IMPACT INVESTING : Perspectives & Dimensions
If you change the place, you change the future*
This Thought Piece applies an academic model to analyse Impact Investing Perspectives & Dimensions. Motivations, preferences & actions to achieve impact investing goals. Its is a classification over three cultures and their interactions demonstrated in trends & events in the evolution of impact investing.
KEY IDEAS of Impact Investing; Doing Well & Doing Good
Investing for return and societal & environmental impact. Investing 'to do good' implies also doing less harm,
the majority of investment market opportunities.
In this post I focus on the Roots of Impact Investing and its present Dimensions: Exclusive Impact Investing, Inclusive Impact Investing and Grass Root Initiatives.
I present critiques of Exclusive Investing, Exclusive Philanthropy and Impact Investing from opponent favoring Systemic Change and Social Order, and my own perspective based on Technological progress and Transparency trends.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
Organizations that can clearly and accurately articulate their financial story and resource needs are better positioned to make a strong case for support. In both good times and bad, your stakeholders will be more engaged if you can provide a data-driven assessment that links your nonprofit’s financial health to its impact and accomplishments. This can inform strategic planning and guide leadership in making mission driven, financially sound decisions.
We've created a worksheet divided into six core areas of nonprofit finance, described in detail in the document:
Revenue
Expenses
Probability and Savings
Health of the Balance Sheet
Liquidity
Financial Planning
Use the worksheet to capture a snapshot of your nonprofit’s strengths and weaknesses. Together, these areas help you balance the three critical components essential to your organization’s long-term viability: Mission, Capacity, and Capital.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Social Impact Measurement Use Among Canadian Impact InvestorsPurpose Capital
Purpose Capital recently published Social Impact Measurement Use Among Canadian Impact Investors, a report that identifies the needs and priorities for Canadian impact investors as they relate to social impact measurement.
The key objectives of the report were to:
- Determine investors knowledge about social impact metrics
- Assess investors’ reliance on social impact metrics to make investment decisions
- Identify the tools that investors use
- Identify frameworks to reduce barriers for greater investment
- Provide recommendations to government aimed at improving the use of social metrics
For more information, visit: http://www.purposecap.com/portfolio/social-impact-measurement-use-among-canadian-impact-investors/
IMPACT INVESTING : Perspectives & Dimensions
If you change the place, you change the future*
This Thought Piece applies an academic model to analyse Impact Investing Perspectives & Dimensions. Motivations, preferences & actions to achieve impact investing goals. Its is a classification over three cultures and their interactions demonstrated in trends & events in the evolution of impact investing.
KEY IDEAS of Impact Investing; Doing Well & Doing Good
Investing for return and societal & environmental impact. Investing 'to do good' implies also doing less harm,
the majority of investment market opportunities.
In this post I focus on the Roots of Impact Investing and its present Dimensions: Exclusive Impact Investing, Inclusive Impact Investing and Grass Root Initiatives.
I present critiques of Exclusive Investing, Exclusive Philanthropy and Impact Investing from opponent favoring Systemic Change and Social Order, and my own perspective based on Technological progress and Transparency trends.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
Organizations that can clearly and accurately articulate their financial story and resource needs are better positioned to make a strong case for support. In both good times and bad, your stakeholders will be more engaged if you can provide a data-driven assessment that links your nonprofit’s financial health to its impact and accomplishments. This can inform strategic planning and guide leadership in making mission driven, financially sound decisions.
We've created a worksheet divided into six core areas of nonprofit finance, described in detail in the document:
Revenue
Expenses
Probability and Savings
Health of the Balance Sheet
Liquidity
Financial Planning
Use the worksheet to capture a snapshot of your nonprofit’s strengths and weaknesses. Together, these areas help you balance the three critical components essential to your organization’s long-term viability: Mission, Capacity, and Capital.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Social Impact Measurement Use Among Canadian Impact InvestorsPurpose Capital
Purpose Capital recently published Social Impact Measurement Use Among Canadian Impact Investors, a report that identifies the needs and priorities for Canadian impact investors as they relate to social impact measurement.
The key objectives of the report were to:
- Determine investors knowledge about social impact metrics
- Assess investors’ reliance on social impact metrics to make investment decisions
- Identify the tools that investors use
- Identify frameworks to reduce barriers for greater investment
- Provide recommendations to government aimed at improving the use of social metrics
For more information, visit: http://www.purposecap.com/portfolio/social-impact-measurement-use-among-canadian-impact-investors/
Reimagine What’s Possible: Planning in the Age of UncertaintyVirtual, Inc.
