The document discusses the relationship between business strategy and project management. It defines what a strategy is and explains that a strategy must be simple, understood, and remembered in order to influence action. It also discusses how a Project Management Office (PMO) can help align projects with organizational strategy by choosing the right projects and delivering projects correctly. A PMO needs leadership support, the right talent, and to measure results beyond just project metrics. Questions are then asked about resources for strategy and project management, other popular agile methodologies, and tools that can help keep projects aligned with strategy.
Business Development Framework
To get from an idea down to volume production is a long way, don’t miss out important steps to have a successful launch.
The framework gives you a guideline to walk down the stony road into volume production.
Overview of Business Strategy:
- What is a Strategy?
- Where does the word Strategy come from? - What is the origin of Strategy ?
- What are the Business Components in an organization ?
- What are the Strategy Drivers ?
- Why is important to communicate the Strategy to the organization employees?
- What is Value ?
- What is a Business Model ?
- Why Companies Fail in Defining Strategy ?
- The Strategy Trap
- Strategy Key Points
NEW This presentation is a beginner's guide for individuals looking to gain a business acumen and a basic knowledge in corporate business strategy.
Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Connect with me on Twitter @donadosays
Strategy / Strategic Planning / SWOT / Business /
Learn the fundamentals of business development and become a star business developer with this deck. Topics include securing media coverage, knowing the competitive landscape, and closing deals. Slides from The Business of Business Development, a class taught by BzzAgent CEO, Dave Balter, at Boston's Intelligent.ly campus.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
Creating An Effective Business Development StrategyTom Cutshall
Creating a business development strategy requires a collaborative effort from the entire business team. A key aspect of creating an effective business development plan is looking back and evaluating what worked and didn't work.
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
Business Development Framework
To get from an idea down to volume production is a long way, don’t miss out important steps to have a successful launch.
The framework gives you a guideline to walk down the stony road into volume production.
Overview of Business Strategy:
- What is a Strategy?
- Where does the word Strategy come from? - What is the origin of Strategy ?
- What are the Business Components in an organization ?
- What are the Strategy Drivers ?
- Why is important to communicate the Strategy to the organization employees?
- What is Value ?
- What is a Business Model ?
- Why Companies Fail in Defining Strategy ?
- The Strategy Trap
- Strategy Key Points
NEW This presentation is a beginner's guide for individuals looking to gain a business acumen and a basic knowledge in corporate business strategy.
Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Connect with me on Twitter @donadosays
Strategy / Strategic Planning / SWOT / Business /
Learn the fundamentals of business development and become a star business developer with this deck. Topics include securing media coverage, knowing the competitive landscape, and closing deals. Slides from The Business of Business Development, a class taught by BzzAgent CEO, Dave Balter, at Boston's Intelligent.ly campus.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
Creating An Effective Business Development StrategyTom Cutshall
Creating a business development strategy requires a collaborative effort from the entire business team. A key aspect of creating an effective business development plan is looking back and evaluating what worked and didn't work.
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
What is strategy?
Identify and examine different meanings of strategy?
What are the theoretical & practical implications of these diverse meanings?
Discuss the nature of strategy in various organisation types.
Identify different levels of strategy in organisations.
Distinguish between corporate strategy, business unit strategy, functional strategy and tactical strategy.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.
The slide is all about on business Plan. You can know lots of things about a business plan. The business Plan can help you to raise business loan from bank. without Business plan , you can't move for betterment of business.
Finance and Investment Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Finance & Investment Toolkit. It includes all the Frameworks, Tools & Templates required to improve the capability of your organization and boost your career. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
What is strategy?
Identify and examine different meanings of strategy?
What are the theoretical & practical implications of these diverse meanings?
Discuss the nature of strategy in various organisation types.
Identify different levels of strategy in organisations.
Distinguish between corporate strategy, business unit strategy, functional strategy and tactical strategy.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.
The slide is all about on business Plan. You can know lots of things about a business plan. The business Plan can help you to raise business loan from bank. without Business plan , you can't move for betterment of business.
