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The document discusses bridging the strategy-results gap that CEOs often face. It argues that a top-down, telling approach can work initially but leads to unintended consequences later on. A bottom-up, employee-driven discovery approach where managers find their own solutions increases ownership and motivation. The document outlines an approach called the Behavior Change Path that exposes participants to new perspectives and helps align their actions with strategy through practical simulations and coaching.
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Excite Your People & Double Profits
Presentation Given to the Dale Carnegie SCO Network on November 5th & 6th, 2009 in Burlington and Kitchener
Leadership, Business Process Improvement, & Process Mapping!
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
Website map nupemka drd 110113
Nupemka Consulting is a leadership development and organizational consulting firm that provides services such as business simulation, strategic facilitation, leadership development, and organizational culture development. They have a team of experienced consultants and partner with Celemi Consulting to offer business simulation programs. Nupemka Consulting aims to facilitate organizations in achieving greater value and meaning for stakeholders by developing professional leaders and ensuring strong organizational management systems.
Corporate Profile
This document summarizes the services provided by HEED, a company that helps other companies implement science and data into their sales processes. HEED provides strategy and consulting, analytics, digital transformation, and sales training. For strategy, they help clients address sales challenges, restructure processes, and transform their approach. Their analytics services provide insights into sales performance, marketing ROI, and sales forecasting. For digital transformation, they implement CRM systems and sales automation tools. HEED also operates an academy that provides a 6-month sales training curriculum to standardize sales competencies. Case studies provide examples of projects optimizing sales models, building scalable sales organizations, and implementing performance dashboards and forecasting.
Lean Marketing Bundle of InfoGraphics
This document outlines a Lean approach to marketing and sales. It describes using value streams to map out the customer journey, with pillars representing different stages like collaboration, sales, and repeat business. Value stream teams focus on understanding customer needs and delivering value. Kanban boards are used to visualize workflow and identify bottlenecks. The document also discusses using tools like SWOT analysis and a capabilities matrix to develop strategies, and applying principles of continuous improvement, respect for people, and flow to marketing processes.
Employee project
1. Pandora IT Solutions emphasizes employee development through various training programs, performance management systems, and knowledge sharing initiatives.
2. Training includes new employee onboarding, soft skills and technical skills development, and an e-learning platform. Performance is evaluated through 360-degree feedback and linked to bonuses.
3. Knowledge is shared through databases, employee presentations after training, and profiles of top performers. The organization also aims to create a safe, open workplace where ideas are shared.
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Blank Steve Why companies are not startups
Large, established companies face significant challenges with continuous innovation because their structures, processes, policies and incentives are designed for efficient execution, not innovation. While companies understand the need for innovation, their traditional management tools like KPIs, strategies, organizational structures, product management processes and HR policies are set up in a way that actually inhibits innovation. For companies to truly foster innovation, they need to develop new innovation-focused tools including metrics, processes and incentives that support innovation in parallel to execution, not just through occasional incubators or initiatives.
Reaching agility: Why aren't we done yet?
This document discusses challenges with agile transformation and provides advice. It outlines four common issues that make transformation difficult: not understanding the problem being solved; applying one-size-fits-all solutions without understanding organizational context; underestimating the challenge of changing culture and mindsets; and expecting a clear end point to transformation. The document advises focusing on outcomes over outputs, using agile principles to guide the transformation, and continually adapting as contexts change. The overarching goal of reaching agility is to create an environment where teams can joyfully deliver customer value.
Effective Planning Models
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
Agile from the executive floor - defining agility in business terms - Agile P...
Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
E C L004 Dokich 091807
The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.
Roberts Golden *Selling Enterprise Social to the Suits* workshop
This document provides an agenda and materials for a workshop on "Selling Social (e.g., Enterprise Collaboration Tools) to the Suits". The workshop aims to help participants build a business case for collaboration by addressing common criticisms, demonstrating ROI, and envisioning success. Presenters Sara Roberts and Leah Reynolds will discuss aligning initiatives with executive priorities, mapping requirements for a solid business case, and measuring adoption and impact. Participants will practice defining problems, goals, and ROI hypotheses. The session concludes with advice on countering resistance, identifying influencers, and conducting immersion sessions for executives.
The change.asia - results not reports
The document discusses how consulting is changing, with more focus on outcomes and results rather than reports. Successful consulting firms use an intensive diagnostic approach and focus on delivering rapid, significant improvements for clients through a focus on people and execution over technology. Traditional "bulldozed" change cannot be sustainable; real improvements require ideas management, wiring changes into the organization, and coaching to ensure changes stick long-term.
