The document discusses effective leadership and focuses on the key drivers of people, process, and strategy. It emphasizes communicating clearly, staying personally engaged through techniques like walking around, and ensuring broad participation. The goal is to make sure everyone understands their role and how it contributes to objectives, with a focus on applying the right approaches to the most important elements.
The document outlines an organizational planning process focused on synergy, alliances, and intentional change. It discusses developing strategic direction and operational execution plans to achieve performance targets. Key elements include assessing strengths/weaknesses, external trends, capabilities, operations, human capital, and implementing projects and communication to support the change journey.
Employee engagement in customer experience management, customer relationship skills, innovating differentiated customer experience See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
The document announces an upcoming training event on August 12-13, 2010 in Arlington, VA about internal controls and risk management strategies for government. The training will cover topics such as defining internal controls, conducting risk assessments, identifying control activities, and implementing ongoing monitoring processes. Attendees of the training include financial managers, analysts, CFOs, budget officers, program managers, and others interested in strengthening internal controls and reducing risks.
This document discusses common pitfalls that process improvement initiatives often face. It begins by noting that while process improvements initially generate excitement and progress, they frequently fail to create lasting change as motivation wanes over time. The document then outlines three key drivers of process improvement initiatives - purpose, process, and people - and examines common pitfalls within each area. These include a lack of leadership support, unrealistic expectations, not involving the right stakeholders, and poor change management. The document stresses that understanding potential pitfalls can help recovery efforts and recommends preventative strategies like clear communication, addressing employee concerns, and linking goals to business strategies to help ensure process improvement initiatives succeed.
The document discusses the strategic project office and its role as the central nervous system of an organization. It describes four states of an organizational central nervous system - reactive, trained, proactive, and adaptive - and how a strategic project office can help an organization improve its reflexes and performance by moving between these states. Key benefits of establishing a strategic project office include project portfolio management, human resource management, quality management, and knowledge management. Careful change management is needed when transitioning to a strategic project office.
The document discusses several challenges facing today's turbulent business environment, including greater uncertainty, increased competition, changing customer demands, and new technologies. It also identifies weaknesses in how many companies approach IT, such as not adequately including IT in business plans and strategies. A second section discusses barriers to effective strategy implementation, including people not understanding the strategy and a lack of alignment between strategies and budgets/incentives. The final sections provide frameworks for developing business strategies and conducting a SWOT analysis of an organization's IT capabilities.
The document outlines an organizational planning process focused on synergy, alliances, and intentional change. It discusses developing strategic direction and operational execution plans to achieve performance targets. Key elements include assessing strengths/weaknesses, external trends, capabilities, operations, human capital, and implementing projects and communication to support the change journey.
Employee engagement in customer experience management, customer relationship skills, innovating differentiated customer experience See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
The document announces an upcoming training event on August 12-13, 2010 in Arlington, VA about internal controls and risk management strategies for government. The training will cover topics such as defining internal controls, conducting risk assessments, identifying control activities, and implementing ongoing monitoring processes. Attendees of the training include financial managers, analysts, CFOs, budget officers, program managers, and others interested in strengthening internal controls and reducing risks.
This document discusses common pitfalls that process improvement initiatives often face. It begins by noting that while process improvements initially generate excitement and progress, they frequently fail to create lasting change as motivation wanes over time. The document then outlines three key drivers of process improvement initiatives - purpose, process, and people - and examines common pitfalls within each area. These include a lack of leadership support, unrealistic expectations, not involving the right stakeholders, and poor change management. The document stresses that understanding potential pitfalls can help recovery efforts and recommends preventative strategies like clear communication, addressing employee concerns, and linking goals to business strategies to help ensure process improvement initiatives succeed.
The document discusses the strategic project office and its role as the central nervous system of an organization. It describes four states of an organizational central nervous system - reactive, trained, proactive, and adaptive - and how a strategic project office can help an organization improve its reflexes and performance by moving between these states. Key benefits of establishing a strategic project office include project portfolio management, human resource management, quality management, and knowledge management. Careful change management is needed when transitioning to a strategic project office.
The document discusses several challenges facing today's turbulent business environment, including greater uncertainty, increased competition, changing customer demands, and new technologies. It also identifies weaknesses in how many companies approach IT, such as not adequately including IT in business plans and strategies. A second section discusses barriers to effective strategy implementation, including people not understanding the strategy and a lack of alignment between strategies and budgets/incentives. The final sections provide frameworks for developing business strategies and conducting a SWOT analysis of an organization's IT capabilities.
This document provides information about a project management training event titled "Project Management for Results" that will take place from June 7-11, 2010 in Arlington, VA. The training will cover project management methodologies from the PMBOK and teach skills like defining projects, tracking projects, managing scope and closing projects. Attendees will learn techniques for planning, organizing, estimating, scheduling and managing risk on projects. The training is eligible for 35 PDUs and 30 CPE credits.