Finance and Investment Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Finance & Investment Toolkit. It includes all the Frameworks, Tools & Templates required to improve the capability of your organization and boost your career. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
The Delaware Valley Industrial Resource Center ( DVIRC ) works with small to midsized manufactures in Philadelphia and across Southeastern Pennsylvania . The DVIRC Strategic Planning Process helps Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.
To Learn More Visit Us Online at:
www.dvirc.org
Strategic Planning & Business Growth OverviewChris Scafario
The Delaware Valley Industrial Resource Center ( DVIRC ) works with small to midsized manufactures in Philadelphia and across Southeastern Pennsylvania . The DVIRC Strategic Planning Process helps Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
At the Next Gen Customer Experience (CX) in Financial Services conference, Centerline's Marketing Change Management team presents two hypotheses on the importance of organizational balance and elevating your CX using data and innovation. As a key takeaway, the presentation included a CX Maturity Program to gauge your organizational CX maturity as well as helps identify goals and where to focus your efforts moving forward.
PMP Knowledge Areas - PMBOK 6 (PMI) INFOGRAPHICJonathan Donado
PMP Knowledge Areas & Process Group - PMBOK 6.0. knowledge areas
Estudy for the PMP exam by learning and memorizing the 49 process groups in PMBOK
by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
#PMP #PMI #projectmanagement
B2B Sales & Marketing Strategy for Tech Companies -- by Jonathan DonadoJonathan Donado
Sales and marketing presentation for B2B Tech Companies. This presentation highlights the need to move away from the traditional sales process to a new process driven by continuous interaction and communication with prospect clients through a digital marketing strategy.
The world today is "digital" and companies need to adapt their strategies to target and capture clients through digital marketing. This marketing strategy is a combination of "Owned Media", "Earned Media" and "Paid Media".
Presentation by Jonathan Donado
Connect with me on:
- Twitter: @donadosays
- Linkedin: https://www.linkedin.com/in/jonathandonado/
B2B / Marketing / Strategy / Sales / Entrepreneur / Startups / Entrepreneurship
Business plan for a BPO company in Colombia (Business Process Outsourcing - ...Jonathan Donado
Business Plan for a Business Process Outsourcing (BPO) company in Colombia. This is a sample business plan for students and professionals who need a guide or reference point to complete a business plan.
Created by Jonathan Donado
@donadosays
https://www.linkedin.com/in/jonathandonado/
BPO / Business / Consultant / Strategy / Strategic Planning
LATIN AMERICA & COLOMBIA BPO MARKETS: Strategic AnalysisJonathan Donado
Insights on the BPO (Business Process Outsourcing) markets in Latin America and Colombia.
It provides a strategic analysis for companies and professionals looking for comparative market BPO information in South America and Central America. Then, the presentation is centered around the BPO market in Colombia and the main drivers for a BPO business.
Created by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Linkedin: https://www.linkedin.com/in/jonathandonado/
Business / BPO / Consulting / Strategy / Strategic Planning / SWOT
Strategy & Marketing Proposal - Sport Event (soccer)Jonathan Donado
Strategy and Marketing Proposal for sports organizations/ companies or professionals interested in promoting a soccer/ sports event. It provides highlights and business insights of the main components to organize, promote and manage a sports event. It addresses issues such as Social Media or Public Relations initiatives. It is an Executive/ General Management overview or presentation.
By Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Linkedin: https://www.linkedin.com/in/jonathandonado/
Marketing / Sports / Soccer / Futbol / Business / Startup / Contractor / Freelance
Project Managers (PMP) Basics: Business Strategy Alignment to Project ManagementJonathan Donado
Alignment of Strategy to Project Management to the PMO Office
Basic information for Project Managers (PMP) in relation to business strategy, following principles and concepts from PMI
Presentation provided on March 23rd to a joint event organized chapters in Chicago of the Project Management Institute (PMI) and the Association for Strategic Planning (ASP).
Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Connect with me on Twitter @donadosays
Linkedin: https://www.linkedin.com/in/jonathandonado/
Strategy / PMP / PMI / Strategic Planning
Strategy Questions by A Project Manager - PMPJonathan Donado
Strategy questions asked in a Knowledge Sharing meeting of the Project Management Institute (PMI) Chicago chapter. The questions were asked by Project Managers - PMP to understand about how strategy is aligned with project management. The meeting was facilitated by Jonathan Donado in March 23 2016.
Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Connect with me on Twitter @donadosays
Linkedin: https://www.linkedin.com/in/jonathandonado/
Strategy / PMP / PMI / Strategic Planning
The Consultant Game: Little Caesars' International Expansion StrategyJonathan Donado
A strategy game for the business savvy. Read through the presentation and learn about Little Caesars. the pizza market, its competitors, and the international opportunities to expand abroad the business.
What should the CEO do? What business strategy shall the CEO take to grow the company abroad?
Tell us your choice. Please share the presentation with your peers and colleagues. The more the merrier!
Note: Pizza not included! :-)
By Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Linkedin: https://www.linkedin.com/in/jonathandonado/
Strategy / Consultant / Consulting / Management Consulting / Business / Strategic Planning
Waterfall vs Agile : A Beginner's Guide in Project ManagementJonathan Donado
A beginner's guide to learn about Waterfall and Agile methodologies and frameworks in project management.
This is done in plain English for the non-tech savvy reader.
Presentation by Jonathan Donado
Connect with me on Twitter @donadosays
Linkedin: https://www.linkedin.com/in/jonathandonado/
PMI / PMP / Agile / Business / Project Management / Project Manager / Waterfall
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
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28. Overview
Where are we going?
The future. The dreams.
Who are we as a company?
What we do. Why we exist.
Our purpose. Values.
What are going to do to achieve
our objectives?
How are we going to get there?
Vision
Mission
Strategy
69. The projects are expected to be:
1. On Budget
2. On Time
3. Synchronized with
strategy
Otherwise, it is a waste of
company’s resources
(human capital and $$)
Project
Expectations
70. But less than 42% of organizations
report NO high alignment of
projects to strategy
PMI “The High Cost of Low Performance”, 2014
71. Fact
90% of Senior Executives report that
Executing Strategic initiatives are
critical for the company’s competitive
advantage ( 2013 The Economist Intelligence Unit report)
72. Facts
Senior Executives report that:
- 61% struggle with the execution of those
strategies
- Only 56% of strategic initiatives are
successful ( 2013 The Economist Intelligence Unit report)
73. Why there is no alignment ?
That’s where the PMO comes in
PMI “The High Cost of Low Performance”, 2014
- Strong PMO
- No PMO (large firms)
- Not a strong PMO
74. 1. If company lacks uniform management and
oversight processes
2. Leadership has hard time gathering information
about the project progress and results
3. Project goals are not aligned with business goals
An Organization will
benefit from a PMO:
Business
Unit PMO
Project
Specific PMO
Enterprise
PMO
75. No
Alignment
Factors with
PMO office
1. Internal Factors: No top support,
resources, talent, etc
2. External factors: constant change,
volatile markets, competitors, etc
76. 1. If company lacks uniform management and
oversight processes
2. Leadership has hard time gathering information
about the project progress and results
3. Project goals are not aligned with business goals
An Organization will
benefit from a PMO:
Business
Unit PMO
Project
Specific PMO
Enterprise
PMO
77. TOP DOWN APPROACH:
Recipe for Success
1. Have Leadership buy-in
2. Executive team needs to engage PMO in
Strategic Planning
3. PMO needs to report to C-level
(Forrester Research found in those case the PMO is highly successful)
78. PMO: The RIGHT TALENT
High performance vs Low Performance PMO:
1. 2x more likely to succeed as they have people
with the right talent (technical and business)
2. 1/3 more like to succeed as they have the
adequate number of people
(The Project Management Office Report. PMI 2014)
- General Business Acumen
- Leadership
- Decision Making
- Financial/Cost Control
79. MEASURING RESULTS
Right Procedures + Right Talent = Results
1. Need to measure
2. Look beyond simple project metrics: scope/
budget / schedule. Look for:
• Customer Satisfaction
• Delivery time
• Etc
80. Alignment
Takeaways
1. The main way to bridge the gap between strategy
and project execution is the PMO
2. PMO needs to have the support of the company’s
leadership to succeed: Top Down Approach
3. PMO needs people with business acumen and
measure other factors on top of project metrics.
