The document discusses stakeholder management and outlines the key steps:
1. Identify stakeholders by mapping their interest and influence levels. High interest/influence stakeholders require active engagement.
2. Analyze stakeholders to understand their goals, potential support/resistance, and strategic importance. Map stakeholders to roles.
3. Prioritize stakeholders based on their attitude, influence, and interest in the project.
4. Engage stakeholders through developing messages, aligning activities to the project timeline, asking questions, and collecting feedback. Both stakeholders and teams have responsibilities to ensure project success.
The document discusses stakeholder mapping and engagement for influencing key groups. It defines primary and secondary stakeholders and outlines a framework for stakeholder relationship management. This includes identifying stakeholders, assessing their concerns and level of commitment, developing communication strategies, and obtaining ongoing feedback. An example stakeholder map shows positioning stakeholders on a grid based on their influence and criticality to the project. The document proposes building a game plan to move stakeholders toward more supportive orientations through addressing their key issues and assigning team members responsible for engagement strategies.
Stakeholder analysis is used to identify an organization's stakeholders, assess how they may be impacted by or influence the organization, and develop strategies for managing stakeholder relationships. The document defines stakeholders as any person or group that can be positively or negatively affected by an organization's actions. It then discusses different frameworks for categorizing stakeholders, such as internal vs. external, primary vs. secondary, and mapping stakeholders based on attributes like power, interests, and urgency. Performing a stakeholder analysis helps an organization develop strategies to meet stakeholder needs and create value, thereby gaining acceptance and managing risks from stakeholders.
This document discusses various aspects of investment appraisal and management that should be considered when evaluating projects and businesses. It emphasizes the importance of conducting a thorough appraisal that examines not just financial and technical factors, but also marketing, socioeconomic, and management considerations. A strong management team is crucial because even a good project can fail without good management, or a problematic project could succeed with strong management. The document also outlines several management principles and theories that can be useful for appraisal, such as analyzing a company's position in its life cycle curve, using Porter's five forces model, and being aware of disruptions in the market.
The document discusses various stakeholder analysis techniques including identifying stakeholders, stakeholder analysis, stakeholder matrix, stakeholder register, force field analysis, Kano model, affinity diagrams, critical to quality tree, and SIPOC diagram. The purpose of stakeholder analysis is to understand how a project may impact different groups, reduce resistance to change, and effectively manage expectations.
The Importance of Change Within BusinessTommy Grice
The document discusses the importance of change and change management. It notes that adapting to change and innovation are major challenges for organizations. A project analyst can help organizations embrace necessary changes by providing business change expertise, freeing up resources, and helping to implement change management processes more successfully. When change is ignored, organizations risk business failure, but embracing change through meticulous management can lead to growth and competitive advantage.
How to apply management functions to small businessnuwan udugampala
This document discusses management concepts and their importance and application to Fernando Flowers. It covers the functions of management including planning, organizing, leading, and controlling. It also discusses management challenges like lack of funds and innovation. Leadership is discussed as inspiring employees and making tough decisions. A PEST analysis identifies political, economic, social and technological factors for Fernando Flowers. A SWOT analysis identifies strengths, weaknesses, opportunities and threats. Porter's five forces model is also explained including threat of entry, bargaining power of buyers and suppliers, rivalry, and threat of substitutes.
The document discusses stakeholder management and outlines the key steps:
1. Identify stakeholders by mapping their interest and influence levels. High interest/influence stakeholders require active engagement.
2. Analyze stakeholders to understand their goals, potential support/resistance, and strategic importance. Map stakeholders to roles.
3. Prioritize stakeholders based on their attitude, influence, and interest in the project.
4. Engage stakeholders through developing messages, aligning activities to the project timeline, asking questions, and collecting feedback. Both stakeholders and teams have responsibilities to ensure project success.
The document discusses stakeholder mapping and engagement for influencing key groups. It defines primary and secondary stakeholders and outlines a framework for stakeholder relationship management. This includes identifying stakeholders, assessing their concerns and level of commitment, developing communication strategies, and obtaining ongoing feedback. An example stakeholder map shows positioning stakeholders on a grid based on their influence and criticality to the project. The document proposes building a game plan to move stakeholders toward more supportive orientations through addressing their key issues and assigning team members responsible for engagement strategies.
Stakeholder analysis is used to identify an organization's stakeholders, assess how they may be impacted by or influence the organization, and develop strategies for managing stakeholder relationships. The document defines stakeholders as any person or group that can be positively or negatively affected by an organization's actions. It then discusses different frameworks for categorizing stakeholders, such as internal vs. external, primary vs. secondary, and mapping stakeholders based on attributes like power, interests, and urgency. Performing a stakeholder analysis helps an organization develop strategies to meet stakeholder needs and create value, thereby gaining acceptance and managing risks from stakeholders.
