We brought together Corporate Leaders, Heads of international Charities and top entrepreneurs to discuss this question… ‘Why is there a yawning gap between why businesses say they exist and how employees and customers believe they act?’ In other words - The Purpose Gap. This is what they said…
20 Innovation Tools that can help make innovation projects more successful and enjoyable.
We hope that this booklet can inspire you to challenge the way you innovate. Try out some of it with your teams right away, rather than wait for the perfect occasion.
The Nine Innovation Roles is a concept introduced in the popular book 'Stoking Your Innovation Bonfire' by Braden Kelley and published by John Wiley & Sons in October 2010. It focuses on the role(s) that everyone plays in the success of an organization's innovation efforts - that it is not about whether someone is innovative or not - but how they can contribute to innovation. Everyone has a role to play in successful innovation.
This presentation is provided for download for non-commercial purposes. Service providers need a license to use it in paid workshops. Please visit 9ROLES.COM for more information on licensing this presentation for commercial use or booking a workshop with Braden Kelley.
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)Marc Wagner
BEST-PRACTICE TRANSFORMATION & PEOPLEMANAGEMENT - FOKUS: GLOBAL LEADERSHIP
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of successful
transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural
differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important
to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes. Taking as our model diversity
management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion
of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
A 2 day Workshop outline to discover the driving purpose of your company or brand. Facilitated by Invitro Innovation's Angela Koch in Singapore, Malaysia, Hong Kong, Indonesia, Thailand and Taiwan.
10 file downloads will be permitted
TRANSFORMATION DESIGN is a new approch to organizational change management. It is based on Design Thinking, Collaboration and Gamification. It is prooven and brings great results in your change initiatives. Try it out.
Purpose; corporate revolution or corporate bandwagon?John Rosling
Under a strict Chatham House rule, we brought together Leaders of some of the largest corporations on the planet, global Banks and international Consultancies with leading Charities and top entrepreneurs to discuss whether business purpose was more than just a bandwagon.
What they said was quite remarkable - and may change your view of the future of business..
Reflective Writing Help GuideCan you give me some examples of .docxsodhi3
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
20 Innovation Tools that can help make innovation projects more successful and enjoyable.
We hope that this booklet can inspire you to challenge the way you innovate. Try out some of it with your teams right away, rather than wait for the perfect occasion.
The Nine Innovation Roles is a concept introduced in the popular book 'Stoking Your Innovation Bonfire' by Braden Kelley and published by John Wiley & Sons in October 2010. It focuses on the role(s) that everyone plays in the success of an organization's innovation efforts - that it is not about whether someone is innovative or not - but how they can contribute to innovation. Everyone has a role to play in successful innovation.
This presentation is provided for download for non-commercial purposes. Service providers need a license to use it in paid workshops. Please visit 9ROLES.COM for more information on licensing this presentation for commercial use or booking a workshop with Braden Kelley.
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)Marc Wagner
BEST-PRACTICE TRANSFORMATION & PEOPLEMANAGEMENT - FOKUS: GLOBAL LEADERSHIP
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of successful
transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural
differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important
to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes. Taking as our model diversity
management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion
of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
A 2 day Workshop outline to discover the driving purpose of your company or brand. Facilitated by Invitro Innovation's Angela Koch in Singapore, Malaysia, Hong Kong, Indonesia, Thailand and Taiwan.
10 file downloads will be permitted
TRANSFORMATION DESIGN is a new approch to organizational change management. It is based on Design Thinking, Collaboration and Gamification. It is prooven and brings great results in your change initiatives. Try it out.
Purpose; corporate revolution or corporate bandwagon?John Rosling
Under a strict Chatham House rule, we brought together Leaders of some of the largest corporations on the planet, global Banks and international Consultancies with leading Charities and top entrepreneurs to discuss whether business purpose was more than just a bandwagon.
What they said was quite remarkable - and may change your view of the future of business..
Reflective Writing Help GuideCan you give me some examples of .docxsodhi3
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
Investors in Purpose Business; catalyst or catastrophe?John Rosling
Are investors really focussed just on the pursuit of short term profit or are we actually at the start of a genuine shift in how capital works? Are institutions part of the problem or actually the solution?
We thought we'd find out by getting leading lights from the pensions and investments industry around the table with global corporate leaders, academics, charity heads and a sprinkling of entrepreneurs to have a no holds barred debate.
What we found out was a complete surprise.