WQD2011 - INNOVATION - Mashreq Bank - Improving the on-boarding experience fo...Dubai Quality Group
Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.
Business Readiness Assessment & Ocm PlatformEduardo Muniz
The document proposes an Organization/People Readiness Assessment and Change Management (OCM) Platform to help organizations successfully implement business transformation initiatives. The platform would conduct a business readiness assessment to diagnose an organization's preparedness and identify any capability gaps. It would then develop an action plan to strengthen weaknesses and ensure new processes and technologies fit the existing culture. The goal is for organizations to realize the full benefits of their investments in transformation strategies.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
This document provides an overview of experience mapping as a tool for healthcare organizations to understand and improve the patient experience. It discusses how mapping touchpoints across the patient journey can reveal opportunities to better meet expectations and enhance loyalty. Experience mapping involves interviewing patients to understand emotional needs and pain points, then prioritizing areas for improvement. The document uses Mayo Clinic as an example of an organization that excels at the patient experience through a culture of teamwork, patient-centered care, and continuous monitoring and improvement of the end-to-end experience.
The HR Technology MENA 2011 will give you the opportunity to hear from global and regional HR experts on what technologies and systems can do for HR departments in areas such as recruitment, learning, payroll, compensation & benefits, employee engagement, retention, workforce planning, reporting and many other areas.
www.hrtechmena.com
The document provides an overview of the consulting firm TokuSaku. It discusses TokuSaku's approach to project execution, which focuses on understanding all aspects of a client's situation and ensuring focus and alignment throughout a project. The document also outlines TokuSaku's services and techniques, including forms/methods and tools to ensure client success. Finally, it highlights advantages such as tailored solutions, solution-agnostic advice, and experienced professionals committed to delivering on time, budget, and scope.
This document advertises an in-person training event called "Administrative Professional Skills Week" held in August 2010 in Atlanta, GA. The 5-day training would provide administrative professionals skills to advance their careers, including how to build a professional development plan, use leadership and team building techniques, manage conflict and negotiation, and prioritize tasks with time management. Attendees would learn from seasoned presenters and earn up to 30 CPE credits. The training aimed to help administrative staff expand their roles, remain valuable employees, and increase their chances of career advancement during difficult economic times.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
KaplanResearch Quatitative Research CapabilitiesJack Jackson
KaplanResearch is an experienced healthcare market research firm that offers tried and true qualitative and quantitative methodologies. They have innovations like ReCAP and 10+100 designed to meet specific client needs. KaplanResearch understands the healthcare landscape and helps clients decide what to do with research findings through clear, actionable recommendations from their experienced researchers.
This document describes KaplanResearch, a market research firm that specializes in qualitative and quantitative services for healthcare clients. It highlights KaplanResearch's experience in the industry, innovative methodologies like telephone focus groups, ReCAP, and 10+100, and full suite of services including focus groups, interviews, surveys, and reporting. KaplanResearch aims to provide flexible, individualized attention to both large companies and startups to help clients understand their markets and make strategic decisions.
This document discusses the need for businesses to reinvent their business plans in a changing economic environment. It notes that signs of business development stalls can be difficult to detect early on. To overcome obstacles, businesses must closely monitor their results and trends, commit to possible changes, and develop new strategies around supply management, product innovations, customer targeting, and locating new sources of growth. A reinvented business plan should re-vision the business, products/services, target market, competitors, pricing, management team, funding, costs/profits, and exit strategy.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
This two-day training workshop provides attendees with a step-by-step guide to implementing activity-based costing (ABC) to improve financial performance and profitability. Over the course of the workshop, participants will learn how to develop and implement an ABC model, identify key cost components, collect necessary data, build the ABC cost model in Excel, integrate costing with other business systems, and create value within their organization using ABC analytics. The workshop includes case studies and exercises to help attendees apply the concepts to their own organizations.
The document describes key aspects of project execution and management. It discusses the procurement process, estimating costs, managing human resources and teams, addressing problems and conflicts, using motivation theory, implementing quality management, exercising project control through reporting and tracking, communicating with stakeholders, and managing scope creep. The procurement process involves drawing up requirements, obtaining quotes, generating purchase orders, and receiving/checking materials. Human resource management requires supervising teams, considering formation stages, and developing leadership skills. Problem solving techniques include confrontation, compromise, smoothing, withdrawal, and forcing. Motivation draws from Herzberg's theory. Project control uses baselines, tracking actual performance, and reporting variances. Communication involves status, progress, and forecast reports. Scope creep
The document summarizes the key stages and focus areas of a business transformation process for a telecom company. The process involves conducting a business audit to identify improvement areas, developing focus processes to diagnose issues like organizational culture and management systems, rolling out solutions across the organization, and institutionalizing the changes. The business audit would analyze performance, strategy, culture, processes, operations, marketing, sales and customer satisfaction. Implementation requires forming cross-functional teams and a steering committee to guide the transformation work at all levels of the organization. The goal is to achieve sustainable strategic and cultural changes that improve business results.
