Problem Solving VS. Polarity Management: You need to know the difference!SAPICS .
Critical Thinking for Supply Chain Leaders - Polarity = An interdependence between two ends of a continuum where both ends represent opposites that NEED to exist to ensure the long-term success of an entity. Presentation compiled by Brian Atwater PhD, CPIM, Jonah & Paul Pittman PhD, CFPIM, CSCP, Jonah
A presentation by Robert A. Stahl, Educator, Author and S&OP Coach, R.A. Stahl Company, USA.
Delivered during the 38th annual SAPICS event for supply chain professionals in South Africa at Sun City, North West province.
S&OP has been around for a long time and remains one of the most prolific supply chain pursuits today. This is because it has gotten simpler and better, aligning human energy and helping companies manage through the increasing uncertainty of the 21st Century. Doing S&OP properly brings about bottom line benefits not before possible. Many, however, continue to misunderstand what it is about S&OP that makes it so powerful. Learn from this presentation how the benefits of S&OP do not come from doing what you do better, but from doing things differently to be better. For leadership, this creates an additional obstacle of discomfort that in their mind translates to risk. This requires an implementation approach that will mitigate that risk. Learn from the expert during this 3-hour workshop.
This is a webinar I hosted as part of BGSU’s Nexus4Africa series of thought leader sessions. The purpose of the session was to answer these three questions:
What are polarities?
How can you recognize them?
How you can leverage them to improve your own leadership?
The slides also contain a list of common leadership and organizational polarities that the webinar participants found especially helpful.
Finally I’ve included four case studies – one for each way you can identify you are dealing with a polarity:
1. Conflict;
2. Excitement;
3. Fears/Concerns; and,
4. Chronic Problems
Problem Solving VS. Polarity Management: You need to know the difference!SAPICS .
Critical Thinking for Supply Chain Leaders - Polarity = An interdependence between two ends of a continuum where both ends represent opposites that NEED to exist to ensure the long-term success of an entity. Presentation compiled by Brian Atwater PhD, CPIM, Jonah & Paul Pittman PhD, CFPIM, CSCP, Jonah
A presentation by Robert A. Stahl, Educator, Author and S&OP Coach, R.A. Stahl Company, USA.
Delivered during the 38th annual SAPICS event for supply chain professionals in South Africa at Sun City, North West province.
S&OP has been around for a long time and remains one of the most prolific supply chain pursuits today. This is because it has gotten simpler and better, aligning human energy and helping companies manage through the increasing uncertainty of the 21st Century. Doing S&OP properly brings about bottom line benefits not before possible. Many, however, continue to misunderstand what it is about S&OP that makes it so powerful. Learn from this presentation how the benefits of S&OP do not come from doing what you do better, but from doing things differently to be better. For leadership, this creates an additional obstacle of discomfort that in their mind translates to risk. This requires an implementation approach that will mitigate that risk. Learn from the expert during this 3-hour workshop.
This is a webinar I hosted as part of BGSU’s Nexus4Africa series of thought leader sessions. The purpose of the session was to answer these three questions:
What are polarities?
How can you recognize them?
How you can leverage them to improve your own leadership?
The slides also contain a list of common leadership and organizational polarities that the webinar participants found especially helpful.
Finally I’ve included four case studies – one for each way you can identify you are dealing with a polarity:
1. Conflict;
2. Excitement;
3. Fears/Concerns; and,
4. Chronic Problems
Mental models in action: How the knowledge of mental models can add value to ...thestoic
A presentation made to discuss about 3 basic mental models which drive business value in today's world. Appropriate examples from American as well as Indian companies are relevantly discussed
#EntAnon (Entrepreneurs Anonymous, www.entanon.com) workshop facilitated by Insights Ireland consultant Laurence Knell (@laurenceknell) at the Bank Of Ireland premises Grand Canal Square in #Dublin (@BoIStartups) 10 February 2016.
This presentation surveys one of the longest enduring debates in investment management: active vs. passive management. Expliciting and managing expectations from pension fund trustees and investment is the sensible route to take.
