This document discusses different ways to measure business performance through key performance indicators (KPIs), service level agreements (SLAs), and other metrics. It outlines four frames for measuring performance: external, horizontal, vertical, and community. The horizontal view measures performance across internal functions and values chains using lead indicators and working level agreements between managers. The vertical view focuses on individual departments and uses lag indicators to measure efficiency. Both views require setting targets to compare actual performance to expected results. Relationships with suppliers and customers are important to consider from a community view of metrics. Effective measurement requires understanding how the business will respond to results and selecting the right metrics for decision-making needs.
The document discusses the Strategy Wall, which is described as the heart of communication and collaboration in an organization. It provides transparency around strategic planning and allows employees to be involved. Various elements that could be included on a Strategy Wall are described, such as a portfolio roadmap, portfolio investment items (epics), and financial impact measures. The goal of the Strategy Wall is to align employees with the company's strategic vision and goals.
The document discusses operational excellence and outlines key principles for achieving it. It emphasizes making difficult choices based on available information, taking action even with uncertainty, and adjusting strategies through learning. It also stresses the importance of developing a differentiated strategy and cites examples where companies succeeded by focusing on new competitive dimensions rather than competing on existing terms. Overall the document provides a framework for operational excellence through strategic management, Six Sigma methodology, and setting up a measurement system to track performance and drive continuous improvement.
Operational Excellence and Organisational Mission Vision and ValuesTB DANIÅMANLIK
Ā
This document provides an overview of operational excellence and how it relates to organizational values, strategy, vision, and mission. It is part of an educational series from Simple and Pragmatic Consultancy that aims to explain operational excellence in simple terms. The document discusses how defining an organization's reason for existence, identity, and goals can help align improvement efforts. It also covers assessing the current state using tools like SWOT analysis to identify areas for improvement and defining a future vision. The next steps involve determining how to achieve this vision through operational excellence and innovation programs and principles.
On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day ā led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.
Decision-making poker is a tool for portfolio management that uses a scoring model to capture the collective intelligence of multiple perspectives on potential projects. It involves dividing participants into small groups to discuss and score one-page stories for various projects based on key factors like strategic alignment, team energy, customer value, and assumptions. The groups then discuss their scores and priorities to generate an agreed-upon ranked list. This list provides input into the actual project execution order. By involving employees in scoring and discussion, decision-making poker aims to improve strategic alignment, energize participants, and speed up decision-making and innovation diffusion.
A small summery and description of network organization that can be used for large out-scaled agile organizations. Some way to manage the decentralization.
The document discusses issues with traditional annual budgeting processes and proposes alternatives like rolling budgets and beyond budgeting principles. It notes that annual budgets can hinder innovation by locking organizations into plans made over a year in advance. Rolling budgets and emergent budgeting allow for more flexibility and adaptation to new information. The document advocates giving teams freedom and resources to act based on clear values and goals, rather than micromanaging them. It also emphasizes the importance of transparency around finances and focusing on customer outcomes over meeting fixed targets.
The document discusses the Strategy Wall, which is described as the heart of communication and collaboration in an organization. It provides transparency around strategic planning and allows employees to be involved. Various elements that could be included on a Strategy Wall are described, such as a portfolio roadmap, portfolio investment items (epics), and financial impact measures. The goal of the Strategy Wall is to align employees with the company's strategic vision and goals.
The document discusses operational excellence and outlines key principles for achieving it. It emphasizes making difficult choices based on available information, taking action even with uncertainty, and adjusting strategies through learning. It also stresses the importance of developing a differentiated strategy and cites examples where companies succeeded by focusing on new competitive dimensions rather than competing on existing terms. Overall the document provides a framework for operational excellence through strategic management, Six Sigma methodology, and setting up a measurement system to track performance and drive continuous improvement.
Operational Excellence and Organisational Mission Vision and ValuesTB DANIÅMANLIK
Ā
This document provides an overview of operational excellence and how it relates to organizational values, strategy, vision, and mission. It is part of an educational series from Simple and Pragmatic Consultancy that aims to explain operational excellence in simple terms. The document discusses how defining an organization's reason for existence, identity, and goals can help align improvement efforts. It also covers assessing the current state using tools like SWOT analysis to identify areas for improvement and defining a future vision. The next steps involve determining how to achieve this vision through operational excellence and innovation programs and principles.
On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day ā led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.
Decision-making poker is a tool for portfolio management that uses a scoring model to capture the collective intelligence of multiple perspectives on potential projects. It involves dividing participants into small groups to discuss and score one-page stories for various projects based on key factors like strategic alignment, team energy, customer value, and assumptions. The groups then discuss their scores and priorities to generate an agreed-upon ranked list. This list provides input into the actual project execution order. By involving employees in scoring and discussion, decision-making poker aims to improve strategic alignment, energize participants, and speed up decision-making and innovation diffusion.
A small summery and description of network organization that can be used for large out-scaled agile organizations. Some way to manage the decentralization.
