Sola palladium
•Download as PPTX, PDF•
0 likes•103 views
The document provides an overview of the Palladium's incoming global internship programme. It summarizes key metrics from January to April such as targets achieved for sales, global recruitment, and delivery. It identifies highlights like utilization of cycles and new recruitment induction, and lowlights like matching in Q1 and conversion ratio. The way forward outlines goals for the number of partners and sectors, member to exchange ratio, and conversion/delivery ratio. It lists key strategies like industry-based raising, innovation in matching, and member development. Finally, it describes aspects of member development for sales, global recruitment, and delivery functions.
Report
Share
Report
Share
Recommended
Imperium
The document compares sales, recruitment, and delivery targets versus actuals for April and May, showing significant improvement from 24% achievement in April to 80% achievement in May. Key performance indicators such as the number of learning/exchange partners, issues, and member satisfaction were also included, demonstrating progress toward organizational goals.
SOLA xecutive authority
This document summarizes the performance of an executive department in three areas: sales, global recruitment, and delivery. It provides metrics on the number of partners, sectors, and member to exchange ratios for May and a target for June. It identifies highlights like CEO programs and client relationships, and lowlights like conversion ratios and attendance. It outlines key strategies for the future like member development, industry coaching, and leadership training to improve performance goals.
The Emerson Suite - Advanced Corporate Coaching Methods
This document provides an overview of advanced corporate coaching methods. It discusses who the authors are, Mary Legakis Engel and Doug Emerson. It then covers key topics like market trends in business coaching, the four components of an effective business methodology, and how to measure real effectiveness and job clarity. The methodology section emphasizes starting with the client and understanding situational elements like people demands, organizational demands, and work processes. It also stresses defining measurable outputs to determine real effectiveness, like financial metrics, customer satisfaction metrics, and cultural transformation or innovation metrics. The document concludes with tips for advanced coaching mastery and contact information.
Enhancing the Senior Associate Role - BDI Final
This document discusses solutions to reduce attrition of tenured marketing associates. It found that 27% of marketing associates leave between 1-3 months, while 31% leave after 9+ months, due to lack of engagement. A proposed solution is a "TFA Series" which stands for "The Next Generation of TFA". It would provide monthly skill development courses to tenured marketing associates focused on areas like Excel, managing teams, client relationships and creating deliverables. This is aimed to improve understanding of career paths and resources, and ultimately reduce attrition rates and save on annual costs of attrition, estimated between $54,000 to $216,000 depending on the rate.
Sola esprit
This document summarizes the targets and achievements of an organization for raising, matching, and realizing student exchanges for the education sector over multiple months of 2022. It shows the organization met over half of its raising targets and over two-thirds of its realizing targets. Highlights included maintaining relationships with past clients and good client service. Areas for improvement included finding new raising opportunities beyond schools and increasing membership education and engagement. The way forward is to focus on one member facilitating one exchange per month, continue aggressive raising to aid matching, and conduct market research to expand raising avenues and clients.
TMP analysis KEYNOTE
- AIESEC in Slovakia exceeded its application and member recruitment goals for autumn 2014, receiving 154% of its application target and 98% of its member target.
- Most local committees exceeded their application goals, with the exception of Nitra, which reached only 82% of its target.
- The conversion rate from applications to members was 32%, suggesting the selection process focused more on quality than quantity of members.
- Factors like new experiences, contacts, and internationalism were most motivating for applicants, while leadership was least motivating. Interest in international projects was strongest.
- The campaign utilized re-branded posters and leaflets, social media, a new website, and enrollment presentations to
K^2 London Presentation: Agency Team Innovation - Craig Lister
This document outlines Reprise Media's team and approach to innovation. It discusses the team members in various roles and how the company uses proprietary tools, best-in-breed technology, discovery, and methodology to drive improvements across key performance indicators like CPA, CPC, CTR, conversions, and SOV. It also touches on empowering employees and collaboration as keys to taking the approach global.
LCP Story
This document appears to be a personal story or reflection from someone who served as the Local Committee President of AIESEC in Hyderabad in 2014. However, the document contains no actual content beyond the title "My Story" and the author's name and role. Therefore, no meaningful summary can be generated from the information provided.
Recommended
Imperium
The document compares sales, recruitment, and delivery targets versus actuals for April and May, showing significant improvement from 24% achievement in April to 80% achievement in May. Key performance indicators such as the number of learning/exchange partners, issues, and member satisfaction were also included, demonstrating progress toward organizational goals.
SOLA xecutive authority
This document summarizes the performance of an executive department in three areas: sales, global recruitment, and delivery. It provides metrics on the number of partners, sectors, and member to exchange ratios for May and a target for June. It identifies highlights like CEO programs and client relationships, and lowlights like conversion ratios and attendance. It outlines key strategies for the future like member development, industry coaching, and leadership training to improve performance goals.
The Emerson Suite - Advanced Corporate Coaching Methods
This document provides an overview of advanced corporate coaching methods. It discusses who the authors are, Mary Legakis Engel and Doug Emerson. It then covers key topics like market trends in business coaching, the four components of an effective business methodology, and how to measure real effectiveness and job clarity. The methodology section emphasizes starting with the client and understanding situational elements like people demands, organizational demands, and work processes. It also stresses defining measurable outputs to determine real effectiveness, like financial metrics, customer satisfaction metrics, and cultural transformation or innovation metrics. The document concludes with tips for advanced coaching mastery and contact information.
