How we would do it to optimise for today’s volumes What we will need to do to optimise for tomorrow’s volumes
- 47. It’s your path to chart
- 48. WHENEVER THERE IS AN EXECUTION OF PURPOSE, THERE MUST BE AN AGENT “ Adoniram Judson
- 49. Practice leads to theory Theory is not superior to practice
- 50. Q & A