The document discusses issues with traditional annual budgeting processes and proposes alternatives like rolling budgets and beyond budgeting principles. It notes that annual budgets can hinder innovation by locking organizations into plans made over a year in advance. Rolling budgets and emergent budgeting allow for more flexibility and adaptation to new information. The document advocates giving teams freedom and resources to act based on clear values and goals, rather than micromanaging them. It also emphasizes the importance of transparency around finances and focusing on customer outcomes over meeting fixed targets.
The document discusses introducing a new business model and portfolio anatomy tool for a struggling surfing brand. It proposes focusing the brand exclusively on surfers by offering a board shipping service and renting dynamic warehouse space. A portfolio anatomy would help visualize the relationships between projects like transitioning suppliers, integrating warehouses, launching new services and IT system updates needed to implement the changes. Breaking dependencies and adopting shorter iteration cycles could help explore opportunities and adapt the portfolio to improve flexibility.
The Cookbook for Successful Internal StartupsHarri Kiljander
Ā
Over the past several years, companies have had to change to meet the threat of accelerating competition coming from startups and other global industry players. Digitalization is the name of the times, and many companies are evaluating what to do in order to stay in the game.
Our answer to this question is to use internal startups as an innovation accelerator mechanism to better select and execute the correct innovations. This mechanism brings cheaper innovation execution and faster time to market, which eventually transforms the company into a growth company.
Internal startups should have freedom from the rest of the organization but still be integrated into the corporation. Freedom is needed for quick execution and market trials, as well as for refocusing based on the feedback. Still, corporations have many assets and competencies, which will come handy during the process. For example, legal and pre-production services are just a call away.
The document discusses the importance of innovation as a core business concept. It argues that while most companies say they are committed to innovation, few can clearly describe their innovation systems. There is a mismatch between what companies say about innovation and what they actually do. The document encourages managers to take a broader view of innovation beyond just new products or services. True innovation requires rethinking the entire business model and all of its design variables. Companies must question their current business concepts and look for innovative ideas from across the organization to gain a competitive advantage.
Operational excellence in the era of digital transformationHans Toebak
Ā
The document discusses how operational excellence needs to adapt to the digital transformation era. Traditional improvement methods are no longer sufficient and must blend with digital enablers. The future of improvement lies in rapid, event-driven processes supported by real-time analytics and business intelligence from digital data. To succeed, organizations need an approach that focuses on designing digital operations, simplifying processes, and implementing continuous improvement at the right pace of digital transformation. Leadership is also key to drive cultural change and commitment to continuous improvement as the standard for excellence.
Mastering the Art of Executive Engagement (Bloomberg Businessweek Article)//J...Motiv Strategies
Ā
The brainstorming session may beget large quantities of ideas, but the executive workshop can help create something far more valuable: focused energy to explore new growth platforms from corporate leaders.
Business Lens is an innovative toolkit designed to give you a comprehensive overview of the most important functional areas and business dimensions in your company. It brings into focus the critical āsoft spotsā and most powerful "growth enablers" showing you where best to start in order to transform your company. Business Lens reveals the hidden forces you can harness to grow your business.
Businesses are complex structures. The closer you are to your business and the more involved you are in its day-to-day operations, the harder it is to stand back and consider the company as a whole. It is difficult to understand a business from every angle with a high level of granularity.
Business Lens provides a valuable guide to this complex process. By answering a series of structured questions, you are made aware of potential issues in your business and can identify some āquick fixesā to apply right away to push your company to the next level.
Business Lens draws upon an impressive and invaluable body of research. The assessment toolkit uses the latest concepts validated by leading experts in the most relevant fields: growth strategy (Michael Porter, Gary Hamel, Jay Abraham); management (Peter Drucker, Tom Peters, Gary Hamel); marketing (Philip Kotler, David Ogilvy*, Seth Godin); sales (Zig Ziglar, Tom Hopkins, Chet Holmes); leadership (Stephen R. Covey, Ken Blanchard, Tom Peters, Marshall Goldsmith, Robin Sharma); motivation (Daniel Pink, Daniel Goleman); and personal development (Stephen R. Covey*, Anthony Robbins). The instrument also draws on the fundamentals of business developed by classic writers such as Dale Carnegie and Napoleon Hill.
The tool is designed to:
- Give you a structured approach to business and the way it should be viewed and analysed
- Walk you through the essential elements of a business, including the 16 most important functions and dimensions
- Identify where you stand personally and how your organization is positioned today in those areas that can "make or breakā a business
- Reveal which areas you should focus on immediately in order to bring significant improvement to your company
- Challenge you to ask yourself important questions about your business
- Arm you with a series of tactics you can adopt in your company, in order to take it to the next level
Design in business: Itās not about creating something pretty. Itās about crea...Accenture Insurance
Ā
Business leaders looking for new sources of competitive advantage and agility are starting to embrace business design. And for good reason. With broad applicability, business design allows companies to augment traditional problem-solving approaches with principles of design thinking to drive innovation. It provides a new way of looking at challenges, solving problems and understanding those they serve. Many business leaders continue to confuse business design with other design methodologies. Once they dispel with four flawed assumptions, they will see its potential to improve the relevance of solutions they create, as well as the manner and speed with which they create them.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
The Ultimate Guide to Quality Software Through OffshoringcoMakeIT
Ā
The document provides guidance on successfully offshoring software development through establishing trust and transparency between onshore and offshore teams. It emphasizes that software development is a people-centric business that requires aligning teams' knowledge and ambitions. Specifically, it recommends overcoming barriers like "not-invented-here" thinking and establishing trust from the beginning through honesty and transparency. It also advises treating the process of setting up an offshore team as an exciting opportunity rather than a problem to be solved.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
Business is a human endeavor, and design thinking is at the cutting edge of innovation in business design and product design. At Diwudada Inc., we know that a human-centered design approach allows real people to connect inspiration, creativity, and passion to viable business models that thrive across cultural divides.