Enhancing the Senior Associate Role - BDI Final
This document discusses solutions to reduce attrition of tenured marketing associates. It found that 27% of marketing associates leave between 1-3 months, while 31% leave after 9+ months, due to lack of engagement. A proposed solution is a "TFA Series" which stands for "The Next Generation of TFA". It would provide monthly skill development courses to tenured marketing associates focused on areas like Excel, managing teams, client relationships and creating deliverables. This is aimed to improve understanding of career paths and resources, and ultimately reduce attrition rates and save on annual costs of attrition, estimated between $54,000 to $216,000 depending on the rate.
Sola esprit
This document summarizes the targets and achievements of an organization for raising, matching, and realizing student exchanges for the education sector over multiple months of 2022. It shows the organization met over half of its raising targets and over two-thirds of its realizing targets. Highlights included maintaining relationships with past clients and good client service. Areas for improvement included finding new raising opportunities beyond schools and increasing membership education and engagement. The way forward is to focus on one member facilitating one exchange per month, continue aggressive raising to aid matching, and conduct market research to expand raising avenues and clients.
TMP analysis KEYNOTE
- AIESEC in Slovakia exceeded its application and member recruitment goals for autumn 2014, receiving 154% of its application target and 98% of its member target.
- Most local committees exceeded their application goals, with the exception of Nitra, which reached only 82% of its target.
- The conversion rate from applications to members was 32%, suggesting the selection process focused more on quality than quantity of members.
- Factors like new experiences, contacts, and internationalism were most motivating for applicants, while leadership was least motivating. Interest in international projects was strongest.
- The campaign utilized re-branded posters and leaflets, social media, a new website, and enrollment presentations to
K^2 London Presentation: Agency Team Innovation - Craig Lister
This document outlines Reprise Media's team and approach to innovation. It discusses the team members in various roles and how the company uses proprietary tools, best-in-breed technology, discovery, and methodology to drive improvements across key performance indicators like CPA, CPC, CTR, conversions, and SOV. It also touches on empowering employees and collaboration as keys to taking the approach global.
LCP Story
This document appears to be a personal story or reflection from someone who served as the Local Committee President of AIESEC in Hyderabad in 2014. However, the document contains no actual content beyond the title "My Story" and the author's name and role. Therefore, no meaningful summary can be generated from the information provided.
Review ascent
This department review document evaluates performance against goals. It shows Ascent contributed 0% towards total organizational goals achieved. What worked well was the M-oGCDP program, management by objectives, and department culture. What didn't work as well was the iXP program and capitalizing on upselling and cross-selling opportunities. The way forward is to focus on upselling, improve the iXP program, and ensure all raised opportunities are matched by mid-May.
Agm iGIP
The document outlines the 2014 year plan for a global internship program led by three Vice Presidents. It aims to provide interns a holistic experience through focus areas of simplifying processes, empowering members, and ensuring relevance. The plan is divided into quarters with goals for client raising, matching interns to jobs, and retaining clients and members. Key actions include training, developing members, utilizing partnerships, and focusing on delivery management and engagement throughout the year.
Agm o gip
The document outlines the vision, mission, focus areas, and key innovations for the Trajectory Outgoing Global Internship Program. The vision is to deliver life-changing experiences to empower Indians globally and enhance perceptions of Indians. The mission is to deliver 35 impactful experiences. Focus areas include delivery processes, membership and leadership development, and external branding. Key innovations include programs to increase member exchanges and net promoter scores. The document also provides quarterly targets and action steps for recruiting and matching interns as well as the department operational structure.
Treadstone updates
The quarter 2 update provides information on several initiatives:
Nexus focused on 21st century leadership with partnerships formed for its youth event involving fundraising and venue negotiations. BDT signed an MOU with My Choices and discussed partnerships with multiple organizations. Genesis signed an HRDS MOU and discussed additional potential partners. The report also lists appointments being scheduled at various companies for job placements through the T vs A program.
SOLA trajectory
The document summarizes the performance and goals of an organization's Membership and Outreach (MoS) division in the first quarter. Key points:
1. The MoS division overachieved its January targets and secured second position for a major campaign. Delivery of some sub-products grew 300% year-over-year.
2. Goals for the second quarter include increasing raises, matches, and realizes while growing some sub-product deliveries by 70%. Maintaining a member to exchange ratio of 2:1 is also a target.
3. Strategies to achieve the goals include capitalizing on existing membership pools, developing country-specific case studies, and implementing reverse raising and sub-product
Agm'14 i gip et discharge report
This document provides a discharge report for the 2013 Incoming Global Internship Program (iGIP) Education Sector. It summarizes key targets and achievements, including generating over 4.5 lacs in revenue and being the top performing sector nationally in terms of ET contribution. While strong visibility and a growing client base were achieved, areas of non-achievement included market expansion, receivables tracking, and consistency in performance. The report was authored by Vice Presidents Alladi Ruthvik and Namrata Adsul of AIESEC Hyderabad, India.
Function sola
This document discusses key performance indicators for AIESEC in Hyderabad across several areas in Q2 including contribution to sales, media engagement, collaborations and alliances, ELD support activities, online activities, branding, and more. It also discusses metrics for international and local projects, growth percentages, NPS and RR scores, financial sustainability, talent capacity, and pilot projects. The document aims to evaluate AIESEC Hyderabad's performance and measure success across these areas in Q2.