Most associations had to adjust their plans for 2020 due to the COVID-19 pandemic, some dramatically so. As the fourth quarter begins, now is the time to start thinking seriously about 2021 planning and how your organization can lay the strategic groundwork for a successful year.
You will leave this webinar with a clear understanding of how your association can prepare for 2021 by taking the following actions:
Get Your Board Focused
Create Cash Flow Projections
Diversify Your Revenue
Evaluate Your Value Proposition
Track Results and Be Ready to Pivot
Create a Strategic Plan for 2021
Slides cover basic know-how about 'Organizational Goals'. This was curated by Chad Yar Group for submission to don at Bahauddin Zakariya Unversity, Multan
Strategic planning should be a means not only to produce a strategy, but also to engage stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
April 2011 - CFO Roundtable - Sally SchmallAnnArborSPARK
This month the Roundtable will provide an overview of current best practices and considerations for managers to explore in determining the best strategic business planning process for their business.
Sally Schmall, President & CEO of Academy Coaching will summarize the best practices employed by her clients ranging from manufacturing companies to the University of Michigan. Ms. Schmall is the lead organizational consultant and trainer providing a multiyear core competency strategic planning / training process at the University. An energetic and engaging speaker, she has presented workshops on organizational effectiveness across the country.
Organizational Capacity-Building Series - Session 7: Strategic PlanningINGENAES
This session defines strategic planning, describes why it is important, and details the major steps to strategic planning. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
Reimagine What’s Possible: Planning in the Age of UncertaintyVirtual, Inc.
Most associations had to adjust their plans for 2020 due to the COVID-19 pandemic, some dramatically so. As the fourth quarter begins, now is the time to start thinking seriously about 2021 planning and how your organization can lay the strategic groundwork for a successful year.
You will leave this webinar with a clear understanding of how your association can prepare for 2021 by taking the following actions:
Get Your Board Focused
Create Cash Flow Projections
Diversify Your Revenue
Evaluate Your Value Proposition
Track Results and Be Ready to Pivot
Create a Strategic Plan for 2021
Slides cover basic know-how about 'Organizational Goals'. This was curated by Chad Yar Group for submission to don at Bahauddin Zakariya Unversity, Multan
Strategic planning should be a means not only to produce a strategy, but also to engage stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
April 2011 - CFO Roundtable - Sally SchmallAnnArborSPARK
This month the Roundtable will provide an overview of current best practices and considerations for managers to explore in determining the best strategic business planning process for their business.
Sally Schmall, President & CEO of Academy Coaching will summarize the best practices employed by her clients ranging from manufacturing companies to the University of Michigan. Ms. Schmall is the lead organizational consultant and trainer providing a multiyear core competency strategic planning / training process at the University. An energetic and engaging speaker, she has presented workshops on organizational effectiveness across the country.
Organizational Capacity-Building Series - Session 7: Strategic PlanningINGENAES
This session defines strategic planning, describes why it is important, and details the major steps to strategic planning. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
Module Five strengthens your business implementation plan through .docxroushhsiu
Module Five strengthens your business implementation plan through an analysis of crosscultural, economic, and geopolitical factors that may impact the business environment and concept by allowing you to explicate the assumptions behind your business implementation plan and detail your contingency plan.
Understanding the ways in which globalization factors such as the cross-cultural and geopolitical implications influence your implementation plan is critical for success. Even if your idea or concept is limited to one specific country or part of a country, various crosscultural, economic, and geopolitical elements will interact with your business implementation plan.
For instance, your business implementation plan may target potential customers in a country that is heavily dependent on the manufacturing sector. Many manufacturing industries rely on global demand for the products they manufacture. Geopolitical and global economic circumstances have the potential to dramatically affect demand for your product or service even if it is only available in one country.
Beyond this, you or others may ultimately offer the product or service in multiple countries. For these and other reasons, your plan must analyze the cross-cultural, economic, and geopolitical factors that may affect the business environment or concept. Janakova and Magdolen (2013) support this when they argue that political turmoil and many other factors lead to a situation in which organizations operate in a globally interdependent environment. Global realities will affect your business implementation plan, so it is good to outline these realities.
There are at least two perspectives from which to understand the geopolitical and global economic environments. First, you should understand the ways in which these can negatively affect your product or service. The goal is to have a clear idea of how to appropriately respond to negative events to insulate your financial stakeholders from such events. The second perspective is how these geopolitical and global economic environments can positively affect your product or service. The approach here is to have an idea of how to take advantage of opportunities that occur during changes in global political or economic environments.