85. 15
Question #2
PMI & ASP
Are there other popular Agile
methodologies in practice especially in
the Chicago land besides Scrum?
86. 15
Question #3
PMI & ASP
As a case study, looking at Yahoo,
where did program and project
managers fail or was this more a
corporate strategy failure?
87. 15
Question #4
PMI & ASP
Can we share some tools that help
keep things aligned with the
organizational strategy?
88. Aligning Strategy to Execution: Balance
Scorecard
BALANCE SCORECARD
Robert Kaplan HBS in 1990s
What you measure is what you get
89. Aligning Strategy to Execution: Balance
Scorecard
BALANCE SCORECARD
Robert Kaplan HBS in 1990s
What you measure is what you get
91. Aligning Strategy to Execution
Robert Kaplan &
Norton
2008. They present their management system,
which houses six sequential stages intended to
help organizations capture what they call an
“execution premium”—a measurable increase in
value derived from successful strategy
execution. They outline six stages in this system:
1. Develop the strategy
2. Plan the strategy
3. Align the organization
4. Plan operations
5. Monitor and learn
6. Test and adapt
http://www.amanet.org/training/articles/What-Is-Strategy-Execution.aspx
92. 15
Question #5
PMI & ASP
Do you determine strategy first and
project management is the tool that
helps you manage the projects to
complete the strategy?
95. Strategy > Business Model Canvas
http://www.peterjthomson.com/2013/11/value-proposition-canvas/
By Alexander Osterwalder “Business Model Generation”
96. 15
Question #7
PMI & ASP
Does all strategies include projects and
the underlying management of them?
97. 15
Question #8
PMI & ASP
Does project management have any
influence on strategy?
98. 15
Question #9
PMI & ASP
How can I get a PMO started in a
company where I am the only PMP
certified person?
100. 15
Question #10
PMI & ASP
How can the PMO get a stronger voice
into the 'C' level suite if not property
represented through the
Organizational Chart ?
107. Strategy > Project Selection for Strategy
http://www.techrepublic.com/blog/tech-decision-maker/prioritize-projects-to-align-
FUNDS (MONEY)
PRIORITIZE
EQUIPMENT
PEOPLE
Company resources are
limited /scarce
Need a project
selection and
priority system to
ensure strong link
between projects
and the strategic
plan
108. 15
Question #14
PMI & ASP
How do we ensure that projects we've
taken on are still delivering the
business value that was promised in
the business case?
109. Strategy > Delivery Business Value
http://https://www.mindtools.com/pages/article/newPPM_58.htm/
BUSINESS VALUE
1. Continuous support from
SPONSOR
2. Realistic Project
Requirements
3. Measuring ongoing results
4. Feedback / Communication
To continue to
deliver business
value is critical
that the following
occur:
111. Strategy > Resource Loading/Allocation
http://www.techrepublic.com/blog/tech-decision-maker/prioritize-projects-to-align-
with-strategic-plan-116516/
Strategic Planning: Resource allocation begins at strategic planning when a
company formulates its vision and goals for the future. The vision and
strategic goals are accomplished through achievement of objectives.
Budgeting: Once you have set your objective, you will need to allocate
sufficient resources to accomplish it. In practical terms, this is often a matter
of project budgeting.
113. Strategy > Definition
“Business Strategic” is the direction/path and scope of an organization
over the long-term: which achieves advantage for the organization through its
configuration of resources within a challenging environment, to meet the
needs of markets and to fulfil stakeholder expectations".