This document summarizes the results of a core competencies assessment across several key business areas for a company. Overall scores are provided on a scale of 1 to 5 for how well the company complies with best practices in each area, along with recommendations. The areas assessed include strategic planning, customer relationship management, lead generation, measurement, market research, sales, organizational development, human resources, systems and technology, and product development.
Presentation of the Brazilian Ruschel & Associados Ltda, the pioneer consulting firm in marketing and communications to sustainability from South America
The document discusses promoting artisanal products made by rural women and youth in Africa. It defines artisanal products as those produced by hand or with basic tools from sustainable materials. The Barefoot Seller initiative aims to encourage artisans by promoting their products domestically and internationally to find new markets and reduce poverty. It intends to boost demand through corporate fairs, exhibitions, and online sales, and improve supply by providing artisans workshops on skills, marketing, and infrastructure support to bridge gaps between customer wants and product availability. The goal is to empower and engage women and youth artisans economically and help restore cultural crafts.
This document provides information about a project management training event titled "Project Management for Results" that will take place from June 7-11, 2010 in Arlington, VA. The training will cover project management methodologies from the PMBOK and teach skills like defining projects, tracking projects, managing scope and closing projects. Attendees will learn techniques for planning, organizing, estimating, scheduling and managing risk on projects. The training is eligible for 35 PDUs and 30 CPE credits.
WQD2011 - INNOVATION - Mashreq Bank - Improving the on-boarding experience fo...Dubai Quality Group
Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.
Business Readiness Assessment & Ocm PlatformEduardo Muniz
The document proposes an Organization/People Readiness Assessment and Change Management (OCM) Platform to help organizations successfully implement business transformation initiatives. The platform would conduct a business readiness assessment to diagnose an organization's preparedness and identify any capability gaps. It would then develop an action plan to strengthen weaknesses and ensure new processes and technologies fit the existing culture. The goal is for organizations to realize the full benefits of their investments in transformation strategies.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
This document provides an overview of experience mapping as a tool for healthcare organizations to understand and improve the patient experience. It discusses how mapping touchpoints across the patient journey can reveal opportunities to better meet expectations and enhance loyalty. Experience mapping involves interviewing patients to understand emotional needs and pain points, then prioritizing areas for improvement. The document uses Mayo Clinic as an example of an organization that excels at the patient experience through a culture of teamwork, patient-centered care, and continuous monitoring and improvement of the end-to-end experience.
The HR Technology MENA 2011 will give you the opportunity to hear from global and regional HR experts on what technologies and systems can do for HR departments in areas such as recruitment, learning, payroll, compensation & benefits, employee engagement, retention, workforce planning, reporting and many other areas.
www.hrtechmena.com
The document provides an overview of the consulting firm TokuSaku. It discusses TokuSaku's approach to project execution, which focuses on understanding all aspects of a client's situation and ensuring focus and alignment throughout a project. The document also outlines TokuSaku's services and techniques, including forms/methods and tools to ensure client success. Finally, it highlights advantages such as tailored solutions, solution-agnostic advice, and experienced professionals committed to delivering on time, budget, and scope.
This document advertises an in-person training event called "Administrative Professional Skills Week" held in August 2010 in Atlanta, GA. The 5-day training would provide administrative professionals skills to advance their careers, including how to build a professional development plan, use leadership and team building techniques, manage conflict and negotiation, and prioritize tasks with time management. Attendees would learn from seasoned presenters and earn up to 30 CPE credits. The training aimed to help administrative staff expand their roles, remain valuable employees, and increase their chances of career advancement during difficult economic times.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
KaplanResearch Quatitative Research CapabilitiesJack Jackson
KaplanResearch is an experienced healthcare market research firm that offers tried and true qualitative and quantitative methodologies. They have innovations like ReCAP and 10+100 designed to meet specific client needs. KaplanResearch understands the healthcare landscape and helps clients decide what to do with research findings through clear, actionable recommendations from their experienced researchers.
This document describes KaplanResearch, a market research firm that specializes in qualitative and quantitative services for healthcare clients. It highlights KaplanResearch's experience in the industry, innovative methodologies like telephone focus groups, ReCAP, and 10+100, and full suite of services including focus groups, interviews, surveys, and reporting. KaplanResearch aims to provide flexible, individualized attention to both large companies and startups to help clients understand their markets and make strategic decisions.