This document discusses various aspects of investment appraisal and management that should be considered when evaluating projects and businesses. It emphasizes the importance of conducting a thorough appraisal that examines not just financial and technical factors, but also marketing, socioeconomic, and management considerations. A strong management team is crucial because even a good project can fail without good management, or a problematic project could succeed with strong management. The document also outlines several management principles and theories that can be useful for appraisal, such as analyzing a company's position in its life cycle curve, using Porter's five forces model, and being aware of disruptions in the market.
The document discusses various stakeholder analysis techniques including identifying stakeholders, stakeholder analysis, stakeholder matrix, stakeholder register, force field analysis, Kano model, affinity diagrams, critical to quality tree, and SIPOC diagram. The purpose of stakeholder analysis is to understand how a project may impact different groups, reduce resistance to change, and effectively manage expectations.
The Importance of Change Within BusinessTommy Grice
The document discusses the importance of change and change management. It notes that adapting to change and innovation are major challenges for organizations. A project analyst can help organizations embrace necessary changes by providing business change expertise, freeing up resources, and helping to implement change management processes more successfully. When change is ignored, organizations risk business failure, but embracing change through meticulous management can lead to growth and competitive advantage.
How to apply management functions to small businessnuwan udugampala
This document discusses management concepts and their importance and application to Fernando Flowers. It covers the functions of management including planning, organizing, leading, and controlling. It also discusses management challenges like lack of funds and innovation. Leadership is discussed as inspiring employees and making tough decisions. A PEST analysis identifies political, economic, social and technological factors for Fernando Flowers. A SWOT analysis identifies strengths, weaknesses, opportunities and threats. Porter's five forces model is also explained including threat of entry, bargaining power of buyers and suppliers, rivalry, and threat of substitutes.
The essential first step in effective communication and reputation management lies in understanding the perspective of your stakeholders. Our presentation explores stakeholder mapping, a tool to help you achieve your communication objectives. For more information visit Insignia Communication's website at http://insigniacomms.com/services/reputation-management/stakeholder-mapping/
The document discusses identifying stakeholders and conducting stakeholder analysis. It defines stakeholders as any entity with interest in a policy or reform. Stakeholder analysis helps identify existing support and opposition to change, and focuses efforts on building partnerships. The analysis involves collecting data on stakeholders' interests, influence, and impact from potential changes through interviews and questionnaires. Stakeholders are then mapped on a matrix based on their interest and power to identify those who can enable or resist changes. The results of the analysis inform a communication plan to effectively engage different stakeholders.
This document discusses sourcing decisions and outlines factors to consider when deciding whether to outsource or insource business functions and IT services. It provides a matrix for determining whether activities should be insourced or outsourced based on their strategic importance and contribution to operational performance. The document also lists types of functions that can potentially be outsourced, from discrete activities to entire business functions. It notes benefits and risks of outsourcing, and outlines key steps in the outsourcing process from establishing the business case to transitioning to business as usual operations. Guidelines are provided for effective outsourcing decisions and management.
This document discusses five activities that contribute to effective change management: 1) Motivating change by sensitizing organizations to needed changes and conveying positive expectations, 2) Creating a vision of the desired future state, 3) Developing political support by assessing stakeholders and influencing them, 4) Managing the transition from current to future state through planning and change teams, and 5) Sustaining momentum by providing resources, building support systems, and reinforcing new behaviors. It also recommends books on organizational development and change management.
The document discusses the role of finance as a full business partner at Intel. It outlines Intel Finance's vision to be fully involved in business decisions to maximize shareholder value. The document emphasizes that finance adds more value the more it understands the business and can influence decisions. It presents a model that shows finance moving from purely support to co-ownership roles through establishing influence and credibility over time. It also stresses that developing business acumen is important for finance professionals to effectively partner with the business.
The document discusses several topics related to developing a high-level program business case. It provides definitions of a program and the purpose of a business case. The business case components are listed. It also discusses the differences between programs and projects, the interaction between program and project managers, identifying and analyzing stakeholders, and critical success factors.
Stakeholder mapping is a process to identify and analyze stakeholders. It involves listing relevant groups, understanding their perspectives and interests, visualizing relationships, and prioritizing stakeholders. Several techniques can categorize stakeholders based on their power, influence, interest and other factors. This helps decision-makers understand which stakeholders support or oppose changes and prioritize engagement strategies. Three common matrices discussed map stakeholders based on power vs dynamism, power vs interest, and power vs legitimacy vs urgency.
M&A Examining Why So Many Fail to Produce the Shareholder Returns Expectedperegoff
This document discusses the high failure rate of mergers and acquisitions and identifies reasons for failed transactions. It notes that 55-77% of deals fail to meet strategic and financial objectives. Post-acquisition integration is identified as the number one reason for failure, with most integrations starting too late and being underfunded. The document provides best practices for integration planning, change management, and executive incentive structures to increase the likelihood of deal success.
