The document discusses the concept of POWER and its connection to strategic positioning, intention, and direction. It provides a proposed model for understanding the strategy-power connection. It then discusses various friends and enemies of establishing and sustaining strategic positioning, intention, and direction. Finally, it discusses how developing POWER can help with strategic positioning, intentionalizing, and directing through purposes like planned pursuit, openness, wholeness, excellence, and resiliency.
Catitalizing on the Changing World of Work By Sherry Myersmyersse
The document discusses how companies can adapt to changing workplace demographics and expectations of different generations in the workforce. It highlights that companies need to recognize non-traditional employees and work arrangements, promote an authentic employment brand on multiple platforms, and meet technology expectations of younger generations. Companies also need flexible policies that support work-life balance and growth opportunities to engage talent. Embracing these changes will allow companies to stay ahead of the curve in the changing world of work.
For many people, the biggest impediment to success is their own self. Sometimes we simply need to get out of our own way with a new mindset. I know I do from time to time, and so do many of the owners and executives with whom I work.
The document provides guidance on how to write an effective brand plan that is easy for others to follow. It emphasizes keeping the plan simple by focusing on a few key elements: conducting a situation analysis to understand the brand's current position, identifying 3-5 key issues facing the brand, establishing a clear vision for the future of the brand, and outlining strategies for how to achieve the vision. The document uses examples and outlines to illustrate how to structure these essential components of an effective yet simple brand plan.
The document lists 60 ideas for motivating contact center employees. Some of the ideas include inviting employees to help design team branding, ensuring work procedures are documented clearly, providing regular coaching and feedback, communicating the organization's strategic goals, and rotating motivational incentives regularly to prevent boredom.
Company Culture: Connecting to Performance ManagementSherrie Suski
Sherrie Suski's lesson on company culture continues, with this thorough presentation on performance management, core competencies, and establishing goals for the business. Sherrie Suski's lesson is great for startups.
4 Ways to Build a Metric-Based Sales Coaching CultureSales Hacker
This document outlines 4 ways to build a metric-based sales coaching culture. It discusses defining key metrics, continually monitoring performance based on those metrics, creating a regular cadence of coaching sessions, and refining the coaching process over time based on data. The document cites research finding that sales coaching leads to significantly higher productivity increases compared to training alone. It emphasizes that coaching salespeople should be a priority for organizations.
This document outlines an agenda for a leadership training session on strategic thinking, vision, mission, and managing the external environment. The agenda includes introductions, defining key concepts, exercises on strategic thinking types, crafting visions and missions, and building inter-organizational relationships. Participants will evaluate their learning at the end of the session. The goal is to help leaders develop strategic thinking skills and learn how to align their organization's vision and mission with external factors.
So you want to upscale your business? It’s one of the most common goals of companies, I can’t blame you. Especially startups are defined by their ‘yet to be planned and executed’ scaling phase and pursue to exit their state as startup and become a stable business with a sustainable and viable business model as well as the options for upscaling. But just to pull you back to reality, neglecting the trends, upscaling is not a goal – it’s a potential necessity to achieve your goals. So first think about this: Why do you want to upscale your business?
Catitalizing on the Changing World of Work By Sherry Myersmyersse
The document discusses how companies can adapt to changing workplace demographics and expectations of different generations in the workforce. It highlights that companies need to recognize non-traditional employees and work arrangements, promote an authentic employment brand on multiple platforms, and meet technology expectations of younger generations. Companies also need flexible policies that support work-life balance and growth opportunities to engage talent. Embracing these changes will allow companies to stay ahead of the curve in the changing world of work.
For many people, the biggest impediment to success is their own self. Sometimes we simply need to get out of our own way with a new mindset. I know I do from time to time, and so do many of the owners and executives with whom I work.
The document provides guidance on how to write an effective brand plan that is easy for others to follow. It emphasizes keeping the plan simple by focusing on a few key elements: conducting a situation analysis to understand the brand's current position, identifying 3-5 key issues facing the brand, establishing a clear vision for the future of the brand, and outlining strategies for how to achieve the vision. The document uses examples and outlines to illustrate how to structure these essential components of an effective yet simple brand plan.
The document lists 60 ideas for motivating contact center employees. Some of the ideas include inviting employees to help design team branding, ensuring work procedures are documented clearly, providing regular coaching and feedback, communicating the organization's strategic goals, and rotating motivational incentives regularly to prevent boredom.
Company Culture: Connecting to Performance ManagementSherrie Suski
Sherrie Suski's lesson on company culture continues, with this thorough presentation on performance management, core competencies, and establishing goals for the business. Sherrie Suski's lesson is great for startups.
4 Ways to Build a Metric-Based Sales Coaching CultureSales Hacker
This document outlines 4 ways to build a metric-based sales coaching culture. It discusses defining key metrics, continually monitoring performance based on those metrics, creating a regular cadence of coaching sessions, and refining the coaching process over time based on data. The document cites research finding that sales coaching leads to significantly higher productivity increases compared to training alone. It emphasizes that coaching salespeople should be a priority for organizations.
This document outlines an agenda for a leadership training session on strategic thinking, vision, mission, and managing the external environment. The agenda includes introductions, defining key concepts, exercises on strategic thinking types, crafting visions and missions, and building inter-organizational relationships. Participants will evaluate their learning at the end of the session. The goal is to help leaders develop strategic thinking skills and learn how to align their organization's vision and mission with external factors.
So you want to upscale your business? It’s one of the most common goals of companies, I can’t blame you. Especially startups are defined by their ‘yet to be planned and executed’ scaling phase and pursue to exit their state as startup and become a stable business with a sustainable and viable business model as well as the options for upscaling. But just to pull you back to reality, neglecting the trends, upscaling is not a goal – it’s a potential necessity to achieve your goals. So first think about this: Why do you want to upscale your business?
Objectives, Goals, Strategy, Measurement and Tactics Process for Business Management. A communication methodology that links overall business strategy to an individuals goals and objectives.
The document discusses various myths about strategy, including that consensus equals success and that exclusion is efficient in strategy development. It also outlines nine habits for success, such as having clear goals, being a constant learner, and nurturing a network. Finally, it distinguishes between strategy, which is the planning aspect, and tactics, which are the specific actions taken to implement the strategy.
This document defines and provides examples of key strategic planning terms including mission, vision, values, growth initiatives, strategic initiatives, goals, and tactics. A mission statement describes what a company does, a vision statement describes what it wants to become, and values are the foundational beliefs that guide employee behavior and create organizational culture. Growth initiatives are related to specific business units and can be completed in a year, while strategic initiatives involve the entire leadership team and span multiple years. Goals are quantifiable targets with deadlines, and tactics are individual activities that contribute to goals, initiatives, and strategies.
10 Tips to Overcome the Training Usage Dip | Webinar 01.08.15BizLibrary
How do you boost your learning program participation? In this webinar we’ll share ten marketing techniques to communicate the benefit of your training program and increase usage and adoption.
www.bizlibrary.com
Scientific research proves that absent a map or compass, lost people do walk in circular patterns. Walking in Circles is the perfect metaphor for what happens to an individual or an organization that does't have a plan - and a process - for helping them get from where they are now to where they want to be.
