Jeff Immelt graduated from Dartmouth with a BA in applied mathematics and Harvard with an MBA. He joined GE in 1982 and rose through the ranks, becoming CEO in 2001. As the new CEO, Immelt had to lead the company after the legendary Jack Welch and deal with the challenges of 9/11 just days into the role. However, he was able to successfully overcome these problems by continuing GE's growth, diversifying its products, and shifting the culture to prioritize customer satisfaction over performance. Immelt's educational background, leadership skills, and GE's leadership program contributed to his success as CEO.
The document lists the names of five individuals: M.Ridwan, Machadi Dhana, M. Khadafi, Pedro Putu Wirya, and Seto Kusparyanti. It also lists the name Yuliani Dewi.
Seth Horkum is the strongest candidate for the position at RSH. He has extensive experience as a top-rated sell-side analyst, strong industry knowledge of PowerChip, a commitment to loyalty, and good communication skills. While all candidates have strengths, Seth is the top-ranked by Institutional Investor, has close relationships with companies, and is eager to join and prove himself at RSH. The hiring process could be improved by giving candidates a virtual project to demonstrate their skills and organizing a debate for them to distinguish themselves.
Morgan Stanley is a top global financial services firm founded in 1935. It has over 60,000 employees operating in 42 countries. While Rob Parson helped boost Morgan Stanley's market share through his skills and client relationships, his aggressive personality and lack of teamwork skills did not align with Morgan Stanley's culture of collaboration and respect. In 1993, Morgan Stanley implemented a 360-degree performance evaluation system to provide employees feedback. Rob Parson's evaluation showed strengths in business generation but weaknesses in management and teamwork. Ultimately, despite his contributions, Parson was not promoted due to not embodying Morgan Stanley's values.
John Baker, a British expatriate, was promoting Matthew Rennalls, a talented Barracanian engineer, to a new position. During the assessment interview, Baker emphasized the superiority of European employees over locals. This offended Rennalls, who was sensitive about issues of equality due to studying in London. As a result, Rennalls resigned, though Baker did not intend to be racist. The story shows the importance of understanding cultural differences to avoid unintentionally insulting coworkers. Baker failed to recognize how comments emphasizing Europeans could be perceived and has to invite Rennalls back and apologize to remedy the situation.
3M was founded in 1902 by five businessmen in Minnesota as a mining company but later began producing sandpaper. It has since grown into a diversified technology company with operations in over 65 countries. 3M has six business segments including industrial, healthcare, consumer, safety, display & graphics, and electro & communication. It has strong research and development capabilities and sells over 7,000 products worldwide.
- Rob Parson received high ratings for his professional skills like market knowledge and commitment from his direct manager but lower ratings from colleagues.
- He received mixed ratings for his commercial orientation, particularly regarding relationship management and adherence to firm policies.
- Rob Parson received very low ratings from colleagues for his management skills like leadership, development of people, and management of a diverse workforce.
Stephen Connor needs to replace Peter Thompson, a star semiconductor analyst who received an offer from a competitor. This is a critical position to fill for an upcoming deal. Five candidates were profiled: David Hughes, Sonia Meetha, Seth Horkum, Reena Shea, and Gerald Baum. David Hughes and Seth Horkum were identified as the most suitable based on their general management, industry, relationship, and company-specific knowledge. While David has strong experience, Seth is recommended to fill the position as he has potential for long-term growth within the organization and could become a loyal asset.
Jeff Immelt graduated from Dartmouth with a BA in applied mathematics and Harvard with an MBA. He joined GE in 1982 and rose through the ranks, becoming CEO in 2001. As the new CEO, Immelt had to lead the company after the legendary Jack Welch and deal with the challenges of 9/11 just days into the role. However, he was able to successfully overcome these problems by continuing GE's growth, diversifying its products, and shifting the culture to prioritize customer satisfaction over performance. Immelt's educational background, leadership skills, and GE's leadership program contributed to his success as CEO.
The document lists the names of five individuals: M.Ridwan, Machadi Dhana, M. Khadafi, Pedro Putu Wirya, and Seto Kusparyanti. It also lists the name Yuliani Dewi.
Seth Horkum is the strongest candidate for the position at RSH. He has extensive experience as a top-rated sell-side analyst, strong industry knowledge of PowerChip, a commitment to loyalty, and good communication skills. While all candidates have strengths, Seth is the top-ranked by Institutional Investor, has close relationships with companies, and is eager to join and prove himself at RSH. The hiring process could be improved by giving candidates a virtual project to demonstrate their skills and organizing a debate for them to distinguish themselves.
Morgan Stanley is a top global financial services firm founded in 1935. It has over 60,000 employees operating in 42 countries. While Rob Parson helped boost Morgan Stanley's market share through his skills and client relationships, his aggressive personality and lack of teamwork skills did not align with Morgan Stanley's culture of collaboration and respect. In 1993, Morgan Stanley implemented a 360-degree performance evaluation system to provide employees feedback. Rob Parson's evaluation showed strengths in business generation but weaknesses in management and teamwork. Ultimately, despite his contributions, Parson was not promoted due to not embodying Morgan Stanley's values.
