How private company boards often fail to serve investors and how to make them...jonfweber
The document discusses how private company boards often fail to serve investors and provides suggestions for improvement. It notes that boards commonly rely too heavily on executive teams, are composed of unthreatening and overextended members without relevant skills, and focus too much on process over strategic issues. It recommends that investors stay closely involved with boards, boards prioritize "A" players with commitment and skills tailored to the business challenges, and meetings center on value drivers, resources, and succession. Further, it suggests compact boards of qualified candidates accountable to investors, compensation tied to cost of capital and risk-sharing, clear delegation of authority, thorough talent assessment, competitive selection of professional advisors, and periodic performance assessments of board members.
Implementation of FSLAA will probably cause some advisers to leave the sector. How many? We provide two snippets of our work on modelling losses. We have more...
This document discusses how plan sponsors can evaluate whether their retirement plan advisor has sufficient expertise. It notes that less than 1% of financial advisors focus primarily on defined contribution plans. The document provides 8 questions plan sponsors should ask their advisor to assess the advisor's competency, including whether the advisor acts as a fiduciary, understands plan designs and fees, and implements robust processes for benchmarking and participant education. It encourages plan sponsors to contact the author if concerned about their current advisor's qualifications.
This document summarizes key attributes of ineffective corporate board members and provides criteria for selecting more impactful board members. It identifies several types of board members to avoid, such as "cheerleaders" who uncritically support management and "process masters" obsessed with formalities. It recommends seeking board members who will actively set strategy, manage risk, drive performance, visit facilities and mentor executives. Effective board members spend significant time, around 245 and 172 hours per year for public and private companies respectively, to fulfill their responsibilities. Selecting board members carefully based on evidence of their past impact and commitment can result in a higher performing board that creates more value.
An Academic Perspective on Reputation…, by Yuri Mishina, Assistant Professor ...Mattcartmell
This document discusses the concept of reputation from various perspectives. It addresses that reputation is audience-specific, multidimensional involving being known and known for something. Having a good reputation can provide benefits like greater market dominance and performance but can also make a company a target. While most work has focused on good reputations, this touches on how reputations may grow and decline differently and require different management tactics. It raises several open questions about how reputation links to different levels like industry, firm and executives as well as its relationship to reality.
FEG AISNE Fall 2011 Fiduciary Responsibility of Committees Final SlidesBrian Gray
The document summarizes the fiduciary responsibilities of investment committees and discusses challenges they face, oversight structures, and best practices. It notes that committees must balance manager proliferation, market complexity, selection processes, and their own dynamics. Effective oversight requires understanding different fiduciary levels and allocating decision rights. Best practices include strong leadership, decision-making frameworks, ongoing education, and avoiding blame.
Micromanagement. We've all been there, whether we've experienced it or done it ourselves. When you have a board that micromanages, it can often lead to a problem. Here are some ways to deal with a board that micromanages.
How private company boards often fail to serve investors and how to make them...jonfweber
The document discusses how private company boards often fail to serve investors and provides suggestions for improvement. It notes that boards commonly rely too heavily on executive teams, are composed of unthreatening and overextended members without relevant skills, and focus too much on process over strategic issues. It recommends that investors stay closely involved with boards, boards prioritize "A" players with commitment and skills tailored to the business challenges, and meetings center on value drivers, resources, and succession. Further, it suggests compact boards of qualified candidates accountable to investors, compensation tied to cost of capital and risk-sharing, clear delegation of authority, thorough talent assessment, competitive selection of professional advisors, and periodic performance assessments of board members.
Implementation of FSLAA will probably cause some advisers to leave the sector. How many? We provide two snippets of our work on modelling losses. We have more...
This document discusses how plan sponsors can evaluate whether their retirement plan advisor has sufficient expertise. It notes that less than 1% of financial advisors focus primarily on defined contribution plans. The document provides 8 questions plan sponsors should ask their advisor to assess the advisor's competency, including whether the advisor acts as a fiduciary, understands plan designs and fees, and implements robust processes for benchmarking and participant education. It encourages plan sponsors to contact the author if concerned about their current advisor's qualifications.
This document summarizes key attributes of ineffective corporate board members and provides criteria for selecting more impactful board members. It identifies several types of board members to avoid, such as "cheerleaders" who uncritically support management and "process masters" obsessed with formalities. It recommends seeking board members who will actively set strategy, manage risk, drive performance, visit facilities and mentor executives. Effective board members spend significant time, around 245 and 172 hours per year for public and private companies respectively, to fulfill their responsibilities. Selecting board members carefully based on evidence of their past impact and commitment can result in a higher performing board that creates more value.
An Academic Perspective on Reputation…, by Yuri Mishina, Assistant Professor ...Mattcartmell
This document discusses the concept of reputation from various perspectives. It addresses that reputation is audience-specific, multidimensional involving being known and known for something. Having a good reputation can provide benefits like greater market dominance and performance but can also make a company a target. While most work has focused on good reputations, this touches on how reputations may grow and decline differently and require different management tactics. It raises several open questions about how reputation links to different levels like industry, firm and executives as well as its relationship to reality.