Driving Operational Efficiency, Engaging the Business and Managing Change Across Shared Services
Mastering the Change Management Challenge for Stronger Talent and Consistent Performance
Blythecoās Business Process Optimization is an effective tool for keeping your companyās technology in tune with your goals. The Business Process Optimization service allows us to understand your business, so that we may help you do your job better, faster, easier, and more effectively.
We can help you give your business system a ātune-upā and help you evolve as your goals and environment adapt to changing business realities by identifying inefficiencies in current processes and offering cost-effective options to maximize your technology investment.
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
Ā
IBM Global Business Services provides strategic insights to business executives through the IBM Institute for Business Value. This document discusses how leading companies like Caterpillar, POSCO, and ScottishPower have used Lean Six Sigma to drive broad operational innovation and financial performance beyond just process improvement. These companies established innovation-focused cultures and capabilities by using Lean Six Sigma to surface customer insights, analyze data, align business units, and establish enduring innovation processes.
This document discusses research methods for business. It defines research as the process of finding solutions to problems through study and analysis. Managers are constantly conducting research to make decisions. Good decision making involves correctly identifying problems and gathering relevant information to draw conclusions. The document outlines the steps in business research and examples of applied and basic research questions. It also discusses the differences between internal and external consultants for research projects and the importance of ethics in business research.
Here are some ways Lean Startup principles can be applied:
- Build minimum viable products (MVPs) instead of fully developed products to get feedback early from real customers. MVPs allow for frequent iterations.
- Use the Build-Measure-Learn feedback loop. Rapidly introduce small changes, measure their impact on key metrics, and learn what works and what doesn't.
- Continuously validate hypotheses about problem-solution fit and business model fit with customers. Pivot as needed based on learning.
- Focus on actionable, validated metrics over vanity metrics to guide decisions. Metrics should demonstrate clear cause-and-effect relationships.
- Embrace failure and treat it as an opportunity to learn.
Accelerating Operational Excellence in 2015: Trends and Technology Catavolt, Inc.
Ā
From our Accelerating Operational Excellence 2015 Report: Operational excellence teams are increasingly looking to work with their information technology teams to mobilize data with the purpose of alleviating data access, consumption and management challenges. The desire to deliver real-time data for better decision-making was listed as the most impactful application for mobility in a manufacturing organization. Over 80 percent of respondents believe that mobile apps for manufacturing could provide productivity gains of at least 6 percent in their operations. The majority of (55 percent) respondents are planning to increase their usage of mobile technology in 2015.
Innovation A Core Business Concept Part2Arun Kottolli
Ā
The document discusses the importance of innovation and strategic experimentation for businesses. It outlines how firms can institute an innovation process through trial and error experiments to test new business ideas and learn from the outcomes. Several alterations are suggested to the conventional planning process to support strategic experimentation, such as focusing on critical unknowns, communicating expectations, reviewing outcomes frequently, and measuring lead indicators rather than numerical targets. The goal is to explore future strategies and learn from experiments given the unpredictability of an emerging industry.
Dr. Gail Ferreira discusses creating lean six sigma organizations. She outlines the five main principles of lean thinking: value, value stream, flow, pull, and perfection. Dr. Ferreira then provides an overview of lean six sigma, discussing key tenets like DMAIC (define, measure, analyze, improve, control). She gives examples of how these lean six sigma tools and practices can be applied, such as through case studies, hoshin kanri planning, and kaizen events.
This chapter from the book, Your First 100 Days, Powerful First Steps on the Path to Greatness, will show you how to secure early wins that build credibility and momentum.
Lean Scale Up: Lean as a Growth StrategyBusiness901
Ā
This document discusses implementing lean marketing systems and lean as a growth strategy. It introduces lean through the processes of SDCA (Standard Work), PDCA (Continuous Improvement), and EDCA (New Markets and Products). It emphasizes that standards create repeatable business models and allow companies like Toyota, Amazon, and Ingersoll Rand to excel through continuous improvement and adaptability. Growth requires planning, budgeting, and funding innovation and costs. The budget is key to fueling sustainable growth.
The document discusses operational excellence and business strategies. It recommends adopting a three pillar approach of capital effectiveness, asset productivity, and operations risk management. It promotes the use of six sigma methodologies to drive financial benefits, improve processes, and increase customer satisfaction. Finally, it proposes initiating operational excellence efforts at the company by setting up a team to identify improvement opportunities and complete projects in a phased manner over several months.
