Studies show that most companies separate culture initiatives from their business strategy and story. They separate it from the employee and customer experience. The fact is, culture is the byproduct of your story and strategy in action. The words and actions of every employee embody your company’s story and strategy. So the real question is, what is the state of your go-to-market story and strategy? What message are you sending to your employees? What message are you sending to your customers? Executives must understand that words matter. More specifically, executives must acknowledge that the message behind the company’s story and strategy will play a significant role in the type of culture that takes root inside the business. This presentation explores why executives must redefine how they view and manage culture; the pivotal role a company’s story and strategy play in culture development; and how winning cultures are built
Culture is the byproduct of your story and strategy in action.James O'Gara
Culture used to be a soft concept. It used to be something the executive team would only pay attention to when the business environment grew toxic. In today’s world, this is changing — and in a big way. Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience. And, as a result, they also realize the role culture plays in the financial performance of the business.
Of course, not all executives get it. Many still see culture as an HR issue. They still separate it from the company’s overall go-to-market strategy and story, and view it as something that is built in isolation. Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results.
This paper explores why executives must redefine how they view and manage culture; the pivotal role a company’s story and strategy play in culture development; and how winning cultures are built.
Culture used to be a soft concept. It used to be something the
executive team would only pay attention to when the business
environment grew toxic. In today’s world, this is changing
— and in a big way. Forward-thinking executives now view
culture as the surest way to establish a competitive advantage
because of its direct impact on the customer experience.
And, as a result, they also realize the role culture plays in the
financial performance of the business.
Of course, not all executives get it. Many still see culture as
an HR issue. They still separate it from the company’s overall
go-to-market strategy and story, and view it as something that
is built in isolation. Learn why this is not a winning formula.
Successful companies are marked out by the strength of their culture. How can you actively shape your culture and turn it to your competitive advantage?
In the early 1990’s, Michael wanted to develop a strategic process to attract the best talent and build a culture founded on the values of integrity, respect, friendship, caring and loyalty. During a conversation with a colleague discussing the direct impact talented employees had on customer relationships and company performance, he learned of the behavioral assessment tool Predictive Index® (PI), published by PI Worldwide®. More at predictiveresults.com
Culture is the byproduct of your story and strategy in action.James O'Gara
Culture used to be a soft concept. It used to be something the executive team would only pay attention to when the business environment grew toxic. In today’s world, this is changing — and in a big way. Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience. And, as a result, they also realize the role culture plays in the financial performance of the business.
Of course, not all executives get it. Many still see culture as an HR issue. They still separate it from the company’s overall go-to-market strategy and story, and view it as something that is built in isolation. Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results.
This paper explores why executives must redefine how they view and manage culture; the pivotal role a company’s story and strategy play in culture development; and how winning cultures are built.
Culture used to be a soft concept. It used to be something the
executive team would only pay attention to when the business
environment grew toxic. In today’s world, this is changing
— and in a big way. Forward-thinking executives now view
culture as the surest way to establish a competitive advantage
because of its direct impact on the customer experience.
And, as a result, they also realize the role culture plays in the
financial performance of the business.
Of course, not all executives get it. Many still see culture as
an HR issue. They still separate it from the company’s overall
go-to-market strategy and story, and view it as something that
is built in isolation. Learn why this is not a winning formula.
Successful companies are marked out by the strength of their culture. How can you actively shape your culture and turn it to your competitive advantage?
In the early 1990’s, Michael wanted to develop a strategic process to attract the best talent and build a culture founded on the values of integrity, respect, friendship, caring and loyalty. During a conversation with a colleague discussing the direct impact talented employees had on customer relationships and company performance, he learned of the behavioral assessment tool Predictive Index® (PI), published by PI Worldwide®. More at predictiveresults.com
The 10 most recommended management and strategy consultantsMerry D'souza
India is a land of SMEs who are mostly highly efficient self-made entrepreneurs. The most significant challenge these entrepreneurs face is achieving and managing growth beyond a certain point.
Positioning Your RDO for the Future: Executive Director Training nado-web
This session could almost be called “The How-to Workshop”— it is designed to help RDO executive directors, those new to
the position as well as those who’ve been at the helm for a while, learn how to seek active participation from the private
sector; identify and recruit “good” board members; secure new pots of funding; recruit and train talent; deal with problem
staff; motivate staff to be a team; propose, and get, a member dues increase; and other valuable management concerns.
