This document discusses strategic planning in an era of globalization. It covers topics such as the factors driving down costs globally, medical tourism, how business is now conducted across cultures, the basic business planning process, and tools for strategic planning like PEST analysis, SWOT analysis, developing a vision and mission, and setting targets and measures. The overall message is about how strategic planning must account for globalization and cultural competency in today's interconnected world.
There are many companies and professionals that seem to make Enterprise Architecture some sort unnecessarily complicated black art, but in reality it's actually quite simple at its core. Here's a methodology I developed that approaches EA with a simpler approach.
The HR Edge: Performance & Productivityhumanityatwork
The document discusses how proud and productive workplaces motivate employees and improve performance. It argues that meaningful work, community, and collaboration are important for employee engagement and productivity. A case study highlights how a coffee shop creates a proud and productive workplace through positive employee interactions. The document also discusses how forming cross-functional teams, as in Health Shared Services BC's Centers of Excellence, can improve strategic decision making and organizational performance.
With concern for the nation’s future, by giving the best to its surrounding, building the character, threading the path, follow one’s heart, using minds and thoughts, self aspiring and to others, Indonesia and the world
“1NDONESIA for 1WORLD”
Finding and keeping skilled staff can be a challenge, especially for rural organizations. A panel of experts will share career development tools, succession planning, self-help and coaching, tapping into the existing talent in your community, and providing learning opportunities for current staff members. Panelists will also share information on dynamics of successful staffing and nurturing the next generation of rural housing and economic development leaders.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
Lisa deGuzman is an accomplished human resources executive with over 15 years of experience supporting large organizations. She has a proven track record of aligning HR strategy with business goals to improve key metrics such as profitability and productivity. She spearheaded the establishment of HR departments for growing municipalities and consistently achieved compliance with employment laws. Currently residing in Ohio, she is open to new opportunities.
SHL is a leader in talent measurement that helps organizations transform how they assess, hire, and manage talent. SHL provides People Intelligence through assessments, a large database of records, and experience to help organizations better understand, benchmark, and make decisions about people. SHL helps organizations ensure the right people with the right skills and behaviors are in the right places at the right time to achieve business objectives.
There are many companies and professionals that seem to make Enterprise Architecture some sort unnecessarily complicated black art, but in reality it's actually quite simple at its core. Here's a methodology I developed that approaches EA with a simpler approach.
The HR Edge: Performance & Productivityhumanityatwork
The document discusses how proud and productive workplaces motivate employees and improve performance. It argues that meaningful work, community, and collaboration are important for employee engagement and productivity. A case study highlights how a coffee shop creates a proud and productive workplace through positive employee interactions. The document also discusses how forming cross-functional teams, as in Health Shared Services BC's Centers of Excellence, can improve strategic decision making and organizational performance.
With concern for the nation’s future, by giving the best to its surrounding, building the character, threading the path, follow one’s heart, using minds and thoughts, self aspiring and to others, Indonesia and the world
“1NDONESIA for 1WORLD”
Finding and keeping skilled staff can be a challenge, especially for rural organizations. A panel of experts will share career development tools, succession planning, self-help and coaching, tapping into the existing talent in your community, and providing learning opportunities for current staff members. Panelists will also share information on dynamics of successful staffing and nurturing the next generation of rural housing and economic development leaders.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
Lisa deGuzman is an accomplished human resources executive with over 15 years of experience supporting large organizations. She has a proven track record of aligning HR strategy with business goals to improve key metrics such as profitability and productivity. She spearheaded the establishment of HR departments for growing municipalities and consistently achieved compliance with employment laws. Currently residing in Ohio, she is open to new opportunities.
SHL is a leader in talent measurement that helps organizations transform how they assess, hire, and manage talent. SHL provides People Intelligence through assessments, a large database of records, and experience to help organizations better understand, benchmark, and make decisions about people. SHL helps organizations ensure the right people with the right skills and behaviors are in the right places at the right time to achieve business objectives.
Webinar corporate social performance management: driving employee engagementCharles Bedard
The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
Art Burke is an experienced human resources executive with over 30 years of experience. He has held director level HR positions at several large companies. Burke has expertise in organizational effectiveness, workforce planning, staffing, compensation, employee relations, and training. He has a proven track record of leading change initiatives, developing HR metrics, and achieving hiring and retention goals. Currently, Burke works as an independent HR consultant.