The document discusses introducing a new business model and portfolio anatomy tool for a struggling surfing brand. It proposes focusing the brand exclusively on surfers by offering a board shipping service and renting dynamic warehouse space. A portfolio anatomy would help visualize the relationships between projects like transitioning suppliers, integrating warehouses, launching new services and IT system updates needed to implement the changes. Breaking dependencies and adopting shorter iteration cycles could help explore opportunities and adapt the portfolio to improve flexibility.
The Cookbook for Successful Internal StartupsHarri Kiljander
Ā
Over the past several years, companies have had to change to meet the threat of accelerating competition coming from startups and other global industry players. Digitalization is the name of the times, and many companies are evaluating what to do in order to stay in the game.
Our answer to this question is to use internal startups as an innovation accelerator mechanism to better select and execute the correct innovations. This mechanism brings cheaper innovation execution and faster time to market, which eventually transforms the company into a growth company.
Internal startups should have freedom from the rest of the organization but still be integrated into the corporation. Freedom is needed for quick execution and market trials, as well as for refocusing based on the feedback. Still, corporations have many assets and competencies, which will come handy during the process. For example, legal and pre-production services are just a call away.
The document discusses the importance of innovation as a core business concept. It argues that while most companies say they are committed to innovation, few can clearly describe their innovation systems. There is a mismatch between what companies say about innovation and what they actually do. The document encourages managers to take a broader view of innovation beyond just new products or services. True innovation requires rethinking the entire business model and all of its design variables. Companies must question their current business concepts and look for innovative ideas from across the organization to gain a competitive advantage.
Operational excellence in the era of digital transformationHans Toebak
Ā
The document discusses how operational excellence needs to adapt to the digital transformation era. Traditional improvement methods are no longer sufficient and must blend with digital enablers. The future of improvement lies in rapid, event-driven processes supported by real-time analytics and business intelligence from digital data. To succeed, organizations need an approach that focuses on designing digital operations, simplifying processes, and implementing continuous improvement at the right pace of digital transformation. Leadership is also key to drive cultural change and commitment to continuous improvement as the standard for excellence.
Mastering the Art of Executive Engagement (Bloomberg Businessweek Article)//J...Motiv Strategies
Ā
The brainstorming session may beget large quantities of ideas, but the executive workshop can help create something far more valuable: focused energy to explore new growth platforms from corporate leaders.
Business Lens is an innovative toolkit designed to give you a comprehensive overview of the most important functional areas and business dimensions in your company. It brings into focus the critical āsoft spotsā and most powerful "growth enablers" showing you where best to start in order to transform your company. Business Lens reveals the hidden forces you can harness to grow your business.
Businesses are complex structures. The closer you are to your business and the more involved you are in its day-to-day operations, the harder it is to stand back and consider the company as a whole. It is difficult to understand a business from every angle with a high level of granularity.
Business Lens provides a valuable guide to this complex process. By answering a series of structured questions, you are made aware of potential issues in your business and can identify some āquick fixesā to apply right away to push your company to the next level.
Business Lens draws upon an impressive and invaluable body of research. The assessment toolkit uses the latest concepts validated by leading experts in the most relevant fields: growth strategy (Michael Porter, Gary Hamel, Jay Abraham); management (Peter Drucker, Tom Peters, Gary Hamel); marketing (Philip Kotler, David Ogilvy*, Seth Godin); sales (Zig Ziglar, Tom Hopkins, Chet Holmes); leadership (Stephen R. Covey, Ken Blanchard, Tom Peters, Marshall Goldsmith, Robin Sharma); motivation (Daniel Pink, Daniel Goleman); and personal development (Stephen R. Covey*, Anthony Robbins). The instrument also draws on the fundamentals of business developed by classic writers such as Dale Carnegie and Napoleon Hill.
The tool is designed to:
- Give you a structured approach to business and the way it should be viewed and analysed
- Walk you through the essential elements of a business, including the 16 most important functions and dimensions
- Identify where you stand personally and how your organization is positioned today in those areas that can "make or breakā a business
- Reveal which areas you should focus on immediately in order to bring significant improvement to your company
- Challenge you to ask yourself important questions about your business
- Arm you with a series of tactics you can adopt in your company, in order to take it to the next level
Design in business: Itās not about creating something pretty. Itās about crea...Accenture Insurance
Ā
Business leaders looking for new sources of competitive advantage and agility are starting to embrace business design. And for good reason. With broad applicability, business design allows companies to augment traditional problem-solving approaches with principles of design thinking to drive innovation. It provides a new way of looking at challenges, solving problems and understanding those they serve. Many business leaders continue to confuse business design with other design methodologies. Once they dispel with four flawed assumptions, they will see its potential to improve the relevance of solutions they create, as well as the manner and speed with which they create them.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
The Ultimate Guide to Quality Software Through OffshoringcoMakeIT
Ā
The document provides guidance on successfully offshoring software development through establishing trust and transparency between onshore and offshore teams. It emphasizes that software development is a people-centric business that requires aligning teams' knowledge and ambitions. Specifically, it recommends overcoming barriers like "not-invented-here" thinking and establishing trust from the beginning through honesty and transparency. It also advises treating the process of setting up an offshore team as an exciting opportunity rather than a problem to be solved.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
Business is a human endeavor, and design thinking is at the cutting edge of innovation in business design and product design. At Diwudada Inc., we know that a human-centered design approach allows real people to connect inspiration, creativity, and passion to viable business models that thrive across cultural divides.