John Baker, a British expatriate, was promoting Matthew Rennalls, a talented Barracanian engineer, to a new position. During the assessment interview, Baker emphasized the superiority of European employees over locals. This offended Rennalls, who was sensitive about issues of equality due to studying in London. As a result, Rennalls resigned, though Baker did not intend to be racist. The story shows the importance of understanding cultural differences to avoid unintentionally insulting coworkers. Baker failed to recognize how comments emphasizing Europeans could be perceived and has to invite Rennalls back and apologize to remedy the situation.
3M was founded in 1902 by five businessmen in Minnesota as a mining company but later began producing sandpaper. It has since grown into a diversified technology company with operations in over 65 countries. 3M has six business segments including industrial, healthcare, consumer, safety, display & graphics, and electro & communication. It has strong research and development capabilities and sells over 7,000 products worldwide.
- Rob Parson received high ratings for his professional skills like market knowledge and commitment from his direct manager but lower ratings from colleagues.
- He received mixed ratings for his commercial orientation, particularly regarding relationship management and adherence to firm policies.
- Rob Parson received very low ratings from colleagues for his management skills like leadership, development of people, and management of a diverse workforce.
Stephen Connor needs to replace Peter Thompson, a star semiconductor analyst who received an offer from a competitor. This is a critical position to fill for an upcoming deal. Five candidates were profiled: David Hughes, Sonia Meetha, Seth Horkum, Reena Shea, and Gerald Baum. David Hughes and Seth Horkum were identified as the most suitable based on their general management, industry, relationship, and company-specific knowledge. While David has strong experience, Seth is recommended to fill the position as he has potential for long-term growth within the organization and could become a loyal asset.
Feedback is important for self-improvement and growth. It allows individuals to understand how their actions are perceived by others and make adjustments to maximize their strengths and minimize weaknesses. At Morgan Stanley, feedback is an important part of the performance review process to help employees enhance their skills and value.
1) Walter Hewlett, son of HP co-founder William Hewlett and member of HP's board, voted for the HP-Compaq merger but later announced he would oppose it as a shareholder, putting the merger at risk.
2) Carly Fiorina, HP's CEO, proposed merging with Compaq to create a stronger competitor, but the merger faced significant opposition from investors and employees of both companies.
3) When Walter Hewlett and David Packard Jr., son of co-founder David Packard, both announced opposition to the merger, it threatened to derail the deal and Fiorina's leadership of HP.
Detailed study about the case study. SWOT analysis of the Industry, Explained about Porter's Five forces related to the Industry. Also, includes managerial parts and overall Learning about the case. It includes Management Recruitment process.
Case Study - Alice Saddy: Caring for the Community Ashley E. Chappo
The Alice Saddy Association provides support for developmentally disabled adults to live independently. It has experienced rapid growth but faces organizational challenges due to its cross-reporting structure. The executive director must decide how to amend the structure within a week. Option 3 is recommended, which would split manager roles between case-related issues and administrative/HR tasks handled by two new positions. This would refocus managers on those they support while clarifying roles to reduce confusion and frustration among workers.
Srinivas founded Joy of Running three years ago to promote long distance running and community health in Bangalore. The group grew to 200 members but faced challenges finding routes due to traffic. While multiple groups formed to meet demand, they prioritized profits over fitness. Expansion risks losing the community feel, but not expanding limits Joy of Running's impact. Careful expansion by appointing coaches from existing members, splitting into zones, and maintaining Srinivas's vision of health over wealth could allow more people to benefit while preserving quality.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
This case study examines interpersonal issues within Solutions Unlimited, an organization lacking a clear structure and defined roles. The document introduces the main characters and analyzes the situation, identifying individual, group, and organizational problems. These include a gullible protagonist, an authoritarian manager, and easily offended coworkers. Factionalism has led to bitterness among employees. The organization lacks senior leadership and clear policies. To resolve the issues, the document recommends establishing a formal structure, filling key roles, improving interpersonal skills through training, increasing transparency in hiring, and encouraging team bonding activities.
