This lecture discusses the concept of creating transformative shareholder value through a combination of evolution and revolution using real life case studies as experienced by the presenter.
This document discusses organizational change and innovation. It begins by defining organizational change as any alterations to people, structure, or technology within a company. It identifies both external forces like technology and the marketplace, as well as internal forces like strategy changes or workforce changes that can drive organizational change. The document also discusses different types of organizational change including structural, technological, and changes to people. It then covers innovation, identifying it as new products/services, processes, markets, sources of supply, or forms of competition. Several frameworks for defining innovation are presented. Overall, the document provides an overview of key concepts relating to organizational change and innovation within companies.
The document discusses how avoiding innovation can negatively impact businesses and provides strategies for fostering a culture of innovation. It notes that while many companies talk about being innovative, most do not actively engage in innovation. The document then provides a brief history of innovations, discusses the benefits of and challenges to innovation, and recommends that companies act on innovation by engaging employees at all levels and providing training on how innovation can benefit the business.
Managing Director at Duke Corporate Education in Singapore, John Davis shares a new leadership framework designed to help organizations compete in a modern, complex, volatile world. The SHIFT framework (Speed, Human-Centricity, Imagination, Flexibility and Trust) outlines key characteristics needed for the future of leadership.
The document discusses many challenges facing businesses today, including rapid changes in technology and workforce expectations. Key issues include the need to engage employees and adapt management styles to keep talented workers committed. High employee engagement is linked to higher productivity, profits and retention, while disengagement costs businesses significantly. The document emphasizes the importance of communication, motivation, and creating a sense of well-being for employees.
The document discusses internal entrepreneurship at The Dow Chemical Company through the example of epoxy.com. It describes how Ian Telford successfully pitched and launched epoxy.com in 2000 to sell epoxy resins online, overcoming initial skepticism. Epoxy.com became profitable within a year and continued growing, highlighting lessons about identifying market gaps, building partnerships, and executing ideas effectively within a large organization.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses innovation and its importance for business success. It defines innovation as the implementation of new ideas through new or improved goods/services. Innovation provides competitive advantages through uncertainty by allowing businesses to get ahead. While risky, innovation demands change that can gain advantages over "good enough." The document provides examples of famous innovators and concludes that innovation, ingenuity, and focus are essential for success in today's complex world. Hiring diverse people encourages challenging ideas to inspire risk-taking and ensure future growth.
In 1981, Jack Welch faced the difficult challenge of taking charge at GE after its predecessor, Reg Jones, had left the company. Welch successfully led major changes to GE's structure and culture, taking advantage of the economic recession to restructure and internationalize GE. In the late 1980s and early 1990s, Welch launched a series of initiatives aimed at adding value and building a solid foundation for future growth at GE through restructuring, rebuilding, and establishing new opportunities for growth. Welch's leadership played a key role in GE's substantial growth and financial success between 1981 and 2000.
This document discusses organizational change and innovation. It begins by defining organizational change as any alterations to people, structure, or technology within a company. It identifies both external forces like technology and the marketplace, as well as internal forces like strategy changes or workforce changes that can drive organizational change. The document also discusses different types of organizational change including structural, technological, and changes to people. It then covers innovation, identifying it as new products/services, processes, markets, sources of supply, or forms of competition. Several frameworks for defining innovation are presented. Overall, the document provides an overview of key concepts relating to organizational change and innovation within companies.
The document discusses how avoiding innovation can negatively impact businesses and provides strategies for fostering a culture of innovation. It notes that while many companies talk about being innovative, most do not actively engage in innovation. The document then provides a brief history of innovations, discusses the benefits of and challenges to innovation, and recommends that companies act on innovation by engaging employees at all levels and providing training on how innovation can benefit the business.
Managing Director at Duke Corporate Education in Singapore, John Davis shares a new leadership framework designed to help organizations compete in a modern, complex, volatile world. The SHIFT framework (Speed, Human-Centricity, Imagination, Flexibility and Trust) outlines key characteristics needed for the future of leadership.
The document discusses many challenges facing businesses today, including rapid changes in technology and workforce expectations. Key issues include the need to engage employees and adapt management styles to keep talented workers committed. High employee engagement is linked to higher productivity, profits and retention, while disengagement costs businesses significantly. The document emphasizes the importance of communication, motivation, and creating a sense of well-being for employees.
