Presentation by Jill Cuthbert, Senior Employee Relations Specialist, Citi (formerly Citibank) at CMP's 'Aiming for excellence' conference, 5 December 2008, London.
Presentation by Jill Cuthbert, Senior Employee Relations Specialist, Citi (formerly Citibank) at CMP's 'Aiming for excellence' conference, 5 December 2008, London.
The Organizational Effectiveness (OE) approach within Boehringer Ingelheim Pharmaceuticals, Inc. (BIPI) involves surfacing issues that span multiple functions through questions, discussion and dialog. We then empower passionate people from across our company to work together to affect positive change.
An innovative approach to large-scale organisation change
• Understanding resistance to change and strategies for overcoming it
• Taking a socially responsible approach to downsizing
This was a great presentation at the HR Leaders Resources Summit 2013. It focused on a description of the approach taken to close an aluminium smelter in a socially responsible manner
Webinar: How to make the welfare system simple to understandPolicy in Practice
Policy in Practice's Benefit and Budgeting Calculator software is fast, accurate, simple and targeted. Newly upgraded for 2017, it now has even more features to help people understand work and welfare with confidence.
Using our frontline engagement software local authorities, housing associations and welfare to work providers can simplify conversations, explain complex changes better and support advisors with information they can trust.
Most importantly, our software simplifies the welfare system, giving people the information to make the decisions that are right for them.
Listen to this webinar to hear:
- How to simplify your benefit assessments
- How to simplify your budgeting advice
- How to simplify your income maximisation advice
Find out more at
http://policyinpractice.co.uk/outcome-based-software/benefit-budgeting-calculator/
or email hello@policyinpractice.co.uk
What methods can IT use to make sure its initiatives have the suppor.pdfmallik3000
What methods can IT use to make sure its initiatives have the support of business leadership?
Solution
IT initiatives often require a lot of investments in terms of money, time and effort. Such huge
demand for resources puts constraints on the organisation and a strong leadership support is
necessary for a successful project. But not every time can we expect leaders offer the support an
IT initiative requires. The following actions are helpful in such cases
1. Understand and listen to leaders
2. Create a vision
Identify where the organization would be if IT initiatives are in place and share them. Show the
management, the outcome of the initiatives.
3. Speak the language of management
4. Create a sense of urgency
May a time organizational leaders get trapped in a state of complacency. It is necessary to show
them the need for immediate action and progress. Show them the external and internal factors
affecting the organization and how other organizations are responding to these changing
dynamics and trends. Show them how other organizations and industries are faring well and
create a sense of urgency.
Show them the costs of not taking such initiatives- the cost in terms of time, money and customer
satisfaction
5. Involve them in the process
6. Update them regularly with key performance indicators (sales, profit margin, customer
satisfaction score etc).
DIO Consulting Presentation for Corporate & Large Organizationsdioconsulting
This presentation is for medium and large organizations, who wish to create more value from their existing infrastructure and to prepare themselves to take the next step in business expansion.
What do next generation leaders say they need to be 'future ready'? This report is from 200+ next generation leaders attending the #AICPA_EDGE Conference in Las Vegas in August, 2016.
Next Gen leaders will be called to lead in a different environment than many leaders of the past. These times of exponential change will require a different skill set. They will be leading in transformational and adaptive times which require new skills and new practices.
This report highlights top challenges, top skills, insights from the session and more.
These polls were integrated during a presentation on "The Future Ready CPA" where we covered the 5 C's - Context, Certainty, Capacity, Competency, and Core Purpose & Values.
We are living in “exponential times” where the size, scale and scope of change is incredible. That means there are incredible opportunities for those who can see through the fog of uncertainty and anticipate what’s next. The biggest opportunity is to harness the wisdom of our older generations with the fresh perspectives of the tech-savvy younger generations. The next generation of leaders is enthusiastically ready to have a seat at the table. The future is not created; the future is co- created. Let’s get to work!
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
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The Organizational Effectiveness (OE) approach within Boehringer Ingelheim Pharmaceuticals, Inc. (BIPI) involves surfacing issues that span multiple functions through questions, discussion and dialog. We then empower passionate people from across our company to work together to affect positive change.