In this Business Analysis training session, you will learn about Stakeholder Analysis. Topics covered in this session are:
• A definition of ‘stakeholders’ for your organisation
• How the concept of ‘stakeholders’ relates to concepts of the organisation
• The purpose of Stakeholder Analysis
• Some common forms of Stakeholder Analysis
• Stakeholder Mapping techniques
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
This document outlines principles and strategies for stakeholder engagement. It discusses the importance of prioritizing issues of significance, understanding stakeholder concerns, and responding appropriately. An engagement model is presented involving thinking and planning, responding and measuring, and preparing and engaging. Benefits of stakeholder engagement include improved access to emerging issues, enhanced communication, simplified conflict resolution, and increased organizational effectiveness. The engagement strategy involves establishing context, identifying and analyzing risks, and evaluating and treating risks. Preparing and engaging stakeholders is also discussed.
This document discusses stakeholder mapping as a tool for identifying and prioritizing stakeholders. It defines stakeholders as any group or individual that can affect or is affected by an organization's objectives. The classic view sees stakeholders as investors, customers, employees and suppliers, while the stakeholder view considers any group with a legitimate interest. Stakeholder mapping involves ranking stakeholders on scales of influence over and importance to the organization. This places stakeholders into a matrix to identify high priority stakeholders with both high influence and importance, those requiring special engagement efforts due to high importance but low influence, and potentially risky stakeholders with high influence but misaligned interests.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
This document provides an introduction to benefits management. It defines key terms like benefits, outcomes, features and stakeholders. It emphasizes the importance of identifying tangible benefits that are linked to organizational objectives and can be measured. An effective benefits management process focuses on a few significant benefits that can be successfully delivered rather than attempting to manage too many. Stakeholder analysis and commitment are also important to ensure benefits are realized. The challenges of benefits management include loose linkage to business needs and an overfocus on technology implementation rather than business value.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
This document provides an overview of a seminar on change management and business performance improvement. The seminar is divided into two modules, with Module 1 focusing on change management and transformations. It discusses key drivers of change such as debt, globalization, and technology. John Kotter's 8-step change management framework is also introduced. Module 2 will cover topics like continuous improvement, process improvement, and restructuring.
The document discusses several strategic planning models that can be used by organizations, including the Strategy Map, Balanced Scorecard, SWOT Analysis, PEST Analysis, Gap Planning, Blue Ocean Strategy, Porter's Five Forces, and VRIO Framework. It provides overview and examples of each model. The models can be used to analyze internal/external factors, identify goals and measures, compare current/desired states, explore new market opportunities, and evaluate competitive advantages. While each has strengths, the best model depends on an organization's specific context and needs.
The document contains information about 6 students enrolled in a business analysis and communication course. It lists their names and student IDs. It then provides an overview of various business analysis techniques that will be covered in the course, including brainstorming, PESTLE analysis, and SWOT analysis. The techniques are used to identify an organization's needs and opportunities for improvement.
The SWOT analysis is a tool used to evaluate the strengths, weaknesses, opportunities, and threats involved in a business venture or project. It involves specifying the objective of the business venture and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The SWOT analysis originated in the 1960s at Stanford University and is widely used in business planning. Strengths and weaknesses are internal to the business, such as resources, location, and expertise. Opportunities and threats originate outside the business, such as market trends, competition, and regulations. The SWOT analysis helps businesses identify strategies to improve weaknesses and strengths while minimizing threats and taking advantage of opportunities.
Here describe the SWOT Analysis in the Strategic Management. A Complete package that covered all the related areas (such like SWOT advantages, disadvantages, application & Example)
The essential first step in effective communication and reputation management lies in understanding the perspective of your stakeholders. Our presentation explores stakeholder mapping, a tool to help you achieve your communication objectives. For more information visit Insignia Communication's website at http://insigniacomms.com/services/reputation-management/stakeholder-mapping/
The document discusses identifying stakeholders and conducting stakeholder analysis. It defines stakeholders as any entity with interest in a policy or reform. Stakeholder analysis helps identify existing support and opposition to change, and focuses efforts on building partnerships. The analysis involves collecting data on stakeholders' interests, influence, and impact from potential changes through interviews and questionnaires. Stakeholders are then mapped on a matrix based on their interest and power to identify those who can enable or resist changes. The results of the analysis inform a communication plan to effectively engage different stakeholders.
This document discusses sourcing decisions and outlines factors to consider when deciding whether to outsource or insource business functions and IT services. It provides a matrix for determining whether activities should be insourced or outsourced based on their strategic importance and contribution to operational performance. The document also lists types of functions that can potentially be outsourced, from discrete activities to entire business functions. It notes benefits and risks of outsourcing, and outlines key steps in the outsourcing process from establishing the business case to transitioning to business as usual operations. Guidelines are provided for effective outsourcing decisions and management.