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
I you are a business owner age 50+, this book could save your business, your wealth and your life. You will learn "Transition Thinking" to build a "Dream Team" of advisors, and learn to create a new, dynamic life of meaning an purpose, "beyond the business".
Component 12. The Change Facilitators HandbookDavid Williams
This book is primarily for those people who may be new to change as a practitioner and/or are undertaking a temporary role in change as a business representative. I believe that it is also a useful reference for the practicing Change Manager as a refresher.
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
Whether you're starting from scratch or already have an established business strategy and planning process, this session provides practical guidance on implementing a framework that boosts company performance, from digital strategies to overall revenue strategies.
Leading a business can be a challenging endeavor, characterized by long hours, tough decisions, and a lack of clear guidance in today's competitive landscape. This session helps executives understand their unique strategies and develop compelling narratives to drive success.
Compelling statistics highlight the importance for executives to define and communicate a clear business strategy and plan. By doing so, organizations can enhance employee engagement, improve execution capabilities, align projects with strategic objectives, increase the likelihood of successful strategy implementation, and ultimately outperform competitors in today's dynamic business landscape.
The statistics paint a clear picture of the critical role executives play in defining and communicating a clear business strategy and plan.
• Only 22% of employees believe their leaders have a clear direction for the organization.
• 70% of strategic initiatives fail due to unclear goals and execution plans.
• Only 23% of organizations feel confident in their ability to effectively execute strategies.
• Aligning projects with strategic goals increases the likelihood of meeting or exceeding project objectives by 40%.
• Companies with a well-defined and communicated strategy have a 57% higher likelihood of successfully implementing their strategies.
• 95% of employees in organizations with a well-communicated strategy understand their individual roles and contributions to overall strategic goals.
In this 50-minute master speaking session, participants will gain valuable insights into creating real business strategy, defining strategic goals and building a comprehensive plan to achieve them. Sustainable growth in any organization relies on the alignment and effective management of all business processes.
The Purpose Gap; making agility realityJohn Rosling
Purpose-led organisations out-perform profit-led on EVERY metric. Yet most companies will fail to convert purpose to reality. And that's a costly problem. Why does this PURPOSE GAP exist; why doesn't it show up in entrepreneurial businesses; what can you learn from them; and how can you bridge the GAP in your own company or team.
Updated presentation as presented at the Community 2.0 Conference in Las Vegas in May 08.
Email me to get access to the latest study results @ francois [at] beelinelabs.com
How product culture drives organizational impact by Tony Fadel [Engineerex]TonyFadel2
We discuss what a product culture is, how it benefits your organization and we share a framework of simple steps to implement a strong product culture in your org
Achieving Business Excellence (a ChangeThis Manifesto by John Spence)Samuli Pahkala
"There is no single strategy that will carry your company forever—just ask my buddy Tom Peters, who wrote the fantastic book In Search of Excellence back in 1982, only to watch more than half of the companies he highlighted go out of business! Markets shift, consumer preferences change, new competitors appear, technology advances—and so must you. Even though I can recommend which of today’s popular strategies I believe deserve your attention, there is no guarantee that these same strategies will still be as relevant in 20 years. I think they will, but no one can see that far ahead.
With all of that said, [these] are the six strategies on which all the great companies I studied were relentlessly focused."
In April 2020, Upwork published our first ever Annual Impact Report—articulating Upwork’s approach to assessing and managing critical environment, societal, and corporate governance focus areas while demonstrating our commitment to creating economic opportunities so people have better lives.
Starting a company is a life-changing event that brings together a breadth of experiences and emotions. This talk overviews the 5 stages of startups and discusses why a good idea does not necessarily result in a good product, and why a good product does not necessarily result in a company. It also provides a hands-on example of my own experience as an early-stage startup COO. Here’s the deal: to succeed, a company needs more than a good idea. It must solve a real market need, and execute that good idea really well. To this, you need to add a great team behind the idea to ensure that the right decisions are made along the way. And let’s not forget capital, which is essential to make everything come together and push the venture ahead. Finally, the business must be able to scale up for the company to succeed in the long term.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
44. Join in?
“As human beings we are relationship orientated and hard-wired to
seek a bigger purpose plus we yearn for autonomy and mastery”.
Twitter: @contexis
Linkedin: Join the Purpose in Business Movement
Attend our next Roundtable: hello@contexis.com
Get inspired: www.contexis.com/insights
http://www.blueprintforbusiness.org/