FEG AISNE Fall 2011 Fiduciary Responsibility of Committees Final SlidesBrian Gray
The document summarizes the fiduciary responsibilities of investment committees and discusses challenges they face, oversight structures, and best practices. It notes that committees must balance manager proliferation, market complexity, selection processes, and their own dynamics. Effective oversight requires understanding different fiduciary levels and allocating decision rights. Best practices include strong leadership, decision-making frameworks, ongoing education, and avoiding blame.
Micromanagement. We've all been there, whether we've experienced it or done it ourselves. When you have a board that micromanages, it can often lead to a problem. Here are some ways to deal with a board that micromanages.
Startup Mistakes: What to Avoid, and How to SucceedDavid Ehrenberg
Everyone who's been down the startup road has made a mistake or two -- and we don't just mean the sandals-with-socks kind of mistake...
Nope, we're talking real mistakes, some of which can even be fatal. The good news? Many of these same mistakes are also avoidable.
Key topics include:
- Financial forecasting
- IP protection strategy
- Setting appropriate funding objectives
- Issues with resource allocation
- Understanding and monitoring your cash burn
- Getting your best valuation
- Building the essential infrastructure your business needs to scale
- and more...!
The document discusses several types of business crises including starting, cash flow, delegation, leadership, financial, prosperity, and management succession crises. It provides causes and recommendations for how to prevent or overcome each type of crisis. Key advice includes thorough planning, developing management teams, effective delegation, consultation with experts, succession planning, and being adaptive to changes.
For the Risk Management Association, Pepperdine University researcher John Paglia offers a perspective on data and current trends on capital markets across major segments. Sourcing the most results from the on-going Pepperdine Private Capital Markets Project, Dr. Paglia share how these markets work in relation to the publicly traded markets .
How to Manage Corporate Access More EffectivelyJeffrey Tha
Buy-side demand for corporate access is growing.
A successful investor outreach program starts with an internal assessment.
Look beyond traditional channels.
IRO-only meetings are a growing trend.
Corporate access requests are coming from unexpected places.
Mergers and acquisitions often fail to meet their promised goals, with failure rates between 50-70% and shareholder value being destroyed in more than 60% of cases. Common problems that contribute to failure include insensitive management, a lack of trust building and communication between companies, slow execution, and power struggles. To improve success, companies should recognize that leadership and respecting people are vital, build partnerships through trust and learning from each other rather than seeking power and domination, and make changes while safeguarding self-esteem.
Smarter Working – Developing Your Partnerships SkillsSimon Berry
The document discusses leadership skills for community partnerships. It outlines a six stage process for developing partnerships: 1) Identify local needs, 2) Involve the community, 3) Plan short and long term actions with a vision, 4) Work in partnerships strategically, 5) Secure funding and finance, 6) Deliver outcomes. It explores the difference between legitimate and community leaders, and how leadership can be effective without formal legitimacy by building trust and working with others. Tables provide examples of skills training that could help partnerships, such as fundraising, volunteer management, project evaluation, and leadership development.
The document discusses managing a client's debt and home equity in an optimal way. It emphasizes creating congruent goals for debt repayment and investments to maximize growth over the long term. A key part of managing debt involves understanding a client's specific needs and life goals, regularly reviewing rates and market trends, and finding opportunities to consolidate debt at lower rates.
Tone at the Top - Questions to ask at Board MeetingsRobert Seestadt
The document discusses establishing "tone at the top" through board oversight and asking questions at meetings. It provides 25 questions for boards to consider asking management teams to gain insight. Examples include asking about cash reserves, insurance coverage, key challenges, and compliance with audit recommendations. The questions are meant to facilitate open-ended discussions about operations, planning, risks and controls.
1. The document discusses the evolving role of Chief Financial Officers (CFOs) in the public sector. It notes that CFOs are increasingly taking on top leadership positions and playing a critical role during economic downturns.
2. The core responsibilities of a CFO include being a key member of the leadership team in developing and implementing strategy, leading financial management across the organization, and ensuring all business decisions consider opportunities, risks and alignment with financial strategy.
3. A high performing CFO goes beyond traditional finance roles to serve as a business partner in strategic decision making and as a pragmatic strategist who evaluates strategies and risks.
Jason Tanner and Laura Richardson discuss a better way to engage a workforce in making difficult decisions about how to cut costs best for the organization and best for the workforce. Collaborative Cost Cutting which leverages frameworks from participatory budgeting and from Scaled Agile Framework, leads to better alignment and better decisions.
LaunchPad brings together all of the players in the Southern California middle market sector of the private capital markets. Sponsored by the Alliance of Mergers & Acquisitions, Dr. John Paglia shares findings from the Summer 2011
Fairness Opinions, Financial Analyses, Projections and the Role of Financial ...Kevin Miller
This document discusses fairness opinions, financial analyses, projections, and the role of financial advisors. It provides information on:
- What fairness opinions are, when boards want them, and when they are required. Fairness opinions evaluate whether consideration in a transaction is fair from a financial point of view.
- Key considerations for fairness opinions, including that they are limited in scope and do not substitute business judgment. Financial presentations to boards may be more valuable.
- What fairness opinions do and do not address, such as the relative merits of transactions or stock price after a deal.