Driving Operational Efficiency, Engaging the Business and Managing Change Across Shared Services
Mastering the Change Management Challenge for Stronger Talent and Consistent Performance
Blythecoās Business Process Optimization is an effective tool for keeping your companyās technology in tune with your goals. The Business Process Optimization service allows us to understand your business, so that we may help you do your job better, faster, easier, and more effectively.
We can help you give your business system a ātune-upā and help you evolve as your goals and environment adapt to changing business realities by identifying inefficiencies in current processes and offering cost-effective options to maximize your technology investment.
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
Ā
IBM Global Business Services provides strategic insights to business executives through the IBM Institute for Business Value. This document discusses how leading companies like Caterpillar, POSCO, and ScottishPower have used Lean Six Sigma to drive broad operational innovation and financial performance beyond just process improvement. These companies established innovation-focused cultures and capabilities by using Lean Six Sigma to surface customer insights, analyze data, align business units, and establish enduring innovation processes.
This document discusses research methods for business. It defines research as the process of finding solutions to problems through study and analysis. Managers are constantly conducting research to make decisions. Good decision making involves correctly identifying problems and gathering relevant information to draw conclusions. The document outlines the steps in business research and examples of applied and basic research questions. It also discusses the differences between internal and external consultants for research projects and the importance of ethics in business research.
Here are some ways Lean Startup principles can be applied:
- Build minimum viable products (MVPs) instead of fully developed products to get feedback early from real customers. MVPs allow for frequent iterations.
- Use the Build-Measure-Learn feedback loop. Rapidly introduce small changes, measure their impact on key metrics, and learn what works and what doesn't.
- Continuously validate hypotheses about problem-solution fit and business model fit with customers. Pivot as needed based on learning.
- Focus on actionable, validated metrics over vanity metrics to guide decisions. Metrics should demonstrate clear cause-and-effect relationships.
- Embrace failure and treat it as an opportunity to learn.
Accelerating Operational Excellence in 2015: Trends and Technology Catavolt, Inc.
Ā
From our Accelerating Operational Excellence 2015 Report: Operational excellence teams are increasingly looking to work with their information technology teams to mobilize data with the purpose of alleviating data access, consumption and management challenges. The desire to deliver real-time data for better decision-making was listed as the most impactful application for mobility in a manufacturing organization. Over 80 percent of respondents believe that mobile apps for manufacturing could provide productivity gains of at least 6 percent in their operations. The majority of (55 percent) respondents are planning to increase their usage of mobile technology in 2015.
Innovation A Core Business Concept Part2Arun Kottolli
Ā
The document discusses the importance of innovation and strategic experimentation for businesses. It outlines how firms can institute an innovation process through trial and error experiments to test new business ideas and learn from the outcomes. Several alterations are suggested to the conventional planning process to support strategic experimentation, such as focusing on critical unknowns, communicating expectations, reviewing outcomes frequently, and measuring lead indicators rather than numerical targets. The goal is to explore future strategies and learn from experiments given the unpredictability of an emerging industry.
Dr. Gail Ferreira discusses creating lean six sigma organizations. She outlines the five main principles of lean thinking: value, value stream, flow, pull, and perfection. Dr. Ferreira then provides an overview of lean six sigma, discussing key tenets like DMAIC (define, measure, analyze, improve, control). She gives examples of how these lean six sigma tools and practices can be applied, such as through case studies, hoshin kanri planning, and kaizen events.
This chapter from the book, Your First 100 Days, Powerful First Steps on the Path to Greatness, will show you how to secure early wins that build credibility and momentum.
Lean Scale Up: Lean as a Growth StrategyBusiness901
Ā
This document discusses implementing lean marketing systems and lean as a growth strategy. It introduces lean through the processes of SDCA (Standard Work), PDCA (Continuous Improvement), and EDCA (New Markets and Products). It emphasizes that standards create repeatable business models and allow companies like Toyota, Amazon, and Ingersoll Rand to excel through continuous improvement and adaptability. Growth requires planning, budgeting, and funding innovation and costs. The budget is key to fueling sustainable growth.
The document discusses operational excellence and business strategies. It recommends adopting a three pillar approach of capital effectiveness, asset productivity, and operations risk management. It promotes the use of six sigma methodologies to drive financial benefits, improve processes, and increase customer satisfaction. Finally, it proposes initiating operational excellence efforts at the company by setting up a team to identify improvement opportunities and complete projects in a phased manner over several months.
Sixfoot4 bpi and performance management white paperGarth Holloway
Ā
This white paper discusses how to implement business process improvement and performance management through activity-based costing, Short Interval Control, and the Hierarchy of Dependent Objectives. It recommends mapping business processes and breaking them down into decision paths to identify areas for cost savings. Measuring each path's activity, time, and costs allows identifying high-cost decisions to minimize. Performance is managed by setting targets, allocating work, measuring actual outcomes, and comparing to plans to address variances. Supervisors play a key role in scheduling work and addressing differences between plans and results.