The document discusses internal entrepreneurship at The Dow Chemical Company through the example of epoxy.com. It describes how Ian Telford successfully pitched and launched epoxy.com in 2000 to sell epoxy resins online, overcoming initial skepticism. Epoxy.com became profitable within a year and continued growing, highlighting lessons about identifying market gaps, building partnerships, and executing ideas effectively within a large organization.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses innovation and its importance for business success. It defines innovation as the implementation of new ideas through new or improved goods/services. Innovation provides competitive advantages through uncertainty by allowing businesses to get ahead. While risky, innovation demands change that can gain advantages over "good enough." The document provides examples of famous innovators and concludes that innovation, ingenuity, and focus are essential for success in today's complex world. Hiring diverse people encourages challenging ideas to inspire risk-taking and ensure future growth.
In 1981, Jack Welch faced the difficult challenge of taking charge at GE after its predecessor, Reg Jones, had left the company. Welch successfully led major changes to GE's structure and culture, taking advantage of the economic recession to restructure and internationalize GE. In the late 1980s and early 1990s, Welch launched a series of initiatives aimed at adding value and building a solid foundation for future growth at GE through restructuring, rebuilding, and establishing new opportunities for growth. Welch's leadership played a key role in GE's substantial growth and financial success between 1981 and 2000.
Industries worldwide are being disrupted by technologies evolving at an exponential rate. This poses a severe threat to established companies unable to adjust quickly enough. It also represents a challenge to conventional thinking about strategy and long-term value creation.
This presentation discusses the waves of disruptive change coming at enterprises and IT organizations across industries, how to prepare and leverage these waves for competitive advantage, and how to avoid being left behind as the wave passes and leaves the slow movers in its wake.
The document discusses transformational leadership and how leaders can transform organizations. It defines transformational leadership as charismatic, visionary leaders who empower followers and develop them into leaders. Research shows that transformational leaders have more satisfied followers who experience less stress. The document then discusses the four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It provides examples of how leaders can demonstrate these components. Finally, it proposes a model for transformational conversations and engagement called the LIVE model and suggests practicing these skills daily.
The document outlines seven examples of transformational leadership strategies that a CEO discussed in a presentation to improve their company: 1) Create a vision for how the company can lead future changes, 2) Develop existing leaders within the company, 3) Ensure business continuity if key associates are absent, 4) Carefully select new hires who will be progressive, 5) Choose new candidates based on how they will add value, not just qualifications, 6) Involve new hires in strategy sessions to retain top talent, and 7) Connect with the community by solving real problems, not just through philanthropy. The CEO suggested finding a coach to guide cultural changes, budgeting two years, and being open to change.
Creating Your First Website Using Wordpress.org and "Self Hosting"Randall Wong, M.D.
The document discusses how to create a website using WordPress.org and choosing a hosting provider. It recommends starting with a self-hosted WordPress site, buying a domain name from BlueHost.com or GoDaddy.com, and installing WordPress which has a large support community. The document also encourages integrating social media to draw attention to the new website.
1) The document provides step-by-step instructions for building a basic website using Weebly in under 30 minutes.
2) It outlines the process of creating an account, choosing a design template, adding pages, and inserting various elements like images, videos, files, and maps.
3) The final steps cover publishing the site, either with a custom domain name or Weebly subdomain, and signing in later for additional editing.
This slidecast teaches how to create a website using Weebly. It covers creating a Weebly account, choosing a title and address, selecting a design template, adding and editing elements like text and images to pages, adding more pages, and finally publishing the website so it can be viewed online.
Business Tools for Transformation: A Sustainability SWOT and Creating a Step-...Sustainable Brands
How does WRI's sSWOT tool help drive action and collaboration that gets companies to go beyond incremental innovation? What types of partnerships does a company need to help fully utilize the strengths of sSWOT? How is sSWOT related to systems innovation and Forum for the Future's step change exercise?