- Common financial analyses used in fairness opinions like discounted cash flow, selected companies and transactions comparisons.
- Issues around projections
Donna Walters has experience in operational efficiency, business analysis, and community outreach. She has a Master's in Leadership from Northeastern University and a Bachelor's in Business Administration. Her work sample outlines a strategic gameplan for a membership team focused on research, gaining buy-in, implementation, and planning for sustainable success through leadership development, financial health, and effective communication. She provides her contact information and lists relevant experience, education, industries, and specialties.
Mike Jones • ProEquities, Inc.
- Bucket investing with risk-managed portfolios by David Varadi, Jerry Wagner, J.D., George Yang, Ph.D. & CFA
- Employment increases set new record
- Referrals fueled by process management (James Franke • Harbour Investments, Inc.)
This document discusses the efficiency mindset and collaboration in the future. It notes the market challenges of reduced budgets and the need for alternative thinking beyond current practices. There are two camps - collaboration which focuses on relationships, problem solving, and value, and traditional which focuses on short term goals, blame, and lowest price. The document provides guidance on starting a collaborative journey by aligning with objectives, using options appraisals to evaluate options, and creating and managing the relationship by communicating, using agreements properly, and jointly resolving issues. It stresses the importance of identifying and capturing efficiencies through standardized data and sharing successes in order to maintain momentum over time.
This document summarizes equity financing options for businesses. It discusses that equity financing involves selling stock, membership, or partnership interests in exchange for cash or property. The benefits are that there is no fixed repayment date, funds can be used flexibly, and no assets are tied up as collateral. However, the costs are dilution of ownership and control, as well as having to consider minority owner interests. Equity financing may be better for growth businesses, those with few assets for loans, or those with inconsistent revenues for debt payments.
10 Questions to Ask at Your Next Board MeetingRoger Branch
This document provides 10 questions for company boards to focus on at meetings to drive strategic discussion and long-term performance. The questions are divided into 3 governance questions regarding key metrics, risk management, and board composition, and 7 strategic questions focused on market changes, growth plans, evaluating proposals, and balancing mission with sustainability. Addressing these questions is meant to help boards focus on strategic issues rather than getting bogged down in procedural activities.
This document summarizes a 10 slide presentation on business growth in Africa. The presentation discusses several key points:
1) Understanding cultural differences across African countries is important for business success. Factors like communication style, power dynamics, and time orientation vary significantly.
2) Building long-term, mutually beneficial relationships is important for sustainable growth. Understanding customer needs and deploying relevant solutions is necessary.
3) Consideration of regional initiatives, jurisdictions, and other impact factors like regulations is recommended when crafting an African growth plan. The plan should not be made without proper research and experience in the region.
Ten Slides in Ten Minutes - Thinking about the Virtual Bid TeamBill Graham CP.APMP
Bid Teams are complex entities and even more so when they comprise of virtual team members. This presentation looks at a few aspects of these virtual bid teams and their actual members.
Startup Mistakes: What to Avoid, and How to SucceedDavid Ehrenberg
Everyone who's been down the startup road has made a mistake or two -- and we don't just mean the sandals-with-socks kind of mistake...
Nope, we're talking real mistakes, some of which can even be fatal. The good news? Many of these same mistakes are also avoidable.
Key topics include:
- Financial forecasting
- IP protection strategy
- Setting appropriate funding objectives
- Issues with resource allocation
- Understanding and monitoring your cash burn
- Getting your best valuation
- Building the essential infrastructure your business needs to scale
- and more...!
The document discusses several types of business crises including starting, cash flow, delegation, leadership, financial, prosperity, and management succession crises. It provides causes and recommendations for how to prevent or overcome each type of crisis. Key advice includes thorough planning, developing management teams, effective delegation, consultation with experts, succession planning, and being adaptive to changes.
For the Risk Management Association, Pepperdine University researcher John Paglia offers a perspective on data and current trends on capital markets across major segments. Sourcing the most results from the on-going Pepperdine Private Capital Markets Project, Dr. Paglia share how these markets work in relation to the publicly traded markets .
How to Manage Corporate Access More EffectivelyJeffrey Tha
Buy-side demand for corporate access is growing.
A successful investor outreach program starts with an internal assessment.
Look beyond traditional channels.
IRO-only meetings are a growing trend.
Corporate access requests are coming from unexpected places.
Mergers and acquisitions often fail to meet their promised goals, with failure rates between 50-70% and shareholder value being destroyed in more than 60% of cases. Common problems that contribute to failure include insensitive management, a lack of trust building and communication between companies, slow execution, and power struggles. To improve success, companies should recognize that leadership and respecting people are vital, build partnerships through trust and learning from each other rather than seeking power and domination, and make changes while safeguarding self-esteem.
Smarter Working – Developing Your Partnerships SkillsSimon Berry
The document discusses leadership skills for community partnerships. It outlines a six stage process for developing partnerships: 1) Identify local needs, 2) Involve the community, 3) Plan short and long term actions with a vision, 4) Work in partnerships strategically, 5) Secure funding and finance, 6) Deliver outcomes. It explores the difference between legitimate and community leaders, and how leadership can be effective without formal legitimacy by building trust and working with others. Tables provide examples of skills training that could help partnerships, such as fundraising, volunteer management, project evaluation, and leadership development.