Understanding cross-cultural factors means more than just determining how to operate within the context of other countries. Janakova and Magdolen (2013) state that in many business and organizational environments, leaders and others interact with people from different cultures who also have cross-cultural backgrounds to consider. Within this framework, Nardon and Steers (2014) proposed that cross-cultural leadership involves understanding how cross-cultural dynamics may differ from context to context and also identifying how to leverage cross-cultural dynamics. A comprehensive business implementation plan will consider cross-cultural, economic, and geopolitical factors that may impact the business environment and ...
Digital Strategy Environmental Scan for the Concordia University Digital Stra...Christine Madsen
Starting with a definition of “digital strategy” (“a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world”), this report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.
Athenaeum21 was engaged by Concordia University in April 2018 and has undertaken this work for their Digital Strategy Committee who have been charged “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.”
Digital Strategy Environmental Scan for the Concordia University Digital Stra...Megan Hurst
Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.”
Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen.
A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.
15Reflection and Discussion Forum Week 3Sri ChaitaAnastaciaShadelb
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri ChaitaKiyokoSlagleis
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
Discussion Board 1 – Read and RespondIntroduction .docxedgar6wallace88877
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Discussion Board 1 – Read and RespondIntroduction .docxduketjoy27252
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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 are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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/
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.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Planning: The history, theory, and impact
of of business planning in contemporary
businesses and in business schools:
A critical perspective
Benson Honig
Teresca Cascioli Chair in Entrepreneurial Leadership
McMaster University, Hamilton, Ontario Canada
bhonig@mcmaster.ca
2. 2
THE UNTOLD STORY OF BUSINESS PLANNING IN NEW
ORGANIZATIONS
Why plan?
Who plans?
Who doesn’t plan?
Who should plan?
Who should not plan?
3. 3
Why plan?
“why plan” is tantamount to asking “why learn”?
Advocates of planning exist at every turn, inhabiting the
political, social, cultural, economic, and educational spheres
theories to guide the potential planning process are virtually
nonexistent
4. 4
Why plan?
Humans are not the only species that can be accused of
planning, although we are certainly the most capable
(squirrels are pretty good!)
For many of us, plans become the end objective, as
opposed to the means of attaining particular goals
a set of objectives for determining potential activities in
pursuit of future circumstances currently preferred by actors
with resources, or seeking resources, in order to influence
specific outcomes (Troub, 1982).
Planning assumes that the future is predictable, linear, and
manageable
5. 5
Are planning outcomes necessary and
positive?
The pyramids, one of the wonders of the world, took many decades to
build, and were obviously well planned activities. Planners would have
required precise and elaborate consideration regarding a range of
issues including labor, economics, materials, and organizational
management.
Is planning an essential component of civilization, technological
development, production, organization, and all achievements of any
importance? Do we have ‘accidental’ achievements?
The Easter Island Moai construction project, the successful
implementation of numerous carefully implemented plans, led to the
virtual ecological collapse for the island and its’ people (Wright, 2004;
Diamond, 2005)
6. 6
Planners
Individuals
Organizations (firms,
NGO’s)
Public Policy Actors
Government (local,
national, transnational)
Multilateral agencies
Methods
Emergent
planning
Short term
planning
Long term
planning
Contingency
planning
Outcomes
Specific a-priori goal
achievement or failure
General a priori goal
achievement or failure
New goal achievement or
failure
Knowledge acquisition
Failed knowledge
acquisition
Moderating
Forces
Mediated by
Institutional norms
Environmental
changes
(including new
actors and
unanticipated
outcomes)
Constraints
Organizational ethos
Limitations due to size
Not invented here (need for ownership)
7. 7
Empirical Record
In one study of nascent entrepreneurs, for example, while
72 percent claimed to have done a business plan before
starting their business, only 22 percent had written plans
they believed to be suitable for formal presentations (Honig
and Karlsson, 2004)
many of those that literally wrote their plans on the back of
an envelope considered themselves as having planned their
activities.
8. 8
Theory
Much of the enthusiasm for planning originates in strategic
planning, where it is said to eliminate haphazard guesswork,
help in the interpretation of data, and assist in the
maintenance of organization-environmental alignment
(Armstrong, 1982).
Omitted in much of the business plan discussion in
entrepreneurship is a general criticism towards planning as
found in the area of strategic management (Mintzberg 1987).