Attendees will hear from the trainer, as well as engage in peer-to-peer problem solving.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Heard the phrase a number of times! Right? Ask the successful lot and they'll endorse the view. But why is it that strugglers and new-comers are still questioning the need for an effectively articulated plan for their business?
This slide share is an attempt to highlight the importance of 'Planning', as a strategy for entrepreneurial success. We would love to have readers' inputs on the subject.
60 % of company`s market value is attributable to corporate reputation. Where is the role of CEO in the proces of building, maintaining and recovering corporate reputation?
This presentation details the linkage and behavioral impact of employee commitment to the enteprise, to the company\'s product and service value proposition, and to customers. It also points out key differences between employee ambassadorship (advocacy) and employee engagement, which has less customer focus.
#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...Emma Mirrington
Join Joanne Lee, Head of Recruitment, who will be looking at how Capco are using on-line group chat to engage with specialist scarce talent. Through peer-to-peer engagement Capco are building their brand within target markets and promoting the exciting work they’re doing and innovation they are bringing to the industry, without pushing a pure recruitment message.
Helping organizations and entrepreneurs create a culture of empowered self-directed work teams focused on achieving corporate performance, productivity, quality and financial goals by harnessing social media strategies as a public relations, marketing, fundraising, customer service and target audience engagement tool.
This is our group's costume planning for our film opening,which has been uploaded to SlideShare in order to present our work on our blogs using a range of ICT.
Blog- http://jessgoodaleasmedia.blogspot.co.uk/
This presentation provides an introduction to users, completely unfamiliar with SlideShare or who need a more detailed description of the features it offers, user guidelines, etc.
The 10 most recommended management and strategy consultantsMerry D'souza
India is a land of SMEs who are mostly highly efficient self-made entrepreneurs. The most significant challenge these entrepreneurs face is achieving and managing growth beyond a certain point.
Positioning Your RDO for the Future: Executive Director Training nado-web
This session could almost be called “The How-to Workshop”— it is designed to help RDO executive directors, those new to
the position as well as those who’ve been at the helm for a while, learn how to seek active participation from the private
sector; identify and recruit “good” board members; secure new pots of funding; recruit and train talent; deal with problem
staff; motivate staff to be a team; propose, and get, a member dues increase; and other valuable management concerns.
Attendees will hear from the trainer, as well as engage in peer-to-peer problem solving.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Heard the phrase a number of times! Right? Ask the successful lot and they'll endorse the view. But why is it that strugglers and new-comers are still questioning the need for an effectively articulated plan for their business?
This slide share is an attempt to highlight the importance of 'Planning', as a strategy for entrepreneurial success. We would love to have readers' inputs on the subject.
60 % of company`s market value is attributable to corporate reputation. Where is the role of CEO in the proces of building, maintaining and recovering corporate reputation?
This presentation details the linkage and behavioral impact of employee commitment to the enteprise, to the company\'s product and service value proposition, and to customers. It also points out key differences between employee ambassadorship (advocacy) and employee engagement, which has less customer focus.
#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...Emma Mirrington
Join Joanne Lee, Head of Recruitment, who will be looking at how Capco are using on-line group chat to engage with specialist scarce talent. Through peer-to-peer engagement Capco are building their brand within target markets and promoting the exciting work they’re doing and innovation they are bringing to the industry, without pushing a pure recruitment message.
Helping organizations and entrepreneurs create a culture of empowered self-directed work teams focused on achieving corporate performance, productivity, quality and financial goals by harnessing social media strategies as a public relations, marketing, fundraising, customer service and target audience engagement tool.
This is our group's costume planning for our film opening,which has been uploaded to SlideShare in order to present our work on our blogs using a range of ICT.
Blog- http://jessgoodaleasmedia.blogspot.co.uk/
This presentation provides an introduction to users, completely unfamiliar with SlideShare or who need a more detailed description of the features it offers, user guidelines, etc.
Establishing Executive Alignment and Priorities Around Your Company’s Custom...James O'Gara
This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities Around Your Company’s Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner — and, it
has to be a priority for the CEO and the entire C-suite.
View entire presentation.
Culture is intrinsically connected to your strategy. And story. It’s the very...James O'Gara
Peter Drucker famously said, “Culture eats strategy for
breakfast.” As we’ve shown, that’s not really true. Culture is
intrinsically connected to your strategy. And story. It’s the very
manifestation of the two. So, if you are like 95 percent of
executives who believe change is needed in your company’s
culture, it’s time to address the root cause: lack of clarity and
alignment in your story and your strategy. Then invest the time,
resources and dollars it takes to infuse that story and strategy into the hearts and minds of every stakeholder inside and outside of your company. It will be worth it. Discover why your
corporate culture is the byproduct of your story and strategy —
in action.