The document discusses managing a client's debt and home equity in an optimal way. It emphasizes creating congruent goals for debt repayment and investments to maximize growth over the long term. A key part of managing debt involves understanding a client's specific needs and life goals, regularly reviewing rates and market trends, and finding opportunities to consolidate debt at lower rates.
Tone at the Top - Questions to ask at Board MeetingsRobert Seestadt
The document discusses establishing "tone at the top" through board oversight and asking questions at meetings. It provides 25 questions for boards to consider asking management teams to gain insight. Examples include asking about cash reserves, insurance coverage, key challenges, and compliance with audit recommendations. The questions are meant to facilitate open-ended discussions about operations, planning, risks and controls.
1. The document discusses the evolving role of Chief Financial Officers (CFOs) in the public sector. It notes that CFOs are increasingly taking on top leadership positions and playing a critical role during economic downturns.
2. The core responsibilities of a CFO include being a key member of the leadership team in developing and implementing strategy, leading financial management across the organization, and ensuring all business decisions consider opportunities, risks and alignment with financial strategy.
3. A high performing CFO goes beyond traditional finance roles to serve as a business partner in strategic decision making and as a pragmatic strategist who evaluates strategies and risks.
Jason Tanner and Laura Richardson discuss a better way to engage a workforce in making difficult decisions about how to cut costs best for the organization and best for the workforce. Collaborative Cost Cutting which leverages frameworks from participatory budgeting and from Scaled Agile Framework, leads to better alignment and better decisions.
LaunchPad brings together all of the players in the Southern California middle market sector of the private capital markets. Sponsored by the Alliance of Mergers & Acquisitions, Dr. John Paglia shares findings from the Summer 2011
Fairness Opinions, Financial Analyses, Projections and the Role of Financial ...Kevin Miller
This document discusses fairness opinions, financial analyses, projections, and the role of financial advisors. It provides information on:
- What fairness opinions are, when boards want them, and when they are required. Fairness opinions evaluate whether consideration in a transaction is fair from a financial point of view.
- Key considerations for fairness opinions, including that they are limited in scope and do not substitute business judgment. Financial presentations to boards may be more valuable.
- What fairness opinions do and do not address, such as the relative merits of transactions or stock price after a deal.
- Common financial analyses used in fairness opinions like discounted cash flow, selected companies and transactions comparisons.
- Issues around projections
Donna Walters has experience in operational efficiency, business analysis, and community outreach. She has a Master's in Leadership from Northeastern University and a Bachelor's in Business Administration. Her work sample outlines a strategic gameplan for a membership team focused on research, gaining buy-in, implementation, and planning for sustainable success through leadership development, financial health, and effective communication. She provides her contact information and lists relevant experience, education, industries, and specialties.
Mike Jones • ProEquities, Inc.
- Bucket investing with risk-managed portfolios by David Varadi, Jerry Wagner, J.D., George Yang, Ph.D. & CFA
- Employment increases set new record
- Referrals fueled by process management (James Franke • Harbour Investments, Inc.)
This document discusses the efficiency mindset and collaboration in the future. It notes the market challenges of reduced budgets and the need for alternative thinking beyond current practices. There are two camps - collaboration which focuses on relationships, problem solving, and value, and traditional which focuses on short term goals, blame, and lowest price. The document provides guidance on starting a collaborative journey by aligning with objectives, using options appraisals to evaluate options, and creating and managing the relationship by communicating, using agreements properly, and jointly resolving issues. It stresses the importance of identifying and capturing efficiencies through standardized data and sharing successes in order to maintain momentum over time.
This document summarizes equity financing options for businesses. It discusses that equity financing involves selling stock, membership, or partnership interests in exchange for cash or property. The benefits are that there is no fixed repayment date, funds can be used flexibly, and no assets are tied up as collateral. However, the costs are dilution of ownership and control, as well as having to consider minority owner interests. Equity financing may be better for growth businesses, those with few assets for loans, or those with inconsistent revenues for debt payments.
10 Questions to Ask at Your Next Board MeetingRoger Branch
This document provides 10 questions for company boards to focus on at meetings to drive strategic discussion and long-term performance. The questions are divided into 3 governance questions regarding key metrics, risk management, and board composition, and 7 strategic questions focused on market changes, growth plans, evaluating proposals, and balancing mission with sustainability. Addressing these questions is meant to help boards focus on strategic issues rather than getting bogged down in procedural activities.
This document summarizes a 10 slide presentation on business growth in Africa. The presentation discusses several key points:
1) Understanding cultural differences across African countries is important for business success. Factors like communication style, power dynamics, and time orientation vary significantly.
2) Building long-term, mutually beneficial relationships is important for sustainable growth. Understanding customer needs and deploying relevant solutions is necessary.
3) Consideration of regional initiatives, jurisdictions, and other impact factors like regulations is recommended when crafting an African growth plan. The plan should not be made without proper research and experience in the region.