114. 15
Question #17
PMI & ASP
How do you ensure benefit realization
is tracked consistently and accurately?
115. 15
Question #18
PMI & ASP
How do you get executives to be more
transparent with the PMO with regards
to the business strategy? It seems PMO
tends to be that last to know.
116. Strategy > Management to Support PMO
https://www.pmi.org/~/media/PDF/Publications/PMI-Pulse-Impact-of-PMOs-on-
Strategy-Implementation.ashx
THE IMPACT ON PMOS ON
STRATEGY IMPLEMENTATION: Conclusions
118. 15
Question #20
PMI & ASP
How do you manage project and
strategy integration cross culturally?
119. Strategy > Cross Culture Project Management
Time
Orientation
Individualism
Communication
Project Manager shall be culturally sensitive and
promote creativity and motivation through flexible
leadership. The PM needs to promote an environment of
cross-cultural communication with respect and
understanding of differences among team members.
Main
Challenges:
https://www.gwu.edu/~umpleby/recent_papers/2009%20PMI%20Anbari%20Cultural%
20Differences.pdf
131. 15
Question #31
PMI & ASP
I have seen a lot of divestment by
formerly large companies, e.g., HP,
Abbott, and parts are being sold off.
Does strategy come first before
projects, programs and portfolios ?
132. 15
Question #32
PMI & ASP
I majored in MIS, specializing in IT project
management. While I have a little PM
experience from past work experience I
have never been a real PM. How do I get
started towards a true PM career ?
133. 15
Question #33
PMI & ASP
If I gave you a laptop to plan your next
project, what software would you want
on it?
134. 15
Question #34
PMI & ASP
I'm interested to hear about the
alignment of strategy with PM
135. 15
Question #35
PMI & ASP
In a large organization, how can a PMO
do a better job to help facilitate project
selection/prioritization across
departments?
136. 15
Question #36
PMI & ASP
In an acquisition situation, when 2
cultures are radically different, what
type of turnover would be expected?
137. 15
Question #37
PMI & ASP
In the arena of IT, much focus is on
new/shiny features that will advance
strategic objectives. How can we help
the business to understand the
importance of underlying ?
138. 15
Question #38
PMI & ASP
Is having a $ value or cost avoidance
the only true measures of aligning
projects with business strategy ?
139. 15
Question #39
PMI & ASP
Is it always necessary to have a
strategy defined around a project or is
it enough just to have scope and
deliverables ?
140. 15
Question #40
PMI & ASP
Is it still project or maybe program
management already ?
141. 15
Question #41
PMI & ASP
Is there a recommended framework for
aligning strategy with performance ?
142. 15
Question #42
PMI & ASP
Does this question of strategy and
projects differ in large organizations
versus start-ups ?
143. 15
Question #43
PMI & ASP
I just want to get a high level
background on Strategic & Business
144. 15
Question #44
PMI & ASP
Please explain your experience in
expressing the value of PM's to upper
management.
152. 15
Question #52
PMI & ASP
Since many functions tend to become
siloed over time, what steps can a PM
take to insert themselves into the
strategy conversation ?
160. 15
Question #60
PMI & ASP
What are the ways that portfolio
management aligns company's project
management practices with its
corporate objectives ?
163. 15
Question #63
PMI & ASP
What is the best example of a project
well aligned with strategy that you
have led? How did that alignment
affect the project outcome ?
166. 15
Question #66
PMI & ASP
What mechanisms do you recommend
to address outcomes when project
managers are contractors and no
longer at the company ?
167. 15
Question #67
PMI & ASP
When would a project be chartered
that does not align with the strategy
and why ?
168. 15
Question #68
PMI & ASP
Where have you seen project
management efforts fail during
strategic initiatives ?
169. 15
Question #69
PMI & ASP
Would this vary between Waterfall and
Agile environments ?
170. 15
Question #70
PMI & ASP
Wouldn’t your company’s business
strategy dictate whether or not to
initiate a project ? (internal or external
clients)