Sola palladium
The document provides an overview of the Palladium's incoming global internship programme. It summarizes key metrics from January to April such as targets achieved for sales, global recruitment, and delivery. It identifies highlights like utilization of cycles and new recruitment induction, and lowlights like matching in Q1 and conversion ratio. The way forward outlines goals for the number of partners and sectors, member to exchange ratio, and conversion/delivery ratio. It lists key strategies like industry-based raising, innovation in matching, and member development. Finally, it describes aspects of member development for sales, global recruitment, and delivery functions.
The esprit updates
Esprit's quarter 2 sales update lists 5 schools that purchased Esprit, with positive sales from Amity Global and Akshara International Schools. Global recruitment met targets for Oakridge and was positive for Peoples Career, MNR, and Samashti. Delivery targets were achieved or exceeded for MNR, Oakridge, and First Academy in April and May. Overall, April sales and global recruitment were below targets while May sales were below but delivery exceeded targets.
LC SONA
The document summarizes the state of various national student associations in India from January to April 2014. It provides statistics on the number of candidates placed through different associations and their national rankings. While some associations have sustained their positions, growth has been slow overall. The document recommends implementing strategies to simplify processes and empower local committees to help associations move up in the rankings. The goal is for all associations to be within the top 100 nationally by the end of the year.
Agm expansions
The document outlines the action plan and goals for AIESEC Hyderabad for the years 2014-2015. The mission is to support AIESEC Hyderabad financially and provide 50 holistic leadership experiences. The focus areas are membership development, training, and coaching visits. The plan details the targeted number of Outgoing and Incoming Global Cultural Development Projects (GCDPs), Outgoing and Incoming Global Internship Projects (GIPs), and other activities quarterly for AIESEC branches in Vijayawada, Warangal, and Coimbatore. The goals include expanding membership, providing training, conducting coaching visits, and increasing the number of projects and experiences offered each quarter.
Agm 2013 o gcdp
This document outlines the plans and targets for AIESEC Hyderabad's Outgoing Exchange – Global Community Development Program for 2013-2014. The vision is to provide leadership opportunities through international internships. The mission is to deliver 150 experiences to diverse students through 5 university partners. Targets are to raise 195 applications, match 170 students with positions, and realize 150 internships. Quarterly targets are outlined for raising applications and matching and realizing internships. Focus areas include university relationships, experiential delivery, and innovations. Action steps include online promotions, partnerships, and ensuring delivery rates. The document closes with synergies across AIESEC departments and growth comparisons to prior years.
The origin
The document provides a quarterly update from April 1st to May 31st. It includes updates such as the release of an online registration newsletter, a report on a Matching Mania event, and two global recruitment efforts through an iGIP brochure in April. In May, updates included the release of videos for oGCDP and AIESEC Hyderabad, four new country partnerships, a five day Matching Mania event, a brand launch detailed in a newsletter, completing SOPs for an FRRO office, a finance newsletter, and two CIM webinars on finance and sales topics.
Lcp ppt 2014
This document provides a discharge report from the local committee of AIESEC in Hyderabad for 2013-2014. It summarizes the committee's vision, executive board structure, program targets, focus areas, and innovations. The vision was "Sustaining Success across Programs, Functions & Operations." The executive board structure and program targets for the year are outlined. Key focus areas included out going exchange programs, iGIP marketing and external visibility. Several innovations were attempted but some were not fully implemented such as opportunity selling and standardized feedback forms.
Key knowledge, skills and behaviours required by Learning and Development Pro...
Key knowledge, skills and behaviours required by Learning and Development Pro...Learning and Development Freelancer
You want to be a Learning and Development Professional? Find out what knowledge, skills and behaviours you needs to adopt to be really good at it. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.Palladium
The document reports on key performance metrics for The Palladium over two quarters, including targets and achievements for raises, matches, and realizations. Overall performance was below targets, with raises achieved at 51.4% of target and an average member to exchange ratio of 0.8. It identifies strengths like new programs and training initiatives, but also areas to improve like member productivity and retention. The way forward focuses on increasing institutional relationships, raising funds according to those relationships, better product packaging, and opportunity-based promotions.
CGI Voice of the Client Telecoms Industry IT Trends for 2015
CGI Voice of the Client Analysis for 2015 in the Global Telecommunications Industry. Includes IT trends analysis and business implications. Key topics for 2015: IT Modernization, Digital Transformation, Customer Experience, Omni-channel strategies, and Outsourcing.
Monthly review functional february
The document provides monthly reports from various departments of an organization in February 2014. Communications focused on marketing campaigns and educating networks. Finance delivered a conference and drafted a financial model. PR prepared for conferences and invited speakers. External Relations managed career events and product development. Overall factors that influenced performance included conferences, workload, and short time periods between projects. Key priorities for March included additional campaigns, conferences, and developing leadership programs with time constraints noted as challenges.
SOLA AIESEC in Ahmedabad
- The LC's bank balance as of August 5th, 2013 was Rs. 82,731 with total outstanding income of Rs. 60,500 and expenses of Rs. 1,07,500.
- Department-wise contributions were proposed for debt repayment, with oGCDP contributing the most at Rs. 13,3200.
- Recovery rates for raises were below 50-80% across departments, indicating financial processes needed improvement.