Capturing Customer Data and Insights that Elevate the Customer ExperienceJames O'Gara
Curriculum Highlights:
The data set that truly drives the customer experience
starts with understanding the customer’s desires, needs,
challenges and decision-making drivers. Do you need
big data to capture these insights? Maybe. Maybe not.
During this session, you’ll gain insight into the customer
experience data that really matters and how it can be
leveraged to improve the customer buying process and
journey. You’ll also learn about research techniques
that can be used to capture an accurate Voice-of-theCustomer
(VOC) and how the insights will help you create
a differentiated customer experience.
Learning Objective:
Participants will leave with a deeper understanding of the
customer research methods and data they need to create
a more engaging and compelling customer experience.
Today your brand is not determined by the Marketing or PR department but by the people who work for you and the customers who use your products and services. Your staff are your brand ambassadors so how do you build the right workplace culture that supports your brand and connects better with your target audience for business success.
Today your brand is not determined by the Marketing or PR department but by the people who work for you and the customers who use your products and services. Your staff are your brand ambassadors so how do you build the right workplace culture that supports your brand and connects better with your target audience for business success.
Cracking The Culture And Mission Statement CodeWorkforce Group
Workplace culture is the backbone of every company. It defines your organisation and allows you to create an identity that you can communicate to your employees, customers, and the general public.
A rich company culture brings people together by imparting a strong sense of meaning, direction, and passion to everyone involved, and one of the most effective ways to encapsulate that culture is through the organisation’s mission statement.
One of the most critical roles that leaders have is to create a workplace culture that unifies your organisation, empowers employees, and creates a sense of passion and drive within your company.
In this deck, you’ll learn;
The alignment between the mission statement and the actual workplace culture.
The ideal craft of a good mission statement.
How to incorporate the mission statement into workplace culture.
The advantage of having a clear mission statement.
Deloitte Core Beliefs and Culture Surveyadigaskell
The 2013 Deloitte Core Beliefs & Culture Survey is designed to explore the concept
of workplace culture, as defined by a set of timeless core values and beliefs, as a
business driver
Sarah Hall speaks at #PRFest about public relations in businessPRFest
Sarah Hall, editor of #FuturePRoof, was invited to speak at #PRFest about her efforts in reinforcing public relations as a management discipline. Read the latest from FuturePRoof www.prfest.co.uk
Companies struggle today to create the experiences their Marketing say they do. It boils down to Culture and the consistent behaviours of all employees across all levels of management. Here's my presentation from the Africa HR Summit.
The CMO and Marketing's Role in the Customer ExperienceJames O'Gara
The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience — from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior end-to-end customer experience. This is the first of 10 executive education sessions.
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Af...UCT Upstarts
UCT Upstarts 2015: Week 14: Life lessons in Business with Saul Kornik from Africa health placements
UCT Upstarts is the Vice-Chancellor’s Social Innovation Challenge. It’s a joint-initiative between UCT, the Bertha Centre for Social Innovation & Entrepreneurship and Super Stage. UCT Upstarts is igniting a ‘Student Start-up Nation’ by creating a parallel university experience – one that produces a generation of both graduates and social entrepreneurs - who solve real-world problems from campus, and launch start-up realities beyond it. UCT Upstarts is building a ‘Social Innovation Culture’ that literally does make Africa work better and is helping to create an ‘Innovation Economy’ that actually does create jobs – starting from campus!
Creating Clarity and Conviction in the Mind of Your CustomerJames O'Gara
Clarity and conviction in the mind of your customer starts
with an authentic and consistently delivered corporate story.
To establish clarity and conviction, CMOs must first address
the enterprise-wide messaging development and delivery
problem that exists across all three phases of the customer
experience (self-service, sales, post-purchase). The CEO,
CMO and customer experience leaders must get in a room
and devise a plan for delivering a consistent story in the
complex experience economy they operate in today. This
starts with the CEO making the corporate story a strategic
priority across the organization. The CEO must fundamentally
buy in to the fact that your corporate story directly impacts
the customer experience and financial performance. Read more...