Ten Slides in Ten Minutes - Thinking about the Virtual Bid TeamBill Graham CP.APMP
Bid Teams are complex entities and even more so when they comprise of virtual team members. This presentation looks at a few aspects of these virtual bid teams and their actual members.
Fair Trade India is an online platform that facilitates direct trade between producers and buyers in order to support fair trade practices in India. It connects suppliers of goods like food, handicrafts, clothing and more with customers, ensuring producers receive fair prices without intermediaries. The platform aims to benefit both producers through transparent sales and fair rates, and buyers by providing high quality, certified products while supporting farmers and artisans.
Ten slides in Ten Minutes - Thinking about Practical and Pertinent PresentationsBill Graham CP.APMP
This document summarizes a presentation about creating effective presentations. It provides guidelines for developing presentations that resonate with audiences and leave no unanswered questions. It emphasizes that presentations should be relevant, understood easily, and create a positive experience. It offers seven practical rules for presentations, including ensuring the objective is accomplished and that each slide has a clear purpose. It also outlines the key stages in developing a presentation: plan, prepare, produce, practice and present. It stresses the importance of preparation, practice, and continuous improvement based on feedback.
Ten slides in Ten minutes - Learn how to Craft an Executive SummaryBill Graham CP.APMP
This document discusses how to craft effective executive summaries for proposals and bids. It explains that executive summaries should be crafted from the client's business perspective to demonstrate what value the solution can provide. For responses to requests for proposals, the summary should focus on client requirements, the proposed solution, and benefits. For final offers, the summary should emphasize elements addressed in feedback, like implementation approach and third-party involvement. Effective summaries result from understanding the client's critical needs and involve contributions from various roles across the organization.
Ten Slides in Ten Minutes - Thinking about Competition in BusinessBill Graham CP.APMP
The document is a 10 slide presentation on thinking about competition in business. The presentation discusses:
1) The need for businesses to develop a sustainable business model and symbiotic relationships with clients to make competitors irrelevant.
2) The importance of having a relevant business acquisition process that builds industry knowledge, identifies opportunities, and develops relationships.
3) Developing a journey with clients through basic products and solutions to more advanced hosted solutions and value-added services through a common strategic vision.
4) Deploying relevant and cost-efficient solutions to stay ahead of competitors and maintain relevance in the client's marketplace over time.
String instruments often go out of tune due to reasons such as temperature and humidity. Hence, musicians are burdened with the task of tuning them often. Guitars are tuned by rotating its pegs until the strings have the right tension. Our aim is to automate this process.
Ten Slides in Ten Minutes - From Parking Lot to Proposal WinBill Graham CP.APMP
This document provides guidance on developing successful proposals and winning bids by summarizing 10 key slides:
1) Consider the organization from the outside and address any potential impediments before embarking on the proposal.
2) Understand how the marketplace is changing and address client requirements like a single point of contact.
3) Ensure strong support structures for bids including dedicated teams, resources, and opportunity management systems.
4) Develop a strategic bid plan based on account planning and a cross-functional bid team to support the client's business needs.
5) Conduct a rigorous internal and external analysis to identify opportunities and threats of the proposed strategy.
6) Define what a strong bid team should be and avoid potential pitfalls
Crafting Global Proposals - there are only winners & losersBill Graham CP.APMP
The document appears to be a presentation on crafting global proposals. It discusses several key points:
- Traditional global organizations can "smother" national entities by imposing standardized, top-down approaches that lack local knowledge.
- Bid management can become compromised when too many layers are involved across different countries/regions.
- National offices need autonomy to operate as individual entities in order to be agile, leverage local knowledge, and focus on practical growth.
- Opportunity management is important for identifying sustainable business opportunities, and requires relationship building, market management, opportunity scouting, qualification of opportunities, and crafting solutions.
This document provides an overview of best practices for sales structures and processes. It discusses defining roles like salespeople, account managers, and support teams. An effective sales structure also includes regular sales planning and tracking opportunities. The presentation emphasizes establishing clear sales steps, compensation plans, and holding an annual sales conference to review performance and goals.
Sales services combines sales operations and a bid centre to support a company's salesforce in winning bids. A bid centre is custodian of the bid process and typically includes bid managers, proposal coordinators, content providers, and quality assurance. As companies mature, their bid processes and positioning evolve from informal processes run by individuals to formalized processes with dedicated resources, standardized content, and integrated quality assurance. This improves a proposal's structure, content quality, role clarity, winning potential, relevance to clients, and ability to deliver proposals on time. Understanding a client's needs is paramount to developing the right solution and winning bids.
Implementation and analysis of search algorithms in single player connect fou...Anmol Rajpurohit
The document discusses the implementation and analysis of search algorithms in a single-player Connect Four game. It outlines the game rules and previous work analyzing strategies. It then describes the problem statement, algorithms implemented including minimax and alpha-beta pruning, heuristics to evaluate board positions, and a comparative analysis of the algorithms. Exponential heuristics were found to explore more nodes than linear heuristics but require less than 1 second to search to a depth of 10. Alpha-beta pruning reduced the number of nodes explored by 10 to 100 times compared to not using pruning.