This document provides an overview of Morgan Stanley, including its vision, mission, and history. It then discusses two individuals - Paul Nasr and Rob Parson. Paul Nasr is a senior managing director at Morgan Stanley who recruited Rob Parson from another small organization due to his expertise and strong client relationships. While Rob Parson generated significant revenue, he did not fully adapt to Morgan Stanley's rigid culture. This created a problem for Paul Nasr around whether he should promote Rob Parson as promised despite the cultural fit issues.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
This document provides an overview and history of the Murugappa Group, an Indian conglomerate with over 32,000 employees globally and a presence in 22 business fields. It summarizes the evolution of the group's governance structure from the 1990s to 2000s as it transitioned from being led solely by family members to incorporating more professional non-family management. The document also identifies some risks to group efficiency under the previous structures and recommends further developing the group's governance through establishing a family constitution and shareholder board to minimize conflicts and maximize transparency and value.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
RSH, an investment banking firm, needs to replace its top semiconductor analyst Peter Thompson who resigned. Stephen Connor must decide whether to promote Peter's junior analyst Rina Shea internally or hire an outside candidate. Several candidates are considered including Gerald Baum, David Hughes, Sonia Meetha, Seth Horkum, and Rina Shea. Each candidate is evaluated based on their experience, skills, reputation, and fit with RSH's culture.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Microsoft has an organic structure characterized by flexibility and adaptation to change. Employees work together across tasks through joint specialization and coordination occurs through face-to-face mutual adjustment. Decisions are made decentralizedly by mid-level managers. Verbal communication and informal status based on skill are emphasized. Microsoft's CEO Satya Nadella demonstrates democratic, team-based, and facilitative leadership styles that empower employees and encourage flexibility and innovation.
- Infosys was founded in 1981 in Pune, India by N.R. Narayana Murthy and six others with an initial capital of $250. It is now the third largest IT company in India with over 160,000 employees globally.
- Infosys has a hierarchical organizational structure with the Chairman and CEO at the top, followed by directors, presidents over individual business units, delivery managers, and teams of consultants and developers.
- The culture at Infosys emphasizes values like openness, respect for all employees, and celebration of cultural diversity. Team building activities are organized at both the project and unit levels.
Recruitment of a star (harvard case study)thawban baig
RSH initiated a hiring process to recruit a senior semiconductor analyst due to the resignation of their current analyst and an upcoming deal with Powerchip Company. Recruiters were engaged who sent resumes to the director of research, Stephen, for pre-screening and interviews. Stephen interviewed several candidates individually and determined that Seth Horkum was the best candidate due to his experience covering major stocks, motivation, client focus, and lack of compensation negotiation. While junior analyst Rina was considered, she was deemed too inexperienced for the senior role. Ultimately, Seth Horkum was offered the position as senior semiconductor analyst.
MARRIOTT ROOMS FORECASTING Operation management assignment (1)Bhavya Shah
This document summarizes a case study assignment for a postgraduate program. It addresses two questions about forecasting hotel demand from Tuesday to the following Friday using linear regression. For the first question, the document outlines a 6-step procedure using dummy variables to remove seasonal effects and get a linear regression equation to forecast demand. For the second question, it states that following the procedure, the forecast for Saturday is 1715. The document is submitted by 6 students for a professor's course.
Narayana Murthy co-founded Infosys in 1981 and implemented strategies that made it one of India's largest IT companies. Infosys was the first company to push for offshore software development and follow US financial disclosure standards. Murthy focused on the challenging US market and globalized the Indian software industry through strategies like the Global Delivery Model. Infosys also emphasized rigorous HR practices including training, competitive benefits, and an employee stock option plan to attract and retain talent. These strategies and Murthy's leadership contributed significantly to Infosys' success.
The document summarizes the results of the EntrepreneurStar 2012 competition held by the School of Business and Management ITB. Milestone, an interactive digital magazine from Prasetiya Mulya Business School, was named the winner. Batik Geek from Institut Manajemen Telkom was the runner up, while Formidolose from SBM ITB placed third. The competition aimed to invite student entrepreneurs to develop business ideas and get feedback from investors. A total of 5 finalists presented to judges from partner organizations.
Globalisasi dan pt._freeport_indonesiaIr. Soekarno
Globalisasi dan PT Freeport Indonesia telah memasuki Indonesia sejak 1967 berdasarkan UU Penanaman Modal Asing. Meskipun demikian, kehadiran PT Freeport belum sepenuhnya meningkatkan kesejahteraan masyarakat setempat di Papua. Perusahaan ini hanya terfokus pada keuntungan ekonomi tanpa memperhatikan dampak lingkungan dan sosial yang ditimbulkannya.
Feedback is important for self-improvement and growth. It allows individuals to understand how their actions are perceived by others and make adjustments to maximize their strengths and minimize weaknesses. At Morgan Stanley, feedback is an important part of the performance review process to help employees enhance their skills and value.
1) Walter Hewlett, son of HP co-founder William Hewlett and member of HP's board, voted for the HP-Compaq merger but later announced he would oppose it as a shareholder, putting the merger at risk.
2) Carly Fiorina, HP's CEO, proposed merging with Compaq to create a stronger competitor, but the merger faced significant opposition from investors and employees of both companies.
3) When Walter Hewlett and David Packard Jr., son of co-founder David Packard, both announced opposition to the merger, it threatened to derail the deal and Fiorina's leadership of HP.
Detailed study about the case study. SWOT analysis of the Industry, Explained about Porter's Five forces related to the Industry. Also, includes managerial parts and overall Learning about the case. It includes Management Recruitment process.
Case Study - Alice Saddy: Caring for the Community Ashley E. Chappo
The Alice Saddy Association provides support for developmentally disabled adults to live independently. It has experienced rapid growth but faces organizational challenges due to its cross-reporting structure. The executive director must decide how to amend the structure within a week. Option 3 is recommended, which would split manager roles between case-related issues and administrative/HR tasks handled by two new positions. This would refocus managers on those they support while clarifying roles to reduce confusion and frustration among workers.