This document discusses five activities that contribute to effective change management: 1) Motivating change by sensitizing organizations to needed changes and conveying positive expectations, 2) Creating a vision of the desired future state, 3) Developing political support by assessing stakeholders and influencing them, 4) Managing the transition from current to future state through planning and change teams, and 5) Sustaining momentum by providing resources, building support systems, and reinforcing new behaviors. It also recommends books on organizational development and change management.
The document discusses the role of finance as a full business partner at Intel. It outlines Intel Finance's vision to be fully involved in business decisions to maximize shareholder value. The document emphasizes that finance adds more value the more it understands the business and can influence decisions. It presents a model that shows finance moving from purely support to co-ownership roles through establishing influence and credibility over time. It also stresses that developing business acumen is important for finance professionals to effectively partner with the business.
The document discusses several topics related to developing a high-level program business case. It provides definitions of a program and the purpose of a business case. The business case components are listed. It also discusses the differences between programs and projects, the interaction between program and project managers, identifying and analyzing stakeholders, and critical success factors.
Stakeholder mapping is a process to identify and analyze stakeholders. It involves listing relevant groups, understanding their perspectives and interests, visualizing relationships, and prioritizing stakeholders. Several techniques can categorize stakeholders based on their power, influence, interest and other factors. This helps decision-makers understand which stakeholders support or oppose changes and prioritize engagement strategies. Three common matrices discussed map stakeholders based on power vs dynamism, power vs interest, and power vs legitimacy vs urgency.
M&A Examining Why So Many Fail to Produce the Shareholder Returns Expectedperegoff
This document discusses the high failure rate of mergers and acquisitions and identifies reasons for failed transactions. It notes that 55-77% of deals fail to meet strategic and financial objectives. Post-acquisition integration is identified as the number one reason for failure, with most integrations starting too late and being underfunded. The document provides best practices for integration planning, change management, and executive incentive structures to increase the likelihood of deal success.
In this Business Analysis training session, you will learn about Stakeholder Analysis. Topics covered in this session are:
• A definition of ‘stakeholders’ for your organisation
• How the concept of ‘stakeholders’ relates to concepts of the organisation
• The purpose of Stakeholder Analysis
• Some common forms of Stakeholder Analysis
• Stakeholder Mapping techniques
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
This document outlines principles and strategies for stakeholder engagement. It discusses the importance of prioritizing issues of significance, understanding stakeholder concerns, and responding appropriately. An engagement model is presented involving thinking and planning, responding and measuring, and preparing and engaging. Benefits of stakeholder engagement include improved access to emerging issues, enhanced communication, simplified conflict resolution, and increased organizational effectiveness. The engagement strategy involves establishing context, identifying and analyzing risks, and evaluating and treating risks. Preparing and engaging stakeholders is also discussed.
This document discusses stakeholder mapping as a tool for identifying and prioritizing stakeholders. It defines stakeholders as any group or individual that can affect or is affected by an organization's objectives. The classic view sees stakeholders as investors, customers, employees and suppliers, while the stakeholder view considers any group with a legitimate interest. Stakeholder mapping involves ranking stakeholders on scales of influence over and importance to the organization. This places stakeholders into a matrix to identify high priority stakeholders with both high influence and importance, those requiring special engagement efforts due to high importance but low influence, and potentially risky stakeholders with high influence but misaligned interests.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
This document provides an introduction to benefits management. It defines key terms like benefits, outcomes, features and stakeholders. It emphasizes the importance of identifying tangible benefits that are linked to organizational objectives and can be measured. An effective benefits management process focuses on a few significant benefits that can be successfully delivered rather than attempting to manage too many. Stakeholder analysis and commitment are also important to ensure benefits are realized. The challenges of benefits management include loose linkage to business needs and an overfocus on technology implementation rather than business value.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
This document provides an overview of a seminar on change management and business performance improvement. The seminar is divided into two modules, with Module 1 focusing on change management and transformations. It discusses key drivers of change such as debt, globalization, and technology. John Kotter's 8-step change management framework is also introduced. Module 2 will cover topics like continuous improvement, process improvement, and restructuring.
The document discusses several strategic planning models that can be used by organizations, including the Strategy Map, Balanced Scorecard, SWOT Analysis, PEST Analysis, Gap Planning, Blue Ocean Strategy, Porter's Five Forces, and VRIO Framework. It provides overview and examples of each model. The models can be used to analyze internal/external factors, identify goals and measures, compare current/desired states, explore new market opportunities, and evaluate competitive advantages. While each has strengths, the best model depends on an organization's specific context and needs.
