Value Proposition- Key Competencies
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What can I bring to the table as a future employee? A visual guide to the competencies I can use to enhance a business.
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Strategic thinking 
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
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Strategic Thinking
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2) Conducting thorough risk assessments and change impact analyses to develop realistic plans that account for complexity across functions, processes, systems, locations and stakeholder groups.
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Strategic thinking
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The document discusses strategic thinking and provides guidance on how to structure the strategic thinking process. It defines strategic thinking as establishing a plan to go from the current state to the desired goal. The strategic thinking process involves analyzing the current status, identifying opportunities and threats, determining desired and undesired outputs, and structuring problems. It recommends using tools like root cause analysis to structure problems and benefit-cost analysis to find solutions. The process of finding solutions involves developing hypotheses, gathering data, testing hypotheses, and drawing conclusions. Overall, the document provides a framework to guide strategic thinking from problem identification to solution development.
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This document discusses strategy execution and provides tips for improving it. It emphasizes that a strategy is only as good as its execution, and that successful execution requires setting up an organizational environment that aligns with and drives the strategy. This includes focusing on structure and processes, culture and values, people, and measurements and incentives. It also stresses the importance of effectively communicating the strategy to build knowledge and engagement throughout the organization.
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This document discusses strategies for establishing a successful shared services center (SSC) or global business services (GBS) organization. It emphasizes the importance of:
1) Clarifying the purpose and goals of the SSC to ensure alignment with business strategy and stakeholder needs.
2) Conducting thorough risk assessments and change impact analyses to develop realistic plans that account for complexity across functions, processes, systems, locations and stakeholder groups.
3) Building high-quality transition teams with the right skills, capabilities and change management experience to navigate the complex "human" aspects of change. Active sponsorship, communication and relationship-building are also vital.
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This document provides an overview of strategic thinking and analysis techniques. It discusses performing internal and external analyses to understand an organization's current position. Key frameworks covered include SMART goals, playing field analysis considering factors like time and money, and analyzing external DESTEPL factors related to demographics, economics, technology, etc. The document also discusses strategic planning, stakeholder analysis, and using tools like SWOT analysis to identify improvements. The overall summary is that the document outlines various frameworks and techniques for conducting a strategic analysis of an organization to understand its current position and identify opportunities.
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Here are some key things that excite me as a leader:
1. Developing and empowering others to reach their full potential. I find it extremely rewarding to help people grow in their skills and careers.
2. Tackling complex challenges and problems. I enjoy the process of analyzing difficult situations, developing innovative solutions, and driving results.
3. Building high-performing teams. Bringing together individuals with diverse strengths and backgrounds to work towards a common goal in a collaborative way is very motivating.
4. Achieving meaningful goals and objectives. I'm energized by setting an ambitious vision and strategy, then executing on it to deliver tangible outcomes and impact.
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The document discusses organizational effectiveness and managerial effectiveness. It covers topics like the criteria for measuring organizational effectiveness including goal approach, behavioral approach, and strategic constituencies approach. It also discusses factors that influence organizational effectiveness like strategy, technology, people, and structure. When discussing managerial effectiveness, it examines individual characteristics, managerial job dimensions, and organizational results. It analyzes approaches like the managerial grid and roles of the person, the process, and the product in managerial effectiveness. Current practices for developing and measuring managerial effectiveness in industries and governments are also outlined.
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The document provides information about management development programs and courses offered by DePaul University's Management Development Center. It summarizes several certificate programs focused on business skills like the MBA Primer, Entrepreneurship, Business Analysis, Strategic Management, Six Sigma Green Belt, Supply Chain Management, Purchasing and Supply Management, Supplier Diversity, Basic Management Skills, and Business Essentials. It also includes a registration form for the programs.Job description
PYLON is a leading talent search company in India established in 2004. They specialize in sourcing, assessing, and placing exceptional talent that fits their client's culture and business strategy. They have developed a reputation for excellent service in industries such as IT, banking, insurance, BPO/KPO, telecommunications, and pharma/life sciences.
The job posting is for a Manager position at a Big 4 consulting firm in their human capital practice in Mumbai, India. Responsibilities include client management, project delivery leadership, knowledge management contributions, people management, thought leadership, and business development. The ideal candidate has an MBA and relevant work experience, with skills in domains, leadership, client relationships, and project management
Job description
PYLON is a leading talent search company in India established in 2004. They specialize in sourcing, assessing, and placing exceptional talent that fits their client's culture and business strategy. They have developed a reputation for excellent service in industries such as IT, banking, insurance, BPO/KPO, telecommunications, and pharma/life sciences.
The job posting is for a Manager position at a Big 4 consulting firm in their human capital practice in Mumbai, India. Responsibilities include client management, project delivery leadership, knowledge management contributions, people management, thought leadership, and business development. Qualifications required include an MBA, relevant work experience, domain expertise, and strong relationship and communication skills.
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Similar to Value Proposition- Key Competencies (20)
Developing Talent Solutions Aligned with Business Strategies
Developing Talent Solutions Aligned with Business Strategies
Developing Talent Solutions Aligned with Business Strategies
Developing Talent Solutions Aligned with Business Strategies
Decision making ch 11 creativity in decision making
Decision making ch 11 creativity in decision making
DePaul CPE Management Development Center Program and Course Guide 2013
DePaul CPE Management Development Center Program and Course Guide 2013
Value Proposition- Key Competencies
- 1. Innovative Problem Solver • Not confined by current paradigms. • Works cooperatively to produce innovative solutions. • Out-of-the-box methodologies • Committed to goals, able to overcome obstacles. • Effective making critical/ timely decisions in difficult situations. Leadership Strategic Thinker • Lead by example. • Differentiate between the ends • Encourage personal and and the means. professional growth. • Grasp big picture. • Continuous path to self- • Skilled judgment and risk improvement. taking. • Focus on personal credibility • Forward-looking, anticipating and accountability. implications and consequences, • Organizational awareness. planning accordingly. Cristin Charlap Business Process Strategist charlap@gmail.com c: 603.848.8943 Process Improvement Tactical Approach • Develop better and more • Perform quality and competent efficient ways to complete tasks tasks. while recognizing cost savings. • Needs analysis, Risk • Seek occasions to master new assessment / management, knowledge and further identify Contingency planning and opportunities. Milestone management. • Propose new approaches, methods or techniques. Skilled Communicator • Effective communicating with all levels of the organization. • Express ideas clearly. • Influence others to translate vision into action. • Thorough understanding of timing needed when to escalate critical issues.