The document discusses the importance of having a conductor or bid manager to lead a successful bid submission, similar to how a conductor leads a harmonious orchestra. It states that a bid submission should not be led like a carthorse that relies only on brute force but instead must be carefully coordinated and resonate with the client. It emphasizes that the bid manager must have full control over the submission and align all levels of the client organization to craft a relevant proposal in order to increase the chances of winning the bid.
Ten Slides in Ten Minutes - Thinking about the Sales Phase of the SDLCBill Graham CP.APMP
The document summarizes key aspects of the sales phase of the service delivery lifecycle. It discusses the importance of strategic alignment, client value, sales management processes, and support across the organization. It identifies potential failure points in the sales phase such as unmanaged growth, weak bid management, and data inconsistencies. The document also notes that problems often stem from issues with an organization's people, processes, and systems, such as outdated resources, siloed systems, and political behaviors. Without good people, processes, and systems to support sales, an organization risks stagnation and decline over time.
Northern Anne Arundel County Chamber Balancing Finances During Emotional TimesKelly Leonard
The document summarizes a presentation given by Kelly Leonard of Taylor-Leonard Corporation titled "Balancing Finances During Emotional Times". The presentation discussed strategies for financial measurement and management, achieving market growth, working through a business slowdown, and effectively reducing business costs. It provided tools like balance sheets, income statements, and cash flow statements for financial measurement and discussed tactics like activity-based costing, creating new income streams, and customer segmentation. The presentation also suggested reducing costs through exploring alternative labor sources, bartering, renegotiating contracts, improving processes, and advance purchasing.
Apohan Corporate Consultants Private Limited India is a leading M&A company in India. It has prepared a master database of the companies it has approached and has secured consulting mandates for equity investment. These businesses seeking equity funding are led by reputed technocrats with huge marketing strength, whose core strength, at the same time, isn’t strategic financing . Apohan assists them with its end-to-end customized equity investment consulting services. Apohan provides end-to-end equity funding consultancy & implementation services for operational growth or financial turnaround to SMEs with very high potential but which are lacking a professional well documented business strategy, a corporate management mechanism, a proper financial strategy and the merger & acquisition (M&A) expertise.
Broadly, there are the following ways in which you can associate with Apohan:
1. As a distressed asset, an NPA account, a company under ARC / CIRP for equity finance for financial turnaround of your business.
2. As a growing business for equity funding for growth, new projects, new initiatives, etc. Our focus is on Indian SMEs & new-age technology companies.
3. As a professional business: For formulation of a business strategy, financing strategy & corporate management plan.
4. As a strategic investor or as a financial investor: For equity investment in well-studied, low-risk, well contracted, high ROI private businesses.
5. As a financial intermediary, M&A professional firm: For M&A related strategic, statutory & compliance work in collaboration with Apohan.
6. As a deal broker: For connecting Apohan directly to the final decision-making client businesspersons or investors for a finding fees (referral fee).
Please get in touch with the undersigned on e-mail or WhatsApp.
Arun Joshi
WhatsApp: +91 9810481325
E-mail: arun.joshi@apohanconsultants.com
Website: www.apohanconsultants.com
HR Strategy - How to Earn Your Seat at The TableDave Brookmire
The document provides tips for HR professionals to become trusted advisors within their organizations. It discusses how the perception of HR has changed from being seen as inefficient and lacking business understanding to becoming strategic partners. It then lists 10 tips which include delighting customers, building followership, displaying business acumen, expanding scope of work, influencing direction, displaying passion, being proactive, becoming more strategic, knowing blind spots, and measuring impact. Specific action items are also provided under each tip like surveying customers and spending time with key stakeholders. The colleague is advised to apply these tips like building relationships, learning the business, and creating action plans to support leadership goals.
The document proposes a Talent Relationship Management (TRM) system that would treat a company's top talents in the same way it treats key customers, by gathering data on talents, using CRM and business intelligence technologies to track talent metrics and relationships, and partnering with technology providers to pilot the system. The goal of the TRM system is to help companies focus resources on retaining their key talent assets, especially during economic downturns, by providing tools and services to manage the entire talent lifecycle in a measurable, technology-supported way. The document seeks partners for pilot testing and further developing the proposed TRM system and approach.
This document discusses key lessons from the book "In Search of Excellence" by Tom Peters and Robert Waterman. It summarizes eight important lessons from the book, including having a bias for action, staying close to customers, promoting autonomy and entrepreneurship, valuing employees, being hands-on, sticking to core competencies, maintaining a simple structure, and balancing loose and tight properties. It also discusses frameworks for success like the McKinsey 7-S model and how to manage ambiguity and paradox.
Ten slides in Ten minutes - A Perspective on Organisational DesignBill Graham CP.APMP
The 10-slide presentation provides an overview of organizational design and its importance for business sustainability. It discusses the need to align organizational structure, processes, culture and resources with strategy to maximize productivity and growth. Specifically, it notes that over-resourcing key business units can negatively impact productivity across the entire organization by requiring other business units to also be over-resourced to maintain optimal interaction levels. The presentation advocates analyzing differences in organizational design versus strategic needs to identify gaps and develop action plans for improvement.
These slides are from my presentation at the Sho-Net Systems voluntary sector workshop on Smarter Fundraising. I talked about the need to understand As Is processes and how to identify value before considering To Be processes and automation.