Extracting Business Value From All Three Phases of the Customer ExperienceJames O'Gara
This presentation is from the Future of the CMO / CXP Executive Education Series (www.cmoeducationseries.com). The education series is hosted by OnMessage (www.itsonmessage.com).
This education session explains why CEOs, CMOs and other business executives are quickly coming to the realization that every aspect of the organization must work together to achieve lasting customer experience success. It’s not just about successful lead generation. It’s not just about great sales conversion rates, or a better than average Net Promoter Score. Christine Crandell, a contributing editor with Forbes magazine said it best, “Customer experience is not restricted just to the attract engage-convert-close funnel. Rather it is about the lifetime experience the buyer expects to have with a vendor.” What this means is every phase of the customer experience matters. And only when all three phases of the customer experience are performing at a high-level can a company reach its full potential.
Culture: The Byproduct of Your Story and StrategyJames O'Gara
This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It’s
not about Ping-Pong tables, free lunches and cool office
spaces. It’s about clarity. Clarity in the company’s story —
and in the company’s strategy.
CMOs ... Just How Committed is Your CEO to CX Success?James O'Gara
There are 10 commitments CMOs need to secure from the
CEO and C-Suite if they are to achieve lasting customer
experience success. Learn about all 10 here ...
Consistency. The Key to Delivering a Differentiated Customer Experience.James O'Gara
The secret to developing a clear, compelling and consistent
story is being disciplined and intentional. Your goal is to
achieve complete alignment and consistency between your
strategy, story and ultimately your customer’s experience. For
this to happen, you need to get the entire leadership team and
eventually your entire employee population to understand one
simple truth: words matter. The words you use play a critical
role in the perception your company creates in the minds of
your customers. In fact, Insight Agents found that almost 50
percent of a brand’s image is attributed to what it says and
how it says it. Learn more...
Your Story: The Bedrock of Customer Experience.James O'Gara
Your company’s message is the thread that connects the
customer experience. It’s the one thing that can truly make
a difference in what your customers think about your
company. From your website, to content marketing, to
sales conversations and customer service phone calls, your
corporate story is everywhere. It directly impacts customer
perception and their overall experience — so when, where
and how well you deliver your corporate message throughout
the customer experience matters. Learn more ...
Why Your Company’s Words and Actions Matter.James O'Gara
How your business operates, what your organization
believes in, the actions employees take and the words you
use to describe what you do, the value you deliver and what
differentiates you, are now omnipresent. These touchpoints,
interactions and messages define your customer’s overall
experience with your company. They also represent the new
competitive environment that CMOs must contend with today. Learn more ...
4 Fundamental Customer Experience (CX) Questions CMOs Must AnswerJames O'Gara
Forrester Research defines "Customer Experience" as ...
“How customers perceive their interactions with
your company.”
Perception.
This is something that every CMO should know something
about. Perception is defined as …
“The way we think about or understand someone
or something.”
Isn’t that what marketing is all about? Isn’t that what “branding”
is meant to do? Establish a clearly defined position or
perception in the mind of the customer?
The CMO owns customer perception.
That is why the CMO must own the “experience” – and
capture the customer data / insight that is required to turn the
customer experience into a competitive advantage. Discover the 4 questions every CMO must answer to lead the customer experience initiative at their company. Read more...
Deliver a Corporate Story That Strengthens Your Customer Experience.James O'Gara
More than ever before, businesses operate in a world of
transparency. The always-connected-and-consuming
buyer has unprecedented access to your organization.
Your strategy and story are visible to anyone, anywhere,
at any time.
How your business operates, what your organization believes in, the actions employees take and the words you use to describe what you do — as well as the value you deliver and what differentiates you — are now omnipresent. These touchpoints, interactions and messages define your customer’s overall experience with your company. They also represent the new competitive environment that businesses must contend with today. In fact, a recent Gartner report said by 2016 (that’s here and now), 89 percent of companies expect to compete mostly on the basis of customer experience, versus 36 percent just four years ago.
In the customer-experience driven world we live in, words
and actions matter. They establish perception. They
define how customers perceive their experience with
your company. While your strategy drives your actions,
your message drives the storyline customers experience
throughout their journey.
That’s why your story and strategy must be fully aligned.
When they are not, the customer experience breaks down.
The perception of your brand is damaged. Customers lose
faith and trust in your company. Customers leave and go
to the competition.