Art Burke is an experienced human resources executive with over 30 years of experience. He has held director level HR positions at several large companies. Burke has expertise in organizational effectiveness, workforce planning, staffing, compensation, employee relations, and training. He has a proven track record of leading change initiatives, developing HR metrics, and exceeding business goals. Currently, Burke works as an independent HR consultant.
Strategic Talent Management and Leadership Development Canada Program Tatawan Plengsirivat
This document provides information about a conference on strategic talent management and leadership development. The two-day conference in Toronto will focus on successfully developing and managing talent and leadership programs to enhance business competitiveness and goals. It will enable attendees to connect talent strategies to business strategies, create multifaceted leadership development strategies, and strengthen internal talent management programs. The agenda includes keynote speakers and case studies from top companies on various talent management topics.
Michael Stein is a strategic enterprise operations thought leader with 11 years of experience managing budgets, projects, and teams. He has demonstrated skills in business analysis, communication, and leadership. Past experiences include managing 23 business entities with $32 million in annual revenue, directing strategic plans for startups and private firms, and developing business plans and marketing materials to raise $1 million in investment capital.
This document provides information about an upcoming conference on using social media and human resources. The conference will include:
- Keynote speeches on using social media for recruiting and employee engagement.
- Breakout sessions on topics like developing an internal social media strategy, leveraging LinkedIn for networking, and drafting an effective social media policy.
- Case studies from companies like American Express that have implemented social media strategies for HR purposes.
- Pre-conference workshops on topics such as using social media for HR, communicating wellness programs, and leveraging LinkedIn for professional relationships.
The conference aims to help HR professionals learn how to strategically use social media to recruit and retain top talent, engage employees
Blink Consulting provides concise summaries to understand documents quickly. The document discusses how organizations can improve results by mobilizing and developing people. It explains that Blink Consulting helps clients with human resources strategies in four areas: organizing structures, aligning people with strategies, managing performance, and developing skills. The overall message is that empowering people and continuous learning are keys to exceptional organizational results.
This document is the spring 2010 issue of GO magazine published by Development Dimensions International (DDI) to commemorate their 40th anniversary. It contains articles about DDI's history, their work helping clients strengthen leadership and develop talent, and trends in the workplace. The issue includes an interview with DDI's Chairman and CEO Bill Byham about the importance of networking for new hires, and articles on DDI's new leadership training courses, the impact of leadership development, and best practices for mid-level management.
Acquiring and Developing Talent Irrespective of Health Care ModelsCielo
This document discusses acquiring and developing talent for healthcare organizations. It notes that different healthcare delivery models like ACOs, bundled payments, and patient-centered medical homes are putting compelling pressures on the healthcare workforce. New talent requirements include being passionate, engaged, technology-oriented, adaptable to change, team players, and patient-centered. The document provides recommendations for talent acquisition processes and developing employees through identifying critical roles, promoting referrals, partnering with schools, and creating paths for internal promotion. Developing great talent is key to delivering great patient care and achieving engaged employees, deep-rooted cultures, lasting relationships, and high quality outcomes.
The balanced scorecard is a strategic planning and management system used in organizations to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It provides managers with a comprehensive framework to translate an organization's mission and strategy into a coherent set of performance measures. The balanced scorecard complements traditional financial measures with criteria that measure performance from three additional perspectives: internal business processes, customer knowledge and satisfaction, and innovation and improvement activities. It allows organizations to track financial measures while also keeping track of the drivers of future financial performance.
The document discusses various types of client engagements Kedge provides related to strategy, culture change, learning and development, and innovation. It then provides examples of specific client engagements including:
1) Helping a large investment company expand their perspective through an immersive workshop.
2) Conducting trend analysis and scenario planning for multiple organizations to help transform their strategies around talent management, unions, employee benefits, and children's education.
3) Establishing a futures team and training program to develop foresight capabilities for a media company's global regions.
4) Leading a C-suite retreat that helped a language learning company identify a new strategic acquisition.