7 ways Marketing Operations is your company's best bet to...
Ensure that success can be measured and replicated
Leverage systems and processes to enable consistently excellent performance
Run its marketing department more like a business.
Read more: https://ClearAction.com
Smarter fundraising – technology and processesShoNet
This document discusses improving fundraising processes through smarter technology and process improvement. It begins by noting that brilliant processes can produce average results while broken processes undermine even brilliant people. The document then discusses identifying value-adding activities from the donor's perspective and eliminating waste. It provides examples of the seven types of waste and illustrates current and improved fundraising processes. It emphasizes measuring improvements and identifies opportunities for automation and standardization.
This document outlines a five-step process for professional service organizations to develop a successful annual business plan:
1. Build a shared vision of success including mission, values, charter, and business model.
2. Conduct a SWOT analysis to assess organizational strengths, weaknesses, opportunities, and threats.
3. Expose any key themes or disconnects between different organizational priorities.
4. Confront reality by comparing objective performance data to industry benchmarks to identify areas for improvement.
5. Use the insights from steps 1-4 to develop initiatives for the upcoming year's plan that will help achieve the organization's vision.
You talked—and we listened! Last year, participants at the 2014 National Associate of Corporate Directors (NACD) Board Leadership Conference identified a list of the most uncomfortable topics for board directors. These key topics led to an article entitled Boardroom Black Holes and Taboos, an eye-opening collection of places that directors fear to tread. But is avoiding these topics really the best way to govern your board?
http://www.conferenceboard.ca/e-library/abstract.aspx?did=7075
The operating context for boards and the companies they serve is increasingly complex. Highly effective boards can't allow themselves to ignore difficult topics, or let the status quo get in the way of effective governance. Directors must also have the grace and discretion to address some topics in a way that will not risk poisoning the dynamic and discussions at the board table.
Join the article’s author Gary W. Patterson, as he summarizes the key findings and explores the areas where boards have the most difficulty. Gary explores the key black holes and taboos facing boards today, and provides suggestions for how directors can overcome some of the most challenging discussions. Attendees will receive tangible take-aways to help Chairs, Directors and senior executives that work with the board identify potential areas of concern, and how to best approach these areas so that your team is ready to tackle any issue, no matter how uncomfortable.
Webinar Highlights
In this 60 minute recorded webinar, Gary examines:
•The original 20 black holes and taboos suggested by NACD participants,
•Further analysis on the most prevalent issues,
•The need to prioritize and address common issues raised, and
•How this external process can support your boardroom desire for good governance impact and outcomes.
http://www.conferenceboard.ca/e-library/abstract.aspx?did=7075
About Gary
Gary W. Patterson, the FiscalDoctor®, helps find million-dollar blind spots: before they find you—to build sustainable profitable growth. He has worked with the Fortune 500 and methodically helped two companies reach the coveted INC 500 list. He was the global IT and supply chain re-engineering project head for HH Robertson (UK), selected a premiere site by JD Edwards. Gary is a Stanford MBA/KPMG Big 4 CPA; author of four books in the areas of business growth, strategy and risk; and recognized thought leader by “Financial Times” ExecSense presentations service.
The original article is also available to download at http://www.fiscaldoctor.com/?p=1678
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Google+: https://plus.google.com/u/0/+Eprentise/posts
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video 02
https://youtu.be/b2UwGeOTEX0
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Ten Slides in Ten Minutes - Pondering Imperfect Proposals
1. SS
Ten Slides in Ten Minutes:
Pondering Imperfect Proposals
[Capturing the Hearts and Minds of Prospects & Customers]
Presented by:
Bill Graham CP.APMP
August, 2014
bill.graham@sales-synthesis.co.za
Governance, Risk
& Compliance
Bid/Proposal
Team
Bid Win/ Capture
Strategy/Plan/s
Impact
Opportunity Support
Systems
2. A Handful of Issues usually ensure the Crafting of Imperfect Proposals
Governance, Risk
& Compliance
Bid/Proposal
Team
Bid Win/ Capture
Strategy/Plan/s
Impact
Opportunity Support
Systems
Slide: 2
• Too many or too few
• Inarticulate
• Unskilled
• Negative
• Mediocre
• Positional Power
• Political Players
• No ‘Bias for Action’
• Weak content crafters
Resources
• Risk Aversion
• Lack of Controls
• Inability to create honest assessments
GRC
• Operational
• Transactional
• No Account Plan
• No Capture Plan
• Over-Complicated
• Ad-Hoc
• Introversion
• Badly Communicated
• Positionally ‘forced’
Planning
• Non-Integrated
• Administrative Burden
• Irrelevant Functionality
Systems