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
Five Sales Coaching Best Practices Featuring Sales Management AssociationRevegy, Inc.
Sales training and sales process is great for helping sales teams drive revenue in a consistent manner. However, in order for organizations to realize the maximum benefit from such investments, they must be continuously coaching their reps – making them more effective in the field. This webinar discuss the 5 things you must have for a successful coaching program and how to leverage people, data and technology to increase coaching effectiveness and capability.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Six Steps for a Successful Job Search: Perspectives from an Executive Search ...Spencer Stuart
Tips for how to manage your job search and how to work with an executive search firm. Visit www.spencerstuart.com/research-and-insight for more insights on career development and leadership.
Positioning is the heart of nonprofit marketing. It designs an organization's image and value offer so that its customers appreciate what the organization stand for in relationship to its competitors.
Managing social media is challenging but doing so without a strategy is dangerous. This guide lays out a clear format for organizing digital communications.
Sales Development: Necessities of Selling in the CloudIngram Micro Cloud
During this session we will set the stage for creating a sales focused culture with the introduction of Cloud Solution Selling. You will learn what top performing sales teams are doing in this new environment.
• The definition of professional selling-why you must change
• Why Do People Buy: why do you need to change your sales process
• The components of a new defined sales process: volume vs velocity
• Differentiating yourself during the sales process
• 7 Steps of Pre Call Planning
• The art of discovery and listening
• Personal salesperson marketing and networking plans for Cloud sales
http://www.ingrammicrocloud.com
How to Accelerate Marketing Performance Through More Effective Budgeting and ...Allocadia Software
Symantec and Change Healthcare are experts in optimizing marketing budget to impact top line.
Hear firsthand their recipe for success and gain practical tips for driving organizational revenue whilst saving marketing time and money.
Join Oracle’s David Johnson and Allocadia’s Jeff Epstein on October 5th for a panel discussion with Symantec and Change Healthcare about the struggles they faced improving their marketing performance and how they have now upped their marketing game by:
- Saving critical time and improving internal efficiency during business planning season
- Building marketing plans and budgets that are aligned and measurable against corporate objectives
- Creating internal synchronization to streamline
- Making smart marketing decisions based on intelligent insights
Allocadia Webinar - 4 Marketing Planning Strategies From The Best Global Orga...Allocadia Software
What’s the #1 thing that determines your success as a marketing organization, quarter after quarter, year after year? It’s the strength of your marketing plans and how well you execute them.
Indeed, effective marketing planning is a must-have for all high-performing teams.
However, too many orgs struggle to rally around a single planning process. For them, planning is disjointed and chaotic. As a result, their marketing execution can seem constantly behind the eight-ball: reactive, rather than proactive.
We spoke to a group of high-performance marketing leaders and analysts to uncover four of the most effective and practical ways they’ve evolved planning at their organizations.
We’ll dive into each one:
- Aligning marketing plans with company-wide strategy;
- Making practical use of analyst frameworks;
- Combining top-down with bottoms-up planning; and
- Achieving harmony with the finance department.
If you’re a marketing leader looking to build sound planning practices that give rise to functional, measurable plans that can truly drive revenue, this webinar is for you.
Also check out our webinar here: https://content.allocadia.com/webinars/4-marketing-planning-strategies-from-the-best-global-organizations
This document outlines an MBA student's leadership development action plan. The plan focuses on improving skills in five areas identified by Kouzes and Posner: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. For each area, the student identifies a weakness and sets action steps to address it over the next year through activities like sharing personal values, taking sales risks, promoting reciprocity, and acknowledging accomplishments. The goal is to become an exemplary leader through practicing these skills and evaluating progress with a manager.
Stop the Sales Insanity - How 5 Simple Stages Can Transform Your Sales Force Mike Kunkle
Watch the webinar recording at http://bit.ly/EdCastKunkleRecording06272017
These are the slides from the webinar I delivered with EdCast on 6/27/2017. I've seen this simple 5 stage system radically transform sales force behaviors in as little as 3-6 months.
This document outlines the steps to developing an effective personal marketing plan for job hunting:
1. Create a personal mission statement to define your vision, values, and purpose.
2. Set specific objectives for what you want to accomplish, such as securing a contract position or permanent job.
3. Conduct a SWOT analysis to identify your strengths, weaknesses, opportunities, and threats.
4. Develop a strategy that answers how you will achieve your goals by leveraging opportunities and considering competitive forces.
5. Implement tactical actions outlined in your plan.
6. Continuously monitor your progress, get feedback, and adapt your plan as needed.
GOAL SETTING PROMISES MUCH OFTEN DELIVERS LITTLEMurray Dempsey
Murray Dempsey is the principal of Insight Consulting, a boutique consulting firm that helps businesses improve performance. Insight Consulting also runs advisory groups to help business owners leverage the knowledge of their peers. While goal setting promises much, many businesses do not achieve their goals or perform to their full potential due to issues with selecting and implementing the right goals. Both SMART goals and stretch goals have limitations. SMART goals can lead to a focus on minor tasks rather than essential goals, while stretch goals can cause panic or a lack of belief that success is possible. The best approach is to pair stretch goals with SMART goals by first determining big ambitions and then breaking them down into specific, measurable short-term objectives and steps.
Marketing Technology for the Rest of Us: Run Marketing So You Can Do More Mar...Allocadia Software
This document discusses how marketers now need to both "do marketing" by creating engaging customer experiences, and "run marketing" by managing budgets, analytics, and optimization. It has become difficult for marketers to do both due to the large number of marketing technologies available and their focus on either front-end customer experiences or back-end operations. The document advocates for a marketing performance management solution that can help different teams within marketing, like CMOs, operations, field marketing and finance, to better "run marketing" by gaining insights, aligning plans, and improving visibility into spending so they can spend more time and money on effective customer-facing marketing. It shares success stories of companies seeing benefits from such a solution in building confidence
Evolve Your Sales Approach Now Or Be Replaced By AutomationMike Kunkle
Mike Kunkle discusses the need for salespeople to evolve their approach to keep up with advances in artificial intelligence and machine learning. He outlines four key "human differentiators" of empathy, critical thinking, problem solving and judgment. The presentation then focuses on how to apply these human skills to key "moments of truth" in the sales process, including prospecting, call planning, discovery, opportunity qualification, opportunity management, and value creation. Kunkle emphasizes taking a buyer-centric needs-based approach throughout the sales cycle.
The document summarizes the current landscape of dengue vaccine development. Several companies are developing both live-attenuated and recombinant subunit dengue vaccines. Clinical trials are underway to evaluate the first tetravallent vaccine from Sanofi Pasteur. Licensure of the first dengue vaccine may occur as early as 2013, with two or more vaccines potentially available by 2016. Rapid progress is being made but preparations for introduction and implementation of dengue vaccines must be made within the next three years.