- While basic financial processes were implemented, recovery was not optimal due to lack of awareness and efficient policy implementation. The bank balance could only cover around 70% of income owed.
iGCDP
The document contains information about two Vice Presidents at iGCDP - Athira Menon and Sanjula Mansingh. It provides details about their roles and responsibilities, focus areas, projects, key performance indicators, and quarterly targets. Athira Menon is the Vice President of Pilot Projects and Local Markets focusing on Manipal and Udupi, while Sanjula Mansingh is the Vice President of External Markets. Both Vice Presidents are responsible for raising, matching, and realizing exchange programs as well as developing partnerships, members, clients, and ensuring quality experiences.
Emerging Trends in Channel Incentive Programs
CCI’s SVP of Sales and Marketing Steven Kellam was joined by PartnerPath’s CEO Diane Krakora to present the recently released 2015 Channel Incentive Benchmark Study. They delved into the results of the study and its relevancy to channel vendor programs in the software, hardware, and telecommunications industries.
More Related Content
Viewers also liked
Review ascent
This department review document evaluates performance against goals. It shows Ascent contributed 0% towards total organizational goals achieved. What worked well was the M-oGCDP program, management by objectives, and department culture. What didn't work as well was the iXP program and capitalizing on upselling and cross-selling opportunities. The way forward is to focus on upselling, improve the iXP program, and ensure all raised opportunities are matched by mid-May.
Agm iGIP
The document outlines the 2014 year plan for a global internship program led by three Vice Presidents. It aims to provide interns a holistic experience through focus areas of simplifying processes, empowering members, and ensuring relevance. The plan is divided into quarters with goals for client raising, matching interns to jobs, and retaining clients and members. Key actions include training, developing members, utilizing partnerships, and focusing on delivery management and engagement throughout the year.
Agm o gip
The document outlines the vision, mission, focus areas, and key innovations for the Trajectory Outgoing Global Internship Program. The vision is to deliver life-changing experiences to empower Indians globally and enhance perceptions of Indians. The mission is to deliver 35 impactful experiences. Focus areas include delivery processes, membership and leadership development, and external branding. Key innovations include programs to increase member exchanges and net promoter scores. The document also provides quarterly targets and action steps for recruiting and matching interns as well as the department operational structure.
Treadstone updates
The quarter 2 update provides information on several initiatives:
Nexus focused on 21st century leadership with partnerships formed for its youth event involving fundraising and venue negotiations. BDT signed an MOU with My Choices and discussed partnerships with multiple organizations. Genesis signed an HRDS MOU and discussed additional potential partners. The report also lists appointments being scheduled at various companies for job placements through the T vs A program.
SOLA trajectory
The document summarizes the performance and goals of an organization's Membership and Outreach (MoS) division in the first quarter. Key points:
1. The MoS division overachieved its January targets and secured second position for a major campaign. Delivery of some sub-products grew 300% year-over-year.
2. Goals for the second quarter include increasing raises, matches, and realizes while growing some sub-product deliveries by 70%. Maintaining a member to exchange ratio of 2:1 is also a target.
3. Strategies to achieve the goals include capitalizing on existing membership pools, developing country-specific case studies, and implementing reverse raising and sub-product
Agm'14 i gip et discharge report
This document provides a discharge report for the 2013 Incoming Global Internship Program (iGIP) Education Sector. It summarizes key targets and achievements, including generating over 4.5 lacs in revenue and being the top performing sector nationally in terms of ET contribution. While strong visibility and a growing client base were achieved, areas of non-achievement included market expansion, receivables tracking, and consistency in performance. The report was authored by Vice Presidents Alladi Ruthvik and Namrata Adsul of AIESEC Hyderabad, India.
Function sola
This document discusses key performance indicators for AIESEC in Hyderabad across several areas in Q2 including contribution to sales, media engagement, collaborations and alliances, ELD support activities, online activities, branding, and more. It also discusses metrics for international and local projects, growth percentages, NPS and RR scores, financial sustainability, talent capacity, and pilot projects. The document aims to evaluate AIESEC Hyderabad's performance and measure success across these areas in Q2.
Sola palladium
The document provides an overview of the Palladium's incoming global internship programme. It summarizes key metrics from January to April such as targets achieved for sales, global recruitment, and delivery. It identifies highlights like utilization of cycles and new recruitment induction, and lowlights like matching in Q1 and conversion ratio. The way forward outlines goals for the number of partners and sectors, member to exchange ratio, and conversion/delivery ratio. It lists key strategies like industry-based raising, innovation in matching, and member development. Finally, it describes aspects of member development for sales, global recruitment, and delivery functions.
The esprit updates
Esprit's quarter 2 sales update lists 5 schools that purchased Esprit, with positive sales from Amity Global and Akshara International Schools. Global recruitment met targets for Oakridge and was positive for Peoples Career, MNR, and Samashti. Delivery targets were achieved or exceeded for MNR, Oakridge, and First Academy in April and May. Overall, April sales and global recruitment were below targets while May sales were below but delivery exceeded targets.
LC SONA
The document summarizes the state of various national student associations in India from January to April 2014. It provides statistics on the number of candidates placed through different associations and their national rankings. While some associations have sustained their positions, growth has been slow overall. The document recommends implementing strategies to simplify processes and empower local committees to help associations move up in the rankings. The goal is for all associations to be within the top 100 nationally by the end of the year.
Agm expansions
The document outlines the action plan and goals for AIESEC Hyderabad for the years 2014-2015. The mission is to support AIESEC Hyderabad financially and provide 50 holistic leadership experiences. The focus areas are membership development, training, and coaching visits. The plan details the targeted number of Outgoing and Incoming Global Cultural Development Projects (GCDPs), Outgoing and Incoming Global Internship Projects (GIPs), and other activities quarterly for AIESEC branches in Vijayawada, Warangal, and Coimbatore. The goals include expanding membership, providing training, conducting coaching visits, and increasing the number of projects and experiences offered each quarter.