The document contains information about 6 students enrolled in a business analysis and communication course. It lists their names and student IDs. It then provides an overview of various business analysis techniques that will be covered in the course, including brainstorming, PESTLE analysis, and SWOT analysis. The techniques are used to identify an organization's needs and opportunities for improvement.
The SWOT analysis is a tool used to evaluate the strengths, weaknesses, opportunities, and threats involved in a business venture or project. It involves specifying the objective of the business venture and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The SWOT analysis originated in the 1960s at Stanford University and is widely used in business planning. Strengths and weaknesses are internal to the business, such as resources, location, and expertise. Opportunities and threats originate outside the business, such as market trends, competition, and regulations. The SWOT analysis helps businesses identify strategies to improve weaknesses and strengths while minimizing threats and taking advantage of opportunities.
Here describe the SWOT Analysis in the Strategic Management. A Complete package that covered all the related areas (such like SWOT advantages, disadvantages, application & Example)
Lecture Outline
• What is Business Analysis
• Stakeholders
• Lifecycles
• What are requirements
• Transforming requirements
• Finalizing requirements
• Requirements communication
• Managing Requirements Assets
• Required skills for a Business Analyst
Lecture Objectives
The core of value in any business centers around Return on Investment (ROI). ROI is the weight of the business value or benefits, calculated as increases in revenue or decreases in cost, over the cost of implementation.
When it comes to cost, most organizations focus on technology costs, and forego the other business-related costs, such as stakeholder involvement, in determining ROI.
The objective of this seminar is to spread awareness about Business Analysis profession, how essential the role of Business analyst (BA) to most organization or government entity, and demonstrate how a BA actively focuses on reducing costs which can be measured in following ways:
• Reduction in rework — if you help focus the team on the right requirements, then there should be reduced amount of unnecessary change. But many projects are plagued by change because requirements are not well understood. This kind of change is waste. BA can help.
• Reduction in requirements churn —Stakeholders’ time are valuable, but without someone in the business analyst role, stakeholders might spend excess time in unproductive discussions. BA can help drive an efficient decision-making processes, document discussions, reducing the amount of time spent rehashing previous discussions.
• Discovering more cost-effective solutions and Prioritize them – Prioritization ensures focus on value.
Lecturer’s Biography
Mr. Joseph Maarouf Abboud is an experienced Project Manager with over 20 years of success in leading projects in Information Technology, and business management.
He has a Master degree in project management from University of Salford, Manchester, UK; PMP, PMI-ACP, and ITIL certifications in addition to a BS degree in Software engineering.
Mr. Abboud is a Business strategist, he has planned and managed multimillion-dollar projects aligning business goals with technology solutions to drive process improvements, competitive advantage and bottom-line gains.
He also managed projects for public and private sectors in USA, OMAN, Kuwait, and Lebanon, with key emphasis on Project Management, Business Analysis, Quality Management, and Risk Management
Page 1 of 2 Capstone Experience in Integration & Strategy .docxalfred4lewis58146
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
This document discusses two techniques for business decision making: cost-benefit analysis and SWOT analysis.
Cost-benefit analysis involves comparing the estimated costs and benefits of different project options to determine which makes the most business sense. The goal is to maximize total net profit.
SWOT analysis examines the strengths, weaknesses, opportunities, and threats of a business or project. It helps identify internal strengths and weaknesses as well as external opportunities and threats. Managers use SWOT analysis to guide strategic planning and evaluate major changes.
The document provides guidance on properly conducting a SWOT analysis, including examples of questions to consider for each component. It also outlines how to analyze and apply the results of a SWOT analysis to identify
This document provides guidance on developing and implementing an effective strategic marketing plan. It emphasizes the importance of having a clear strategic direction and measurable goals. Key aspects discussed include involving stakeholders, understanding the market environment, aligning the plan with organizational objectives, developing strategies and tactics, monitoring progress through metrics and reporting, and continually updating the plan based on results. The overall message is that an effective strategic marketing plan requires focus, accountability, and continuous optimization based on performance.
Businesses face many social issues that require careful management. These include shrinking government roles, demands for greater disclosure, competitive labor markets, growing investor pressure, supplier relations, and benefits for employees and communities. To address these issues, companies implement strategies like legal expertise, enterprise resource planning systems, clear communication of goals, supplier evaluations, and competitive compensation packages. Proper management of social issues helps businesses operate sustainably and satisfy stakeholders.
This document discusses strategic thinking and developing action plans. It provides guidance on analyzing employee engagement survey results to select priority issues, ensuring actions are linked to business strategy and measurable. An example tracking spreadsheet is outlined for monitoring progress of actions. The document also discusses treating customers fairly principles and analyzing the internal and external environment using tools like PEST, Porter's five forces, value chain analysis and the intelligence cycle to inform strategic planning. Famous strategic thinkers like Steve Jobs and Oprah Winfrey are mentioned.