This document describes a platform called Edventures1 that brings experienced professionals together to coach and mentor youth. It has the following key points:
1. Edventures1 aims to create a platform for experienced professionals to share their knowledge and mentor younger generations through workshops, seminars, and long-term coaching.
2. The team consists of over 200 years of combined industry experience across various fields including teaching, sales, financial services, entrepreneurship, and more.
3. Services include skill training, professional development courses, and long-term coaching/mentoring delivered by these experienced professionals called "experiementors" to help learners throughout their lives.
Objectives, Goals, Strategy, Measurement and Tactics Process for Business Management. A communication methodology that links overall business strategy to an individuals goals and objectives.
The document discusses various myths about strategy, including that consensus equals success and that exclusion is efficient in strategy development. It also outlines nine habits for success, such as having clear goals, being a constant learner, and nurturing a network. Finally, it distinguishes between strategy, which is the planning aspect, and tactics, which are the specific actions taken to implement the strategy.
This document defines and provides examples of key strategic planning terms including mission, vision, values, growth initiatives, strategic initiatives, goals, and tactics. A mission statement describes what a company does, a vision statement describes what it wants to become, and values are the foundational beliefs that guide employee behavior and create organizational culture. Growth initiatives are related to specific business units and can be completed in a year, while strategic initiatives involve the entire leadership team and span multiple years. Goals are quantifiable targets with deadlines, and tactics are individual activities that contribute to goals, initiatives, and strategies.
10 Tips to Overcome the Training Usage Dip | Webinar 01.08.15BizLibrary
How do you boost your learning program participation? In this webinar we’ll share ten marketing techniques to communicate the benefit of your training program and increase usage and adoption.
www.bizlibrary.com
Scientific research proves that absent a map or compass, lost people do walk in circular patterns. Walking in Circles is the perfect metaphor for what happens to an individual or an organization that does't have a plan - and a process - for helping them get from where they are now to where they want to be.
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
Five Sales Coaching Best Practices Featuring Sales Management AssociationRevegy, Inc.
Sales training and sales process is great for helping sales teams drive revenue in a consistent manner. However, in order for organizations to realize the maximum benefit from such investments, they must be continuously coaching their reps – making them more effective in the field. This webinar discuss the 5 things you must have for a successful coaching program and how to leverage people, data and technology to increase coaching effectiveness and capability.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Six Steps for a Successful Job Search: Perspectives from an Executive Search ...Spencer Stuart
Tips for how to manage your job search and how to work with an executive search firm. Visit www.spencerstuart.com/research-and-insight for more insights on career development and leadership.
Positioning is the heart of nonprofit marketing. It designs an organization's image and value offer so that its customers appreciate what the organization stand for in relationship to its competitors.
Managing social media is challenging but doing so without a strategy is dangerous. This guide lays out a clear format for organizing digital communications.
Sales Development: Necessities of Selling in the CloudIngram Micro Cloud
During this session we will set the stage for creating a sales focused culture with the introduction of Cloud Solution Selling. You will learn what top performing sales teams are doing in this new environment.
• The definition of professional selling-why you must change
• Why Do People Buy: why do you need to change your sales process
• The components of a new defined sales process: volume vs velocity
• Differentiating yourself during the sales process
• 7 Steps of Pre Call Planning
• The art of discovery and listening
• Personal salesperson marketing and networking plans for Cloud sales
http://www.ingrammicrocloud.com
How to Accelerate Marketing Performance Through More Effective Budgeting and ...Allocadia Software
Symantec and Change Healthcare are experts in optimizing marketing budget to impact top line.
Hear firsthand their recipe for success and gain practical tips for driving organizational revenue whilst saving marketing time and money.
Join Oracle’s David Johnson and Allocadia’s Jeff Epstein on October 5th for a panel discussion with Symantec and Change Healthcare about the struggles they faced improving their marketing performance and how they have now upped their marketing game by:
- Saving critical time and improving internal efficiency during business planning season
- Building marketing plans and budgets that are aligned and measurable against corporate objectives
- Creating internal synchronization to streamline
- Making smart marketing decisions based on intelligent insights
Allocadia Webinar - 4 Marketing Planning Strategies From The Best Global Orga...Allocadia Software
What’s the #1 thing that determines your success as a marketing organization, quarter after quarter, year after year? It’s the strength of your marketing plans and how well you execute them.
Indeed, effective marketing planning is a must-have for all high-performing teams.
However, too many orgs struggle to rally around a single planning process. For them, planning is disjointed and chaotic. As a result, their marketing execution can seem constantly behind the eight-ball: reactive, rather than proactive.
We spoke to a group of high-performance marketing leaders and analysts to uncover four of the most effective and practical ways they’ve evolved planning at their organizations.
We’ll dive into each one:
- Aligning marketing plans with company-wide strategy;
- Making practical use of analyst frameworks;
- Combining top-down with bottoms-up planning; and
- Achieving harmony with the finance department.
If you’re a marketing leader looking to build sound planning practices that give rise to functional, measurable plans that can truly drive revenue, this webinar is for you.
Also check out our webinar here: https://content.allocadia.com/webinars/4-marketing-planning-strategies-from-the-best-global-organizations
This document outlines an MBA student's leadership development action plan. The plan focuses on improving skills in five areas identified by Kouzes and Posner: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. For each area, the student identifies a weakness and sets action steps to address it over the next year through activities like sharing personal values, taking sales risks, promoting reciprocity, and acknowledging accomplishments. The goal is to become an exemplary leader through practicing these skills and evaluating progress with a manager.
Stop the Sales Insanity - How 5 Simple Stages Can Transform Your Sales Force Mike Kunkle
Watch the webinar recording at http://bit.ly/EdCastKunkleRecording06272017
These are the slides from the webinar I delivered with EdCast on 6/27/2017. I've seen this simple 5 stage system radically transform sales force behaviors in as little as 3-6 months.
This document outlines the steps to developing an effective personal marketing plan for job hunting:
1. Create a personal mission statement to define your vision, values, and purpose.
2. Set specific objectives for what you want to accomplish, such as securing a contract position or permanent job.
3. Conduct a SWOT analysis to identify your strengths, weaknesses, opportunities, and threats.
4. Develop a strategy that answers how you will achieve your goals by leveraging opportunities and considering competitive forces.
5. Implement tactical actions outlined in your plan.
6. Continuously monitor your progress, get feedback, and adapt your plan as needed.
GOAL SETTING PROMISES MUCH OFTEN DELIVERS LITTLEMurray Dempsey
Murray Dempsey is the principal of Insight Consulting, a boutique consulting firm that helps businesses improve performance. Insight Consulting also runs advisory groups to help business owners leverage the knowledge of their peers. While goal setting promises much, many businesses do not achieve their goals or perform to their full potential due to issues with selecting and implementing the right goals. Both SMART goals and stretch goals have limitations. SMART goals can lead to a focus on minor tasks rather than essential goals, while stretch goals can cause panic or a lack of belief that success is possible. The best approach is to pair stretch goals with SMART goals by first determining big ambitions and then breaking them down into specific, measurable short-term objectives and steps.