This document discusses the need for businesses to reinvent their business plans in a changing economic environment. It notes that signs of business development stalls can be difficult to detect early on. To overcome obstacles, businesses must closely monitor their results and trends, commit to possible changes, and develop new strategies around supply management, product innovations, customer targeting, and locating new sources of growth. A reinvented business plan should re-vision the business, products/services, target market, competitors, pricing, management team, funding, costs/profits, and exit strategy.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
This two-day training workshop provides attendees with a step-by-step guide to implementing activity-based costing (ABC) to improve financial performance and profitability. Over the course of the workshop, participants will learn how to develop and implement an ABC model, identify key cost components, collect necessary data, build the ABC cost model in Excel, integrate costing with other business systems, and create value within their organization using ABC analytics. The workshop includes case studies and exercises to help attendees apply the concepts to their own organizations.
The document describes key aspects of project execution and management. It discusses the procurement process, estimating costs, managing human resources and teams, addressing problems and conflicts, using motivation theory, implementing quality management, exercising project control through reporting and tracking, communicating with stakeholders, and managing scope creep. The procurement process involves drawing up requirements, obtaining quotes, generating purchase orders, and receiving/checking materials. Human resource management requires supervising teams, considering formation stages, and developing leadership skills. Problem solving techniques include confrontation, compromise, smoothing, withdrawal, and forcing. Motivation draws from Herzberg's theory. Project control uses baselines, tracking actual performance, and reporting variances. Communication involves status, progress, and forecast reports. Scope creep
The document summarizes the key stages and focus areas of a business transformation process for a telecom company. The process involves conducting a business audit to identify improvement areas, developing focus processes to diagnose issues like organizational culture and management systems, rolling out solutions across the organization, and institutionalizing the changes. The business audit would analyze performance, strategy, culture, processes, operations, marketing, sales and customer satisfaction. Implementation requires forming cross-functional teams and a steering committee to guide the transformation work at all levels of the organization. The goal is to achieve sustainable strategic and cultural changes that improve business results.
This document summarizes the results of a core competencies assessment across several key business areas for a company. Overall scores are provided on a scale of 1 to 5 for how well the company complies with best practices in each area, along with recommendations. The areas assessed include strategic planning, customer relationship management, lead generation, measurement, market research, sales, organizational development, human resources, systems and technology, and product development.
Presentation of the Brazilian Ruschel & Associados Ltda, the pioneer consulting firm in marketing and communications to sustainability from South America
The document discusses promoting artisanal products made by rural women and youth in Africa. It defines artisanal products as those produced by hand or with basic tools from sustainable materials. The Barefoot Seller initiative aims to encourage artisans by promoting their products domestically and internationally to find new markets and reduce poverty. It intends to boost demand through corporate fairs, exhibitions, and online sales, and improve supply by providing artisans workshops on skills, marketing, and infrastructure support to bridge gaps between customer wants and product availability. The goal is to empower and engage women and youth artisans economically and help restore cultural crafts.
The Barefoot Seller is a social enterprise which aims to “bring Women Artisan Enterprise to scale” by making uniquely designed, artisanal products of aesthetic value available to the existing markets and developing new markets globally.
This document features photos from various photographers and suggests creating your own presentation using Haiku Deck on SlideShare. It displays photos from photographers Freddy Snijder, Jeff Attaway, Eric Rice, lauradinneen, MySign AG, and IamNotUnique as well as CIMMYT to inspire the creation of new presentations.
The document is a playbook from LinkedIn that provides 12 steps for top executives to become social leaders. It recommends that executives create a complete LinkedIn profile to engage with their network. It also suggests they control privacy settings to share the right level of information with their connections versus the public. Executives are encouraged to efficiently connect with important contacts and use LinkedIn to demonstrate leadership by engaging with customers, employees and thought leadership.
The Barefoot Seller is a story of artisans who have the wealth of their skills and the courage to see their dream come true. It is a social idea to eradicate poverty by supporting artisans round the globe through Artisanal Revolution.
This document lists various professional development trainings, seminars, and classes the individual has taken or plans to take related to work. These include topics like aseptic processing, hazardous materials training, quality systems like GMP and GLP, project management, auditing, and leadership development. It also lists many business and self-help related audio books they have listened to or plan to listen to covering areas such as leadership, personal development, investing and wealth building. Finally, several motivational and self-help books that have been read or are planned to be read are mentioned.