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
Corporate profile genzee solutions 2013Awais e Siraj
Strategy, Balanced Scorecard, Genzee Solutions, Competency Based Human Resource Management, Competency Framework, Assessment Centers, Pakistan, Competency Based Hiring and Interviewing, Competency Based Employee Development
The document discusses the application of competencies at SOGHAS University College. It defines competency as a set of human attributes that enable employees to meet or exceed expectations. Competencies are categorized into managerial, technical, and personality competencies. Managerial competencies are essential for employees with supervisory roles, technical competencies are job-specific, and personality competencies are important for all employees. The document provides models for each competency category and examples of important sub-competencies. It concludes that competencies are valuable for organizational performance and determining high potential candidates.
The document outlines AHP's process of codifying its organizational culture. It involved conversations with customers to understand their experiences and an employee engagement survey. This led to discovering AHP's culture components - purpose, values, mindset, and behaviors. The purpose is to plan for, find and keep the workforce needed to deliver health for all. Values include passion, professionalism, integrity, innovation, and unity. The mindset is delivering pragmatic solutions. Behaviors that express the culture include connecting with people, planning innovatively, keeping people informed, delivering with excellence, and leading for growth. Codifying the culture through these components will help create consistent positive customer experiences.
The document announces an HR convention on January 9, 2010 in Noida, India titled "Determining Solutions For Challenging Times & Changing Expectations". The convention will feature sessions on aligning HR with business goals, developing future leaders, and managing change. It will provide networking opportunities for HR professionals from various companies. The agenda includes plenary sessions, case studies, and panels on topics such as talent development and reducing training costs in difficult economic times.
The document discusses building a foundation for a high performance culture through establishing a shared vision and values. It outlines the vision to be known worldwide for academic excellence and making a real difference. Core values discussed include honesty, integrity, professionalism, customer focus, confidence and excellence. The document also describes tools used to embed the values through consultation, workshops, performance reviews and leader role modeling. It emphasizes adjusting to change, developing oneself and others, and achieving results.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
The document discusses Tvarita, a business advisory firm that helps clients maximize potential and deliver value. It provides expertise in areas like talent strategies, leadership development, organizational culture and HR effectiveness. Tvarita uses a 3I model of strategic consulting, HR outsourcing/incubation, and learning services. It aims to help clients navigate today's complex, uncertain business environment through insight, implementation of solutions, and ensuring impact and results.
1. O documento discute como pais devem lidar com filhos problemáticos, citando a Parábola do Filho Pródigo e aconselhando pais a ajudarem filhos a saírem de casa se eles não seguirem as regras.
2. Também aborda a relação de Paulo com a Igreja de Corinto, enfatizando a importância dos pais serem um exemplo espiritual para os filhos e exercerem disciplina de forma apropriada.
3. Por fim, analisa as expectativas que temos dos filhos à luz
África es un continente diverso con paisajes impresionantes y culturas ricas. A través de sus fotografías, Nat Yogachandra captura la belleza natural de África y momentos cotidianos de la vida de sus habitantes, ofreciendo una visión atractiva pero también realista de esta región del mundo.
Webinar corporate social performance management: driving employee engagementCharles Bedard
The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
Art Burke is an experienced human resources executive with over 30 years of experience. He has held director level HR positions at several large companies. Burke has expertise in organizational effectiveness, workforce planning, staffing, compensation, employee relations, and training. He has a proven track record of leading change initiatives, developing HR metrics, and achieving hiring and retention goals. Currently, Burke works as an independent HR consultant.
Art Burke is an experienced human resources executive with over 30 years of experience. He has held director level HR positions at several large companies. Burke has expertise in organizational effectiveness, workforce planning, staffing, compensation, employee relations, and training. He has a proven track record of leading change initiatives, developing HR metrics, and exceeding business goals. Currently, Burke works as an independent HR consultant.
Strategic Talent Management and Leadership Development Canada Program Tatawan Plengsirivat
This document provides information about a conference on strategic talent management and leadership development. The two-day conference in Toronto will focus on successfully developing and managing talent and leadership programs to enhance business competitiveness and goals. It will enable attendees to connect talent strategies to business strategies, create multifaceted leadership development strategies, and strengthen internal talent management programs. The agenda includes keynote speakers and case studies from top companies on various talent management topics.