Marketing Technology for the Rest of Us: Run Marketing So You Can Do More Mar...Allocadia Software
This document discusses how marketers now need to both "do marketing" by creating engaging customer experiences, and "run marketing" by managing budgets, analytics, and optimization. It has become difficult for marketers to do both due to the large number of marketing technologies available and their focus on either front-end customer experiences or back-end operations. The document advocates for a marketing performance management solution that can help different teams within marketing, like CMOs, operations, field marketing and finance, to better "run marketing" by gaining insights, aligning plans, and improving visibility into spending so they can spend more time and money on effective customer-facing marketing. It shares success stories of companies seeing benefits from such a solution in building confidence
Evolve Your Sales Approach Now Or Be Replaced By AutomationMike Kunkle
Mike Kunkle discusses the need for salespeople to evolve their approach to keep up with advances in artificial intelligence and machine learning. He outlines four key "human differentiators" of empathy, critical thinking, problem solving and judgment. The presentation then focuses on how to apply these human skills to key "moments of truth" in the sales process, including prospecting, call planning, discovery, opportunity qualification, opportunity management, and value creation. Kunkle emphasizes taking a buyer-centric needs-based approach throughout the sales cycle.
The document summarizes the current landscape of dengue vaccine development. Several companies are developing both live-attenuated and recombinant subunit dengue vaccines. Clinical trials are underway to evaluate the first tetravallent vaccine from Sanofi Pasteur. Licensure of the first dengue vaccine may occur as early as 2013, with two or more vaccines potentially available by 2016. Rapid progress is being made but preparations for introduction and implementation of dengue vaccines must be made within the next three years.
This document describes a platform called Edventures1 that brings experienced professionals together to coach and mentor youth. It has the following key points:
1. Edventures1 aims to create a platform for experienced professionals to share their knowledge and mentor younger generations through workshops, seminars, and long-term coaching.
2. The team consists of over 200 years of combined industry experience across various fields including teaching, sales, financial services, entrepreneurship, and more.
3. Services include skill training, professional development courses, and long-term coaching/mentoring delivered by these experienced professionals called "experiementors" to help learners throughout their lives.
The document retells the classic fable of the Tortoise and the Hare through multiple races between them. Each race highlights a different lesson: slow and steady wins; being fast and reliable is better; changing the playing field to suit one's strengths; and teamwork allows individuals to harness each other's strengths. The moral is that there are many approaches to success, including working harder after failure, changing strategy, competing against the situation rather than rivals, and collaborating as a team.
The document discusses a supplement called Vivix, which is claimed to be a revolutionary breakthrough in cellular anti-aging. It was developed by Shaklee Corporation after years of research. Vivix contains ingredients that are said to positively impact the four key mechanisms of cellular aging by protecting DNA, promoting mitochondrial biogenesis, slowing protein formation, and positively impacting genetic regulators.
This document discusses factors that contribute to success in life. Through breaking down words into their letter values, it shows that hard work is 98%, knowledge is 96%, love is 54%, and luck is 47%. While money is 72% and leadership 89%, the one thing that makes life 100% is attitude. Having a positive attitude towards life and work is what truly empowers success and happiness. The document encourages sharing this message with others.
A boy is given a bag of nails by his father and told to hammer one into the fence each time he loses his temper. Over time, as the boy learns to control himself, fewer nails are hammered into the fence. Eventually, the boy is able to remove all the nails, but his father notes that the fence is still damaged from the holes left behind. The document encourages controlling one's temper and healing damaged relationships through forgiveness and compassion.
This document discusses best practices for wrapping an API with a Ruby gem. It recommends thoroughly understanding the API being wrapped and making early design decisions. It also suggests favoring a concrete implementation over abstraction and avoiding protocol wrappers. Examples are provided of simple and more full-featured API wrapper gems.
Reliance Industries Limited achieved several milestones in the past year, including becoming India's first private sector company to surpass a cash profit of Rs. 25,000 crores and a net profit of Rs. 15,000 crores. The company increased its dividend payout to 130% amounting to Rs. 1631 crores. Reliance continues to expand across various business segments including petroleum refining and marketing, petrochemicals, oil and gas, textiles, natural resources, retail, and telecommunications. Under the leadership of Chairman and Managing Director Mukesh Ambani, Reliance Industries remains committed to furthering India's growth and development.
Kids are digital natives who have grown up with technology and learn best through interactive lessons that provide easily viewable information quickly. Teachers must adapt their lessons to engage digital learners by incorporating more hands-on, technology-based activities. Digital natives view technology as an essential resource and expect it to be integrated into their education.
Professional business services provider that serves growing international organisations with independent audit, tax, accounting, company establishment, foreign investment advisory, due diligence and valuation, corporate finance, transfer pricing, legal services, Software as a Service, webservices, forensic accounting and consulting throughout Turkey, Azerbaijan and The Caucasus
This slide set identifies some of the crucial intersections of ethical tensions. It was designed to help generate discussions related to essential ethical questions.
This document provides information about a seminar on financial services and mutual funds. It discusses why financial services is a growing sector with good career opportunities. The seminar aims to help participants make informed decisions as they enter their careers. It will cover an overview of financial services, job profiles, required skill sets, how to obtain skills, and a question and answer session. The document also provides an introduction to mutual funds, including their concept, structure, advantages, and types of schemes.
This document summarizes information about ELS Universal English College in Sydney, Australia. It is a leading English language school established in 1988 with experienced teachers. It offers general English, academic English, exam preparation, and junior programs to students from around the world. The school has a central city location, excellent facilities, and pathways to further study. It aims to improve students' English skills while also providing a great study abroad experience.
The merchant had 4 wives that represented aspects of life. The 1st wife of loyalty and duty stayed with him when he was dying, while the others who he doted on more abandoned him. This reflects how when we die, only our good deeds and virtues will accompany us, not wealth or pleasure.
The document appears to be listing names of friends and family members of the author. It includes the author ("Me") alongside names like Bri, Mommi, Rachy, Step, Smokey, Coya, Kendra, Taylor, Zay, Chole, Tori, Briana, Asiah, Kevin, Coop, Tada, Pup, Uptown, and Nikki. The list is split into sections separated by blank lines. It concludes by stating there will be a part 2 to come.