Clarity and connectivity between your story and strategy
is paramount. A recent article in the Journal of Business
Strategy stated, “In its simplest sense, a corporate story is
a narrative tool that tells the tale of a company’s strategy
in action. It is a clear, structured, compelling articulation
of ‘‘who we are’’ and ‘‘where we’re headed’’ that rallies
emotional and rational support from stakeholders.”
The article continues, “More than mere words, however,
the corporate story’s strength lies in its ability to align
leaders, drive decision making and mobilize
the organization.”
In this paper, we’ll explore the best practices for
developing and delivering a clear, compelling and
consistent story that can in fact “align leaders, drive
decision making and mobilize the organization.”
A story that is:
> Aligned with your go-to-market strategy
> Anchored in a higher purpose
> Constructed with consistent building blocks
> Packaged, comprehensive and compartmentalized
> Embraced and activated by employees
> Connected throughout the customer experience
> Designed to produce top- and bottom-line
business results
Customer Experience. Why CMOs Must Simplify, Then Act. How to identify, captu...James O'Gara
This paper explores the essential data requirements and actions marketing executives must focus on to capture
the customer experience opportunity. The opportunity that exists inside their company and the market they are
competing in today.
The “customer experience” — as a strategic initiative — is fairly new. There are still a lot of unknowns. There is
ambiguity regarding “ownership” of this initiative within the enterprise, and “best practices” for capturing and
using data to activate a customer experience strategy have not yet been fully defined.
With no clear path in sight, most marketing executives stall out before they get started. In many cases, this happens
because fear and complexity surrounds the data and insights required to formalize a customer experience strategy.
Fear and complexity that leads marketing executives down the “What About …” path. You know the path I’m talking
about. It’s when you and your entire team find yourselves constantly asking, “But, what about this?” Or, “What
about that?”
Marketing executives get consumed with all the possible answers they may need — all the things they don’t know.
They become overwhelmed by the enormity of the task. They overcomplicate things. What happens? Complexity
becomes the barrier to progress. A course of action is never defined and documented. So, they never get started.
Steve Jobs built his entire career doing the opposite. He eliminated complexity and focused on the power of
simplicity. He didn’t try to overcomplicate things. Instead, he focused on those things that mattered most to the
customer and eliminated everything else.
In fact, he once said … “Simple can be harder than complex: You have to work hard to get your thinking clean to
make it simple. But it’s worth it in the end because once you get there, you can move mountains.”
CMOs have the power to move mountains when it comes to elevating and differentiating the customer experience.
They just have to simplify. They have to focus on what absolutely matters: insights that will, in fact, improve the
customer experience. Then they must act.
Mark Twain said, “The secret of getting ahead is getting started.” Leading CMOs are taking Mr. Twain’s message
to heart. They are simplifying and demystifying the customer journey. They are capturing customer insights that
inform their strategy and drive action — action that improves customer acquisition, retention, loyalty, advocacy,
and ultimately the customer’s overall experience.
Material Changes in the Customer Experience & the Profound Impact on CMOsJames O'Gara
Over the next three-to-five years, 75 percent* of marketers say
they will be responsible for the end-to-end customer experience. To be successful, CMOs must have a deeper understanding of the strategies and tactics required to deliver a superior customer journey. This paper explores how marketing’s responsibilities must change in the organization, how marketers must extend their reach into the customer experience, and why the CMO’s role must be reimagined.
5 ways to transform your customer experienceJames O'Gara
Informative infographic for marketing, customer experience and business executives that explains the power of infusing a clear, compelling and consistent corporate message throughout the customer experience with:
- Organizational change
- Sales enablement
- Content development
- Brand integration
11 Questions Every Executive Should AnswerJames O'Gara
This tool enables marketing and business executives to evaluate corporate
messaging effectiveness. By answering these strategic questions you’ll have
a better understanding of the challenges and opportunities your company
faces with respect to delivering compelling and differentiated messaging in
every customer conversation.
6 DIMENSIONS OF MESSAGING EFFECTIVENESSJames O'Gara
This presentation includes the actionable information you need to improve messaging across the 6 Dimensions of Messaging Effectiveness: Alignment, Relevance, Uniqueness, Consistency, Recall and Value.
In this presentation OnMessage shares specific methods and tools for assessing critical aspects of each dimension and specific steps you can take to improve the impact your messaging has in the market. The information and insight shared during this event will enable you to evaluate and answer fundamental questions like…
> How closely aligned is our messaging with our business strategy?
> Does our messaging resonate and connect with our target audience's needs?