Innovation strategies presentation feb 2015 v slideshareMaxwell Wessel
The document discusses strategies for innovation at organizations. It provides perspectives from several CEOs on cultivating systematic innovation and outlines five concepts for putting innovation theories to work: 1) identifying the types of innovation a business is predisposed to fail in, 2) evaluating if a business model fits, 3) scenario planning and valuation, 4) creating effective tests, and 5) predicting if a product is worth testing. The presentation emphasizes experimentation and discovery-driven planning to minimize risk when pursuing innovation.
This webinar discusses making the business case for step-change sustainability activities. It provides an overview of Forum for the Future's research on how companies successfully made the case for step-change, including common features emphasized by decision-makers such as having senior executive leadership, a long-term view of value creation, and a specific business rationale. The webinar then shares a step-by-step approach and tools to help build your own business case, including addressing status quo bias in financial tools, and provides live examples of companies that implemented step-change.
This document summarizes a presentation given by Paul Woods at Trinity College Dublin on leadership, innovation, and successful technology management. The presentation discusses defining leadership versus management, cultivating leadership skills, admiring leadership qualities in others. It also covers defining innovation, balancing business focus with innovation, and understanding value creation for customers. Finally, it discusses establishing clear project plans, prioritizing customer value, setting key performance indicators, and fostering a startup culture of high-energy teams and a "demo or die" mentality.
The document provides information on funding and financials for startups. It discusses three stages of funding - incubation, follow-up, and venture. Each stage has a target number of companies/founders, typical investment amounts, and objectives like developing an MVP or expanding distribution. Financial statements like the income statement and balance sheet are also covered, along with basic startup financial models and key elements to consider.
Steve Currie of Communitech - ScaleUp CT keynote 2017Courtney King
Keynote presentation from Communitech's own Steve Currie. Covering how Communitech is changing Waterloo-Kitchener, what Connecticut can do to emulate it, and how ScaleUps can face- and conquer, their uniquer challenges.
An IT Perspective of an Acquisition- The Top Six Must-Do List Webinareprentise
The document discusses best practices for managing an IT integration during a merger or acquisition, emphasizing the importance of focusing transition efforts on realizing business value and synergies. It outlines 6 essential steps for the critical first 6 months after closing, including developing a vision and transition plan aligned with merger goals. Additionally, the document stresses designing synergies into core business processes to hit the ground running in the right direction.
The document discusses various concepts related to analyzing a company's business environment including:
- The external environment is divided into micro and macro factors like suppliers, customers, and economic conditions.
- Environmental scanning involves carefully analyzing influencing factors.
- Porter's Five Forces model examines competition, new entrants, substitutes and bargaining powers.
- The BCG matrix analyzes products based on market growth and share to classify them as stars, cash cows, question marks or dogs.
WP&C's Complexity Workshop helps identify the most disruptive complexity drivers in your business, quantify the size of the opportunity, and chart a course to improved performance.
The document discusses how the rules for startups have changed with the rise of new tech bubbles. It outlines four phases of startup liquidity from 1970-2014 and how approaches differed between building long-term businesses versus short-term flips. The customer development process is introduced as a methodology for startups to search for their business model by testing hypotheses through customer interaction rather than relying only on plans. Metrics are emphasized over accounting, with the goal of continuous learning rather than presuming knowledge of customers or features up front.
The document provides an introduction to the Lean Startup methodology. It discusses that most startups fail and their plans often change drastically after contact with customers. It then summarizes the three main components of the Lean Startup method: 1) business model design using a canvas to define testable hypotheses, 2) customer development to get out of the building and test hypotheses, and 3) agile development to build a minimum viable product.
The event NewCo Boston was held on on April 26 2016. This presentation was delivered by Joe Kinsella, the founder & CTO of CloudHealth Technologies.
http://bos.newco.co/2016-schedule/
CloudHealth Technologies is a company where employees are able to challenge themselves and achieve success, while doing something meaningful and having fun at the same time. Less than 4 years ago, CTO and Founder, Joe Kinsella began brainstorming the concept of of a platform, CloudHealth, with nothing more than a laptop and the cloud. Today, CloudHealth Technologies is one of Boston's fastest growing tech companies, delivering the industry's most comprehensive cloud service management platform, as recently recognized by MassTLC as the most innovative cloud technology of the year.
Gain insider knowledge from Joe on how to implement an agile process that takes an initial concept and turns it into a viable technology resulting in dramatic growth and a successful company. In this session, Joe discusses his personal journey, experiential learning, and the related success that comes from a team of passionate employees with a genuine focus on dynamic interactions between groups and departments.