ROMAN CATHOLIC DAILY 1962 MISSAL (ANGELUS PRESS); DOUAY-RHIEMS BIBLE (BARONIUS PRESS); THE ESV STUDY BIBLE (CROSSWAY) & THE VATICAN. ADDENDUM: POST-VATICAN II MASS; DEVOTIONS FOR CONFESSION; THANKSGIVING FOR SMALL CHILDREN; SUMMARY OF THE CATHOLIC DOCTRINE; TREASURE OF PRAYERS; THE RULE OF SAINT BENEDICT; FOLLOW THE WORDS OF THE LATIN MASS & ALTAR CARDS; ABRAHAM AND HIS DECENDANTS; THE BIBLE’S HISTORICAL TIMELINE · SUMMARY OF THE OLD TESTAMENT; THE TABERNACLE; THE TABERNACLE TENT; THE GARMENTS OF THE HIGH PRIEST – KOHEN GADOL; JERUSALEM IN THE TIME OF DAVID; JERUSALEM IN THE TIME OF SOLOMON; SOLOMON’S TEMPLE; JERUSALEM IN THE TIME OF HEZEKIAH; JERUBBABEL’S TEMPLE; JERUSALEM IN THE TIME OF NEHEMIAH; JERUSALEM IN THE TIME OF JESUS; THE TEMPLE MOUNT; THE TEMPLE COMPLEX; THE JERUSALEM TEMPLE; GOLGOTHA; THE APOSTLES’ CREED; THE ATHANASIAN CREED; AN HISTORICAL AND CHRONOLOGICAL INDEX TO THE NEW TESTAMENT; THE ANNUNCIATION OF THE BLESSED VIRGIN MARY; THE HOLY FAMILY OF JESUS, MARY AND JOSEPH; THE BAPTISM OF OUR LORD JESUS CHRIST; THE TRANSFIGURATION OF OUR LORD JESUS CHRIST; THE HOLY HOUR DEVOTION; THE WAY OF THE CROSS; HOLY WOUNDS DEVOTION; LITANY OF THE MOST HOLY NAME OF JESUS; THE CHAPLET OF THE SEVEN SORROWS OF THE BLESSED VIRGIN MARY; THE HOLY ROSARY; SAINT JOSEPH; OUR LADY OF THE MIRACULOUS MEDAL; OUR LADY OF LA SALETTE; THE LITTLE OFFICE OF THE IMMACULATE CONCEPTION; THE EXALTATION OF THE HOLY CROSS; OUR LADY OF GUADALUPE; THE SACRED HEART OF JESUS; PRAYER TO SAINT MICHAEL THE ARCHANGEL; HYMN TO SAINT MICHAEL AND ANGELICAL CROWN; SALVATION IN THE CATHOLIC FAITH; HYMN – TE DEUM LAUDAMUS; THE STORY OF JESUS CHRIST; PARABLES OF JESUS; MIRACLES OF JESUS; THE MINISTRY OF JESUS; PAUL’S MISSIONARY JOURNEYS; THE SHROUD OF TURIN AND THE HOLY FACE OF JESUS; VARIOUS PRAYERS TO SAINTS; LIST OF POPES; THE LAST JUDGMENT BY MICHELANGELO; THE APOCALYPSE OF PETER; HEAVEN BY BENEDICT XVI; TABLE OF FEASTS & VARIOUS ENGRAVINGS OF FEASTS.
Corporate values articulate what guides an organization’s behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.
Diversity, Equity & Inclusion - my perspectiveSimon Court
This is a topline view of how I approach DEI in today's world. My breadth of experience and creative strategy ensures the ability to create a true business strategy with DEI focused programs
Ob unit-v- Osmania University Syllabus- BBA-1st YearBalasri Kamarapu
: ORGANIZATIONAL CULTURE, CONFLICT AND EFFECTIVENESS :
Concept of Organizational Culture, Distinction between organizational culture and organizational
climate, Factors influencing organizational culture, Morale- concept and types of morale.
Managing conflict, Organizational Effectiveness - Indicators of organizational
effectiveness, Achieving organizational effectiveness. Organizational Power and Politics.
This document provides information on organizational behavior topics including organizational culture, factors influencing culture, morale, types of morale, organizational effectiveness, and managing conflict. It discusses how organizational culture is shaped by shared values and influences employee behavior. Factors like leadership, structure, and external environment also impact culture. High and low morale within individuals and groups are explored. Indicators of organizational effectiveness like communication, customer relationships, and employee competence are outlined. Strategies for achieving effectiveness including clear goals, appropriate structure, and employee feedback are presented. Finally, approaches for managing conflicts with bosses, peers, and subordinates are discussed.
Empowerment the “art” of creating constantly an organization of your own ch...LeadersNet.co.il
מצגת פאור פוינט באנגלית, חלק מהרצאה בנושא: העצמה במערכות בריאות. הוצג בכנס הבינלאומי הראשון לניהול בסיעוד שנערך בפמוקלה תורכיה בחודש נובמבר 2001. מאת: מעיין אמיתי, יועץ ארגוני
במכון מנהיגות, ייעוץ לארגונים לומדים.
The document discusses the key concepts of vision, mission, goals and strategies for organizations. It provides definitions and explanations for each concept: A vision describes an organization's aspirations and desired future state without specifying how to achieve it. A mission statement expresses the overriding purpose and reason for an organization's existence. Goals are qualitative targets an organization aims to achieve, and should be consistent, feasible, understandable and agreed upon. Objectives are specific, measurable targets with deadlines that help achieve goals and missions. Strategies are the plans and approaches used to pursue objectives and achieve the vision.
The document summarizes strategies for sustaining peacebuilding work, including collaborative leadership, authentic partnerships, and investment models. Collaborative leadership involves putting mission over organization, trusting rather than controlling partners, and using existing resources efficiently. Authentic partnerships are trust-based and equitable relationships between organizations committed to long-term cooperation. Investment models can fund peacebuilding through impact investors, social impact bonds, public-private partnerships, and applying business and social entrepreneurship principles.
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
This document summarizes reasons why organizational change efforts often fail and ways they can succeed. It discusses 17 common reasons for failure or success, including: a lack of clear performance focus; not having a compelling case for change; failing to engage pivotal groups; insufficient leadership willingness to change; causing more disruption than needed; and bypassing formal change management and communications plans. The document emphasizes the importance of assessing an organization's current state, keeping project information confidential, and communicating details of changes clearly. Addressing these factors can help ensure organizational redesigns are "done right" and achieve their performance goals.
Knowledge Collaboration: Working with Data and Web SpecialistsOlivier Serrat
Organizing helps achieve—and even amplify—common purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. In libraries as elsewhere, the three Ss of Strategy—Structure—Systems must give way to the three Ps of Purpose—Process—People. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny.
Engaging your business - a demystified approach to employee engagementCecil van Niekerk
This workshop aims to inspire leaders to engage their teams and take their organizations to the next level of performance. The workshop objectives are to provide approaches for building an engaged high-performance workforce, dealing with difficult people and relationships, creating accountability, overcoming blame, and developing a high-performance culture. Engagement is defined as the degree to which people commit to and perform for an organization. Fully engaged organizations can outperform others by up to 202%. Only about 1/3 of employees are truly engaged, so engagement should be a top priority for human resources. The CEO is the starting point for a successful engagement program and must inspire passion for goals. Change from the top with a credible vision is needed to drive real change in an
This document discusses four different leadership styles - Red, Blue, Yellow, and Green Energy - and how each style prefers to lead themselves, others, teams, and organizations. Red Energy focuses on being competitive and goal-oriented. Blue Energy emphasizes being precise, deliberate, and analytical. Yellow Energy likes generating new ideas and keeping things enthusiastic and optimistic. Green Energy values honesty, caring, and supporting others. The document suggests understanding one's preferred style and how to flex to different styles depending on the situation. More information is available from the contact provided.