Only in Fairy Tales are Emperors Told that they are Naked - Orange PaperEdward Gould
Most organisations don’t do
project governance. Instead
conversations like this are
heard up and down the
corridors of our businesses:
“I don’t care what the report says. I don’t care you’re going
to deliver late with less functionality. Because that’s not
going to happen. You will be on time, and it will work. Now
stop wasting time in my o ce and go make it happen.”
12 months later the project is canned after being £45m
over budget, £165m spent and delivering zero benefi ts.
The implementation partner is kicked out and the senior
executives keep their jobs. No questions asked.
Of course it’s not always as harsh and bullish as the last
conversation. Equally harmful is the ‘nice’ conversation
that still pays total disregard to project governance:
“This project is pushed for time. The deadline is
very tight. The team is a little smaller than ideal, so
we’re going to have to work e ciently and hard.
But if we can pull together we can deliver this.”
The project delivers 35% late and the attrition rate of team
members in the project is 25%. And there are 101 other
examples - from a business case that doesn’t add up, to
an incapable delivery team, or huge risks not mitigated
or understood prior to project kick off . Up and down the
country projects are not governed, billions are wasted and
we’re all guilty of standing by and letting it happen.
Those organisations that think they do governance - don’t.
There’s a great quote by Warren Buff et which pinpoints what’s
really happening.
“In some mergers there are truly synergies – even though
often times the acquirer pays too much for them – but at
other times the cost and revenue bene ts that are projected
prove illusionary. Of one thing, however, be certain. If a
CEO is enthused about a particularly foolish acquisition,
both his internal sta and his outside advisors will come up
with whatever projections are needed to justify his stance.
Only in fairy tales are emperors told that they are naked.”
The APM advocate 11 facets
of project governance, but
Human Systems only 8.
Totally Optimised Projects
rack the number up to 26
whilst ITGovernance.co.uk
scale it down to only 6 and
the HM Treasury have one
more at 7. This di erence in
opinion only reverts us back
to the title of our section -
So what is governance?
Master Class Consultancy Fundamentals. Attendants: Young Professionals. Topics: Block, Schein, Drucker, Bazerman, Kubr, French & Raven, Novak, Quinn, Scheepers a.o.
Topic at hand: succession as well as personal branding.
presentation given to Stan Garfield's SIKM group on August 21, 2018
What Does Done Look Like is the story of my 15 years as Chief learning Officer @ETS especially regarding my role in the creation, generation, reuse, application, and management of knowledge in order to create value. The presentation is in the form of a set of adages and aphorisms that sum up respectively and orientation to these knowledge activities, the criticality of understanding the role of change in such activities, and some implications and examples.
Indo-Global Summit 2011
Date of Event: Nov 04 2011 - Nov 12 2011
INDO GLOBAL EDUCATION SUMMIT 2011 CURTAIN RAISER APRIL 26TH 2011
INDO GLOBAL EDUCATION SUMMIT 2011
CURTAIN RAISER
APRIL 26TH 2011
AT
GULMOHAR, INDIA HABITAT CENTRE NEW DELHI
Mental models in action: How the knowledge of mental models can add value to ...thestoic
A presentation made to discuss about 3 basic mental models which drive business value in today's world. Appropriate examples from American as well as Indian companies are relevantly discussed
#EntAnon (Entrepreneurs Anonymous, www.entanon.com) workshop facilitated by Insights Ireland consultant Laurence Knell (@laurenceknell) at the Bank Of Ireland premises Grand Canal Square in #Dublin (@BoIStartups) 10 February 2016.
This presentation surveys one of the longest enduring debates in investment management: active vs. passive management. Expliciting and managing expectations from pension fund trustees and investment is the sensible route to take.
Only in Fairy Tales are Emperors Told that they are Naked - Orange PaperEdward Gould
Most organisations don’t do
project governance. Instead
conversations like this are
heard up and down the
corridors of our businesses:
“I don’t care what the report says. I don’t care you’re going
to deliver late with less functionality. Because that’s not
going to happen. You will be on time, and it will work. Now
stop wasting time in my o ce and go make it happen.”