Michael Stein is a strategic enterprise operations thought leader with 11 years of experience managing budgets, projects, and teams. He has demonstrated skills in business analysis, communication, and leadership. Past experiences include managing 23 business entities with $32 million in annual revenue, directing strategic plans for startups and private firms, and developing business plans and marketing materials to raise $1 million in investment capital.
This document provides information about an upcoming conference on using social media and human resources. The conference will include:
- Keynote speeches on using social media for recruiting and employee engagement.
- Breakout sessions on topics like developing an internal social media strategy, leveraging LinkedIn for networking, and drafting an effective social media policy.
- Case studies from companies like American Express that have implemented social media strategies for HR purposes.
- Pre-conference workshops on topics such as using social media for HR, communicating wellness programs, and leveraging LinkedIn for professional relationships.
The conference aims to help HR professionals learn how to strategically use social media to recruit and retain top talent, engage employees
Blink Consulting provides concise summaries to understand documents quickly. The document discusses how organizations can improve results by mobilizing and developing people. It explains that Blink Consulting helps clients with human resources strategies in four areas: organizing structures, aligning people with strategies, managing performance, and developing skills. The overall message is that empowering people and continuous learning are keys to exceptional organizational results.
This document is the spring 2010 issue of GO magazine published by Development Dimensions International (DDI) to commemorate their 40th anniversary. It contains articles about DDI's history, their work helping clients strengthen leadership and develop talent, and trends in the workplace. The issue includes an interview with DDI's Chairman and CEO Bill Byham about the importance of networking for new hires, and articles on DDI's new leadership training courses, the impact of leadership development, and best practices for mid-level management.
Acquiring and Developing Talent Irrespective of Health Care ModelsCielo
This document discusses acquiring and developing talent for healthcare organizations. It notes that different healthcare delivery models like ACOs, bundled payments, and patient-centered medical homes are putting compelling pressures on the healthcare workforce. New talent requirements include being passionate, engaged, technology-oriented, adaptable to change, team players, and patient-centered. The document provides recommendations for talent acquisition processes and developing employees through identifying critical roles, promoting referrals, partnering with schools, and creating paths for internal promotion. Developing great talent is key to delivering great patient care and achieving engaged employees, deep-rooted cultures, lasting relationships, and high quality outcomes.
The balanced scorecard is a strategic planning and management system used in organizations to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It provides managers with a comprehensive framework to translate an organization's mission and strategy into a coherent set of performance measures. The balanced scorecard complements traditional financial measures with criteria that measure performance from three additional perspectives: internal business processes, customer knowledge and satisfaction, and innovation and improvement activities. It allows organizations to track financial measures while also keeping track of the drivers of future financial performance.
The document discusses various types of client engagements Kedge provides related to strategy, culture change, learning and development, and innovation. It then provides examples of specific client engagements including:
1) Helping a large investment company expand their perspective through an immersive workshop.
2) Conducting trend analysis and scenario planning for multiple organizations to help transform their strategies around talent management, unions, employee benefits, and children's education.
3) Establishing a futures team and training program to develop foresight capabilities for a media company's global regions.
4) Leading a C-suite retreat that helped a language learning company identify a new strategic acquisition.
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
Corporate profile genzee solutions 2013Awais e Siraj
Strategy, Balanced Scorecard, Genzee Solutions, Competency Based Human Resource Management, Competency Framework, Assessment Centers, Pakistan, Competency Based Hiring and Interviewing, Competency Based Employee Development
The document discusses the application of competencies at SOGHAS University College. It defines competency as a set of human attributes that enable employees to meet or exceed expectations. Competencies are categorized into managerial, technical, and personality competencies. Managerial competencies are essential for employees with supervisory roles, technical competencies are job-specific, and personality competencies are important for all employees. The document provides models for each competency category and examples of important sub-competencies. It concludes that competencies are valuable for organizational performance and determining high potential candidates.