Two major theoretical views of strategy contrast the synoptic,
or highly rational proactive process of goal setting, monitoring,
and evaluation with incremental processes that are less
structured and rational (Fredrickson and Mitchell, 1984)
9. 9
Environmental Stability
In a comparatively static environment, such as the
building of a house, or the re-establishment of a
proven project (such as a franchise, or a mature
industry) the degree of variability faced by the
planner may be limited, and the advantages of using
a plan significantly greater (Fredrickson and Mitchell,
1984)
When the environment is subject to rapid changes,
such as the emergence of a new industry, paradigm
shifts, and new types of competition, the planner
faces considerably more challenges (Christensen,
1997; Kanter, 2001)
10. .
Environmental Stability: Empirical Record
nascents who perceived their competitive environment to be
more uncertain, and who asked financial institutions for
loans, were more likely to plan than those who did not.
Thus: nascents who ask for funding, facing increasing
competitive or operational uncertainty, are more likely to
plan – while those facing increasing financial uncertainty
and asking for funding, are less likely to plan.
11. Environmental Stability: Empirical Record
we found that those nascent entrepreneurs who indicated
their environment had low financial uncertainty (e.g., was
comparatively certain), and who also asked financial
institutions for funding, were more likely to plan than those
who did not (Honig and Liao, 08)
In more financially secure situations, entrepreneurs appear
better able to resist coercive planning forces.
Entrepreneurs who ask for funding, in increasingly
competitive circumstances, are more likely to plan than
those asking for funding in less competitive circumstances.
entrepreneurs who asked for money and were exposed to
increasing operational uncertainty were more likely to plan
than those who were not so exposed.
12. Judging a book by its cover
(Karlsson and Honig, JBV)
Bankers had no way of evaluating business
plans – they were simply
Checking off a box”
2
13. 3
Perspective
Our view (Honig and Karlsson, 2004) is that planning
provides legitimacy and signals reputational conformity, but
does not provide advantages in the actual process of
organizational evolution.
14. 14
FIGURE 1
Institutional sources, institutional pressures, and
business planning behavior
Government
agencies
Industrial field Educational
system
NormativeMimeticCoercive
Human Capital
Social Capital
Demographic
Variables
Survival Profitability
Institutional
sources
Institutional
pressures
Performance
outcomes
Control
Variables
Writing a business planInstitutional
behavior
H1 H2 H3
H4
H5
15. 15
Findings: Who is more likely to do a
plan?
having had contact with a business assistance agency,
having taken a business class,
being a member of a business network,
being encouraged to start a business by close friends
and neighbors.
Taking a business class
16. 16
.
Equation 1 Equation 2 Equation 3
Dependent Variable Wrote a formal written
business plan
Abandoned by all
during 24 months
Profitable any time during
24 months
Informal Business Plan -.22
(.26)
-.13
(.31)
Formal Business Plan -.77*
(.34)
.15
(.37)
Business classes
Taken
.48†
(.29)
-.25
(.26)
.08
(.30)b
Previous start-up experience .04
(.15)
.003
(.13)
.29†
(.16)
Encouraged by
friends or family
1.06***
(.37)
.11
(.28)
.01
(.32)
Close friends or neighbors in
business
-.40
(.29)
-.24
(.26)
.64*
(.29)
Contact with assistance agency .99***
(.28)
.65**
(.26)
.18
(.30)
Member of a start-up team .44
(.29)
-.23
(.25)
.28
(.29)
Member of a business network .55**
(.29)
-1.46***
(.32)
1.16***
(.33)
Knew customer before starting .15
(.27)
-1.0***
(.24)
3.24***
(.34)
Cox R2 .13 .17 .37
N 396 396 396
17. 17
Findings regarding outcomes
Nascent entrepreneurs who completed formally written
business plans, as well as those completing informally
written business plans, were NOT found to be more
profitable
This finding has been repeatedly observed in groups of
nascent entrepreneurs in the USA Sweden and
Germany
Those with formal plans were only marginally less likely
to abandon their business (persistence).
18. 18
Findings: success factors
social capital related variables:
Having close friends or neighbors in business
being a member of a business network
knowing the customer before starting the business
were all factors that appeared to significantly increase profitability,
and were negatively associated with project abandonment.
19. 19
So why do plans?
entrepreneurs may appear more legitimate for having
produced an “award winning” business plan,
this legitimacy may be a sufficient return on their
psychological and resource investments.
, the b- plan is sufficiently imbedded in our cultural
landscape as to be supported by actors and agents in a
coercive manner.