This document discusses how to identify new business models through business model experimentation. It begins by explaining how organizations traditionally pursue growth through product development, strategy, and consumer insights. However, this takes significant time and resources. The document then introduces business model experimentation as a method to explore alternative business models for commercializing ideas before going to market. It provides examples of companies experimenting with business models by treating elements like customers and offerings as variables. The document advocates taking a template-based approach to systematically generate new business model ideas by changing one variable at a time. It also provides case studies of companies like Kennametal and Infineum that successfully identified new business models through this approach.
10 Questions to Ask at Your Next Board MeetingRoger Branch
Ā
This document provides 10 questions for company boards to focus on at meetings to drive strategic discussion and long-term performance. The questions are divided into 3 governance questions regarding key metrics, risk management, and board composition, and 7 strategic questions focused on market changes, growth plans, evaluating proposals, and balancing mission with sustainability. Addressing these questions is meant to help boards focus on strategic issues rather than getting bogged down in procedural activities.
Canny Bites Book 4 - successfully scale up or exit your business - A BLUEPR...The Pathway Group
Ā
Canny Bites books by Safaraz Ali
In the 4th Canny Bites book: successfully scale up or exit your business, Safaraz shares with you a blueprint for sytemising, productising and scaling your business and helping you go past that "next level".
We introduce Clarity and Accelerator Programme under the name of "Scaleezee" to successfully scale up or exit your business
This document discusses measuring leadership in companies. It makes the following key points:
1) While companies closely track metrics like finances, quality, and surveys, few directly measure if they have the right leaders now and for the future. Developing leaders is important but difficult to measure precisely.
2) Top companies take a holistic approach to leadership measurement, gathering data to provide insights for human resources, business leaders, people managers, and potential leaders themselves.
3) Examples of companies like Cummins use frameworks to rigorously assess employees' performance and potential, focusing on specific leadership attributes needed for business goals. Surveys also give feedback to better develop individual potential leaders.
This document introduces the Business Model Zen framework for integrating a business's concept, plan, and execution. It discusses how existing business methodologies focus on only one of these areas and lack efficiency and integrity. The Business Model Zen consolidates all three into a single page canvas to form a practical solution. It emphasizes a customer-centric approach, simplifying the strategy to a single page, measuring gaps between concepts and reality, and establishing a loop of learning to ensure the concept, plan, and execution are in harmony.
Developing a Viable Business Proposal and ModelJamiu Akangbe
Ā
This document provides an overview of developing a business plan and model. It discusses that a business plan outlines goals and plans to achieve them, while a business model is how the business will be structured. The key components of an effective business plan include an executive summary, company description, market analysis, management team, product description, marketing plan, and financial plan. An effective business model contains nine components: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document also outlines the process of designing a business model which involves evaluating ideas, navigating the environment, developing and testing initial models, and modifying models based on feedback.
This document discusses 10 principles for linking strategy and execution in companies. It begins by describing how most companies struggle to be effective at both strategy creation and execution. The 10 principles discussed are: 1) Aim high with both strategic ambitions and execution excellence. 2) Build on your company's distinctive strengths. 3) Be "ambidextrous" in understanding both strategy and execution. 4) Clarify everyone's role in strategic success. 5) Align organizational structures to support the strategy. 6) Continuously learn through experimentation. 7) Communicate relentlessly. 8) Make strategy a continuous process. 9) Develop strategic talent throughout the organization. 10) Treat strategy as a way of life. Effective strategy execution requires seamless
The Five Pillars of Business (The Five P's) outlines the key elements necessary for business success: People, Planning, Process, Performance, and Profit. Each pillar is equally important and requires attention and monitoring. With the Five Pillars established, day-to-day operations will run smoothly and profitably. The pillars include prioritizing customers and employees, strategic and operational planning, formal processes, performance measurement, and generating profits through revenue maximization and expense minimization. While installation requires commitment, the pillars will make the organization highly efficient.
The document discusses doing innovation with less resources by making better choices, prioritizing activities, increasing speed, and maintaining culture and pace of innovation. It outlines 12 schools of innovation and discusses lean innovation approaches like efficient product development and design processes that eliminate waste. The document also provides examples of applying lean principles to research and development.
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
Ā
This document discusses how some leading companies have used Lean Six Sigma to drive operational innovation and broader organizational innovation. It finds that these companies implemented Lean Six Sigma not just to improve processes but to uncover new growth opportunities. Some key findings include:
1) Companies like Caterpillar and POSCO used Lean Six Sigma to develop strategic visions based on facts, leading to new products/services and transformed processes.
2) Successful innovators crafted visions based on customer insights and made innovation a habitual part of their organizations and mindset.
3) Lean Six Sigma was expanded beyond operations to impact products/services and business models, improving performance and establishing an innovation-driven culture.
How to ditch objectives (and find a simpler way to manage performance)Hedda Bird
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What to do when the CEO says 'DON'T waste time setting goals' and 'DO manage performance'. This innovative case study explores a powerful alternative to traditional objectives.
Business Planning For Recession Survival and RecoveryBusiness Plan
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Business plan financial projections seem daunting because they are so uncertain. Doing financial projections for your business plan should not be a nightmare! Get great insights on Business Plan Financial Projections and Business Planning for Recession Survival and Recovery http://www.business-plan.co.za
Growth hacking tips and tricks that you can trySpringPeople
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The term growth hacking has been gaining popularity in the tech space.In these slides, we will talk about tips and tricks that help a skilled growth hacker to grow their company.