The document outlines AHP's process of codifying its organizational culture. It involved conversations with customers to understand their experiences and an employee engagement survey. This led to discovering AHP's culture components - purpose, values, mindset, and behaviors. The purpose is to plan for, find and keep the workforce needed to deliver health for all. Values include passion, professionalism, integrity, innovation, and unity. The mindset is delivering pragmatic solutions. Behaviors that express the culture include connecting with people, planning innovatively, keeping people informed, delivering with excellence, and leading for growth. Codifying the culture through these components will help create consistent positive customer experiences.
The document announces an HR convention on January 9, 2010 in Noida, India titled "Determining Solutions For Challenging Times & Changing Expectations". The convention will feature sessions on aligning HR with business goals, developing future leaders, and managing change. It will provide networking opportunities for HR professionals from various companies. The agenda includes plenary sessions, case studies, and panels on topics such as talent development and reducing training costs in difficult economic times.
The document discusses building a foundation for a high performance culture through establishing a shared vision and values. It outlines the vision to be known worldwide for academic excellence and making a real difference. Core values discussed include honesty, integrity, professionalism, customer focus, confidence and excellence. The document also describes tools used to embed the values through consultation, workshops, performance reviews and leader role modeling. It emphasizes adjusting to change, developing oneself and others, and achieving results.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
The document discusses Tvarita, a business advisory firm that helps clients maximize potential and deliver value. It provides expertise in areas like talent strategies, leadership development, organizational culture and HR effectiveness. Tvarita uses a 3I model of strategic consulting, HR outsourcing/incubation, and learning services. It aims to help clients navigate today's complex, uncertain business environment through insight, implementation of solutions, and ensuring impact and results.
1. O documento discute como pais devem lidar com filhos problemáticos, citando a Parábola do Filho Pródigo e aconselhando pais a ajudarem filhos a saírem de casa se eles não seguirem as regras.
2. Também aborda a relação de Paulo com a Igreja de Corinto, enfatizando a importância dos pais serem um exemplo espiritual para os filhos e exercerem disciplina de forma apropriada.
3. Por fim, analisa as expectativas que temos dos filhos à luz
África es un continente diverso con paisajes impresionantes y culturas ricas. A través de sus fotografías, Nat Yogachandra captura la belleza natural de África y momentos cotidianos de la vida de sus habitantes, ofreciendo una visión atractiva pero también realista de esta región del mundo.
There are 2 billion children worldwide, with 1 billion living in poverty. 134 million children between 7-18 have never been to school, and 246 million work in child labor. HIV/AIDS has created over 14 million orphans, most of whom live in Africa. Each year, 2.2 million children die from lack of immunization and 6 million under five die from hunger. The document calls for recognition of children's human rights.
Social action involves organized programs for socioeconomic reform directed at institutional change. Effective social action aims for moral, spiritual, and social improvement while avoiding dependency. It fully integrates spiritual principles into community development. The document then discusses various social action projects undertaken by Bahá'í-inspired organizations, ranging from simple tutorial schools to complex programs of social and economic development. It provides examples of libraries opened, learning centers built, and other educational and empowerment programs for children and youth around the world.
The document discusses social action and its importance in bettering the world according to Bahá'í teachings. It provides examples of social action ranging from informal individual and group efforts to organized programs by Bahá'í-inspired organizations. The goal of social action is to apply Bahá'í teachings to improve people's spiritual and material lives and build capacity in communities so they can participate in creating positive change. Effective social action requires understanding social issues and providing a vision to focus action.
Nat Yogachandra presents a musical presentation highlighting the lack of love in the world today as shown through alarming statistics about poverty, hunger, disease, discrimination, and conflict. Some key facts presented include that 16,000 children die from hunger daily, one third of people live on less than $2 a day, over 26,000 children under five die from preventable causes daily, and the number of orphans has risen to 15 million with 12 million in Africa alone.
The document summarizes key aspects of the United Nations Convention on the Rights of the Child, which was adopted on November 20, 1989. It establishes that a child is defined as any human being below the age of 18. The Convention incorporates civil, cultural, economic, political, social and education rights for children. It asserts that children must be treated equally without discrimination and have rights to a name, nationality, family reunification, freedom of thought and religion, protection from abuse and injury, refugee assistance, special care if disabled, an adequate standard of living, and an education that develops their abilities.