> Is our messaging ownable and truly different than our competitors?
> How can we deliver our messaging across the organization on a more consistent basis?
> Is the message we are sending really what our target audience is hearing?
> How quickly and clearly are we communicating the value we deliver?
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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2. The customer experience has become the competitive battleground for
business. By delivering a consistent, memorable experience, companies can
create a competitive advantage that increases customer engagement,
conversion, loyalty and advocacy.
Over the next three-to-five years, 75 percent of marketers say they will be
responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper
understanding of the strategies and tactics required to deliver a superior
end-to-end customer experience.
/ About the Series
3. James F. O’Gara, CEO and Founder, OnMessage
/ About me
1,000s
of Hours Working
with CMOs / CEOs
HUNDREDS
of Emerging
Companies
DOZENS
of Fortune 500
Companies
25+ Yrs
Experience
Leading
Brands
Expertise and Experience
/ Customer research
and analysis
/ Corporate messaging
strategy and execution
/ Customer-centric
culture development
/ Go-to-market
strategic planning
4. About the sponsor.
OnMessage specializes in helping executives align and
activate their entire organization around a corporate strategy
and story that dramatically improves the customer experience.
Leveraging our disciplined methodology — executive teams
are able to crystallize their go-to-market strategy, formulate a
strategically aligned corporate messaging platform and ensure
every stakeholder understands how to activate the strategy
and story throughout the customer journey.
www.itsonmessage.com
9. For customer experience (CX) to translate into
improved financial performance and become a
competitive advantage it must be embraced
enterprise-wide. It must be implemented in a
cross-functional manner — and, it has to be a
priority for the CEO and the entire C-suite.
10. Without CEO commitment …
CX … fails to gain traction in customer-facing
areas of the business.
CX … never receives executive support and
endorsement.
CX … never delivers material business results.
11. Without CEO commitment …
It’s never …
> Identified as a cornerstone of the business strategy
> Institutionalized and operationalized
> Infused into the company’s culture
12. Have difficult discussions. Ask tough questions.
Do you feel our
leaders have a deep
understanding of
the customer?
Is our company’s go-to-
market strategy rooted
in deep, meaningful
customer insights?
Is our product / service
roadmap driven by
current / future customer
requirements?
Are C-suite discussions
and decisions
consistently anchored in
meeting or exceeding
customer expectations?
Is our company’s
culture driven by a
deep and genuine
desire to deliver a
superior experience?
Do we have the people,
processes and
technologies in place to
create a superior customer
experience?
13. Customer
Centricity
1
You need your CEO to commit to 10 things.
Experience
Ownership
C-Suite Reporting
Relationship
3
C-Suite Funding
& Involvement
42
Leadership
Accountability
5 Organizational
Change
Clear Performance
Metrics
7
Measurement &
Reporting Systems
86
Realistic Time
to Impact
9 Sustained
Cadence
10
14. Educational Content and Tools
This worksheet will help you identify
additional commitment that may be
required from your CEO and C-suite to
successfully institutionalize and
operationalize Customer Experience
Management at your company.
“10 Commitments Every CEO
Must Make to Realize Customer
Experience Success.”
16. “The state of your culture is in fact, the state of your
customer experience.”
~ OnMessage
17. Culture used to be a soft concept.
It used to be something executives would only pay
attention to when the business environment grew toxic.
In today’s world, this is changing — and in a big way.
/ Culture … yesterday.
18. Forward-thinking executives now view
culture as the surest way to establish a
competitive advantage because of its direct
impact on the customer experience.
They also realize the role culture plays in
the financial performance of the business.
/ Culture … today.
“Executives overwhelmingly
indicate that an effective
corporate culture is essential
for a company to thrive in the
modern business world.”
~ Professor Jillian Popadak,
The Fuqua School of Business
Duke University
19. Many still see culture as an HR issue.
They separate it from the company’s overall
go-to-market strategy and story. They view it
as something that is built in isolation.
Executives with this point of view rarely
develop a culture that positively impacts
employee engagement, the customer
experience or business results.
/ Not all executives get it.
“Leaders who delegate too much will
lose their opportunity to become role
models and energizers for the culture
they want to shape. Your choices
should reflect the company’s
strategic and operating priorities.”
~ Jon Katzenbach, Booz & Company
20. What is culture?
An organization’s culture consists of the values, beliefs,
attitudes, and behaviors that employees share and use
on a daily basis in their work. Culture is how employees
describe where they work, understand the business and
see themselves as part of the organization. Culture is
important because it drives decisions, actions, and
ultimately the overall performance of the organization.