Pl 3 Effective Planning Models
Strategy Map
Balanced Scorecard
SWOT Analysis
PEST Mode
Gap Planning
Blue Ocean Strategy
Porter's Five Forces
VRIO Framework
!st Sem 2020
Talent management for SMB
This document provides an overview of talent management strategies for small businesses. It discusses the benefits of talent management, which include aligning employees with goals, improving communication, recognizing performance, and providing development opportunities. It then offers specific strategies for small businesses to attract, engage, and retain top talent, including building an internal and external brand, effective recruiting, performance management, learning and development, and succession planning. The presentation emphasizes that talent management is just as important for small businesses as it is for large companies.
Lscon16 414 Gaining Executive Buy-in For Your Learning Ecosystem
As a learning leader, you want to build a world class learning model. But the problem is you need executive support, funding, IT support, etc. A learning ecosystem that satisfies today’s learner requires changing the conversation with all the stakeholders.
In this session, you’ll use the learning model canvas to create the story for changing the mindset and mechanics of the corporate learning model. You’ll learn the top two learning organization patterns and the top five learning organization models. You will be able to identify your organization’s current model, identify the dependencies needed for implementing a new learning ecosystem, and actionable next steps for implementing it in the workplace. You will gain the skills to: select the most effective learning model for the organization, determine actionable steps to gain commitment and resources for a new learning ecosystem, and facilitate consultant-like discussions at the executive level.
OperatingModelForProductCos
The document discusses the importance of an effective operating model for product organizations to successfully execute strategies. It identifies four key factors of an operating model: product mindset, organizational design, development model, and decision making structure. Product mindset focuses on understanding customer needs rather than requests. Organizational design calls for a product management team separate from engineering and sales. The development model addresses balancing in-house versus outsourced work. Decision making aims to minimize risk through lean methodology and experimentation.
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TPC intro slides_KathyandSusan
- 1. Delivering better results, faster bottom-up Alexander Hillenbrand Managing Partner May 2011 Discussion support slides
- 2. The biggest CEO challenge is to bridge the strategy-results gap… “Our company is embarking on a new phase of growth. How can I rapidly align my managers to the new strategy and drive home the game changing actions required?” “Our company is transforming to meet future needs. How can I infuse our organization with new capabilities, step-change process improvements and true inter-functional collaboration to win the future?” “We need a stronger follow-through to deliver results after adopting a new strategy and organizational focus. How can I deepen managers’ understanding of the company from an investor perspective and get them to act in line with TSR?” Typical CEO challenges/needs:
- 4. The most common approaches are top-down & “telling” in essence…
- 5. … which works well in the first phases of the “change path”… fragen Rough Planning: 2. Generating Motivation Detailed Planning: 3. Qualification & Cooperation Realization of Measures: 4. Commitment 5. Continual Support: Internalizing (Performance) Time Productivity, Motivation Change Initiation: 1. Create Awareness Original Performance Level Learning Saying Questioning (oneself) Hearing, Seeing and Reading Source: Tata Interactive Systems GmbH
- 6. … but can lead to unintended results in the later phases… Different understanding.. … different directions. => leading to frictions between functions that ought to cooperate Force-feeding views to people that have been hired to think for themselves. => Leading to change resistance. Image: http://www.seantis.ch/blog
- 7. … where results are better & quicker with employee-driven “discovery”. Letting valuable managers discover bad and good approaches on their own terms increases their ownership and propensity to act on their plans. => Resulting in a motivational and inspirational atmosphere and a “can-do” culture. image: http://pixdaus.com/single.php?id=75833
- 8. When the employee decides to act, on the right things, results happen. The key to action is for each to resolve his/her goal, belief, feeling, value conflicts. Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html
- 9. Our Behavior Change Path helps bridge the gap and find alignment Participants currently do… Therefore, participants will do… Exposure to the “The Practice Company” Event & Process Makes them: -view…from common perspective -think… -believe… -feel… -know… -choose interpretations role models state of mind Because they currently: -view…from their perspective -think… -believe… -feel… -ignore… -follow directives -follow role models -have a state of mind Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html
- 10. Our events are immersive and practical, => geared towards “aha moments”… Business Simulations E-learning Self-assessment Coaching Team assignments Seminars Groups (small or large) Alone On-location Distance Virtual (ex. Secondlife) Images: Tata Interactive Systems GmbH Big Business Photo: http://www.purplepawn.com/2009/10/the-business-of-games%E2%80%94game-jobs/
- 11. … and participants’ ownership and commitment to act on their plans.
- 18. Thank you! Alexander Hillenbrand [email_address] Tel: 514 710 0542