Aligning Your Brand Promise with Your Internal Audiences to Improve Employee ...Vignette
Workshop:
How To Align Your Brand Promise With Your Internal Audiences, Increase Growth, And Improve Consumer Satisfaction
Description:
Mike Lepis, Creative Director and Principal of Vignette recently led the following workshop for internal communications professionals. Connect your brand to your employees and work on a strategic campaign of your own. Vignette has successfully helped clients develop strategies, programs, and tools to overcome brand challenges and help companies develop long-term plans of success.
Mike led workshop attendees through the tools & techniques Vignette uses to align company brand promises with their internal audiences, including:
* Identify your audiences—what motivates them, how to do they consume internal content, and where are the key opportunities
* Produce engaging content that connects your brand message to your internal audiences
* Illustrate your brand values through elements of story, message, and design
* Create a plan to measure ROI around the challenging area of internal communications
Intergenerational Knowledge Transfer Succession Planningbeyondrewards
Over the past 5 years we have heard predictions of an impending worker shortage due to the retirement of the baby boomers. Predictions are that the retirement of baby boomers will create a drain in knowledge, experience and leadership in our workforce. With the recent downturn in the economy, most organizations did not focus on this trend. However, now that we appear to be in an economic recovery the discussion is back on the table with greater intensity. But did anyone actually speak to the boomers or is this just a prediction?
STIA-LAN:Balance.Score.Card on Strategic.ManagementDjadja Sardjana
This document discusses strategic management tools like the balanced scorecard, scenario planning, and strategic maps. It provides an overview of:
1) Common strategic purposes and frameworks like analyzing the organization's position, resources, and developing simple rules.
2) Tools for strategic analysis, design, and implementation including external mapping, decision trees, scenarios, and internal assessments.
3) The challenge of developing strategies in an uncertain world and how to identify trends, opportunities, and plan for turbulence.
4) How the balanced scorecard can be used for strategic management by translating strategies into measurable objectives across key perspectives.
Tell me again_ difference between Vision Mission and StrategyAndrew Scantland
- The document discusses the differences between an organization's vision, mission, and strategy.
- A vision is the organization's aspiration or ideal future state. A mission defines the organization's purpose and answers questions like what it does and for whom. Strategy outlines how resources will be allocated to accomplish the mission.
- While not strictly necessary, developing a clear vision and mission can help provide employees with clarity around their roles, improve decision making, and motivate teams by allowing them to understand how their work contributes to larger goals.
This document provides an overview of strategic planning and its key components. Strategic planning focuses an organization's energy on a shared vision for the future. It is a responsive, creative process that considers an organization's mission, values, vision, customers, stakeholders, strengths/weaknesses, opportunities/threats, key result areas, critical strategic issues, strategic initiatives, goals and objectives. The goal is to develop a plan to move the organization from its current state to its desired future state over the long term.
The document discusses competencies for leadership and management. It identifies reducing staff turnover rate as a key issue to address. New fixed performance indicators are proposed that focus on: 1) Decreasing the staff turnover rate by 10% annually through engagement activities. 2) Increasing the average staff tenure to 3 years by providing career development opportunities. 3) Maintaining the Luzon cluster as a stronghold through effective change management during administrative transitions.
The document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It provides an overview of AI, including its key principles and the 5-D cycle of Define, Discover, Dream, Design, and Destiny. Case studies are presented showing how various organizations have used AI to improve performance, build shared visions, and develop strategic plans through collaborative inquiry and storytelling.
Pivotal Paradigm Project: Theory Of Change Fall 2020JesanaGadley
The document outlines a three stage theory of change for making workplaces more inclusive. Stage one involves conducting an analysis of the organization's culture and climate through staff feedback. Stage two includes specialized diversity trainings designed based on stage one findings, and increased transparency about the organization's diversity metrics and efforts. Stage three focuses on establishing employee resource groups and recommendations for long-term cultural change to sustain an inclusive environment. The goal is for this process to help organizations acknowledge issues, provide education, and implement solutions for truly inclusive workplaces.
1. The document discusses gaining institutional commitment for information literacy programs through clear communication, trust, and demonstrating need.