Agm 2013 o gcdp
This document outlines the plans and targets for AIESEC Hyderabad's Outgoing Exchange – Global Community Development Program for 2013-2014. The vision is to provide leadership opportunities through international internships. The mission is to deliver 150 experiences to diverse students through 5 university partners. Targets are to raise 195 applications, match 170 students with positions, and realize 150 internships. Quarterly targets are outlined for raising applications and matching and realizing internships. Focus areas include university relationships, experiential delivery, and innovations. Action steps include online promotions, partnerships, and ensuring delivery rates. The document closes with synergies across AIESEC departments and growth comparisons to prior years.
The origin
The document provides a quarterly update from April 1st to May 31st. It includes updates such as the release of an online registration newsletter, a report on a Matching Mania event, and two global recruitment efforts through an iGIP brochure in April. In May, updates included the release of videos for oGCDP and AIESEC Hyderabad, four new country partnerships, a five day Matching Mania event, a brand launch detailed in a newsletter, completing SOPs for an FRRO office, a finance newsletter, and two CIM webinars on finance and sales topics.
Lcp ppt 2014
This document provides a discharge report from the local committee of AIESEC in Hyderabad for 2013-2014. It summarizes the committee's vision, executive board structure, program targets, focus areas, and innovations. The vision was "Sustaining Success across Programs, Functions & Operations." The executive board structure and program targets for the year are outlined. Key focus areas included out going exchange programs, iGIP marketing and external visibility. Several innovations were attempted but some were not fully implemented such as opportunity selling and standardized feedback forms.
Viewers also liked (14)
Similar to Sola palladium
Key knowledge, skills and behaviours required by Learning and Development Pro...
Key knowledge, skills and behaviours required by Learning and Development Pro...Learning and Development Freelancer
You want to be a Learning and Development Professional? Find out what knowledge, skills and behaviours you needs to adopt to be really good at it. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.Palladium
The document reports on key performance metrics for The Palladium over two quarters, including targets and achievements for raises, matches, and realizations. Overall performance was below targets, with raises achieved at 51.4% of target and an average member to exchange ratio of 0.8. It identifies strengths like new programs and training initiatives, but also areas to improve like member productivity and retention. The way forward focuses on increasing institutional relationships, raising funds according to those relationships, better product packaging, and opportunity-based promotions.
CGI Voice of the Client Telecoms Industry IT Trends for 2015
CGI Voice of the Client Analysis for 2015 in the Global Telecommunications Industry. Includes IT trends analysis and business implications. Key topics for 2015: IT Modernization, Digital Transformation, Customer Experience, Omni-channel strategies, and Outsourcing.
Monthly review functional february
The document provides monthly reports from various departments of an organization in February 2014. Communications focused on marketing campaigns and educating networks. Finance delivered a conference and drafted a financial model. PR prepared for conferences and invited speakers. External Relations managed career events and product development. Overall factors that influenced performance included conferences, workload, and short time periods between projects. Key priorities for March included additional campaigns, conferences, and developing leadership programs with time constraints noted as challenges.
SOLA AIESEC in Ahmedabad
- The LC's bank balance as of August 5th, 2013 was Rs. 82,731 with total outstanding income of Rs. 60,500 and expenses of Rs. 1,07,500.
- Department-wise contributions were proposed for debt repayment, with oGCDP contributing the most at Rs. 13,3200.
- Recovery rates for raises were below 50-80% across departments, indicating financial processes needed improvement.
- While basic financial processes were implemented, recovery was not optimal due to lack of awareness and efficient policy implementation. The bank balance could only cover around 70% of income owed.
iGCDP
The document contains information about two Vice Presidents at iGCDP - Athira Menon and Sanjula Mansingh. It provides details about their roles and responsibilities, focus areas, projects, key performance indicators, and quarterly targets. Athira Menon is the Vice President of Pilot Projects and Local Markets focusing on Manipal and Udupi, while Sanjula Mansingh is the Vice President of External Markets. Both Vice Presidents are responsible for raising, matching, and realizing exchange programs as well as developing partnerships, members, clients, and ensuring quality experiences.
Emerging Trends in Channel Incentive Programs
CCI’s SVP of Sales and Marketing Steven Kellam was joined by PartnerPath’s CEO Diane Krakora to present the recently released 2015 Channel Incentive Benchmark Study. They delved into the results of the study and its relevancy to channel vendor programs in the software, hardware, and telecommunications industries.
Chapter Benchmarking Report: What the Data, Success Stories & Opinions Tell Us
This document contains information from a presentation about benchmarking chapter performance. It includes data on how chapters operate, their activities, membership, and performance metrics. Some key findings are that most chapters track member count and events, two-thirds require affiliation agreements, and networking and education are top programs. Performance tracking has increased, with more chapters measuring retention, recruitment, and participation. The presentation discusses using data to demonstrate chapter value and alignment. It provides examples of chapters that have increased engagement through metrics like number of events and differentiated programming.
Q3 functional report
The functional quarterly report provides results and updates from various departments including External Relations, Finance, Organizational Development, and Public Relations for Q3 2013.
In External Relations, key achievements were the BoP Career Days and AIESEC week delivery standards work. Non-achievements included the new Career Days logging system and EuroXPro sales. Strategies for Q4 include the Career Days Autumn realization and debt collection of at least 85%.