12 months later the project is canned after being £45m
over budget, £165m spent and delivering zero benefi ts.
The implementation partner is kicked out and the senior
executives keep their jobs. No questions asked.
Of course it’s not always as harsh and bullish as the last
conversation. Equally harmful is the ‘nice’ conversation
that still pays total disregard to project governance:
“This project is pushed for time. The deadline is
very tight. The team is a little smaller than ideal, so
we’re going to have to work e ciently and hard.
But if we can pull together we can deliver this.”
The project delivers 35% late and the attrition rate of team
members in the project is 25%. And there are 101 other
examples - from a business case that doesn’t add up, to
an incapable delivery team, or huge risks not mitigated
or understood prior to project kick off . Up and down the
country projects are not governed, billions are wasted and
we’re all guilty of standing by and letting it happen.
Those organisations that think they do governance - don’t.
There’s a great quote by Warren Buff et which pinpoints what’s
really happening.
“In some mergers there are truly synergies – even though
often times the acquirer pays too much for them – but at
other times the cost and revenue bene ts that are projected
prove illusionary. Of one thing, however, be certain. If a
CEO is enthused about a particularly foolish acquisition,
both his internal sta and his outside advisors will come up
with whatever projections are needed to justify his stance.
Only in fairy tales are emperors told that they are naked.”
The APM advocate 11 facets
of project governance, but
Human Systems only 8.
Totally Optimised Projects
rack the number up to 26
whilst ITGovernance.co.uk
scale it down to only 6 and
the HM Treasury have one
more at 7. This di erence in
opinion only reverts us back
to the title of our section -
So what is governance?
Master Class Consultancy Fundamentals. Attendants: Young Professionals. Topics: Block, Schein, Drucker, Bazerman, Kubr, French & Raven, Novak, Quinn, Scheepers a.o.
Topic at hand: succession as well as personal branding.
presentation given to Stan Garfield's SIKM group on August 21, 2018
What Does Done Look Like is the story of my 15 years as Chief learning Officer @ETS especially regarding my role in the creation, generation, reuse, application, and management of knowledge in order to create value. The presentation is in the form of a set of adages and aphorisms that sum up respectively and orientation to these knowledge activities, the criticality of understanding the role of change in such activities, and some implications and examples.
Indo-Global Summit 2011
Date of Event: Nov 04 2011 - Nov 12 2011
INDO GLOBAL EDUCATION SUMMIT 2011 CURTAIN RAISER APRIL 26TH 2011
INDO GLOBAL EDUCATION SUMMIT 2011
CURTAIN RAISER
APRIL 26TH 2011
AT
GULMOHAR, INDIA HABITAT CENTRE NEW DELHI
A talk given during the orientation program of MBA students of JBS, JIIT, 2007. Howeevre, the content is relevant for all postgraduate students and aspirants.
Beyond theory: Trials & tribulations in becoming a successful social businessFemke Goedhart
Session as delivered by Sasja Beerendonk & Femke Goedhart at ICONUK in London on September 12th 2014
Abstract: There is lots of theory about how to become a social business but what really does or doesn't work? We wanted to know and interviewed 32 companies in various stages of their journey to becoming a social business. Not just highlighting the big wins but also talking about the struggles and small successes that really made the difference.
Taking the experiences of 32 companies, we've created a Social Business journey scenario that can help you identify the successes and avoid the pitfalls in becoming a social business.
Jim Proce - Critical & Strategic Thinking - a workshop for community success!Jim Proce
Jim Proce has presented and taught this topic in multiple venues and agencies and provides modifications of this content specific to the organization needs, from a 1 hour staff overview, to a day long training event to a community level strategic planning effort. Critical thinking and strategic thing are required skills for success in organizations and this presentation provides the disucssion to lead to those successes. FOr more information contact jimproce@gmail.com
Organizational Learning through ModelingDaniel Hayden
This presentation focuses on Rare's, rareconservation.org, data-driven learning model. It shows that establishing clear processes, consistent data and a focus on measurable outcomes can lead to improved organizational learning even in highly variable systems.