An innovative approach to large-scale organisation change
• Understanding resistance to change and strategies for overcoming it
• Taking a socially responsible approach to downsizing
This was a great presentation at the HR Leaders Resources Summit 2013. It focused on a description of the approach taken to close an aluminium smelter in a socially responsible manner
Webinar: How to make the welfare system simple to understandPolicy in Practice
Policy in Practice's Benefit and Budgeting Calculator software is fast, accurate, simple and targeted. Newly upgraded for 2017, it now has even more features to help people understand work and welfare with confidence.
Using our frontline engagement software local authorities, housing associations and welfare to work providers can simplify conversations, explain complex changes better and support advisors with information they can trust.
Most importantly, our software simplifies the welfare system, giving people the information to make the decisions that are right for them.
Listen to this webinar to hear:
- How to simplify your benefit assessments
- How to simplify your budgeting advice
- How to simplify your income maximisation advice
Find out more at
http://policyinpractice.co.uk/outcome-based-software/benefit-budgeting-calculator/
or email hello@policyinpractice.co.uk
What methods can IT use to make sure its initiatives have the suppor.pdfmallik3000
What methods can IT use to make sure its initiatives have the support of business leadership?
Solution
IT initiatives often require a lot of investments in terms of money, time and effort. Such huge
demand for resources puts constraints on the organisation and a strong leadership support is
necessary for a successful project. But not every time can we expect leaders offer the support an
IT initiative requires. The following actions are helpful in such cases
1. Understand and listen to leaders
2. Create a vision
Identify where the organization would be if IT initiatives are in place and share them. Show the
management, the outcome of the initiatives.
3. Speak the language of management
4. Create a sense of urgency
May a time organizational leaders get trapped in a state of complacency. It is necessary to show
them the need for immediate action and progress. Show them the external and internal factors
affecting the organization and how other organizations are responding to these changing
dynamics and trends. Show them how other organizations and industries are faring well and
create a sense of urgency.
Show them the costs of not taking such initiatives- the cost in terms of time, money and customer
satisfaction
5. Involve them in the process
6. Update them regularly with key performance indicators (sales, profit margin, customer
satisfaction score etc).
DIO Consulting Presentation for Corporate & Large Organizationsdioconsulting
This presentation is for medium and large organizations, who wish to create more value from their existing infrastructure and to prepare themselves to take the next step in business expansion.
What do next generation leaders say they need to be 'future ready'? This report is from 200+ next generation leaders attending the #AICPA_EDGE Conference in Las Vegas in August, 2016.
Next Gen leaders will be called to lead in a different environment than many leaders of the past. These times of exponential change will require a different skill set. They will be leading in transformational and adaptive times which require new skills and new practices.
This report highlights top challenges, top skills, insights from the session and more.
These polls were integrated during a presentation on "The Future Ready CPA" where we covered the 5 C's - Context, Certainty, Capacity, Competency, and Core Purpose & Values.
We are living in “exponential times” where the size, scale and scope of change is incredible. That means there are incredible opportunities for those who can see through the fog of uncertainty and anticipate what’s next. The biggest opportunity is to harness the wisdom of our older generations with the fresh perspectives of the tech-savvy younger generations. The next generation of leaders is enthusiastically ready to have a seat at the table. The future is not created; the future is co- created. Let’s get to work!
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The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
15. 1. Each consultant is an access point to
experience and knowledge of the whole
company
2. Consultant should stay a part of Netlight and
should not feel lonely at customer’s premises
29. David Cummins,
Ministry
We tried to delegate our people too
much responsibility at once. They looked
at us and said, “Hey, hey, wait, you
didn’t hire us to do THAT stuff”
30. Petri Heimaro,
Futurice
Instead of having a problem of people
using the card too much, I’d say we
have the reverse problem. People are not
comfortable making investments, or
discussing them with others.
36. Petri Heimaro,
Futurice
On one level, I think that was a lot of
work to make the decision that in my
head I had already made a year ago. On
the other hand, it was a big investment
and it was worth making sure it’s what
people want
37. Making a decision an employee takes a responsibility to
make it happen
38. 1. Employees can make any tactical or
strategic decision
2. Employees should know what requires
approval and what does not
3. Making a decision an employee takes a
responsibility to make it happen