Finance reports progress on the external audit case and preparation for the Financial Model project. The audit of financial statements from 2011/2012 was not completed. Key strategies for Q4 include finishing the external audit and starting work on the Financial Model.
Organizational
October l cong sola
This document provides a summary of the state of various projects within the State of Local Affairs (SOLA) organization over the last 10 months and proposes ways to move forward. It finds that most projects did not meet ideal targets for raises, matches, and realizations due to lack of proper tools, sales knowledge, focus on international relations, and experience given. Key activities proposed to address the gaps include regular tapping of the market, using case studies to build credibility, proper use of CRM tools, showcasing clients, and educating members. Timelines provided are between November and December to focus on raising drives, CRM, international relations, and sub-product knowledge.
AIESEC MU OGX National Awards July 2012
In the first six months of 2012, AIESEC Melbourne achieved extraordinary growth in its Global Citizen Development Program (GCDP), with the highest numbers of applications, raises, matches, and realizations in the local committee's history. New initiatives like regional team structures, a winter GCDP campaign, and a Facebook campaign helped drive this growth. The document focuses on the quantitative successes of the GCDP in the first half of 2012 and new approaches taken to improve the program.
2019 CEX Presentation
The Association Component Exchange (CEX) is the only conference designed exclusively for component relations professionals (CRPs).
It's no secret that there's currently a gap in education for associations that operate in a component model. So Billhighway and Mariner Management came together to build a community and connect component-based organizations and component relations professionals (CRPs). This manifested itself in CEX. CEX is a learning community where you get together with peers to share your successes, struggles, strategies, tactics, ideas, and insights.
B2B-Lead-Generation-Report
The document is a lead generation trend report that provides findings from a survey of over 600 B2B marketing professionals. Some key findings include:
1. Increasing lead quality is the top priority for most marketers, followed by increasing lead volume, reflecting a trend toward quality over quantity.
2. Generating high quality leads and lack of resources are the biggest challenges and barriers to success.
3. Events and conferences have seen a resurgence as the most effective lead generation tactic.
4. Most marketers measure ROI using lead volume but are unable to determine the conversion rate of leads to closed deals.
How to collaborate digitally with your partners?
1. How working from home can be an opportunity to get to know your business partners better
2. Channel Sales evolution and best practices
3. Which tools you can use for digital partner collaboration
Functional reports may 2014
This document provides monthly reports from various departments of AIESEC Poland for April 2014.
The Communications department focused on marketing campaigns for Global Citizen and Global Talents programs which led to increased applications. Key results included over 300 GC applicants and 220 GT applicants. There was also growth in social media followers.
The Organizational Development department held a successful CEED training in Japan and prepared for leadership transitions. Priorities included coaching, sustainability initiatives, and ensuring coherence across levels of the organization.
The External Relations department delivered major events like EuroXPro and career fairs. Revenue targets were close to or above plan.
The PR department supported major events and was focused on individual transitions.
The Finance
Monthly functional report january
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and balancing multiple responsibilities. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
Monthly functional report january
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and integrating new strategies. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
Coffee with Cornerstone: How to Deliver Training to Franchisees and Dealers
You know that educating your network of franchises, dealers, and partners is critical to your organization's success, but how can you best deliver training to an external audience?
Grab a coffee and join Cornerstone for a discussion and demonstration of some of the latest trends in franchisee and dealer training.
During the webinar, you'll see how you can:
• Deliver training content to franchisees and dealers
• Measure the impact of your training programs
• Generate revenue from training courses
Diageo Prestige Brands Q3 Report V1 (1).pptx
Prestige brands led category spends in Q3, with 71% of total spends. Spends shifted from TV to digital post India vs Australia cricket series. McDowell's No.1 brand performed well, maintaining high brand equity scores with spends on TV, social media, and OTT platforms. Key recommendations include increasing vernacular content in non-metro areas, leveraging celebrity associations, and running occasion-led campaigns to boost community engagement.
Similar to Sola palladium (20)
Key knowledge, skills and behaviours required by Learning and Development Pro...
Key knowledge, skills and behaviours required by Learning and Development Pro...
CGI Voice of the Client Telecoms Industry IT Trends for 2015
CGI Voice of the Client Telecoms Industry IT Trends for 2015
Chapter Benchmarking Report: What the Data, Success Stories & Opinions Tell Us
Chapter Benchmarking Report: What the Data, Success Stories & Opinions Tell Us
Coffee with Cornerstone: How to Deliver Training to Franchisees and Dealers
Coffee with Cornerstone: How to Deliver Training to Franchisees and Dealers
More from ajayakhnoor
Palladium
Sales targets were achieved in April and May with raises at Silver Cloud and placements at ESCI-2, Sterling, and Appshark. Global recruitment saw placements at Silver Cloud, Mahindra Namaste, and ISSTM. Targets were also met for global recruitment in February through May. Matches need to be added to the system, positive matches need to be converted, and new matching strategies implemented as the team works towards their JNC goal. The Alpha Eagles team is recognized for achieving their targets.
Trajectory
Three interviews were conducted and one candidate will be recruited soon. Three employment positions (EPs) were matched including one for digital marketing in the US paying $2000, one for teaching in Mexico, and one for teaching in Brazil. Two of the positions were realized with candidates going to Brazil and Hong Kong to start their new jobs.