2. It emphasizes empowering users to be self-reliant and marketing information literacy as a valuable service or "product" to generate buy-in.
3. The action plan involves identifying critical success factors, goals, target audiences, and evaluations that are aligned with institutional priorities to gain support over time.
o become a successful, thriving social organization, you have to address the mental (business), physical (technology), and emotional (people) aspects of the change social brings, and then build healthy habits over time that help you realize benefits faster. Here are 10 tips we think will help any organization succeed.
The document discusses the VMOSA (Vision, Mission, Objectives, Strategies, and Action Plans) planning process. It explains that VMOSA helps organizations set and achieve short-term goals while maintaining a long-term vision. It then discusses why organizations should use VMOSA, including that it allows building consensus around goals and addressing community needs. The document also covers when VMOSA should be used, what a vision and mission are, the importance of having goals and policies, and compares policies to procedures.
Centauric is an expert consulting firm that helps organizations unleash the potential of their people to drive business performance. They use a data-driven approach involving interviews, surveys, and facilitated discussions to understand organizational dynamics and identify opportunities. Their integrated services then develop leadership capabilities, strengthen employee engagement, and align culture and systems. The outcomes include increased focus on goals, engaged and committed employees, an innovative culture embracing change, and effective talent selection and development.
The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
CIPD HRBP Conference Evolution as a function the beyond case study of OD & D Kate Rand
This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development
Maximize your 360 with competency based micro-learning. ThinkWise hosted webinar highlights difference between 360 and performance management. 360s drive useful insights into personal development where performance management is always looking in the rearview mirror.
This document provides an overview of work done by a human-centered design firm to help California State University, Fullerton (CSUF) become more experience-driven. The firm conducted research and identified opportunities to improve the student experience. This included recommending that CSUF shift from a product-oriented to experience-oriented model, with each department focusing on consistently meeting student needs. The firm also helped restructure the university's marketing, recruitment, and student services to work together more seamlessly. As a result, roles changed from an emphasis on revenue to prioritizing student satisfaction. In summary, the document outlines how the firm helped CSUF transform its organizational structure and processes to create a superior, more holistic student experience
PCV2013 The Leadership Role for Product ManagersDerek Pettingale
This session will review leadership dynamics and the cross-functional leadership required to propel your product to a greater level of success. Includes Additional Slides on: Leadership Qualities, Organizational Culture Grid, Matrix of Requirements for Effective Change, Team Work Values and Manifesto.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Similar to Strategic planning.natyogachandra,oct,11, 2008 (20)
1. Strategic
Planning
in an era of
Globalization
Nat Yogachandra
October 11, 2008
2. Book Titles
To be published: Globalization and Cultural Competency
www.natyogachandra.blogspot.com
www.hopeislife.org
Nat Yogachandra - www.google.com
7. The Big THREE
factors
China has drove down the
cost of manufacturing
Major Retailers are driving
down the cost of retailing
India/other developing
countries are driving down
cost in services - outsourcing
8. Medical Tourists
A clinic recently
opened in Mumbai
Private heart surgery in England is $50,000
The same cost applies to joint replacement,
neurosurgery and cancer treatment
Hospitals in Thailand, Singapore, Malaysia,
India are competing to get foreign patients
9. Business Today
Business are operated across cultures
today
Definition of success now travel
beyond national boundaries
Modern business has become more
competitive
World on the edge
US financial crisis - running out of
options
India, China and Russia gaining power
West is losing control - UN
10. What is a Business Plan
It is the blueprint that sets you going towards your
goals. Look upon it as the roadmap that tells you
and the world how you expect your company
(organisation) to achieve its stated objectives.
A business plan is an important communication
tool that details the financial strategy and goals of
the organisation.
11. Planning is about…
Planning is about learning
Planning is about increasing the
possibilities for the organisation
Planning is about discovering how fit the
organisation is for its environment
Planning is about discovering and telling
compelling stories about the future
12. Value Proposition
Value proposition is what an organization does, that will
cause their clients to realize tangible benefits through
the use of their product or service.
Value proposition is more than just the service you
provide; or how you sell, service, or distribute it.
It’s how you string all those components together, to
best serve your clients and deliver them real value.