3. Inhibitors are Barriers Built on Bad Foundations: Identify Them or Fail
Governance, Risk
& Compliance
Bid/Proposal
Team
Bid Win/ Capture
Strategy/Plan/s
Impact
Opportunity Support
Systems
Slide: 3
Resources
• Risk Aversion
• Lack of Controls
• Inability to create honest assessments
GRC
Planning
• Non-Integrated
• Administrative Burdon
• Irrelevant Functionality
Systems
Fear Management will
destroy any Organisation
Bureaucracy will destroy
any Organisation
Check your Organisation’s
foundations for flaws
Ensure ‘Completeness of
Intent’ by syndicating
• Operational
• Transactional
• No Account Plan
• No Capture Plan
• Over-Complicated
• Ad-Hoc
• Introversion
• Badly Communicated
• Positionally ‘forced’
• Too many or too few
• Inarticulate
• Unskilled
• Negative
• Mediocre
• Positional Power
• Political Players
• No ‘Bias for Action’
• Weak content crafters
4. Slide: 4
Bad People, Processes and Systems are at the Heart of All Problems
Source: Sales Synthesis
1. Non Team-Players: Unhelpful, Unapproachable, Negative, Apathetic, Uncaring, Caustic
2. Political Animals: Self-Absorbed, Personal Ambitions Conflict with Organisational Needs
3. Unskilled Resources: Poor Recruitment Practices, Nepotism, Cronyism, Poor Decision-making, lack of business agility
4. Dated Resources: Mis-Aligned to Marketplace, Irrelevant, Ineffectual
5. No Positive Organisational Culture: Poor Recruitment Practices, Deadwood,
6. Guerrillas in the Midst: Competitor’s Ally, Disruptive, Disgruntled
7. Corporate Tourists: Retired at work, Focused on Personal Interests, Time-Wasters
1. Dated: Irrelevant, Administrative Overhead, Mis-Aligned to Best Practices
2. Bureaucratic: Cumbersome, Time-Wasting, Soul-Destroying
3. Silo’d: Disconnects across Business Units, Mismatched Data, Revenue Leakage,
4. Business Unit Relevance Only: Non-Functional for other Business Units, Meaningless to Organisation, Manual Interventions
5. Informal: Confusion, Optional, Irrational,
6. Over-Governance: Debilitating, Regulatory Strangulation, Stagnation
1. Outdated: Irrelevant, Administrative Overhead, Burdensome
2. Non-Integrated: Manual Interventions, Revenue Leakage, Time-Wasting
3. Monolithic: Feeding the Monster, Indivisible, Slow to Change, Glacial Inactivity
4. Inability to eBond: Islands of Data, No Linkage to Clients’ Systems, Insular Elements
5. Proprietary: Inability to Support International Standards, GRC (Governance, Risk, Compliance) challenged, Restrictive Growth and Evolution
People:
Processes:
Systems:
In many sales organisations there are People, Processes and Systems that inhibit effective and efficient sales activities.
5. Size does not Count
The Opinion Paradox
Source: Sales Synthesis
Number of Resources on the Bid Team
Productivity
The crest of sensibility
Slide: 5
Opinions and Positional
Power do not a robust Bid
Team make
The trajectory of hopelessness
The Larger a Bid Team, the Lower the Resultant Productivity
6. Head Office
Regional Offices
National Offices
Head Office
Regional Offices
National Offices
<operating as
individual entities>
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth
• administrative overhead
• no local knowledge
• additional reporting
• invoicing/billing
dependent on non-local
reward system
• local competitors have
advantage/s
• culture clash
• receptive gap
• ‘one-size fits all’ challenge
Google: The company lacks the usual layers of middle-management, the hierarchical structure found in
traditional corporations is non-existent – and not needed
Reciprocal
Altruism
Slide: 6
Decisions: Traditional Global Organisations ‘smother’ National entities
7. Governance, Risk & Compliance (GRC) Permeates a Sound Organisation
An Example of IT GRC
Analyse GRC for all aspects of the Organisation
– including Sales.
Get it Done or Give Up !
Slide: 7
Source: Unknown
8. Bid Management
Account Plans: When Well-Crafted, they Feed the Soul of a Sales Organisation
Customers
Clients
• Better client understanding, positioning your organisation to be able to offer thought leadership as a
competitive discriminator
• Understanding the heartbeat and soul of the client
• Client involvement and buy-in – potentially allowing active involvement in the client’s budgeting process
• Sharing of information across cross-functional business units
• Formulation of robust relevant account strategies (across geographies, business units etc.)
• Early warning and guidance for execution & delivery
• Learning for all parties involved (extended team)
• Better management insight / client portfolio management.
The Ramp of Client Retention
Slide: 8
Account Plan Capture Plan
9. Risk is filtered when the Service Provider understands the Client’s Business Framework and its relevance to ‘Proposals’
Slide: 9
Service
Provider
Risk may be filtered by knowing the
‘heart & soul’ of a client through
robust Account Management
Clients
Reduced risk allows a Service Provider
to be flexible in their Proposal crafting
approach
The Risk
Rainbow
Risk
The Account Plan Reduces Risk, if Well-Crafted and Syndicated
Source: Sales Synthesis
10. • They Connect Throughout
• They are Understood with Ease
• They Leave No Questions Unanswered
• They Create Positive and Memorable Experiences
• They Ensure the Reader Leaves with a Positive Message.
Delivery
Reader
Perception
Receptive
Gap
Moment of
Truth
Relevance
Slide: 10
Source: Sales Synthesis
Relevant Proposals Resonate with the Client
Do not let the
crafting of a
Proposal
become a Game
of Chance