Learnings from Scaling (Businesses), Gunaseelan Radhakrishnan, EntrepreneurLounge47
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Learnings from Scalingā imparted the wisdom that great success is within reach if a Startup plans to scale. When the prototype is complete, and the value of the product has been demonstrated to a few customer prospects, it is also the right time to think through scale and more importantly, prepare for it. Key takeaways - 1. Say 'No' more often than āYesā to keep razor focus 2. Develop a work culture that fosters execution 3. Set aggressive goals, however, be in touch with market forces and rally teams to achieve them 4. Create good process and a flexible organization rather than rely on ad-hoc measures 5. Identify star performers and reward with prominence rather than monetary benefits.
Business development involves activities to create long-term growth such as establishing partnerships, entering new markets, and increasing customer value. It combines sales, marketing, negotiations, and contract management. Business development determines a company's growth strategy, where growth will come from, and the approach needed. Sales development formalizes how sales teams influence customers. The document provides definitions and discusses business development strategies like market penetration, product development, and acquisitions. It contrasts business development and sales development and how they intersect to drive revenue.
This presentation discusses how to establish a connection between innovation projects and business strategies. It examines common problems that arise from a disconnect, such as innovation projects not solving real problems or achieving expected cost savings. The presentation provides tips for structuring the project management process, including setting project themes aligned with business objectives, conducting business case analyses, and partnering with finance. It also addresses ensuring innovation fits the company's culture through considering the culture of urgency, risk-taking, and documentation. The goal is to strengthen existing cultural aspects and manage innovation based on organizational strengths.
This document discusses stakeholder management, which is one of the four building blocks of change management. It argues that stakeholder management should be the primary focus and backbone of any change management program. The document recommends conducting a stakeholder impact analysis workshop early on to identify all stakeholders and how they will be impacted. It also provides a simple 2x2 matrix for analyzing stakeholders based on their power and interest in the project, in order to determine the appropriate engagement strategy for each stakeholder group.
This white paper discusses developing an effective business strategy. It emphasizes that management must agree on how they will frame the strategy discussion, as different frames can lead to different assumptions. It also stresses the importance of agreeing on the business's "endgame" or long term goals. The paper provides a process for a strategy workshop, including analyzing internal capabilities and external opportunities/threats. It suggests tools for structuring these analyses and prioritizing the key issues identified. The overall goal is for management to answer questions about the business, their goals, why they will succeed, and how they will achieve and manage success.
This white paper discusses judgement support in decision making. It defines judgement support as providing managers a selection of suitable decisions to choose from for specific circumstances, rather than just providing information to assist in decision making. It argues that providing predefined choices of decisions can accelerate decision making while still maintaining quality. The paper also discusses how judgement support can be applied by providing employees clear parameters for decisions that impact costs and ensuring processes follow predetermined decision points.
This white paper discusses using visual pictures or diagrams to fully understand complex concepts and communicate them effectively. It argues that drawing a picture forces one to summarize their thinking in a static visual, demonstrating a deep understanding of the topic. The paper provides examples of diagrams created by the author to illustrate business strategy and architecture. It recommends starting with a detailed diagram, then summarizing the concepts into progressively smaller diagrams to fully internalize the information before being able to discuss it fluently.
1. The document discusses using surveys to measure and drive organizational change.
2. It emphasizes defining concepts clearly and breaking them into specific measurable parts to get useful insights from surveys.
3. An example survey on information quality is provided that measures completeness on a 8-point scale, showing both current and ideal positions to identify gaps where change is needed.
1) Leading large projects within a company can expose managers to inadequacies of senior leadership and the inner workings of the organization in a way that makes it difficult to return to their previous role.
2) When projects end, both managers and other staff involved may experience "mourning" over the loss of the intense project environment and camaraderie, making it important to help them transition back to regular roles.
3) Companies should plan new roles for managers exiting projects that build on skills gained and help staff feel recognized for their contributions to mitigate feelings of isolation that could reduce engagement.
The document provides guidance on how to prepare for and conduct a business process reengineering (BPR) workshop and program. It describes building context by mapping processes from a macro to micro level. The ideal process mapping captures details like roles, activities, costs, and technology used. During workshops, software should be used to model processes and capture all relevant details to allow for analysis of costs, staffing needs, and improvement opportunities. Analyzing costs and staffing requirements by processing paths allows prioritizing processes for reengineering to reduce costs.
This white paper discusses business outcome management, which focuses on the outcomes that companies want to achieve rather than just the initiatives and activities. It emphasizes linking initiatives to outcomes through a two-dimensional mind map. The mind map makes the relationships between initiatives and outcomes explicit and helps management teams establish a common purpose. The paper also describes a four-part workshop process used to develop a business outcomes roadmap by identifying the desired outcomes, current issues, sub-outcomes, and initiatives required to achieve the outcomes.
1) The SWOT analysis is commonly used but often results in vague statements that lack context and clear conclusions.