Srinivas founded Joy of Running three years ago to promote long distance running and community health in Bangalore. The group grew to 200 members but faced challenges finding routes due to traffic. While multiple groups formed to meet demand, they prioritized profits over fitness. Expansion risks losing the community feel, but not expanding limits Joy of Running's impact. Careful expansion by appointing coaches from existing members, splitting into zones, and maintaining Srinivas's vision of health over wealth could allow more people to benefit while preserving quality.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
This case study examines interpersonal issues within Solutions Unlimited, an organization lacking a clear structure and defined roles. The document introduces the main characters and analyzes the situation, identifying individual, group, and organizational problems. These include a gullible protagonist, an authoritarian manager, and easily offended coworkers. Factionalism has led to bitterness among employees. The organization lacks senior leadership and clear policies. To resolve the issues, the document recommends establishing a formal structure, filling key roles, improving interpersonal skills through training, increasing transparency in hiring, and encouraging team bonding activities.
This document provides an overview of Morgan Stanley, including its vision, mission, and history. It then discusses two individuals - Paul Nasr and Rob Parson. Paul Nasr is a senior managing director at Morgan Stanley who recruited Rob Parson from another small organization due to his expertise and strong client relationships. While Rob Parson generated significant revenue, he did not fully adapt to Morgan Stanley's rigid culture. This created a problem for Paul Nasr around whether he should promote Rob Parson as promised despite the cultural fit issues.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
This document provides an overview and history of the Murugappa Group, an Indian conglomerate with over 32,000 employees globally and a presence in 22 business fields. It summarizes the evolution of the group's governance structure from the 1990s to 2000s as it transitioned from being led solely by family members to incorporating more professional non-family management. The document also identifies some risks to group efficiency under the previous structures and recommends further developing the group's governance through establishing a family constitution and shareholder board to minimize conflicts and maximize transparency and value.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
RSH, an investment banking firm, needs to replace its top semiconductor analyst Peter Thompson who resigned. Stephen Connor must decide whether to promote Peter's junior analyst Rina Shea internally or hire an outside candidate. Several candidates are considered including Gerald Baum, David Hughes, Sonia Meetha, Seth Horkum, and Rina Shea. Each candidate is evaluated based on their experience, skills, reputation, and fit with RSH's culture.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Microsoft has an organic structure characterized by flexibility and adaptation to change. Employees work together across tasks through joint specialization and coordination occurs through face-to-face mutual adjustment. Decisions are made decentralizedly by mid-level managers. Verbal communication and informal status based on skill are emphasized. Microsoft's CEO Satya Nadella demonstrates democratic, team-based, and facilitative leadership styles that empower employees and encourage flexibility and innovation.
- Infosys was founded in 1981 in Pune, India by N.R. Narayana Murthy and six others with an initial capital of $250. It is now the third largest IT company in India with over 160,000 employees globally.
- Infosys has a hierarchical organizational structure with the Chairman and CEO at the top, followed by directors, presidents over individual business units, delivery managers, and teams of consultants and developers.
- The culture at Infosys emphasizes values like openness, respect for all employees, and celebration of cultural diversity. Team building activities are organized at both the project and unit levels.
Recruitment of a star (harvard case study)thawban baig
RSH initiated a hiring process to recruit a senior semiconductor analyst due to the resignation of their current analyst and an upcoming deal with Powerchip Company. Recruiters were engaged who sent resumes to the director of research, Stephen, for pre-screening and interviews. Stephen interviewed several candidates individually and determined that Seth Horkum was the best candidate due to his experience covering major stocks, motivation, client focus, and lack of compensation negotiation. While junior analyst Rina was considered, she was deemed too inexperienced for the senior role. Ultimately, Seth Horkum was offered the position as senior semiconductor analyst.
MARRIOTT ROOMS FORECASTING Operation management assignment (1)Bhavya Shah
This document summarizes a case study assignment for a postgraduate program. It addresses two questions about forecasting hotel demand from Tuesday to the following Friday using linear regression. For the first question, the document outlines a 6-step procedure using dummy variables to remove seasonal effects and get a linear regression equation to forecast demand. For the second question, it states that following the procedure, the forecast for Saturday is 1715. The document is submitted by 6 students for a professor's course.
Narayana Murthy co-founded Infosys in 1981 and implemented strategies that made it one of India's largest IT companies. Infosys was the first company to push for offshore software development and follow US financial disclosure standards. Murthy focused on the challenging US market and globalized the Indian software industry through strategies like the Global Delivery Model. Infosys also emphasized rigorous HR practices including training, competitive benefits, and an employee stock option plan to attract and retain talent. These strategies and Murthy's leadership contributed significantly to Infosys' success.