This document provides an overview of the Lean Startup methodology developed by Eric Ries. It discusses that a startup is an organization designed to create a new product or service under conditions of uncertainty. The Lean Startup methodology advocates for the build-measure-learn feedback loop to test hypotheses, build minimum viable products, measure customer feedback, and iterate based on validated learning. It provides examples of how companies like Airbnb have used this process and discusses when to pivot or persevere based on measured metrics.
Industries worldwide are being disrupted by technologies evolving at an exponential rate. This poses a severe threat to established companies unable to adjust quickly enough. It also represents a challenge to conventional thinking about strategy and long-term value creation.
This presentation discusses the waves of disruptive change coming at enterprises and IT organizations across industries, how to prepare and leverage these waves for competitive advantage, and how to avoid being left behind as the wave passes and leaves the slow movers in its wake.
The document discusses transformational leadership and how leaders can transform organizations. It defines transformational leadership as charismatic, visionary leaders who empower followers and develop them into leaders. Research shows that transformational leaders have more satisfied followers who experience less stress. The document then discusses the four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It provides examples of how leaders can demonstrate these components. Finally, it proposes a model for transformational conversations and engagement called the LIVE model and suggests practicing these skills daily.
The document outlines seven examples of transformational leadership strategies that a CEO discussed in a presentation to improve their company: 1) Create a vision for how the company can lead future changes, 2) Develop existing leaders within the company, 3) Ensure business continuity if key associates are absent, 4) Carefully select new hires who will be progressive, 5) Choose new candidates based on how they will add value, not just qualifications, 6) Involve new hires in strategy sessions to retain top talent, and 7) Connect with the community by solving real problems, not just through philanthropy. The CEO suggested finding a coach to guide cultural changes, budgeting two years, and being open to change.
Creating Your First Website Using Wordpress.org and "Self Hosting"Randall Wong, M.D.
The document discusses how to create a website using WordPress.org and choosing a hosting provider. It recommends starting with a self-hosted WordPress site, buying a domain name from BlueHost.com or GoDaddy.com, and installing WordPress which has a large support community. The document also encourages integrating social media to draw attention to the new website.
1) The document provides step-by-step instructions for building a basic website using Weebly in under 30 minutes.
2) It outlines the process of creating an account, choosing a design template, adding pages, and inserting various elements like images, videos, files, and maps.
3) The final steps cover publishing the site, either with a custom domain name or Weebly subdomain, and signing in later for additional editing.
This slidecast teaches how to create a website using Weebly. It covers creating a Weebly account, choosing a title and address, selecting a design template, adding and editing elements like text and images to pages, adding more pages, and finally publishing the website so it can be viewed online.
Business Tools for Transformation: A Sustainability SWOT and Creating a Step-...Sustainable Brands
How does WRI's sSWOT tool help drive action and collaboration that gets companies to go beyond incremental innovation? What types of partnerships does a company need to help fully utilize the strengths of sSWOT? How is sSWOT related to systems innovation and Forum for the Future's step change exercise?
Innovation strategies presentation feb 2015 v slideshareMaxwell Wessel
The document discusses strategies for innovation at organizations. It provides perspectives from several CEOs on cultivating systematic innovation and outlines five concepts for putting innovation theories to work: 1) identifying the types of innovation a business is predisposed to fail in, 2) evaluating if a business model fits, 3) scenario planning and valuation, 4) creating effective tests, and 5) predicting if a product is worth testing. The presentation emphasizes experimentation and discovery-driven planning to minimize risk when pursuing innovation.
This webinar discusses making the business case for step-change sustainability activities. It provides an overview of Forum for the Future's research on how companies successfully made the case for step-change, including common features emphasized by decision-makers such as having senior executive leadership, a long-term view of value creation, and a specific business rationale. The webinar then shares a step-by-step approach and tools to help build your own business case, including addressing status quo bias in financial tools, and provides live examples of companies that implemented step-change.