Is It Worth It? Using A Business Value Model To Guide DecisionsKent McDonald
One trait of an effective business analyst is the ability to ask the right questions. One “right” question that applies to just about every projects can sometimes be difficult to ask, let alone answer: “Is it worth it?” This question is difficult to answer, because the answer will change as you proceed through the project and gain more knowledge about the purpose, considerations, costs, and benefits involved in a project.
In this session, we’ll explore a tool you can use to help organize the necessary information to answer the “is it worth it?” question on a regular basis. This interactive session will demonstrate how you can create a value model to make an initial decision about whether to pursue a project, and then utilize that model as your knowledge grows throughout the project to revisit the question and confirm whether the project is on the right course, or if changes need to be made.
Topics discussed during the session include:
Structuring your value model to make decisions about whether to do a project
How to deal with non-financial benefits in your Cost/Benefit discussion
Where measures such as NPV, ROI, TCO, IRR fit into the Cost/Benefit discussion.
The impact of timing of implementation on the Cost/Benefit discussion.
A presentation on Culture of Inquiry in a Boardroom that my colleague Sandra Hanmer and I made to the Ontario Association of Community Care Access Centres (OACCAC) conference - "Achieving Excellence Together" (June 2015).
Similar to SKK:"NIDP" NOTING INDUCED DECISION PROCESS (20)
The Guidelines on the Incident Response System (IRS) are issued by the
National Disaster Management Authority (NDMA) under Section 6 of the
DM Act, 2005 for effective, efficient and comprehensive management of
disasters in India. The vision is to minimize loss of life and property by
strengthening and standardising the disaster response mechanism in the
country.
Though India has been successfully managing disasters in the past,
there are still a number of shortcomings which need to be addressed. The
response today has to be far more comprehensive, effective, swift and well
planned based on a well conceived response mechanism.
Realisation of certain shortcomings in our response system and a desire
to address the critical gaps led the Government of India (GoI) to look at
the world’s best practices. The GoI found that the system evolved for firefighting
in California is very comprehensive and thus decided to adopt
Incident Command System (ICS).
In view of the provisions of the DM Act, 2005, NDMA felt that authoritative
Guidelines on the subject, with necessary modifications to suit the Indian
administrative setup, were essential. To meet this need, a core group of
experts was constituted and four regional consultation workshops were
conducted. It was ensured that representatives of the State Governments
and MHA participate and their views given due consideration. Training
Institutes like the LBSNAA, NIDM and various RTIs / ATIs along with National
core trainers also participated. The adaptation of ICS by other countries
was also examined. The draft prepared was again sent to all States, UTs and
their final comments were obtained and incorporated. A comprehensive set
of Guidelines has thus been prepared and is called the Incident Response
System (IRS)
India’s unique geoclimatic
conditions make it vulnerable to natural disasters
like flood, drought, cyclone, earthquake, and epidemics/pandemics (latest being
Influenza ‘A’ or H1N1) leading to sizable number of human casualties. To elucidate
the mass casualty potential of natural disasters in the last one decade, the Orissa
Super Cyclone (October 1999) caused more than 9,000 deaths; the Bhuj earthquake
(January 2001) resulted in 14,000 deaths while the Tsunami (December 2004)
accounted for the death of nearly 15,000 victims. The dimensions of modernization
and industrialization’s are manmade
disasters such as road/rail/air accidents, fire,
and stampede having also mass casualty potential; new dimension being Chemical,
Biological, Radiological and Nuclear (CBRN) disaster occurring accidentally or
caused by terrorism activities. The deaths due to manmade
disasters during the
period 2001–03 were nearly 12 times higher than those caused by natural calamities.
Consequently, disasters result in large number of deaths, both human and animal, in
a short span of time that place overwhelming stress on individuals, society and the
administration with an uncommon challenge of handling large numbers of survivors
seeking medical attention due to the effects of the hazard(s).