The millennials
This document provides updates on activities from April 1st to May 31st related to Millennials. In April, there were updates on HTC, a link, oGIP IS, JAM, and showcasing impact on social media. In May, updates included a NEXUS press conference, 4 print media appearances, a beach house partnership, another link, Best Travelled.com, delivering JAM, showcasing impact on social media platforms and blogs, delivering Triegg, strong social media, iGIP leads, and SNIST UR.
The hobbits
The document compares sales, global recruitment, and delivered promises targets versus actuals for April and May. In April, 12% of targets were achieved overall, while 84% of targets were achieved in May. Additional metrics provided include the number of learning and exchange partners, issues encountered, member to exchange ratio, and net promoter score.
Sona
- The document discusses supply and demand analysis for various universities and colleges in India. It provides statistics on the number of students (S) and trainees (TNs) for different locations.
- The top countries with available TNs are Turkey, Poland, Greece, Mexico, and the Czech Republic. The top backgrounds for TNs are international marketing, linguistics, and training and development.
- Various metrics are provided like relative growth rates, absolute growth, national standing, and net promoter scores for comparing the performance of different universities over time. Regions with high demand are identified along with strategies for capitalizing on available international trainee pools.
Finance
The document provides updates on various initiatives including Nexus, LC Day, recon programs, webinars on finance, and establishing a local support group. It outlines future plans such as focusing on receivables, portfolio investments, alumni engagement, and revising financial policies. The document also includes a brief statement of financial affairs showing bank balances, fixed deposits, and an updated tally of finances through May 24th.
Ascent
The HR global placement program for the second quarter achieved most but not all of its targets. It placed 30 people as targeted but fell short of targets for diversity and member to exchange ratio, achieving 28 and 6 versus targets of 50 and 10. Key measures of success were establishing 3 international exchange programs, maintaining a diversity score of 4, and achieving a high member satisfaction score of +59 on the Net Promoter Score.
Xecutive authority
Sales increased in April and May with 7 new clients added in April and 14 added in May, although targets were not fully achieved. One person was recruited for Country Inn & Suites in April and one for Innopark. In May, one person was hired for ITC Kakatiya Hotel and interviews were scheduled for two positions at Taj Falaknuma Palace and one at VIFL. Interviews remained to be scheduled for two positions at Pioneer Telecom Services and two at Innopark.
Lc day finances
The document outlines the income and expenses for LC Day finances. The sole source of income was Rs. 216,000 from del fees collected at Rs. 135 per student for 1600 students. Expenses totaled Rs. 216,000 and included items like beverages, balloons, chart papers, cold drinks, stationery, glasses, t-shirts, and chair expenses. The total income and expenses balanced at Rs. 216,000.
Job description
This job description outlines the responsibilities of a member on an F1 team, also known as a finance coordinator. Their key responsibilities include documenting and filing contracts, policies, agreements, reports, certificates, invoices, receipts, and vouchers. They also assist with budgeting, forecasting, bookkeeping, accounting, finance education, learning and development webinars. Additional duties are assisting the VP of finance with letter of credit administration, managing bank resources and receivables, tracking marketing campaigns, and conducting audits and reconciliations.
State of financial affairs
This document summarizes the state of financial affairs as of May 17th, 2014. It outlines receivables totaling over 5 lakhs from various clients and projects. Payments made in the period are also listed totaling over 1 lakh. Planned future investments and expenses are provided including office renovations and upcoming events. Miscellaneous updates on bank balances, fixed deposits and an appreciation for recent large receipts are also included.
The Fraternity
Talent management updates include: inducting new associate members to contribute to campus projects with job descriptions defined by talent management team leads; mid-quarter audits being released for the MLM department; a matching workshop conducted for the oGCDP department; a team minimum session delivered for the MLM of marketing; and talent leads working on educational videos.
The Origin
A new department was announced. Chinmaiy recorded a video for an EP that is now matched. Sanith and Yashwanth designed posters for an event called Matching Mania. The posters will feature a standard intern named Hiran. Yashwanth and Harsha Varma are creating a video about why interns should come to Hyderabad. Upcoming plans include standardizing the FRRO process with Saif's help, publishing intern case studies, and another Matching Mania event.
Matching workshop
The document discusses matching different employees (EPs and TNs) based on their traits and country specifications. It lists the traits of 3 EPs and 2 TNs - the EPs vary in their personalities and whether they have specific country preferences, while the TNs differ in manager support and flexibility. The document encourages being innovative in matching, discussing options like AFT, DAAL files, supply and demand, and social media matching. It suggests international relations could be the most fruitful approach and encourages catching them all.
Sola treadstone
The document summarizes the status of various metrics and goals for The Treadstone organization. It indicates that 29% of fundraising targets have been achieved to date. While some board appointments and structure have been implemented, client retention activities and receivables are still pending. The document outlines goals to increase fundraising and sort the board of advisors by a upcoming meeting. Key strategies proposed include training sessions, increasing sales volume, and incorporating innovation. An implementation timeline is provided targeting fundraising, event, and youth event funding goals by the end of the second quarter. Areas of strength for the organization are noted as networking, sales skills, emotional intelligence, and trend analysis.
Function sola
This document discusses key performance indicators for AIESEC in Hyderabad across several areas in Q2 including contribution to sales, media engagement, collaborations and alliances, ELD support activities, online activities, branding, and more. It also discusses metrics for international and local programs delivered, growth percentages, NPS and RR scores, financial sustainability, talent capacity, and pilot projects. The document aims to evaluate AIESEC Hyderabad's performance and measure success against objectives for the given quarter and year.