The document summarizes the results of the EntrepreneurStar 2012 competition held by the School of Business and Management ITB. Milestone, an interactive digital magazine from Prasetiya Mulya Business School, was named the winner. Batik Geek from Institut Manajemen Telkom was the runner up, while Formidolose from SBM ITB placed third. The competition aimed to invite student entrepreneurs to develop business ideas and get feedback from investors. A total of 5 finalists presented to judges from partner organizations.
Globalisasi dan pt._freeport_indonesiaIr. Soekarno
Globalisasi dan PT Freeport Indonesia telah memasuki Indonesia sejak 1967 berdasarkan UU Penanaman Modal Asing. Meskipun demikian, kehadiran PT Freeport belum sepenuhnya meningkatkan kesejahteraan masyarakat setempat di Papua. Perusahaan ini hanya terfokus pada keuntungan ekonomi tanpa memperhatikan dampak lingkungan dan sosial yang ditimbulkannya.
This document provides instructions for a scenario planning group assignment. Students are asked to conduct scenario planning for a key issue facing their manager's organization. They must identify drivers of change, develop four scenarios based on two axes of uncertainty, and analyze strategic implications. Deliverables include an initial presentation, feedback, and a final written report and video summarizing scenario planning results and recommendations for the organization. The report should follow guidelines on content, including describing scenarios, strategic fit, and contingency planning.
Corporate society responsibility freeport presentationMinHo Tse
Freeport-McMoRan Copper & Gold is a large mining company operating in Indonesia and other countries. While they conduct some good CSR practices like community investment and public health programs, they also engage in practices that harm stakeholders such as paying bribes, polluting the environment, and providing low wages and long working hours. Evaluating Freeport against frameworks from the International Council on Mining and Metals shows both conformance and non-conformance to principles of ethical mining and CSR. There is debate around whether large mining companies can be truly ethical given the nature of mining operations and conflicting pressures from shareholders.
1. Freeport melakukan pelanggaran dalam kontrak karya dengan melakukan penambangan mineral lain selain tembaga dan melakukan ekspor mineral mentah melanggar peraturan. Perusahaan ini juga kurang transparan dan tidak memperhatikan lingkungan serta masyarakat setempat.
2. Upaya pemerintah melalui renegosiasi kontrak karya belum maksimal untuk meningkatkan keuntungan negara dalam bentuk pajak, royalti, dan
In this short webcast, Jim Greer discusses the benefits of a Strategic Foresight and Scenario-based Planning approach particularly in this dynamic and complex environment. To access this presentation complete with audio, please visit us at www.alisinc.com in our Professional Development tab.
Complete guide of Briktru Indonesia training syllabus available for your organization. Program can be customized and tailored based on your needs and expectations. Contact us at +62 21 293 689 33 or visit us at www.briktru.com
PT Freeport-Indonesia's Sustainability Development Framework (SDF): Kuala Ke...Jenkins Macedo
This PowerPoint presentation is part of an academic paper written on sustainable communities using PT Freeport Indonesia's works and operations in Kuala Kencana, Papau, Indonesia as an example of a sustainable community from the standpoint of a mining company. The paper argues that mining giants and companies can be sustainable and help foster active projects in areas they operate and PT Freeport has demonstrated some level of transparency and accountability. However, the researcher noted that more needs to be done to help reduce poverty in Timika, Papua.
Gauteng 2055 - Human Settlements Scenario Planning Project Report by Mphathi ...Sakaza
The presentation represents the summary of the outcomes of a Scenario Planning project commissioned by the Gauteng Department of Local Government and Housing in 2009 and completed in July 2010. Mphathi Nyewe was the lead consultant for the project.
The presentation is a part of strategic planning exercise carried out by organizations and individuals to achieve long terms business and personal goals.
Applied Futures Research Overview, 2002Wendy Schultz
The document provides an overview of applied futures research, outlining common tools used such as environmental scanning, scenarios, visions, and their weaknesses. It discusses key differences between positivist and futures research approaches and describes scenario building techniques including variables, outcomes, and consistency checks. Common flaws in futures research are not explicitly stating assumptions or linking findings to action.
Scenario planning is a foresight methodology that uses scenarios to explore plausible futures. It helps decision-makers prepare for an uncertain future. The scenario planning process involves: 1) researching driving forces of change, 2) determining how these forces may interact to shape different futures, 3) creating narrative scenarios, 4) analyzing the implications of each scenario, 5) evaluating the scenarios, and 6) monitoring indicators to check progress and revise plans accordingly.
This document provides an overview of key concepts in decision analysis, including problem formulation, decision making without and with probabilities, risk analysis, sensitivity analysis, and computing branch probabilities. It discusses techniques like influence diagrams, payoff tables, decision trees, and the expected value, conservative, optimistic, and minimax regret approaches. It also covers risk profiles, sensitivity analysis, Bayes' theorem, and the expected value of perfect and sample information.
A case scenario is a detailed report about a company, industry, person, or project over a period of time. Case studies tell the story of a product or service and customer, interviewing the customer. Case scenarios are used in group discussions to allow students to take on roles in business situations. A case scenario should include basic company information, history, strengths/weaknesses, current business, recommendations. They strengthen practical thinking and allow applying knowledge to new situations. Case scenarios can be factual, based on real situations, or fictional.