ProAppSys Software Company Overview Case studies and expertise.Pradeep Gudipati
ProAppSys Software provides SAP consulting and enterprise mobility solutions. It has over 60 years of combined experience in product development and high-end consulting. It focuses on developing enterprise applications for SAP products. ProAppSys has expertise in areas like SAP mobile platforms, identity and access management, and SAP services including ABAP, CRM, ERP and BI. It offers solutions for enterprise mobility, transportation management, and developing mobile apps for iOS, Android and other platforms. ProAppSys engages with customers using business models like onsite/offshore development, staff augmentation and fixed cost/time and material models.
This document provides 6 steps for building a strong recruiter brand on LinkedIn: 1) Choose a high-quality profile photo, 2) Write a descriptive headline, 3) Show genuine passion in your summary, 4) Create and share useful content, 5) Get recommendations and endorsements to showcase success, and 6) Personalize messages and respond quickly to candidates. Following these tips can help recruiters attract top talent by establishing themselves as experts and thought leaders on LinkedIn.
The document discusses the history and development of chocolate over centuries. It details how cocoa beans were first used as currency by the Maya and Aztecs before being transformed into a sweet confection by the Spanish in Europe. The text then outlines the global popularity and commercialization of chocolate in the 18th and 19th centuries as it became widely available and new production techniques emerged.
Business Development on LinkedIn for Staffing ProfessionalsDamien Harrison
The document provides strategies for staffing professionals to successfully recruit new clients using LinkedIn. It discusses building a strong personal brand on LinkedIn through an optimized profile, sharing status updates, and participating in groups. It also recommends leveraging features like Recruiter Professional Services to find and contact prospects, mentioning mutual connections to warm up cold outreach, and utilizing the alumni functionality to find second-degree connections based on shared alma maters. The overall aim is for staffing professionals to generate new leads and business by engaging their target audiences on LinkedIn.
This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves:
1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes.
2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements.
3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class.
The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.
Performance Ally is a software-as-a-service solution that enables organisations to make performance management something authentic, effective and capable of delivering to the bottom line. It keeps performance management on track, headed in the same direction as corporate strategy.
The document describes the Human Asset Performance Improvement (HAPI) model. The model conducts an assessment of an organization's current state, defines performance gaps, identifies root causes, and develops an understanding of organizational culture. It focuses on developing a continuous improvement mindset, linking people, strategy, and operations. The implementation process involves redefining work, reorganizing human capital, creating a performance management system, and modifying job descriptions. Sustainability requires ongoing education, aligning compensation with objectives, institutionalizing continuous improvement and the performance management system.
Middle Manager Development - Dave Litwiller - Nov. 22 2017Dave Litwiller
This document provides an overview of challenges facing middle managers in high-growth technology companies and strategies for developing middle managers. It discusses how middle managers must operate at the interface of strategy and tactics with cross-functional implications. It also outlines the three main roles of middle managers as achieving results, building values, and developing people. The document proposes developing middle managers internally is more effective than external hiring and provides a general framework for middle manager development programs.
This document provides information on how to conduct a customer perception review process to gain true insight into what customers really value about a supplier. The process involves diagnostic planning, interview training, interviews with customers, analysis of the interviews, and developing an action plan aligned with what customers need. Conducting this process enables businesses to understand what customers value at different levels of an organization and align offerings accurately, inform strategy and new product development, and create an effective action plan to improve performance.
Planning is an essential function for all organizations that involves determining objectives, strategies, and policies to achieve goals. It bridges the present to the future by making predictions and outlining steps for accomplishing targets. Effective planning is continuous, collaborative, and adaptable to changing conditions. Key elements include defining objectives, developing alternative strategies, evaluating options, selecting plans, implementing actions, and following up on results. Objectives should be clear, measurable, and support each other. Strategies are devised at corporate, business unit, and functional levels. Standing plans like policies, procedures, rules standardize repetitive tasks. Together, planning and controlling help organizations work towards continuous improvement.
The document discusses the role and value of a Certified Quality Professional (CQP) in an organization. It outlines five key areas where a CQP can influence an organization: 1) developing organizational purpose and strategy, 2) ensuring the adequacy of management systems, 3) promoting effective implementation of systems, 4) delivering required outcomes, and 5) supporting a culture of continual improvement. It provides an example of a CQP who helped develop tender processes and assessment tools for an engineering project to ensure clarity, objectivity, and stakeholder input. The ultimate test of a CQP's role is whether it meets the needs of quality professionals across sectors.
This document discusses the need for organizations to respond faster to change with lower risk. It presents several thinking tools to help align strategic decision making by integrating both logical analysis and intuitive understanding. Case studies are provided of how these tools have helped various clients clarify their strategic direction, align leadership teams, and develop unified plans of action to reshape business models in response to changing market conditions.
Total Quality Management (TQM) is a comprehensive, organization-wide effort to improve quality. It aims to meet customer needs and expectations through continuous process improvement. Key aspects of TQM include defining quality as customer satisfaction, using tools like flow charts, check sheets, histograms and control charts to identify quality issues and root causes, and emphasizing employee participation through quality circles and process improvement. The goal is long-term competitive advantage through reduced costs and higher customer satisfaction.