This document provides an overview of leading planned organizational change. It discusses assessing readiness for change, creating a sense of urgency, developing a shared vision, mobilizing commitment, implementing the change through structure and systems, monitoring progress, and sustaining the change over time. The document also covers tactics for increasing persuasion, why people resist change and how to address resistance, aligning different elements of the organization, and viewing change as an ongoing culture and process within the organization.
This document discusses physician entrepreneurship and intrapreneurship. It defines key concepts like entrepreneurship, innovation, and value. It explores the entrepreneurial mindset and challenges of being an intrapreneur within an organization. It provides advice on engaging physician intrapreneurs, ensuring their success, and overcoming barriers to innovation. The overall message is that healthcare organizations should foster and support the entrepreneurial spirit in physicians to drive innovation.
interpersonal Skills - Power and Politics Ammar Matter
The document discusses power and leadership in organizations. It defines power as the ability to influence others and get things done, while leadership focuses on guiding followers towards goals. The document outlines five bases of power - reward, coercive, legitimate, expert, and referent. It also describes nine power tactics including rational persuasion, inspiration, and pressure. Both positive and negative aspects of wielding power are examined, as well as managing power dynamics and preventing harassment.
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
Strategic imperatives of running a successful business in nigeria by S. S. Af...SsAfemikhe Ssac
This document provides strategic imperatives for running a successful business in Nigeria. It discusses the importance of having a clear mission, vision, values and strategy. Key points include having a balanced organization using the McKinsey 7S model. Critical success factors include targeting new clients, improving service delivery and financial performance. The document emphasizes managing for liquidity and financial strength. Keys to survival include carrying out regular SWOT analyses, understanding the environment, and having long-term strategic focus to compete successfully. Threats to failure include lack of capital, poor management, and not keeping proper records.
This document discusses various paradoxes that arise during organizational change efforts. It presents 12 pairs of tensions or contradictions that change leaders must navigate, such as visible vs invisible changes, planned vs emergent changes, and certainty vs uncertainty. For each tension, it provides a brief explanation of how both sides are important to consider during change. The overall message is that productive change requires addressing contradictory demands and imagining how they can be united creatively rather than seeing them as oppositional forces. Change involves balancing many paradoxes to achieve unusual insights and initiatives.
This document outlines observations about managing organizational change. It notes that change is a complex process that involves multiple interacting variables at different levels and requires navigating institutional, interpersonal, and individual forces. Successfully encouraging and adapting to change requires creative observations, understandings, decisions, and actions. Effective change advocates act as catalysts rather than commanders and help others create desired change while managing both positive and negative forces of change. Change produces both anticipated and unanticipated results and involves some degree of risk.
Srategic triangulation past, present and possibleSharon Johnson
The document discusses the concept of strategic triangulation, which involves using three related ideas or perspectives to gain greater insight. It outlines principles of past-present-possible triangulation, where an organization's past results, current responses, and desired future positioning are all active. Various strategic thinking triangles are proposed combining ideas related to an organization's analysis, actions, and anticipation, or other trios related to its past, present, and possible dimensions. Questions are provided to investigate each trio's potential for understanding an organization's strategic situation and shaping decisions.
The strategy diamond - purposing, positioning, performing and aPPpraisingSharon Johnson
The document discusses the four elements of the strategy diamond: purposing, positioning, performing, and appraising. Purposing establishes a clear vision and goals. Positioning develops the necessary resources to achieve those goals. Performing commits time and talent to achieve results through strategic actions and resilience. Appraising gathers evidence to assess results and understand what happened to inform future strategic decisions. Together these elements create strategic clarity and impact through an interactive and continuous process of refinement over time.
This five step process utilizes strategi analysis tools to help students better understand their personal and professional development challenges after graduation.
Targeting change efforts at organizational subsystemsSharon Johnson
This document discusses different approaches to organizational change interventions at the subsystem level. It identifies several "transformation arenas" that change efforts can target, each with their own perspectives, problems, promoters, perils, promises, and points. These arenas include decision-focused, psychologically-focused, learning-focused, economics-focused, politically-focused, entrepreneurially-focused, bureaucratically-focused, value-focused, and environmentally-focused change interventions. It observes that change is constantly occurring in organizations in different degrees and stages, but is also resisted for real and perceived reasons, and that not all resistance is negative.
Healthy systems share 14 universal qualities including purposefulness, differentiation, wholeness, interrelatedness, openness, transformation, control, rhythms, competition, decay and death, intelligent design, learning, sustainability, and equilibrium. Effective leaders understand and apply these systems principles to promote change, such as developing clear goals, celebrating differences among followers, and adapting to environmental changes.
Slide set 7 faith integration in business - stage perspectivesSharon Johnson
The document discusses several models for conceptualizing the development of faith integration in business. It describes a cycle with six stages - from an emerging awareness to a fully embodied stage where faith infuses all aspects of life. It also outlines four quadrants that track growth from an isolated view of faith and work to a fully integrated perspective. Additionally, it presents five levels of faith integration - from practices to underlying presuppositions. Finally, it discusses four perspectives on work and four stages of Christian growth from simplicity to humility.
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The document contrasts different worldviews in business through a framework of locus of reality and value sets. It discusses several worldviews including cultural relativism, ethical egoism, Kantian ethics, natural law ethics, utilitarianism, and virtue ethics. For each view, it outlines key propositions, potential positives, and problems or challenges. The overall document provides a philosophic structure to analyze and compare different approaches to ethics and decision making in business.
The document discusses several key aspects and issues related to business exchanges:
1. Exchanges between individuals and groups have both existential and economic meaning, and involve both abstract and concrete elements.
2. Ongoing exchange requires consideration of multiple stakeholders, complex dynamics, and issues of comparative value and power between parties.
3. Stability in exchange relationships can be achieved through various structural and interpersonal arrangements, each with strengths and weaknesses, such as competition, social/cultural norms, family ties, government control, religious institutions, and leadership preferences.
4. Resolving differences and changes over time requires abilities like anticipating issues, assessing multiple perspectives, and clarifying values through open communication
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This document outlines the key elements of a worldview, both in general and specifically for businesses. It discusses worldviews as consisting of four main elements: presuppositions, narratives, systems of thought, and lifestyle implications. These elements shape how individuals and organizations perceive and interact with the world. A well-developed worldview can help create great workplaces by focusing on respect, fairness, credibility and pride. An explicitly Christian worldview places equal importance on people, organizations and God.
Systems foundations to organizational change and developmentSharon Johnson
1) The document discusses the 12 qualities of healthy natural systems from a systems perspective, including purposefulness, differentiation, wholeness, interrelatedness, openness, transformation, control, rhythms, competition, decay and death, intelligent design.