A brief introduction to Scenario Planning, a strategic planning process invented by the U.S. military, during the days of the cold war, and now widely used by organizations of all kinds, which produces realistic scenarios of potential futures, against which different strategies can be vetted.
Scenario Analysis: Planning for Uncertain FuturesAugust Jackson
Scenario analysis is a method for creating strategic foresight that overcomes the shortcomings of traditional forecasting methods. It helps strategists and decision makers create a shared vocabulary and baseline for quality strategic planning.
I delivered this presentation to the Society of Competitive Intelligence Professionals DC chapter on January 14, 2010.
This document provides an overview of scenario planning. It defines scenarios as structurally different stories about how the future might develop. The benefits of scenario planning include exploring new ideas and opportunities, identifying robust strategies, and fostering discussion of future issues. Scenario planning helps organizations imagine and prepare for multiple possible futures rather than relying on single-point forecasts. The document discusses scenario construction methods, characteristics of effective scenarios, and differences between normative and exploratory scenarios. It also outlines some common methods used in scenario planning like expert groups, modeling tools, and surveys.
The municipality of Kajang intends to redevelop a stadium into an Innovative Research Park but lacks funds. Privatizing the project is proposed as a solution. Under privatization, a private company would be responsible for designing, building, and operating the research park. This would allow faster development at lower cost. Both the municipality and private company would have responsibilities to ensure the success of the project and benefit the local community and economy. However, potential problems in the future include increased living costs and pollution from construction.
Policy Learning of Mineral Mining Managementtheijes
The purpose of this study was to determine and analyze the policy learning of mineral mining management in PT. Billy Indonesia Southeast Sulawesi, Indonesia. Data gathering techniques used Consultation procedure, public participation, in-depth interviews and focus group discussions. Method of data analysis used qualitative approach. The result of this study showed that through the empowerment of the rural fund management, the actors of the government learned about the authority and how they should carry out their duties and functions. Actors from elements companies and non-governmental learn about rights and obligations in mining management, as well as learn about the development of community-based program and budget in the area of mineral mining, and the development of local institutions to community development and social conflict resolution in a rational and democratic. The company as an investor who is looking for a profit and at the same time be an agent, and actor instrumental policy learning, emphasis on a rational approach in the resolution of the conflict between the company and members of the public. In reconstructing social institutions, PT. Billy Indonesia became the originator of the instrumental learning through the provision of community development which requires the formation of community groups in utilizing the financial assistance provided by the company.
Public sector outsourcing involves governments contracting private companies to provide public services. It has historical precedence and has increased recently to reduce costs and improve quality. There are advantages like cost savings but also disadvantages like loss of government control. Outsourcing is considered only under conditions like clearly specified performance and oversight. Common services outsourced are non-essential ones like transportation, utilities and waste management, as seen in cases around the world and in the Philippines. Public sector outsourcing will likely continue into the future.
The document discusses privatization, including what it is, the reasons for it, and problems that can arise. Privatization involves transferring ownership or management of public sector enterprises to private entities. It is done to improve finances and efficiency while reducing government debt. However, it can also result in job losses if not implemented carefully with social safety nets and programs to retrain workers. The document also outlines some notable large-scale privatizations that have occurred.
1) Kajang Municipality intends to redevelop a stadium into an innovative research park but lacks funds. Privatization is proposed as a solution.
2) Privatization involves transferring a public project to private ownership, bringing faster development at lower cost through competition.
3) The proposal suggests public-private partnership models where both sectors share responsibility and benefits, such as the private sector funding, building, and operating the research park while the municipality monitors the project.
Presented for "Hot Topic Session" of Research Methods for Public Policy; in partial fulfillment of Master of Global Public Policy degree at The Russian Presidential Academy of National Economy and Public Administration (RANEPA) Moscow, Russia
An open letter to the Prime Minister and Minister of Power in regards to the past few years of solar power policy in India. As a new startup, the letter describes the difficulties that we have faced due to sudden changes and irregular policies of the government in hopes that things improve. This is my personal views only and surely things could have been planned better and in advance.
Startup India is a flagship initiative of the Government of India, intended to build a strong ecosystem that is conducive for the growth of startup businesses, drive sustainable economic growth, and generate large-scale employment opportunities. The Government through this initiative aims to empower Startups to grow through innovation and design.
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Visit Blog: www.canitinmpathak.blogspot.com
YouTube channel: CA Nitin Pathak
India Smart Grids Future Session and Report Update, Team Finland Future Watch...Team Finland Future Watch
Intian energiasektori uudistuu ja älykkään sähköverkon markkinat (mittarit, ICT-järjestelmät, sähkönsiirtoverkko) kehittyvät nopeasti tarjoten uusia liiketoimintamahdollisuuksia. Intiassa on suuri tarve uusille tavoille tuottaa, kuluttaa, varastoida ja vaihtaa energiaa entistä joustavammin ja resurssitehokkaammin. Uudenlaisia palveluja tarvitaan sähkön kuluttajille ja tuottajille.