Strategies to Improve Employee Retention in a Diverse Workforce Part One: Eng...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
Join us for part one of this two-part webinar series and learn key steps to improving employee engagement through goal and development plans that allow everyone in your workforce to share the same vision of success and the tools to get them there.
TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...Steven Wardell
This document discusses leveraging network analysis to improve leadership development at Booz Allen Hamilton. It outlines how Booz Allen conducted a personal network analysis of its employees and identified that: 1) highly networked employees tend to be more satisfied and perform better, 2) a small number of individuals provide significant network benefits, and 3) employees tend to reach upward within their networks. Booz Allen has begun integrating the personal network analysis into leadership programs to help participants understand their networks and how to improve them. The goal is to accelerate leadership development and onboarding of new leaders.
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
The document discusses various aspects of management including the roles and responsibilities of managers at different levels, time management principles and techniques, and methods for developing managerial skills. It describes the figurehead, leader, liaison and other roles that managers play and the conceptual, managerial and technical skills required. It also outlines principles of effective time management such as goal setting, prioritization, and delegation. Managerial skill development can occur through on-the-job training methods like coaching, job rotation, and committee assignments.
- The document discusses how organizations can assess their level of socialness through examining leadership actions, management practices, communications protocols, and how well they listen to employees and customers.
- It also addresses how the modern workforce values social skills, collaboration, and technological competence, requiring companies to constantly evolve and innovate to engage this new workforce.
- The key is for organizations to listen more closely to internal and external conversations to better inform decision-making and bring new perspectives into the process.
Revised Overview Of Performance ReviewsDenise Tucker
This document provides an overview of performance reviews and management. It discusses that performance management is a process to ensure goals are met efficiently by looking at job descriptions, standards, expectations, ongoing dialogue, evaluation, and appraisal forms. It aims to achieve organizational outcomes, promote competent employees, improve marginal performance, help poor performers, and terminate chronic non-performers. The purpose is also to align individual goals with corporate objectives, increase manager-employee communication on performance, and identify employee strengths and areas for improvement in a fair and consistent manner. However, most traditional performance management systems are flawed as they rate too many employees as average or above average and do not provide tools to address poor performance or critical feedback. The document advocates for an alternative
Managing and improving operational delivery - National Audit Office process m...UK National Audit Office
This document discusses the National Audit Office's (NAO) work in assessing operational delivery and process management maturity across UK government organizations. The NAO has developed a Process Management Maturity Analytic tool consisting of 40 questions across 5 areas to evaluate how well organizations manage business operations. The NAO has found that UK government organizations are generally least mature in areas like understanding customer demand and empowering staff to continuously improve. Moving forward, the NAO aims to help close these performance gaps and share best practices both within the UK government and internationally.
Lean Software & Systems Conference - Business901 PresentationBusiness901
This is the Business901 presentation at the Lean Software and Systems Conference 2012. What I have learned from many of my podcast guests is how it started.
Darleen Witmer has over 30 years of experience in senior management roles involving customer service, financial services, healthcare, IT infrastructure support, and software development. She is skilled in strategic planning, project management, team building, and relationship management. Throughout her career, she has successfully led teams, managed projects, and improved customer satisfaction. She aims to utilize her leadership abilities and experience to benefit a new organization.