The preparation of national guidelines for various types of disasters, both natural and man-made
constitutes an important component of the mandate entrusted to the National Disaster Management Authority under the Disaster Management Act, 2005. In recent years, biological disasters including bio terrorism have assumed serious dimensions as they pose a greater threat to health, environment and national security. The risks and vulnerabilities of our food chain and agricultural sector to agroterrorism,
which involves the deliberate introduction of plant or animal pathogens with the intent of undermining
socio-economic stability, are increasingly being viewed as a potential economic threat. The spectre of
pandemics engulfing our subcontinent and beyond poses new challenges to the skills and capacities of the
government and society. Consequently, the formulation of the national guidelines on the entire gamut of
biological disasters has been one of our key thrust areas with a view to build our resilience to respond
effectively to such emerging threats.
The intent of these guidelines is to develop a holistic, coordinated, proactive and technology driven
strategy for management of biological disasters through a culture of prevention, mitigation and preparedness
to generate a prompt and effective response in the event of an emergency. The document contains
comprehensive guidelines for preparedness activities, biosafety and biosecurity measures, capacity
development, specialised health care and laboratory facilities, strengthening of the existing legislative/
regulatory framework, mental health support, response, rehabilitation and recovery, etc. It specifically
lays down the approach for implementation of the guidelines by the central ministries/departments, states,
districts and other stakeholders, in a time bound manner.
Sunil Kumar Kohli, Joint Secretary & Financial Adviser, National Disaster Management Authority (NDMA), & National Disaster Response Force (NDRF), Ministry of Home Affairs, New Delhi, India
SPECIAL ADDRESS: Examining the role supply chain best practices can play in disaster management
My talk at 2nd Annual LogiChem Asia 2011 conference was held on 18th, 19th and 20th May in Singapore.
This year there were 120 delegates and over 65 attendees from chemical manufacturers.
http://www.wbresearch.com/logichemasia/Presentations.aspx
Sunil Kumar Kohli, Joint Secretary & Financial Adviser, National Disaster Management Authority (NDMA), & National Disaster Response Force (NDRF), Ministry of Home Affairs, New Delhi, India
SPECIAL ADDRESS: Examining the role supply chain best practices can play in disaster management
My talk at Our 2nd Annual LogiChem Asia 2011 conference was held on 18th, 19th and 20th May in Singapore.
This year there were 120 delegates and over 65 attendees from chemical manufacturers.
http://www.wbresearch.com/logichemasia/Presentations.aspx
Indo-Global Summit 2011
Date of Event: Nov 04 2011 - Nov 12 2011
INDO GLOBAL EDUCATION SUMMIT 2011 CURTAIN RAISER APRIL 26TH 2011
INDO GLOBAL EDUCATION SUMMIT 2011
CURTAIN RAISER
APRIL 26TH 2011
AT
GULMOHAR, INDIA HABITAT CENTRE NEW DELHI
"India's National Disaster Management Authority's (NDMA) initiatives on safety and preparedness to combat CBRN emergencies"
By SUNIL KOHLI,IDAS,
JS& FA,
NDMA/NDRF
AT
CBRN-E Asia-Pacific International Conference
"Preparing for the Modern Threat"
11th & 12th April 2011 at
Grand Copthorne Waterfront Hotel, Singapore
SUNIL K KOHLI, IDAS AT "GOVERNANCE, RISK MANAGEMENT AND COMPLIANCE SUMMIT" MUMBAI 28-29 APRIL, 2011 GIVING INAUGURAL ADDRESS ON "MAINSTREAMING GRC INTO BUSINESS PROCESS"
Talk on topic “REBUILDING CORPORATE TRUST: THE ESSENTIAL ROLE OF IT GOVERNANCE” at the ISACA Singapore Chapter Annual Conference “TACS 2010” which was held on 11-12 November 2010 at the Hotel Novotel Singapore Clarke Quay with conference theme a "Creating Value in a Regulated World".
Optimising performance through C3I (coordination, collaboration, communication and integration) to ensure high financial performance levels
* Looking at the current situation - How do stakeholders work with each other?
* Can the collaboration be improved and how does it affect the process in driving high financial performance levels
* Exploring strategies on communicating KPIs to all levels; starting from below
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.