Cim april lc day
The document summarizes the activities and accomplishments of MoS including network branding, corporate communication, developing and using IM tools. It highlights deliverables such as brochures and booklets. It also notes some areas that did not work out such as fully delivering on some partnerships. It proposes focusing on project implementation, internal branding, and LEC going forward to further develop competencies around global mindset and proactive learning.
Tm sola
This document discusses a fraternity and highlights several areas including talent capacity, program delivery, recruitment quality, and an associate membership project. It notes things that did not work well such as the local education cycle, retention, and tracking mechanisms. The way forward includes implementing effective tracking mechanisms, operational training, and the local education cycle. The document also mentions competencies developed like a global mindset, entrepreneurial outlook, and emotional intelligence.
Vistaar
This document summarizes an organization's performance over a period of time. It achieved 2 out of a target of 5 OGX and 0 out of a target of 5 ICX. Highlights included selecting new leadership, raising funds, delivering events and webinars, and conducting recruitment and training. Areas for improvement included an unsuccessful campaign and lack of parental support. The way forward includes goals of membership growth and exchange realizations through targeted strategies like regular matching events, trainings, and expansion visits over the next month.
The millennials
The document summarizes recruitment efforts and outreach activities, noting the number of applicants, media appearances, external partners, and online engagement. It highlights successful initiatives like partnerships, recruitment events, and training programs. Areas for improvement include expanding recruitment, strengthening external partnerships, and increasing media coverage. The way forward involves setting goals around events, promotions, and showcasing impacts while focusing on media partnerships, external partnerships, and student outreach.
More from ajayakhnoor (20)
Recently uploaded
Dandelion Hashtable: beyond billion requests per second on a commodity server
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
Taking AI to the Next Level in Manufacturing.pdf
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
Monitoring and Managing Anomaly Detection on OpenShift.pdf
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
GNSS spoofing via SDR (Criptored Talks 2024)
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Apps Break Data
How information systems are built or acquired puts information, which is what they should be about, in a secondary place. Our language adapted accordingly, and we no longer talk about information systems but applications. Applications evolved in a way to break data into diverse fragments, tightly coupled with applications and expensive to integrate. The result is technical debt, which is re-paid by taking even bigger "loans", resulting in an ever-increasing technical debt. Software engineering and procurement practices work in sync with market forces to maintain this trend. This talk demonstrates how natural this situation is. The question is: can something be done to reverse the trend?
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor Ivaniuk
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Fueling AI with Great Data with Airbyte Webinar
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Skybuffer SAM4U tool for SAP license adoption
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Must Know Postgres Extension for DBA and Developer during Migration
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
What is an RPA CoE? Session 1 – CoE Vision
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...
Direct losses from downtime in 1 minute = $5-$10 thousand dollars. Reputation is priceless.
As part of the talk, we will consider the architectural strategies necessary for the development of highly loaded fintech solutions. We will focus on using queues and streaming to efficiently work and manage large amounts of data in real-time and to minimize latency.
We will focus special attention on the architectural patterns used in the design of the fintech system, microservices and event-driven architecture, which ensure scalability, fault tolerance, and consistency of the entire system.
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-Efficiency
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
Recently uploaded (20)
Dandelion Hashtable: beyond billion requests per second on a commodity server
Dandelion Hashtable: beyond billion requests per second on a commodity server
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Monitoring and Managing Anomaly Detection on OpenShift.pdf
Monitoring and Managing Anomaly Detection on OpenShift.pdf
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor Ivaniuk
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor Ivaniuk
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
Must Know Postgres Extension for DBA and Developer during Migration
Must Know Postgres Extension for DBA and Developer during Migration
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-Efficiency
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-Efficiency
Sola palladium
- 2. Incoming Global Internship Programme The Palladium
- 3. Poshness Quotient (MOS) January February March April Target Achieved Target Achieved Target Achieved Target Achieved Sales 15 16 20 8 10 4 10 6 Global Recruit ment 0 1 5 2 8 3 7 3 Delivery 0 0 5 2 5 3 7 1 No. of Partners : 12 No. of Sectors : 8 Member to Exchange Ratio : 2:1 %Conversion/Delivery Ratio : 55% Target Vs. Achieved Raises : 45 Vs. 34 Matches : 20 Vs. 9 Realization : 17 Vs. 6
- 4. Lights of the department High-lights Utilization of cycles Raising in Q1 MB 2.0 New recruitment induction Weekly matching strategies in Q2 Department Culture Member/TL specific JDs Low-lights Matching in Q1 MB 1.0 Raising in Q2 till date Conversion ratio T Vs. A
- 5. Way forward to JNC 111 GOALS : • No. of Partners : 12 • No. of Sectors : 4 • Member to Exchange Ratio : 1:2 • %Conversion/Delivery Ratio : 100% Key Strategies : • Industry based raising • Innovation in matching • Member Development • Tracking and Coaching mechanisms • Leadership Development Sales Global Recruitment Delivery May 20 15 10 June 5 15 10 Sustaining No.1 Best Version of No.1
- 6. Member Development Sales • Corporate knowledge • Market Analysis and tracking • Sales and marketing • Product packaging Global Recruitment • International Market Analysis • Supply and Demand • International Relations • Client Management and scheduling Delivery • Crisis Management • Backward Planning Global Mindset Entrepreneurial Outlook
- 7. QUESTIONS?