CONFLICT DISCUSSION SPC 209Please create at least 3 substantive AlleneMcclendon878
CONFLICT DISCUSSION SPC 209
Please create at least 3 substantive posts.
First, describe a conflict situation that you have experienced and evaluate your reactions. (This can be a conflict with a family member, friend, coworker, acquaintance, etc …) Consider questions such as:
· Did you respond appropriately/civilly?
· What Conflict Management styles were used?
· How did the other person react and how did their reactions affect you?
· If you could, would you have changed anything about the situation and or your reactions?
· Was the outcome positive or negative?
· What did you learn (About yourself, the other person/people)?
· Has your communication behavior changed since this example?
· Please then also post substantive responses to at least 2 classmates' posts.
Please choose an example that is classroom appropriate. (One that you feel comfortable sharing with the class and that the class will feel comfortable reading.)
(800 - 1000 words)
The SPC 209 grading criteria explains expectations for discussion posts. It can be found under Course Materials/Content in the Introductory Materials module.
Strengths
Things your school does well. Aspects of your service that parents and pupils particularly like. Characteristics and/or activities that are unique to your school. Advantages of working in or using your school.
Weaknesses
Areas in which the school could be working much more effectively in, or things the school could be doing better. Things the school feels it lacks that it needs to have in order to improve.
Opportunities
Times, conditions, situations, resources, positions, external factors, people etc the school can use and take advantage of to improve its services.
Threats
External factors which could have a limiting effect on the school and its quality of services now or in the future.
SWOT ANALYSIS TEMPLATE
Craig Halls. MBA, LAT/ATC, CEES, Column Editor
The SWOT Analysis: Simple, yet Effective
Chadron B, Hazelbaker, ATC, CSCS, MPE • Gonzaga University
A ATHLETIC THERAPY companies look to review past performance
and move toward their future, a variety of analytical tools can be used
to help clear the muddled load of information. What information does
the company need to move forward? Is it a good time to expand? What
challenges lie ahead? A SWOT analysis can be an effective tool to gather
information and help the company determine its current situation and
develop a clear path to move forward,
SWOT is an acronym for the iriternal Strengths and Weaknesses of
a firm and the environmental Opportunities and Threats facing it,' The
SWOT analysis relies on the assumption that a firm's internal resources
(strengths and weaknesses) and external situation (opportunities and
threats) must match in order for it to develop an effective strategy,
Goodstein and colleagues^ present the SWOT analysis as a step of the
performance audit during the strategic planning for a company. In order
for ...
This document summarizes internal analysis techniques for assessing a business's strategic options. It discusses analyzing financial performance, beyond just profits, to evaluate past strategies and identify strengths and weaknesses. A self-analysis involves assessing sales, costs, structure, management style and more. Key measures include customer satisfaction, product quality, brand associations, costs, new products, and manager capabilities. Models like the BCG matrix and GE Business Screen evaluate strategic business units based on industry growth and market share. The analysis aims to determine where to invest, selectively invest, or harvest/divest.
This document contains a copyright notice for a book on business acumen published by NexGen Prep, Inc. in 2015. It states that no part of the publication may be reproduced without prior written permission, except for brief quotations for non-commercial uses permitted by copyright law. It then provides a table of contents that lists 10 chapters on topics related to business acumen, including key performance indicators, risk management strategies, recognizing learning events, and financial literacy. The preface provides an overview of the book and what readers will learn about increasing financial literacy, improving business sense, recognizing learning events, managing risk better, and increasing critical thinking.
Sales audit for Increase Sales EffectivenessBalaji S V PCC
The document discusses the need for life and general insurance companies to conduct comprehensive sales audits of their agency offices. It notes that management needs feedback on the effectiveness of plans and quality of execution. A sales management audit is proposed to assess individual salespeople and managers. Such an audit would examine resources, processes, metrics and culture. Conducting regular sales audits would help management exercise better control over bottom-level activities, drive the corporate agenda based on field feedback, and reduce uncertainties that can hinder planning.
The document outlines the process of strategic business planning, which involves defining a vision for the future of the organization, conducting a gap and SWOT analysis to understand strengths/weaknesses and opportunities/threats, setting objectives to achieve the vision, crafting an action plan, and monitoring performance. It emphasizes that strategic planning is a process, philosophy, and gives structure to link long, medium, and short-term plans. Key steps include developing factors from analysis, prioritizing issues, setting measurable business objectives, and creating an action plan with assigned responsibilities and due dates.