From 24 to 26 October, MCRB collaborated with WWF Myanmar and the Ministry of Natural Resources and Environmental Conservation (MONREC) on a training workshop in Naypyidaw on Mining Sector Environmental and Social Impact Assessment and Management.
Read more: http://www.myanmar-responsiblebusiness.org/news/mining-social-licence-to-operate.html
Privatisation of Kajang Stadium into Reasearch ParkJulia ariffin
KKKH 4284
Urban Planning and Sustainable Development
Task 3 - Privatisation
UKM
2013/2014
Lecturers :
Prof Ir. Dr. Risa Atiq Abdullah O.K. Rahmat
Dr. Nazri Borhan
Dr. Norliza Mohd Akhir
Privatization with the existing polices and reforms.pptxmekek557
The document discusses Nepal's privatization policies and programs. Some key points:
- Nepal launched its initial privatization program in the 1980s to increase productivity and efficiency and reduce the financial burden on the government.
- The Privatization Act of 1994 established a Privatization Committee to oversee privatization efforts and recommend schemes to the government.
- As of 1998, 14 state-owned enterprises had been privatized through methods like share sales, management contracts, leasing, and asset sales. Major companies privatized include Nepal Telecom and Nepal Bank.
- The goals of privatization were to enhance economic development by promoting private sector participation in state-owned enterprises.
Malaysian competition law brief informationSiti Azhar
The document provides information on Malaysia's Competition Act 2010 which took effect in January 2012. It aims to promote competition and prevent anti-competitive practices. The Act prohibits anti-competitive agreements between enterprises and abuse of dominant position that restrict competition. It applies to all commercial activities but exempts certain regulated sectors. Infringement can result in penalties of up to 10% of worldwide turnover. The document educates on the provisions of the Act and the need for compliance programs to avoid violations.
MYANMAR EXTRACTIVE INDUSTRY TRANSPARENCY INITIATIVE-MEITI UPDATE 2018MYO AUNG Myanmar
MYANMAR EXTRACTIVE INDUSTRY TRANSPARENCY INITIATIVE-MEITI UPDATE 2018
The Extractive Industries Transparency Initiative (EITI) is a global standard for transparency and accountability in the oil, gas and mining industries.
https://myanmareiti.org/sites/myanmareiti.org/files/publication_docs/notification_meiti_as_a_mainstreaming.pdf
Cooperation in the implementation of Myanmar Extractive Industry
Transparency Initiative-MEITI process by the respective Union
Ministries, Union Level Organizations and State or Regional
Government Organizations sustainably
This document discusses the effects of various Indian government policies on the production possibility curve (PPC). It analyzes how policies like GST, demonetization, Clean India Mission, Skill India, unemployment, and Digital India can cause the PPC to shift or rotate. The GST leads to a rightward PPC shift by reducing costs. Demonetization causes a short-term leftward shift but a long-term rightward shift. Clean India and Skill India lead to rightward shifts by improving resources. Unemployment means underused resources, keeping the PPC unchanged. Digital India shifts the PPC rightward by improving technology. Overall, government policies can affect the PPC in different ways.
Public Financing For Sustainable Palm OilCIFOR-ICRAF
Presented by Dewa Ekayana, Fiscal Policy Agency-RCCC UI at GCRF Trade Hub Webinar - Towards global green deals: Sustainable trade in palm oil, coffee and songbirds in Indonesia on 20 January 2022.
1) Kajang Municipality intends to redevelop Stadium Kajang into an Innovative Research Park but lacks funds. Privatization is proposed as a solution.
2) Under privatization, a private company would be responsible for developing, operating, and maintaining the research park through an arrangement like a public-private partnership.
3) This would reduce the financial burden on the municipality while allowing the private sector to complete the project quickly and efficiently. However, the municipality would still need to regulate the private company.
Similar to Scenario planning syndicate 3 - SBM ITB (20)
This workshop will be perfect for Leaders in your organization. Participants will learn the true leadership traits required to lead a team reaching business objectives. Equipped with tons of Leadership experiential learning games to help participants practice their leadership skills
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General motor decides smaller is better Case Study SBM-ITBDS Adi Pratomo
General Motors was facing huge losses due to diseconomies of scale resulting from a bloated workforce and management structure, low capacity utilization, and too many divisions and models. To contain costs, GM shed 74,000 workers between 1992-1994, outsourced more assembly tasks, and closed 21 plants. A comparison of sales per employee at GM, Ford, and Chrysler showed GM's workforce was larger than optimal, suggesting GM could cut costs by reducing employees from 756,000 to a more efficient 464,239. GM took additional steps to cut average manufacturing time and reduce the number of models produced through downsizing.