Value proposition can be both a description of how your
organization adds value today, and also a concrete
statement of your vision for the future.
13. Basic Business Planning Process
Where are
we now
How do we Where do
know when we want to
we get there go
How do we
get there
14. Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done
(Source: Glasgow Social Economy Partnership)
15. PEST Analysis
Scan the external macro-environment
Political
Economic
Social
Technological
16. PEST Analysis
Political Technological Factors
Tax policy Automation
employment laws Technology incentives
environmental Technological change
regulations
Political stability
Economic Factors
Economic Growth
Interest rates
Exchange rates
Inflation rates
Social Factors
Health
consciousness
Age distribution
Emphasis on safety
17. SWOT analysis
OUR STRENGTH OUR WEAKNESS
For the past three months, great Fuzzy line of authority
progress observed (parents response
to our communications, quality of Responsibility to individuals – no
program and implementation of our authority
promises) Process & Procedures –
Infrastructure- facilities implementation is weak
Great show at the ICSE Board Exam Difficulty in sustaining programs
Results in 2006 Quality of students joined last
New members added to the faculty three months not promising
OUR OPPORTUNITIES THREATS
More schools are coming in the
Rising income for middle area with similar or better facilities
class families IB is gaining popularity
Government’s willingness to Lack of a unique positioning of
issue more student visas our School (except for the
location)
More housing estates in the Positioning of the School –
neighboring area School for students with learning
disability or disciplinary problems
18. Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done
19. Where do we want to go
Tool Purpose Benefit
Vision Statement of the Future Motivation and
Inspiration
Mission Describes how you will Communication and
achieve the vision understanding. Part of
belonging.
Values An organizations’ way Underpins all that you
of doing things do
Aims Describe a desired end Milestones between the
result present and the future
20. Vision and Mission Statements
A vision statement: what the company wants to
be. It concentrates on future; it is a source of
inspirations and courage.
A mission statement: tell you what the company is
now. It concentrates on present; it defines the
customers. The mission statement describes what a
foundation plans to do today to make the world a
better place for tomorrow.
21. Vision:
Increase and nurture parent
partnerships and collaborations that
will strengthen the educational,
cultural, economic and environmental
assets of the school and the
communities we serve.
22. Strategic AIMS
Strategic aims are statements of the results required
in order to ensure the survival, future viability and
progress of the organization
They are statements of results and not activities.
Strategic Aims have a number of qualities without
which they become vague and unattainable.
Therefore good objectives are SMART
S specific
M measurable
A agreed
R realistic
T imebound
23. Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done
24. What Needs to be Done
Branding Business
(personality) model
Team. People
Differentiation
make a
Difference
What needs
to be done
Customer
Facilities
Loyalty
Word of Mouth, Database, Alumni
Product &
Communication Governance
Services
participatory, consensus oriented, accountable, transparent,
responsive, effective and efficient, equitable and inclusive and
follows the rule of law.
25. Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done
26. How do we know when we get there?
Tool Purpose Benefit
Measures Provide a graduated Guide to progress for
scale for measuring achievement
size, quantity or quality
Targets A measured level of - Stretch
performance which an - Assist change
organisation can
achieve using the - Transferrable
resources it possesses
Measurement Gather data on - Delegation
Tools performance against - Evidence
measures
- Responsiveness
27. Targets
Academic Achievement
Students Caring Citizens
Life-Long Learner
Common Goal
Administrators Strong Communications
Empowerment
Parents/ Partnerships
Community Communication
Student Expectation
28. Strategic Business Plan Bring All Together
Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done
29. The Strategic Planning Process - A Global View
Research - Ext & Internal Environments
Formulate Vision/Mission
Overarching Goals
Strategy Formulation
Strategy Implementation - Tactics
Evaluation & Control
30. The Process of Organizational Change
Changing world/Technology
Clarify the Establishing a sense of urgency
need to change Understand markets and competitive realities
Discussing crises and opportunities
Define the Forming a powerful guiding coalition
vision of the Creating a clear vision about how the future
might be different
future Communicating the vision
Implement the Modeling the new behaviors
Creating short-term wins
change process Changing the team
Institutionalizing the new behaviors