This document summarizes a presentation given by Paul Woods at Trinity College Dublin on leadership, innovation, and successful technology management. The presentation discusses defining leadership versus management, cultivating leadership skills, admiring leadership qualities in others. It also covers defining innovation, balancing business focus with innovation, and understanding value creation for customers. Finally, it discusses establishing clear project plans, prioritizing customer value, setting key performance indicators, and fostering a startup culture of high-energy teams and a "demo or die" mentality.
The document provides information on funding and financials for startups. It discusses three stages of funding - incubation, follow-up, and venture. Each stage has a target number of companies/founders, typical investment amounts, and objectives like developing an MVP or expanding distribution. Financial statements like the income statement and balance sheet are also covered, along with basic startup financial models and key elements to consider.
Steve Currie of Communitech - ScaleUp CT keynote 2017Courtney King
Keynote presentation from Communitech's own Steve Currie. Covering how Communitech is changing Waterloo-Kitchener, what Connecticut can do to emulate it, and how ScaleUps can face- and conquer, their uniquer challenges.
An IT Perspective of an Acquisition- The Top Six Must-Do List Webinareprentise
The document discusses best practices for managing an IT integration during a merger or acquisition, emphasizing the importance of focusing transition efforts on realizing business value and synergies. It outlines 6 essential steps for the critical first 6 months after closing, including developing a vision and transition plan aligned with merger goals. Additionally, the document stresses designing synergies into core business processes to hit the ground running in the right direction.
The document discusses various concepts related to analyzing a company's business environment including:
- The external environment is divided into micro and macro factors like suppliers, customers, and economic conditions.
- Environmental scanning involves carefully analyzing influencing factors.
- Porter's Five Forces model examines competition, new entrants, substitutes and bargaining powers.
- The BCG matrix analyzes products based on market growth and share to classify them as stars, cash cows, question marks or dogs.
WP&C's Complexity Workshop helps identify the most disruptive complexity drivers in your business, quantify the size of the opportunity, and chart a course to improved performance.
The document discusses how the rules for startups have changed with the rise of new tech bubbles. It outlines four phases of startup liquidity from 1970-2014 and how approaches differed between building long-term businesses versus short-term flips. The customer development process is introduced as a methodology for startups to search for their business model by testing hypotheses through customer interaction rather than relying only on plans. Metrics are emphasized over accounting, with the goal of continuous learning rather than presuming knowledge of customers or features up front.
The document provides an introduction to the Lean Startup methodology. It discusses that most startups fail and their plans often change drastically after contact with customers. It then summarizes the three main components of the Lean Startup method: 1) business model design using a canvas to define testable hypotheses, 2) customer development to get out of the building and test hypotheses, and 3) agile development to build a minimum viable product.
The event NewCo Boston was held on on April 26 2016. This presentation was delivered by Joe Kinsella, the founder & CTO of CloudHealth Technologies.
http://bos.newco.co/2016-schedule/
CloudHealth Technologies is a company where employees are able to challenge themselves and achieve success, while doing something meaningful and having fun at the same time. Less than 4 years ago, CTO and Founder, Joe Kinsella began brainstorming the concept of of a platform, CloudHealth, with nothing more than a laptop and the cloud. Today, CloudHealth Technologies is one of Boston's fastest growing tech companies, delivering the industry's most comprehensive cloud service management platform, as recently recognized by MassTLC as the most innovative cloud technology of the year.
Gain insider knowledge from Joe on how to implement an agile process that takes an initial concept and turns it into a viable technology resulting in dramatic growth and a successful company. In this session, Joe discusses his personal journey, experiential learning, and the related success that comes from a team of passionate employees with a genuine focus on dynamic interactions between groups and departments.
This document provides an overview of the Lean Startup methodology developed by Eric Ries. It discusses that a startup is an organization designed to create a new product or service under conditions of uncertainty. The Lean Startup methodology advocates for the build-measure-learn feedback loop to test hypotheses, build minimum viable products, measure customer feedback, and iterate based on validated learning. It provides examples of how companies like Airbnb have used this process and discusses when to pivot or persevere based on measured metrics.
Using Real-Time Financial Benchmarks to Drive Dynamic Decision-Making and ActionProformative, Inc.