The document provides 7 tips for selecting an affirmative action plan consultant: 1) conduct a self-assessment of needs and resources; 2) conduct an industry assessment to identify the appropriate type of consultant; 3) check the consultant's reputation by speaking with references and reviewing client lists; 4) evaluate the consultant's experience level and years in business; 5) review the consultant's support structure and staffing; 6) consider the consultant's industry affiliations and involvement; 7) understand the consultant's pricing structure and additional costs. The overall document advises conducting thorough due diligence to find a consultant that fully meets the company's affirmative action and compliance needs.
The document provides an overview of conducting a SWOT analysis, including:
- Defining the basic elements of a SWOT analysis as internal strengths and weaknesses and external opportunities and threats.
- Explaining how to perform a SWOT analysis through analyzing the internal and external environment, documenting strengths, weaknesses, opportunities, and threats, and preparing action plans.
- Noting that SWOT analysis is useful for individuals, businesses, organizations, and more to help with strategic planning, decision making, and identifying areas of improvement.
The document provides an overview of conducting a SWOT analysis, including:
- Defining the basic elements of a SWOT analysis as internal strengths and weaknesses and external opportunities and threats.
- Explaining how to perform a SWOT analysis through analyzing the internal and external environment, documenting strengths, weaknesses, opportunities, and threats, and preparing action plans.
- Noting that SWOT analysis is useful for individuals, businesses, organizations, and more to help with strategic planning, decision making, and identifying areas of improvement.
Similar to Ten slides in Ten Minutes - Thinking about Sick Business Syndrome [SBS] (20)
Ten Slides in Ten Minutes - Rejuvenating a Sales OrganisationBill Graham CP.APMP
Ten Slides in Ten Minutes outlines a plan to rejuvenate a sales organization by focusing on four key areas: sales kit with carefully positioned offerings; streamlined and relevant methodologies and processes; pipeline producing account sets; and simplified support structures and tools. It also emphasizes building a positive climate and culture through surprise rewards, team events, and an achievers club. The presentation concludes by recommending the development of a roadmap to monitor actions and metrics.
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.
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.
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 Sales OperationsBill Graham CP.APMP
This 10 slide presentation discusses sales operations and its importance for successful sales. The key points are:
1) Sales operations embeds winning processes across the sales organization and should be located within the sales structure, not elsewhere in the company.
2) An effective sales operations function includes areas like training, processes and tools, communications, forecasting, compensation, and client retention.
3) Sales operations is the "coupling" between the operational side (sales operations) and bid management side (bid center) to support both sales leadership and the salesforce.
4) Best practices involve establishing centers of excellence for each element of the sales operations function to drive integration, professional management, and standardized metrics.
Ten Slides in Ten Minutes - Bid Management versus Project ManagementBill Graham CP.APMP
Many Senior Executives do not understand the additional Value that Bid Management / Proposal Management has over Project Management. This presentation takes an overview look at this topic.
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.
Ten Slides in Ten Minutes - I Never Know What to Say to YouBill Graham CP.APMP
The document outlines 10 slides from a presentation on capturing the hearts and minds of prospects and clients. Each slide focuses on a different relationship such as business prospects, managers, partners, friends, mentors, parents, and children. For each relationship, the slide identifies key factors to focus on such as understanding needs, adding value, building trust, showing loyalty, and providing support. The overall message is about effectively communicating the value you can provide within different types of relationships.
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 - Client Crusades and CampaignsBill Graham CP.APMP
Few thoughts on campaigns and crusades. Market campaigns are so underestimated when considering opportunity management. However, they must be implemented in a sensible way.
Ten Slides in Ten Minutes - Sex, Lies and Proposal ManagementBill Graham CP.APMP
1. The document summarizes a presentation titled "Ten Slides in Ten Minutes: Sex, Lies and Proposal Management" about capturing prospects and clients.
2. It draws parallels between the independent film "Sex, Lies, and Videotape" and proposal management, noting how the film launched careers and helped independent studios. This highlights how skilled proposal managers and teams can help emerging companies succeed.
3. The account management team is likened to scriptwriters who work with the client and service provider to determine the best mutually agreed upon solutions based on market trends, client needs and opportunities.
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
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.
The document discusses factors to consider when deciding whether to bid on an opportunity or not. It emphasizes that the decision is based on broader business factors than what a salesperson may typically consider. Some key points:
- The decision depends on whether the company has the right solution, resources, and ability to deliver, as well as whether the opportunity aligns with strategic goals.
- Opportunities should be proactively identified and qualified through a logical process to determine the likelihood of closing the deal.
- Sales operations should own the opportunity qualification process and ensure the right systems, reviews, and support are in place.