1. The What and How of
Effective Leadership
Learning the Key Ingredients that
Get Things Done
Dan Conrad
Sales & Marketing Vice President
2. What and How
Knowing what to do is the basic first
step in performing any job
Knowing how to do it is the difference
between success and failure
Knowing what to do produces efficiency
Knowing how produces effectiveness
3. What’s “What”?
In leadership, “What” is achieving the
goal or objective of the team
There are many “What’s” in a
leadership role
Use a “first things first” approach to
define those overarching principles that
drive the performance of any team
4. Key Drivers
There are many things that drive a
team, but the three key functional
elements of organizational performance
at the highest level are People,
Process, and Strategy
5. Key Drivers
People are most important. People get things
done
Process is the what enables people to do
their jobs. Work can’t be advanced through
an inadequate or broken process
Strategy is the master plan that combines the
skills and abilities of people and the process
capabilities of the organization to achieve a
business outcome
6. The How
Work is done by people utilizing
process to execute strategy
The goal is to ensure maximum
efficiency and effectiveness of the three
key drivers
7. The How
You must communicate effectively
You must know your people and your
business
Everyone must be on-board, engaged,
know what to do and how
They must understand how what they
do contributes to the team’s objectives
8. Organizing an Approach
Applying the most effective “how”
tactics to the most important “what”
elements of organizational performance
will drive the most consistently positive
results
9. People
Clear, concise, frequent, and personal
communications is essential
Use the correct mode for each purpose
and message
Be personally engaged
Strive to ensure maximum participation
across the organization
10. Process
Effective documentation
Cross organizational communications
Use of benchmarks
Root cause analysis
Customer-supplier model
Effective and frequent inspection
11. Strategy
Communicate strategy in terms of
measurable execution of activity
This creates a tie between the work people
do, the processes being used, and the
expected outcomes
Engagement taps bottoms up feedback
Participation brings the doers into the process
and introduces realism to the strategy
12. People
What
WHAT
People
• Direct, regular, and measured commu nications using a variety of media with
a bias oward face-to-face
t
• “Skip level” meetings with front line
Communications • Be approachable, direct, & honest
• Frequent and visible recognition of performance with emphasis on the
“how”
• 40-60% o your time is spen with people
f t
How
• Manage by Walking Around
• “Skip level” meetings with front line
Personal • Frequent, persona interaction and an open door policy
l
Engagement • Personal involvement in sk improvement, coaching, and feedback
ills
• Are the right people in the right jobs?
• Broadinvolvement ge nerates a diversity of useful opinions and views
• Maximum number of salespeo at or above quota to sustain consis
ple tent
Par
ticipation success
• Use skip level and manage by walking around techniques to stay engaged
13. Process
What
Process
• Playbook approch to docu
a mentation
• 80% o processbreakdown occurs at boundaryand interface, so cr ss
f o -organizational
commun ications on a regular and personalbasis is important
Communications • Regularly scheduled reviews with partner teams
• Attainment to goal and progressagains benchmarks is widely sha
s t red
How
• Employa “ customer-supplier” approach to all interactions. Estab who isthe
lish
Personal “customer” and who is the “ supplier” in every interaction and respect the needsof
Engagement others
• Always perform root cause analy to isola process breakdowns and fixes
sis te
• Inspect processes regularly. Cross organizational chan ca impact process
ge n
effectiveness by changing work assump tions and may demand adjustment to
s
Par
ticipation process
• Maintain awarenessof important metricsand use benchmarking to set targets for
meas urable improvement
14. Strategy
What
Strategy
• Clear, concise, articulation of strategy sha with all personnel at all levels made
red
relevant to eac area of responsi ility
h b
Communications • Goals& objectives, tactics, and strategy are all clearly and logically linked
• All goals are SMARTand benchmarked to illustrate attainment of the goa and l
define success
How
• Tact cal execution of the strategy is ens red through eng
i u agement and inspection
Personal • A bottoms upfeedback oop is esta
l blished to gain e warning of changing
arly
Engagement circumstances or wrong assump tions
• Concep and ideas tested with doers to establish sha ownership of the plan
ts red
and ensu relevance to actual day to day operations
re
Par
ticipation • Re al-time field intelligence from front line employees is gat
hered to shar en the
p
strategy and keep it current
15. Summary
People Process Strategy
• Direct, regular, and measu red • Playbook approch to docu
a mentation • Clear, concise, articulation of strategy
commun ications using a variety of • 80% o processbreakdown occurs at
f share with all personnel at all levels
d
media with a bias toward face-to-face boundary and in terface, so cross- made relevant to eac area of
h
• “Skip level” meetings with front line organizational commu nications on a responsi ility
b
• Be approachable, direct, & honest regular and persona bas is mportant
l is i • Goals& objectives, tactics, and strategy
Communications
• Frequent and visible recognition of • Regularly scheduled reviews with partner are all clearly and logically linked
performance with emphas on the
is teams • All goals are SMARTand benchmar ked to
“how” • Attainment to goal and progressagains
s t illustrate attainment of the goa and
l
• 40-60% o your time is spen with
f t benchm arks is widely sha red define success
people
• Manage by Walking Around • Employa “ customer-supplier” approachto • Tactcal execution of the strategy is
i
• “Skip level” meetings with front line all interactions. Esta
blish who isthe ensu through e
red ngagement and
• Frequent, persona interaction and an
l “customer” and who is the “ supplier” in inspection
Personal open doo policy
r every interaction and respect the needsof • A bottoms upfeedback oop is
l
Engagement • Persona involvement in sk
l ills others estab lished to gain early warning of
improvement, co ng, and feedback
achi • Always perform root cause analy to
sis changing circumsta nces or wrong
• Are the right people in the right jobs? isola process breakdowns and fixes
te assumptions
• Broadinvolvement ge nerates a diversity • Inspect processes regularly. Cross • Concep and ideas tested with doers to
ts
of usefu opinions and views
l organizational chan can imp process
ge act estab sha ownership of the plan
lish red
• Maximum number of salespeo at or
ple effectiveness by changing work and ensu relevance to actual day to
re
above quota to ustain con
s sistent assumption and may demand
s day opera tions
Par
ticipation success adjustment to process
s • Re al-time field intelligence from front
• Use skip level and mana by walking
ge • Maintain awarenessof important metrics line em ployees is gathered to sharpen
around techniques to stay eng aged and usebenchmar king to set targets for the strategy and keep it cu rrent
meas urable improvement
16. Summary
Focus on the key business drivers -
People, Process, and Strategy
Communicate, stay personally involved,
and make sure everyone participates
Know your job, your people, and know
your business
Editor's Notes
Every job has a “what” and a “how.” Even before you take a job, you probably have a pretty good idea of the “what.” You may have a good idea of “how” you’re going to do the job, but most of the time it’s something you learn as you go. Knowing what to do produces efficiency. The better you get at segmenting, prioritizing, and organizing tasks the more efficient you will become. Simply knowing what to do is clearly important. But a lot of people know what needs to be done and but may struggle with how to actually do it. And it’s not just knowing how something is done, but truly knowing the best and most effective way. It short cuts trial and error and provides a straight line to results.