Source: DecisionWise
21. Culture … simplified.
Culture is about shared values, beliefs, attitudes
and behaviors.
Culture is about how employees describe their
company and their role in the organization.
Culture is about driving decisions and actions
that positively impact business performance.
Keep these statements in mind today. It will become clear why culture
is not a thing, but rather the outcome of a few things done well.
22. Is culture really a C-suite priority?
84% of executives
agree that their
culture is critical
to business
success.
60% of executives
agree that culture
is more important
than strategy or
operating model.
So, yes?
SOURCE: PwC “Culture’s Role in Enabling Organizational Change” Report
23. Wait a minute …
95% of executives
say change is
needed in their
culture.
51% of executives
believe their
culture is in need
of a major overhaul.
SOURCE: PwC “Culture’s Role in Enabling Organizational Change” Report
What does this mean?
24. There is a real and material “gap”
between desire and reality. Between
the importance and positive impact of
culture on business today.
25. 90% of executives
said that culture was
important at their firms.
Only 15% of executives
said their culture was
where it needed to be.
Impact of Culture
ImportanceofCulture
SOURCE: Duke’s Fuqua School of Business
26. How do we bridge the gap?
Redefine executive’s view of what culture is.
Reconnect culture to the customer experience.
Reset the process by which culture is formed.
Make culture a “real” C-suite priority.
27. We must help executives understand …
Culture is not an “isolated” initiative.
Culture is not something that can be
“manufactured” apart from the
company’s story and strategy.
28. Culture is …
The manifestation of your company’s
story and strategy … in action.
29. Your story.
Clearly defines the
company’s purpose,
positioning, value
proposition and
promise to customers.
Your strategy.
Defines vision, mission,
values as well as the
associated actions,
investments and
initiatives required to
make that story a reality.
31. As a result …
The company says
one thing in
external messaging
and another
through internal
communications.
Leaders make
decisions that do
not align with the
company’s core
values.
Executive teams roll
out strategic
initiatives that are in
conflict with the
company’s vision or
mission.
Inconsistent words and actions are culture killers.
32. Winning cultures are built on clarity.
Clarity in the
company’s story
Clarity in the
company’s strategy
Mindset Behavior
Culture
33. Your story frames
the mindset and
belief system
in your culture
When employees have a deep understanding of
what your company stands for, what it does and
how it creates value for customers, their
purpose becomes clear.
They feel more connected.
They believe what they do matters.
Clarity of purpose is a powerful motivator.
This is born from a clear, compelling and
consistent corporate story that aligns with your
go-to-market strategy.
34. Your strategy
drives behaviors
and actions in
your culture
When leaders and team members across the
organization understand how the strategy connects
with the story, congruent actions and decisions
unfold.
Your company’s vision, mission and values go beyond
words on paper and take on a life of their own.
Employees see how strategic decisions, investments
and initiatives connect with the story.
They understand how their marching orders align
with the bigger picture.
35. So the question is, what is the state of
your go-to-market story and strategy?
> Aligned
> Documented
> Consistently Communicated
> Internalized
> Operationalized
36. Question.
On a scale of 1-5
(5 being absolute
clarity), how clearly
does every employee
understand your
company’s story?
Story.
Your company’s
purpose, positioning,
value proposition and
promise to customers.
37. Question.
On a scale of 1-5
(5 being absolute
clarity), how clearly
does every employee
understand your
company’s strategy?
Strategy.
Vision, mission, values as
well as the associated
actions, investments and
initiatives required to
make that story a reality.
38. The degree of clarity, connectivity, consistency
and belief in your company’s story and
strategy plays a significant role in the type of
culture that takes root inside the business.
40. > Our company’s purpose?
> How we want to be positioned in the market?
> Who we are?
> What we do?
> The value we deliver?
> What makes us different in the market?
Do our
employees truly
understand and
believe in the
company’s
story?
41. > Vision?
> Mission?
> Values?
> Customer needs and desires?
> Promise to customers?
> Pillars of our go-to-market strategy?
Do our
employees
understand the
strategy and the
role they play in
executing it?
42. Executives that can answer these questions with a
resounding “yes” will most likely have built high-
performing cultures rooted in story and strategy.
Executives that answer “no” or don’t really
know the answers should take a hard look at the role
their company’s story and strategy play in their business.