1) Airbus developed the A380 superjumbo jet in response to the market need for larger aircraft to serve high-traffic routes between emerging markets. 2) Boeing's Sonic Cruiser project was an attempted response to the A380, but it was cancelled due to market pressures favoring more fuel efficient aircraft. 3) Game theory principles like the prisoner's dilemma were factors in the strategic decisions by Airbus and Boeing, as each tried to avoid being left behind if the other moved first to develop very large aircraft.
This is the Harvard Business case study analysis on the Royal Bank of Scotland. You may use them as reference but not to be copied and pasted for your school assignments. Cheers
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
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.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
2. HELLO! We Are Syndicate 3:
Adib Akhmad 29115180
Dian Sadar Adi Pratomo 29115417
Gendis Mailundi 29115371
M. Taufik 29115381
Spencer Paoh 29115416
2
3. STEP 1:
KEY FOCAL ISSUE
Creating long term sustainability by continuing
Contract of Work PTFI
PTFI contract Freeport Indonesia's contract to operate the
Grasberg Mine (the world’s largest gold mine and third-largest
copper mine) will expire in 2021 and although an agreement
made in the 1990s allows Freeport to extend the contract by
another 20 years, the mining company would like to have
certainty from the current government as it needs to invest
heavily in underground mining activities at the Grasberg Mine
4. STEP 2:
DRIVING FORCES
The team was able to identify 18 possible
driving forces that triggered PTFI initiative
to get contract extension. PESTLE model
was used to ease the brainstorming
session using a structured model
5. POLITICS
1. General Election
2. Local government election
3. OPM
ECONOMY
10. Initial and On-Going Investment
11. Commodity price
12. Financial benefit
SOCIAL
4. People Perception
5. Changing the Social Status of Papuans
6. Social clashes of local tribes
TECHNOLOGY
13. Application of New Mining Technology
14. Knowledge transfer
15. Knowledge Management
LEGAL
7. Government Regulation
8. Legal Contract
9. WKP
ENVIRONMENT
16. Tailing
17. Geysers
18. Potential Natural Resources
7. POLITICS
1. General Election
2. Local government election
3. OPM
ECONOMY
10. Initial and On-Going Investment
11. Economic scale
12. Financial benefit
SOCIAL
4. People Perception
5. Changing the Social Status of Papuans
6. Social clashes of local tribes
TECHNOLOGY
13. Application of New Mining Technology
14. Knowledge transfer
15. Knowledge Management
LEGAL
7. Government Regulation
8. Legal Contract
9. WKP
ENVIRONMENT
16. Tailing
17. Geysers
18. Potential Natural Resources
9. STAGE 3:
SCENARIO CREATION –
NARRATIVE
9
Legally, this situation is not
beneficial for mining companies
as they will need a license to
operate from the government.
However, the societies support
the mining companies as it
growing the economy
operational activities in existing
location.
This would be the most perfect
condition for Mining companies.
With good society perception
and government support, Mining
companies can easily get the
extension of the working
contract to operation smoothly
and even can expand the
business.
Mining companies getting a lot
of rejection from society and not
being supported by the
government, hence they will not
be able to continue operating in
Indonesia.
With this condition, Mining
companies can still operate. But
they will get rejection from
society that might harm the
company operations.
In long term, it might alter
government policies because
they are being pushed by the
society. Politician could also use
this issue for their interest
Government
Regulation
People Perception
10. STEP 4:
SCENARIO
CREATION –
OPTIONS
CONSIDERATION
10
OPTION
Approach to
legislative since
they are represent
the people to
influence
government.
Maintain and
strengthen people
perception through
Good Corporate
Governance
OPTION
Expand services to
other area
Build additional
Infrastructure to
improve services
Increase price to
improve profitability to
cover short term and
long term liabilities for
future growth
OPTION
Provide new
proposals for
contract extension
Extraction of the
application of
technology and
assets with the
most minimum cost
possible
Arbitrage Court /
Legal action. This
would be last option
OPTION
Information
engineering
Sharing information
through 3rd party
endorser
Invite public to see
the actual condition
“seeing is believing”
Implication
People perception of
positive contribution
might triggered
pressure to give
contract of extension
Implication
Contract Extension
Support from the
government
Support from the
community and the
people
Implication
No Contract
Extension
The loss of assets
Loss of expertise
License revoke
Implication
People pressure
might trigger
pressure to
government not to
give contract of
extension
11. STEP 5 :
SCENARIO
CREATION –
INTEGRATION
Early warning
signals
1. Reshuffle Cabinet
– Change of
Minister of Energy
and Mineral
Resources
Might be changing the
current policies and
regulation
2. Indonesian
government
unveiled Law No.
4/2009 on Mineral
and Coal Mining
ordered the mandatory
renegotiation of existing
contracts. the New
Mining Law was a major
setback as it banned
exports of raw materials
and development of
Smelter facilities
3. NGO Protest
Action to retain
environment
sustainability
11
5. Nationalization
Assets being take over
by Indonesian
government
6. Political
Conditions in
Indonesia
The possibility of Papua
asking to be separate
from Republic of
Indonesia and corrupt
government officials to
gain personal benefit