2) It argues that healthy systems marshal all their structure and processes to serve their purposes, have differentiated parts that specialize in different processes, and involve the sub-optimization of parts for the good of the whole system.
3) Healthy systems also demonstrate interdependence between parts, openness to and balance with their environment, efficient input-output processes, optimal controls, and cycles and patterns that preserve and restore the system.
Organizational change is always challenging to achieve due to various forces of resistance. A Christian worldview provides insights for transforming organizations through redemption, creation, and stewardship. Developing valid and reliable understandings of change is difficult due to its complexity, with change occurring in various ways and being viewed differently through different theories.
Strategy as analysis - company industry analysis toolsSharon Johnson
The document discusses strategic processes, tools, and lessons for enhancing individual and team strategic thinking. It introduces frameworks for asking the right questions, analyzing information, and taking action to make an impact. Several strategic thinking tools and processes are described, including conducting a historic 4C analysis of an organization, performing a STEP-FAR environmental analysis, using a 5-forces model to analyze industry competition, conducting a strategic customer analysis, and performing a strength-limitation cluster analysis of an organization. The goal is to provide teams with mental discipline and leverage to develop strategic thinking skills.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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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.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
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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
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2. The Strategy-Power Connection: A Proposed
Model
- How do we point our resources to move
from where we are to where we want to be?
- How do we sustain direction in the midst of
the unexpected?
Direction
- Where do we want to go?
- Where do we think they want to go?
Intention>
- Where are we
(financially, operationally, marketing, strategy
)?
- Where are they (customers, competitors)?
Position>
Friends and Enemies of
Establishing and Sustaining
Strategic
Positioning, Intention and
Direction (or, why we need
POWER)
Clarity vs Confusion
Fact vs Fiction
The Future vs The Familiar
Challenge vs Comfort
Action vs Awareness
Excellence vs Effectiveness
And
Momentum, Inertia, Gravity
and Entropy
3. POWERING strategic
positioning, intentionalizing and directing
P4
O4
W4
E4
R4
- PURPOSES -
Planned pursuit
Passionate pursuit
Prioritized pursuit,
Persistent pursuit- OPENNESS -
… to new observations
… to differing opinions
… to internal changes
… to external opportunities - WHOLENESS -
Cause and effect relationships
Differentiating symptoms from agents
Unity of parts/divisions of organization
Past, present and predicted connections- EXCELLENCE -
… in execution
… in empowering
… in efficiency
… in ethicality - RESILIENCY -
Turning error into education
Turning dreams into doing
Turning nodes into networks
Turning org purpose into personal passion
4. THE CASE FOR POWER
• Strategic management seeks many goals – one of those is
for the organization to be efficacious.
• “Efficacious” means “having the power to produce a
desired effect.” It refers to some idea or some object or
some person being potent or able to cause some result.
• Strategic management seeks to enable an organization to
be powerful – to have the ability to cope with the present
forces with which it is contending and to shape the future
the organization will face.
5. 20 Principles for Strategic Power -
Introduction
• What follows in this discussion is a collection of 20
principles (at this point – more may be added), that provide
a framework for understanding the perspectives and
practices that tend to increase an organization’s power.
• This list was derived in part from The Forty Eight Laws of
Power, authored by Robert Greene (Penguin Books, New
York, 1998). However, the greater part of the material
reflects a great deal of my creative freedom – thus much of
the material has been altered in ways that the author might
not recognize or agree with!
6. 20 Principles for Strategic Power -
Introduction
• It is important to note that this list is “in process” and new
strategic power principles and perspectives will be added.
• Finally, while these insights were originally created by
myself for application in organizational strategy contexts, I
believe they offer value in other arenas such as
learning/teaching, Biblical leadership and healthcare.
7. The Power of Flexibility
• Strategic power is found in flexibility rather than in
formidability. While resource adequacy does matter, and
while absolute size does matter in some industries, in most
cases resource adaptability or agility matters more.
• Organizations live in a fast changing and rapidly evolving
environment. New challenges arise continually and past
solutions have a shorter and shorter “active life.”
• Thoughtful strategic planning matters – nimble strategic
responsiveness matters as much or more.
8. The Power of Reputation
• In today’s multi-channel and responsive communication’s
environment, strategic influence depends on organizational
reputation. Being known as a quality organization is an
invaluable resource that should be protected at all costs.
• Managers are stewards of an organization’s reputation for
being a dependable partner with customers, clients and even
competitors. Dependability means that others can rely on the
organization to be fair in its dealings externally AND internally.
• Reputation is a fragile thing – it takes years to build, yet can be
destroyed in days through ethical compromise, greed, and
arrogance. Once lost, reputation can be impossible to rebuild.
9. The Power of Initiative
• A key purpose of strategy is to allow the organization’s
future to be caused by the organization rather than such a
future being the consequence of things outside the
organization’s control. Strategy seeks to make and shape
the future rather than just taking whatever the future may
hold.
• Competitive advantage almost always goes to those who
fight inertia (“We’ve never done it that way
before!”), insecurity (“What if something goes
wrong?”), inaction (“let’s wait until we get more
information.”) or incapacity (“We could never do that.”)
• Ten initiatives are worth a thousand intentions.
10. The Power of Vision
• We will never likely achieve what we cannot imagine. Our reach
rarely exceeds the range of our vision. Bold vision underwrites
bold action – timid vision will doom us to trivial action.
• When customers, employees, and other stakeholders see how
the strategic performance we envision is linked to a mighty
goal, it calls forth the heroic energy and engagement that might
bring about enormous impact.
• Strategic leaders empower others by calling them to “big hairy
audacious goals.” (BHAGS)
11. The Power of Action
• Both walk AND talk matter – but walk matters much more. We
win through actions, not through arguments. Articulating what
we hope to gain is useful – acting to secure what we want to
gain is essential.
• Organizations can spend their time in speculating and
predicting what might happen IF.” or, they can investigate and
build on what actually has happened in response to their
actions.
• In short – research about a plan can help; but looking at the
results of an actual initiative helps much more.
12. The Power of Uncertainty
• For some, uncertainty is an excuse for not acting. For
powerful strategic leaders, uncertainty is a condition within
which they act anyway. There is a positive relationship
between risk and reward.
• One of the key purposes of strategy is not to eliminate the
risk of the unknown – it is, rather, to allow the organization
to take the right risks through the right actions at the right
time.
• A carefully considered strategy allow encourages risk
taking in the unknown. Waiting for complete certainty, or
moving only under conditions of low risk, dooms an
organization to failure.
13. The Power of Infection
• Organizations rarely die from catastrophes and climatic
disasters. Instead, they die deaths of a thousand small
wounds, almost all of them self-inflicted.
• The wounds of momentum (“We’ve always done that way
here!”), inertia (“We’ve never done it that way here!”),
gravity (“Don’t worry – its just a little bit slower or lower!”)
and entropy (“It doesn’t really matter anyhow!”), sap our
energy and vitality – like a hidden infection that lowers our
ability to fight off disease.
• What are colds to the strong, become pneumonia to the
weak.