43. Your story and strategy must become
more than just words on paper.
“Culture starts with leadership. Leaders have to set the parameters for culture and
then empower employees to act on the company's values and share with them what
the rules are. Then you have to disseminate it and get it down to the person who's
greeting the customer or answering the phone. If the only one who knows what
culture looks like is the leader, you're dead.”
~ Chester Elton, co-author of “What Motivates Me, All In” and “The Carrot Principle”
44. Clarity and Connectivity
are the Keys to a
Winning Culture.
When your story and strategy are clearly defined, documented
and fully infused into the company’s culture … magic happens.
45. “An effective culture is like an invisible hand at work
inside of each of the employees that helps to guide their
decisions and judgments in a way that the overall
corporation would desire it to be.”
~ Duke University Report
46. Why is your story and strategy
so critical to culture?
Without it there is nothing for your employees to connect with.
There is nothing shared from department to department, or
division to division. Well-appointed offices and break rooms will
fade with time. An emotional and cognitive connection with
your company’s purpose and promise will last forever.
47. How do you
achieve
emotional and
cognitive
engagement?
“A good leadership team and good
CEO will put in the processes to
make sure the message filters
down to the very bottom of the
organization unchanged.”
~ Executive Interview,
Duke Research Study
49. It requires a
fully aligned,
documented
story and
strategy
(message).
Strategy Story
Behaviors & Actions Mindset & Words
Vision:
Mission:
Values:
Customer needs and desires:
Promise to customers:
Go-to-market strategy:
Enterprise strategic pillars:
Divisional strategies:
Who we are:
What we do:
Our company’s purpose:
Positioning statement:
Value we deliver:
Key points of difference:
Our story:
50. It requires a disciplined
infusion strategy (process).
“If you ask 10 people at five different units questions about
purpose, message, value … do they say and believe the same
thing? Is there a strong sense of common beliefs? I think if people
say yes, then culture would have an influence and that would be
a good way to measure it, but if people said no, then culture is not
a prominent or important part of the company.”
~ Executive Interview, Duke Research Study
51. Strategy
Go-to-Market Planning & Strategic Initiatives
Leadership Communication & Actions
External Messaging / Marketing / Branding
Public Relations
Investor Relations
Employee Recruiting and Onboarding
Internal Communications
Employee Performance Reviews
Compensation / Incentive Programs
Internal Events, Awards and Recognition Programs
Story
Holistic Infusion Process.
A formal, sustained
initiative that ensures
every functional leader is
tasked with infusing the
story and strategy across
employee and customer
channels in their
respective areas of the
business.
52. Fully Aligned, Documented Story & Strategy
Leadership Decisions, Words and Actions
Strategic Initiatives & Investments
C-Suite Decision, Words & Actions
Internal Communication Programs
External Communication Programs
Incentives, Rewards & Recognition
Performance Reviews, Mentoring & Coaching
The CEO must hold leaders
across the enterprise
accountable for
implementing the infusion
process within their
respective area of the
business. This is crucial.
Internal and external
messages must align. If they
don’t, it will negatively impact
adoption and the culture you
are trying to build.
End-to-End,Top-to-BottomConnectivity
It requires clarity,
connectivity and
consistency (unchanged).
53. If you’re like 95% of executives that believe change is
needed in their company’s culture, it’s time to address
the root cause:
Lack of clarity in your story and strategy.
Because remember, your corporate culture is the
byproduct of your story and strategy — in action.
55. Next Session: August 18
The Clubs of Prestonwood
(The Creek Clubhouse)
Dallas, Texas
Topic:
Extracting Business Value
From all Three Phases of
the Customer Experience
56. Thank you for coming.
Please complete your “Feedback Form” before you leave.
“10 Commitments Every CEO
Must Make to Realize Customer
Experience Success.”
As you leave, please pick up these valuable resources and educational materials:
“CEO Commitment
Assessment Worksheet.”
“The Secret to Creating a
Culture That Increases Employee
Engagement and Improves the
Customer Experience.”
57. About the sponsor.
OnMessage specializes in helping executives align and
activate their entire organization around a corporate strategy
and story that dramatically improves the customer experience.
Leveraging our disciplined methodology — executive teams
are able to crystallize their go-to-market strategy, formulate a
strategically aligned corporate messaging platform and ensure
every stakeholder understands how to activate the strategy
and story throughout the customer journey.
www.itsonmessage.com