This document promotes the benefits of using real-time financial benchmarks and peer comparisons to drive decision making. It summarizes the learning objectives which are to identify the benefits of continuous performance monitoring, learn how to develop the right benchmarks, and understand how benchmarks can deliver information to maintain competitive advantage. It then introduces Proformative as an educational resource for finance professionals with online courses and announces a new Academy platform. The remainder consists of an agenda for a webinar on using benchmarks, with speakers who will discuss transforming leadership and performance management practices.
Describe how a product is developed and what are the stages of development and morphology of Design.
It discusses the various challenges faced while developing and also the evolution of different products which have become the daily need of our life.
Leading Transition From Strategy Development to DeploymentHuman Capital Media
The world’s best strategy is useless without employees mobilized to execute it. While there are hundreds of business books dedicated to how to develop a strategy, few explain its deployment and why 80 percent of new strategies fail to yield results. In this session, David Dart, vice president of human resources at Celanese Corp., will discuss key steps in transitioning a strategy from development to deployment and how the human resources function should lead this activity.
In this session, attendees will learn:
• The definition of an operating model and how it fits into strategy deployment.
• The key steps in developing an operating model for your organization.
• Methods of deploying an operating model effectively to ensure anticipated results are achieved.
Speaker: David Dart, Vice President, Human Resources – Specialized Materials, Celanese, Inc.
This document outlines the steps and objectives for defining the scope of a project. It discusses initial objectives, available resources, flexibility, and implementation plans. It also describes finalizing the project scope statement with stakeholder buy-in, choosing appropriate analysis tools, setting timelines, and conducting a post-mortem review. The overall summary is that this document provides guidance on determining the key parameters and plans for executing a project at a high level.
The document discusses constraints to scaling and growing a business to be the best in the world. It identifies two main constraints: organizational constraints and individual constraints. Organizational constraints include culture, processes, structure, and leadership. Individual constraints center around whether a person believes they can become the best and their willingness to undergo the pain of learning. Learning is difficult because it requires change, but is the process by which knowledge and skills are acquired through experience. Overcoming constraints requires destroying old ways of thinking and creating a new culture focused on accountability, courage, agility, excellence and synergistic collaboration.
Similar to Transformational Value Creation - Guest lecture for University of San Diego Executive MBA Class (20)
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
2. My Goal For OurTime Together
• Deliver as much take home value as possible by…
– Providing a context and framework for creating value through
transformation
– Discuss a process that leverages the framework
– Sharing relevant real-life examples of how I have done this myself
– Keeping this interactive so you can ask questions to get clarity
3. FredThiel
• Advisor to global PE/VC firms, Corporate Boards and
Management Teams
• 30+ years in the technology industry
• Relevant to today:
– CEO Lantronix / 1998 - 2002 (NASDAQ:LTRX IPO 2000/Secondary 2001)
– CEO GameSpy Industries / 2003 - 2004 (Exit to IGN 2004)
– Director/Advisor CCS / 2007 - 2013 (Exit to Misys 2014)
– Director/Advisor ICCNexergy / 2012 – 2013 (Exit to KRG 2013)
– Advisor RacoWireless / 2012 – 2014 (Exit to Kore Wireless 2014)
– Director/Advisor B+B SmartWorx / 2008 – 2014 (Exit to Advantech 2015)
– Advisor AssetPoint / 2008 – 2015 (Exit to Aptean 2015)
– Chairman/CEO Local Corp / 2014 – 2015 (Sale of assets to Media.net)
4. Context
Transformative CEOs Outperform the Market….
A transformative CEO is
someone who “creates new
value that reinvigorates a
company, reinvents an
industry or reboots society”.
Robert Reiss
(co-author “The Transformative CEO”)
”The CEO is really also the ‘Chief Value Officer’ of an enterprise. It’s a key part of his or her job to set and monitor strategic value
goals, to make sure that opportunities for value are maximized, and that threats to value are minimized.”
- Tim Powell, The Knowledge Agency
By 2009, Steve Jobs had created $150B of additional shareholder
value.
After 20 years leading GE, Jack
Welch had created $390B of
additional shareholder value
5. Context
• Value Creation
– Econ 101: Value is created anytime an action is taken for which the benefits
exceed the costs. As an enterprise creates more value it becomes more valuable
to its owners.
– The role of any executive is to create value in excess of his/her cost to the
enterprise.
• How do you measure the value you add each day/week/month/year?