Banks, lending institutions, venture capitalists, small
business associations, and business assistance agencies
all rely upon, and promote, the production and
dissemination of the business plan
20. 20
Alternatives to planning and education
Honig, (2004) A contingency model of business planning,
Academy of Management, Learning and Education
21. 21
Instruction on how
to write an
Entrepreneurial
Business Plan
Entrepreneur
completes a
business plan
Entrepreneur
creates a new
organization
(firm,etc…)
A conventional view of
business planning and
entrepreneurship education
Method:
Solutions based on
convergent thinking
Outcomes:
Analytical tools
(cognitive factors)
22. 22
Cognitive team
experiences result
in a series of
learning
opportunities
based on failure
Students learn
to maximize
failure as a
learning
experience
Students are
more prepared
for
entrepreneurial
events after they
graduate
Method:
Solutions based on
convergent thinking
Outcomes:
Self confidence
(personal
properties)
Risk tolerance
(motivation)
Leadership and
managerial experience
(cognitive factors)
An experiential model of entrepreneurship education
23. 23
Contingency
planning
instruction
provided for
each module
Yes:Bi-pass
Module X
Immediately
pursue
opportunity
Yes: Step #1
Select one of the modules
Ex: Marketing research market A
Modify and
adapt?
Continue as
before?
Select any module,
proceeding thorough
flowchart from START
marketing module A
production module B
development module D
financial module E
human resource module F
Method:
Solutions based on
divergent thinking
START
Should
opportunit
y be
pursued?
Outcomes:
Self Confidence (personal properties)
Risk Tolerance (motivation)
Leadership and Managerial Tools (cognitive factors)
Practical solutions to new problems (cognitive factors)
Organizational development tools (cognitive factors)
Evaluation tools (cognitive factors)
Abandon
Step #2 Select next module
Return to START
Evaluation
Evaluate Progress
Continue as
before?
Modify and
adapt?
Abandon
No
Abandon
YES
YES
NO
24. 24
Contingency business plan
activities should be developed that interrelate in an
open ended, dialectic manner, supporting the
development of tacit knowledge and the ability to adapt
and modify a plan, rather than the ability to preconceive
and detail one.
25. 25
Contingency planning
In the contingency model of business planning
introduced here, there are no direct linear
relationships between the different phases
consisting of opportunity recognition and
exploitation.
Rather than present a linear relationship based on
information retrieval, analysis, and decision making,
this model is designed as an open system that can
be started from virtually any point in the
entrepreneurial cycle.
26. 26
Contingency business planning
Unlike the previous two models, students using the
contingency planning model are encouraged to
pursue divergent thinking (Getzels & Jackson,
1962).
there is no expectation that any or all modules be
completed before beginning entrepreneurial
activity.
This is helpful in supporting entrepreneurs to act on
the moment, maximizing opportunity, as opposed
to waiting and deliberating with further analysis
27. 27
Contingency business planning
The contingency model utilizes Piaget’s theory of
equilibrium, a dynamic process of incremental
knowledge assimulation.
individuals dynamically and incrementally learn
new approaches to entrepreneurship and apply
them as they make sense in terms of novelty,
appropriateness, and cognitive development
Divergent thinking is encouraged
More closely attuned to effectuation (Sarasvathy,
2001),
28. 28
Causation and Effectuation
How does one pursue solving problems – in particular
those that are ambiguous and changing, as with
entrepreneurship?
Causation: take a particular effect as given and focuses
on selecting betrween means to create that effect
Effectuation: takes a set of means as given and focuses
on selecting between different effects that can be created
with a certain set of means
29. 29
Causation
A client demands a certain menu, the chef lists the ingredients, has
them purchased, and cooks the meal.
Relies on marketing management – segmentation, targeting and
positioning.
Requires analytical effort – research, resources, strategies.
30. 30
Effectuation
The chef looks in his kitchen, sees what is available, and plans a
meal according the the ingredients and utensils available to
him/her.
Look at the resources available, create an idea acceptable given
the constraints (alliance, renting, etc..)
End goal might be vastly different from starting point or original
objective.
31. 31
Causal decision making
Goal is established
Alternative means identified
Constraints on means
Selection process between the different means takes place
32. 32
Effectuation decision process
A given set of means are identified
A set of effects or outcomes are examined
Constraints on effects are identified
A selection process occurs regarding the different available effects
33. 33
Theory of effectuation (Sarasvathy)
Affordable loss rather than expected returns – not maximizing
returns, but minimizing loss
Strategic alliances rather than competitive analysis
Exploiting unexpected contingencies, not preexisting knowledge.
To the extent that we can control the future, we do not need to
predict it.
34. Dr. Boaz Tamir
Letter to Shai Agassi
“Managing a startup requires the ability to make sharp
turns. It's a learning process that goes through a series
of trials and market checks in direct contact with
customers. The plan has to be replaced with planning
that includes a series of hypotheses that require
confirmation or a bold change of direction ”.