2) To improve the SWOT, it should be overlaid on the company's value chain to identify strengths, weaknesses, opportunities, and threats in each business process area.
3) This provides useful insights into where to apply strengths or address weaknesses, and allows for clear conclusions to be drawn from the analysis.
This document discusses the importance of entrepreneurs taking time to think deeply about their business problems and opportunities. The author's father advised taking baths at night to focus on one's own problems rather than those of one's employer. For internal entrepreneurs still working for a company, "bath time" means stepping back from daily tasks to reflect creatively on how their work contributes to the overall business and find new insights. The document urges internal entrepreneurs to clearly define how their ideas address primary issues, gain support, and market their ideas successfully within the company in order to make a big impact and potentially transition to being a self-employed entrepreneur.
- Managers leading transformational change projects need to be willing to be "politically incorrect" and unreasonable to fully realize the intended benefits of a project.
- Consultants often only deliver 80% of what is needed before the project budget runs out, focusing on tangible early deliverables rather than intangible late-stage work that provides real value.
- The project sponsor needs to push back and demand the full 100% be delivered, even as fatigue sets in, to avoid settling for an adequate rather than exceptional outcome. Being unwilling to compromise is critical to the project's success.
This white paper discusses the need to better link change management and risk management on projects. It argues that change managers are essentially risk managers as their primary role is to mitigate stakeholder-related risks. However, change management plans are often developed separately from risk registers and not aligned. The paper recommends replacing separate change management plans with a revised risk register that becomes the change management plan. This would ensure risk mitigation strategies and change management activities are better integrated and aligned to the project's goals.
- The client had a 200-page booklet full of KPIs that were mostly showing problems (red indicators), but nothing was being done to address the issues.
- The purpose of KPIs is to manage behavior - they should measure things that managers can actually change to influence behavior.
- KPIs need to be defined at a micro level so managers and staff understand specifically what needs to change in their behaviors to improve results. Broad KPIs like "increase sales" are not helpful without further definition.
This white paper discusses the phenomenon of "malicious compliance", where an employee follows their manager's instructions to the letter in a deliberately unhelpful or counterproductive way, usually due to past resentment over a reprimand. The paper provides an example of an IT worker who is embarrassed by a public telling-off and then only works strict 9-5 hours. It warns that malicious compliance can sabotage projects and advises managers to have empathetic discussions focusing on outcomes, give clear short instructions, and truly listen to disgruntled employees who may have valid technical concerns.
- The document discusses a change the author's wife implemented at home by moving the cutlery drawer from the top drawer to the second drawer down, which took him a week to accept.
- It then draws a parallel to change management at work, noting that for change to be sustainable, people have to want to change rather than just comply.
- The key is to engage the hearts and minds of employees by addressing what's in it for them and creating an environment where they believe things will improve as a result of the change.
1) The document discusses helping a colleague clarify his business ideas by drawing out the business processes and following the flow of money. This revealed flaws in the initial mental model and resolved blocks.
2) It notes managers are often reluctant to engage with business details, but that understanding processes, their relationships, and money flows is important for insights like gaps in revenue generation.
3) A sample process map is shown and explained to illustrate how understanding relationships between processes provides more value than individual maps. This level of detail is needed to properly design shared services and service level agreements.
The document discusses best practices for effective change management programs based on the author's experience with a successful change initiative at Mercedes Benz South Africa in the 1990s. Key lessons include dedicating sufficient funds, time, and leadership commitment to the change management program. An effective structure involves four levels: a steering committee, working committee, project teams including a dedicated communications team, and a program office. Change requires engaging stakeholders at both the organizational and individual level.
1) The document discusses the importance of properly aligning risk management plans at the tactical level with the strategic risk frameworks and risk appetite set at the senior management level.
2) It recommends that tactical risk plans start by confirming the company's culture and risk appetite, then identifying risks based on risk tolerances set, rather than starting with identifying risks.
3) Managing risks involves "protecting" the company through self-insuring, transferring risk, or reducing risks, with the approach determined by risk appetite and time horizon. Reducing risks is best done through relating risks to business processes and control points within processes.
This document provides a 7-step methodology for driving change within an organization. The steps include: 1) agreeing on the project plan, scope, and benefits; 2) establishing project governance through committees; 3) determining process metrics; 4) critiquing and improving processes, and installing refined process controls; 5) installing behavioral changes; and 6) driving behavioral change. The methodology emphasizes establishing metrics, quantifying benefits, and changing behaviors through measurements to successfully implement changes.
This white paper discusses the importance of perception in change management. It argues that perception is reality, and that a change manager's role is to shape individual and group perceptions of changes in a positive way. Specifically, it recommends that change managers: 1) Encourage individuals to replace broad, sweeping statements with specific complaints and concerns; 2) Introduce a common vocabulary or lexicon to promote shared understanding; and 3) Use scorecards to shift conversations from subjective perceptions to objective metrics and results. By managing how people express themselves, change managers can help shape more positive perceptions that facilitate change.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
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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.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
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On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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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.
Starting a business is like embarking on an unpredictable adventure. Itās 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? Letās explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creƫren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
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Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
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In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
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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.Ā
Best practices for project execution and deliveryCLIVE MINCHIN
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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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.
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