• How have your contributions added to the value of the enterprise?
Value is not created by cost cutting and waiting for the recession to end.
Value is created by seeking innovationsand creating an organization that can implement them.
- Adam Hartung
6. Context
• Transformation
– Transformation entails changing (by insertion,deletion or
permutation) something so that it becomes something else –
ideally something better J
• Crude oil is refined (incrementally made better by removing impurities) to
make higher value products like gasoline, plastic resins, jet fuel etc…
• Sand, soda ash and limestone are transformed under very high heat into glass,
a completely different material
7. Context
Phases In A Company’s Life
5 Stages
Adapted from Jim Collins – “How the Mighty Fall”
Time for Transformational
Value Creation
Start-up
Velocity
It has become
common to use
the term “pivot”
in reference to a
start-up trans-
forming its
business model
and/or product
Rate of
change
externally is
faster than
the rate of
change
internally
8. Framework
• There are two processes of TransformationalValue
Creation:
• Incremental value is created by refinement (aka evolution)
– Kaizen – continuous improvement
– Good strategy for quick low-risk gains in value
• Net new value is created by innovation (aka revolution)
– Innovation and transformation require precious limited resources - time and capital.
– Many enterprises are not willing to make the investment when they could afford it, and
when they finally have to – it’s often too late.
Successful long-term/sustainable value creation most often requires doing
both evolution and revolution
13. Process
Revolution (aka Build a Start-up)
Find A Big
Un-served
Need
Define A
Minimum
Viable
Product
Get
Customer
Validation
Build The
Product
Acquire
More
Customers
Build Out
Product
Offering
Grow The
Business
Pivot
Evolution
14. Lantronix
• Evolution:
– Situation analysis showed sales and marketing efforts focused on wrong products
and channels
– Executing new sales and marketing focus generated 2x margin dollars after only
90 days
• Revolution:
– Customer conversationsidentified potential large opportunities around single
port serial servers to connectdevices to networks.
– Pivoted company around“Device Server” (now part of IoT)
– Company had no internal R&D – acquired small competitor to broaden product
offering with embedded,acquire an engineering team and proprietary IP
– IPO mid 2000 / Secondary offering mid 2001
15. GameSpy
• Evolution
– Too many initiatives and products that did not succeed
as planned yet still lived on – lack of focus
– Reduced focus to a core set of products and iterated
continually to identify right price model and drive rapid
subscription growth
– Achieved profitability in 90 days, grew revenue by 80%
and exited to major PE backed competitor in 12
months
16. CCS
• Private Equity investment thesis is often predicated on transformational value creation
• Thesis was to productize knowledge previously delivered via custom software solutions into an
enterprise software solution delivered via the cloud
– Repeatable model requiring professional services for configuration/implementation – eliminating the need for
custom development
– Drivers for demand were regulatory compliance needs, better governance and risk management,and reduced
operating cost
– Company had a number of top 10 banks as customers (credibility and great references)
• What happened
– Big bank projects move very slowly and at their own pace
– Banks want to control IP and do“a lot of the work”
– Banks have multiple lending lines of business – many stake holders with competing agendas and high turn over
– Banking crisis 2007-2011
– Three generations of product and cusomter feedback resulting in industry leading straight through processing of
commercial loans
– Prudent management of resources (helps to have a banker as CEO) allowed company to pay down 100% of
debt and pay dividends, and return 100% of invested capital prior to sale in 2013 to strategic acquirer
17. Local Corp
• Victim of Exogenous Risk – aka Silver Bullet Risk
– Business had both customer and vendor concentration dependency on Google andYahoo
– They could at any time put us out of business – and they eventually did
• We tried Evolution:
– Stabilize and grow existing businesses while trying to reducing customer/partner
concentration and risk
– Incremental product offerings and constant iteration to test new ideas
• We tried Revolution:
– Develop new businesses (discontinuous innovation) while the old ones were under attack
• Launched mobile search product for carriers/MVNOs and won major accounts in 12 months
• Pivot legacy businesses so that they support new business around programmatic media arbitrage
19. In Conclusion…
• We discussed the following:
– A context and framework forTransformational
Value Creation using both evolution and revolution
– A process for implementing the framework
– Four real-life cases and lessons learned