14. The Power of Dependency
• When customers and supply chain members depend on
us, we gain great strategic advantage.
• There is a difference between a customer or value chain
member WANTING what we have to offer verses
HUNGERING for what we offer.
• We build dependency by knowing what customers really
aspire to and what value chain members expect.
• Sustainable and profitable business partnerships are
based on shared dependence and shared trust.
15. The Power of Self-Interest
• While mercy and gratitude are appeals with some possible
potency, the most potent force in building an alliance or
partnership is to provide and promote that which will benefit the
other so they see what can be gained for him/herself.
• Never confuse your needs with the needs and desires of the
other. Others deal with us based on what THEY can get or
gain.
• Self-interest is a powerful lever to use – it means we have to
successfully show how our capabilities help others to meet their
responsibilities, how our solutions help other solve their
problems, and how our expertise is relevant to enriching their
experience with us.
16. The Power of Surprise
• Organizations that build a basis for sustainable greatness
seek to build the capacity to surprise customers and
competitors.
• For customers, successful companies seek to increase
their capacity to deliver WOW! That means experiences
which exceed their expectations and provide extraordinary
value.
• For competitors, surprise means stepping out of the routine
and regular, the established industry practices, to seek
entrepreneurial innovation that opens up the opportunity to
be game changers in product and process in ways that are
difficult to imitate.
17. The Power of Alliances
• Some organizations develop a protective, fortress mentality.
Customer concerns are seen as ungrateful complaining. Supply
chain member concerns are seen as problematic partnerships.
Employee dissatisfaction is viewed as temper tantrums from
ignorant and ungrateful children.
• Strategically effective organizations build bridges rather than
barriers, and connections rather than constraints.
18. The Power of Alliances
• Fortresses are symbols of weakness and isolation – of a desire
to protect our own power and prestige (real of imagined) in the
present, rather than to connect and thrive in a community of
shared interest.
• Real and sustainable strategic power is found in interaction and
circulation among partners. In times of uncertainty and danger
we must fight the desire to turn inward, and engage in actions
that allow us to be more accessible and connected.
19. The Power of Concentration
• No organization can effectively be everything to everyone – in
fact, few organizations can be many things to many people.
• Strategic power requires focusing selected resources and
capabilities on selected points of leverage to overpower
selected competitors in reaching and serving selected
customers.
• It is more effective and efficient to target and deeply dominate a
niche (or a limited number of niches) than to broadly and
superficially touch a broad array of markets.
• Diffusion and division distract and dissipate – real power always
exists in concentrated form. Prize intensity more than extensity.
20. The Power of Purpose
• We are most likely to achieve or accomplish what we resolve to
achieve or accomplish. While we may stumble into success
through luck (like pulling a handle on a slot machine), we are
more likely to stumble into failure.
• Purpose arouses passion, clarifies ends and
means, establishes priorities, and motivates excellence at the
individual, interpersonal and institutional levels.
• Purpose is the difference between intentions and intensity.
• Strategic purposes that are clear, compelling and
communicated consistently help drive strategic performance.
21. The Power of Re-Creation
• Organizations that endure must engage in the process of continually
forging a new identity. An organization’s identity is found in its
answers to the following questions:
– Who are our customers/clients and what are their aspirations and
expectations?
– How do we create value for our customers?
– What are the essential points of our advantage over our competitors?
– What are the aspirations and expectations of our primary and secondary
stakeholders?
• These questions should engage an organization in a continuing
dialogue because customers, competitors and the community of
shareholders and stakeholders are constantly changing their
aspirations (what they want for themselves) and expectations (what
they want from us).
• Strategic power requires continuous adaptation through constant re-
creation.
22. The Power of Boldness
• Customers, employees shareholders and stakeholders want
something significant and powerful to believe in and invest in.
• EVERYONE respects and admires boldness. Timidity only
generates uncertainty and discomfort.
23. The Power of Boldness
• At the individual level people seek leaders who are confident
and courageous. At the interpersonal level, people seek to be
relationships that encourage certainty and excellence. At the
institutional level successful strategy is rooted in a compelling
sense of efficacy and energy.
• Boldness is contagious – timidity is infectious. Timidity is inner-
directed – boldness is outer-directed. Timidity seeks to avoid
problems – boldness seeks to engage opportunities. While
timidity hides behind barriers, boldness walks confidently
across bridges.
• More battles are won by audacity than by caution.
24. The Power of Ends
• The ending of a thing is everything.
• Always begin with the end in mind. KNOW what success looks
like and be prepared to paint a picture of that success to others
that is vivid and compelling.
• Plan all the way through the end – take into account all the
possible consequences you can imagine along with all the
obstacles and twists of fortune you might face.
• Then gently nudge and guide fortune and help determine the
future by seeing success beyond the barriers.
• Your desired conclusion must be crystal clear, and you must
keep in at the forefront of your thinking.
25. The Power of Timing
• HOW to act is the science of strategic management –
WHEN to act is the art of strategic management.
• A sense of timing is required to know that
There is a time for ideas to be born, and a time for them to die
There is a time to plant and a time to uproot what has been planted
There is a time to tear down and a time to build up
There is a time to search and a time to abandon that search
There is a time to keep and a time to throw away
There is a time to tear apart and a time to sew together
There is a time for conflict and a time for peace
• Leaders are orchestra maestros – a sense of timing is not
useful – it is essential.
26. The Power of Caution
• The moment of victory is often the moment of greatest peril. In the
heat of victory arrogance and overconfidence can drive us past our
original goal.
• Set a goal, and when you reach it, stop, look listen and learn before
carefully planning your next step.
• The essence of strategy is controlling what comes next.
• Success can breed an aura of invincibility and the belief that we are
not vulnerable.
• The truly powerful vary their rhythms and patterns, change
courses, adapt to new circumstances and learn to improvise. They do
not allow their future to be held hostage to their past.
• Bad luck is actually better than good luck. Bad luck can teach
valuable lessons about patience, timing and the need to be prepared
for adversity. Good luck deludes us in the opposite direction, making
us think that our brilliance and inevitability can carry us through.
27. The Power of Urgency
• Strategy seeks to bring the future into the present – it seeks to
make the desired future compelling enough to generate the
necessary present action to bring that future about.
• Strategic managers stand astride two worlds – the world of
present action and the world of future hoped for results. The
aim of a strategic plan is to create awareness and enthusiasm
for the future sufficient to motivate action in the present.
• While the future cannot be dictated, it can be shaped. Shaping
the future always requires starting action in the present.
And, action in the present requires a sense of urgency.
• Strategy helps envision a future that is both near and dear
enough to cause action in the present.
28. The Power of Understanding
• Organizations are awash in data and waist deep in
information (reports summaries). What is often in shortest
supply is understanding.
• Understanding occurs when truth is united with insight.
• In a perverse way, organization leaders often exhibit an
aversion to the truth, especially if that truth challenges what
they WANT the truth to be.
• Similarly, organization leaders often have far less insight
into how things “really are around here” than they ever
could imagine.