- Having a well-functioning sales support structure is necessary for sales processes,
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- Video recording of this lecture in English language: https://youtu.be/Pt1nA32sdHQ
- Video recording of this lecture in Arabic language: https://youtu.be/uFdc9F0rlP0
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These lecture slides, by Dr Sidra Arshad, offer a simplified look into the mechanisms involved in the regulation of respiration:
Learning objectives:
1. Describe the organisation of respiratory center
2. Describe the nervous control of inspiration and respiratory rhythm
3. Describe the functions of the dorsal and respiratory groups of neurons
4. Describe the influences of the Pneumotaxic and Apneustic centers
5. Explain the role of Hering-Breur inflation reflex in regulation of inspiration
6. Explain the role of central chemoreceptors in regulation of respiration
7. Explain the role of peripheral chemoreceptors in regulation of respiration
8. Explain the regulation of respiration during exercise
9. Integrate the respiratory regulatory mechanisms
10. Describe the Cheyne-Stokes breathing
Study Resources:
1. Chapter 42, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 36, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 13, Human Physiology by Lauralee Sherwood, 9th edition
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
• Evidence-based strategies to address health misinformation effectively
• Building trust with communities online and offline
• Equipping health professionals to address questions, concerns and health misinformation
• Assessing risk and mitigating harm from adverse health narratives in communities, health workforce and health system
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- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
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Ten slides in Ten Minutes - Thinking about Sick Business Syndrome [SBS]
1. SS
Ten Slides in Ten Minutes:
Thinking about Sick Business Syndrome [SBS]
[Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham APM.APMP
September, 2013
bill.graham@sales-synthesis.co.za
2. Agenda
• Sick Business Syndrome (SBS): Definition
• Resourcing is a major factor with SBS
• A Selection of ‘Other’ factors Impacting SBS
• Self-Assessment of SBS: Example
• Is Sick Business Syndrome inevitable?
• SBS produces a Cliché Corporation – even globally
2
3. Sick Business Syndrome: Definition
Source: Sales Synthesis
3
Sick business syndrome (SBS) is used to describe situations in which employees
experience negative health and comfort effects that appear to correlate (and be linked)
to time spent in a specific company/business.
The outcome is a business entity that is not healthy enough to be viable in the
marketplace.
4. Dominant ExclusiveEmerging PervasiveAbsent
Symbiotic
relationship
with clients
Making the competitors irrelevant
Projects ParticularPerforming PertinentPeople Places
The Sustainable Business Imperative
SBS impacts on an organisation’s ability to build mutually beneficial and sustainable long-
term client relationships
Source: Sales Synthesis
Where you need to
be going
4
SBS: Where you are
potentially heading
5. Resourcing is a major factor with SBS
Source: Sales Synthesis
Ratio of Unskilled to Skilled Resources
Productivity
The Peak of Positive Positioning
The more prevalent the incorrect resource selection criteria, the lower the resultant productivity
The Trajectory of Hopelessness
5
Correct selection
criteria
Increased nepotism/cronyism Incorrect resources outnumber correct
resources
X
6. A Selection of ‘Other’ factors Impacting SBS
To a ‘lesser extent’ other factors need to be considered
6
• Unclear business strategy
• Business Ethics
• Cultural Diversity
• Role and responsibility confusion
• Commuting Problems
• Remuneration Parity
• Buy-in to the Business Strategy
• Company Politics
• Respect for Executive Management
• Weak Leadership
• Poor – or missing - Support Systems & Tools
• Unfocused Strategic Market Development
• Lack of support for wellness initiatives
• Restructuring Periodicity
• Brand Acceptance
• Litigation
• Relevant Offerings Portfolio
• Etc…
7. Self-Assessment of SBS: Example
7
Factor Impact as a Percentage Commentary
Business Ethics 55% Averaged but known it’s a
problem in the
Procurement Unit
Cultural Diversity 40% Aligned to all legislative
requirements &
demographics
Brand Acceptance 35% Positive acceptance in the
marketplace
ABCXYZ NN% ….
Etc.
Notes:
1. The above table should be completed as comprehensively as possible
2. Once completed, the table should be validated with colleagues and then the factors prioritised
3. Each factor - in priority order - should be addressed with its own project owner/initiative
4. After an agreed period (say, 3 months) the process should be repeated as part of continuous
improvement
8. Is Sick Business Syndrome inevitable?
8
Productivity
The Peak of Positive Positioning
Without a ‘review intervention’ at
this point, there is a possibility
that negative factors will become
a major influence
X
The Trajectory of Hopelessness
Ratio of Unskilled to Skilled Resources
Honesty is required in any organisational reviews – else the results are worthless
9. Is Sick Business Syndrome inevitable?
9
Productivity
The Trajectory of Hopelessness
Actions from self-assessment, or an
opportunistic intervention, will
inhibit negative impact and allow
status-quo to be maintained/
retained – Inertia to SBS
Ratio of Unskilled to Skilled Resources
The Peak of Positive Positioning
X
Inertia to SBS is a safe and easy mechanism to use
10. SBS produces a Cliché Corporation – even globally
Head Office
Regional Offices
National Offices
10