So far I’m sure all of this is nothing earthshaking. You’re probably thinking, “this is just common sense.” But when you’re talking in general terms about a subject as broad, personal, and potentially nebulous as leadership, you have to start with some basic definitions. What, exactly, is the “what” of leadership? What is the basic goal of a leader? I propose that it is organizing, managing, and ensuring the execution of work to achieve an outcome. In reality, of course, it is more complex and granular than that. There are dozens if not hundreds of sub tasks leaders perform. Steven Covey, the famous “Seven Habits” author and efficiency guru reminded us to put “first things first.” In that spirit, allow me to propose that there are three basic drivers of performance in an organization.
The three key functional drivers of organizational performance are: People Process Strategy These are the three things that leaders utilize to achieve results.
Of these three, People are most important. We can brainstorm, experience flashes of insight, and create brilliant plans, but in the end it is people who make things happen. Without people, there is no one to execute our strategy or follow even the best of plans. Collectively, process represents the mechanisms, both social and physical, that combine to produce an outcome. It’s the digestive system of the python converting the pig to energy or waste. Processes are the tools and direction that coordinate work. Our processes have to respect the skills and abilities of our people. If our people are incapable of understanding and using existing processes, they will fail and the organization will fail. Strategy is the master plan. Ideally, it takes into consideration and respects the capabilities of our people, and acknowledges the capacity and limitations of our process. If our strategy overestimates either people skills or organizational process capacity, it will fail.
The How is always the secret sauce in getting work done and in leadership itself. It starts with realizing that work is done by people, utilizing a process to execute a strategy. As we said, leadership is the art and science of getting and keeping these three drivers in sync, keeping in mind that achievement of your goals depends on both efficiency and effectiveness. Efficiency is how quickly we can gets something done and effectiveness is how successful we can be at it.
Communication plays a critical role in managing people, process, and strategy. As a leader, you must know your people and know your business. That can only be achieved through real engagement. Superficial awareness of what’s going on can lead to disaster. Not only do YOU need to be engaged, so does everyone in your organization. Further, the better your people understand the goals of the organization, the means through which it is to be achieved, and their own personal role in it, the more likely success becomes.
Applying the best communications practices and personal engagement to address people, process, and strategy, and getting everyone on the the same page is the best way to produce consistently positive results.
If People are indeed the most important “what” element, then is it surprising that communicating effectively is so important? Communications must be clear; it has to be understandable and something to which the target audience can relate. Communicating arcane financial acronyms to field service technicians will probably be a poor way to explain about the need for growth in profits. Communications must also be concise - just long enough to effectively do the job. You will lose people along the way with a long message. And the most effective means is always personal, although it may not always be the most practical. You have lots of means at your disposal - email, voice mail, blogs, postings, newsletters, etc. Consider the message and the impact and choose what’s best. With people, staying personally engaged increases the likelihood that people will pay attention. You also make your communications two-way, gaining instant feedback and instant confirmation that your message has been understood. Finally, the goal of communicating with people is to enable their participation in executing the plan. The more people understand and accept the goals and the means to achieve them, the more likely it is that they will participate.
Process is the second key business driver Effective communication impacts process in the form of clear, accurate, and up-to-date documentation. Creating and maintaining playbooks that serve as a common cross-organizational references helps ensure a good understanding of roles and responsibilities. Having meetings to inspect workflow and process adherence is also a good idea. Most processes have natural benchmarks in the form of hand-offs between people or organizations. If possible, add benchmarks that reflect quantifiable progress in the advancement of a project or piece of work to compare with assumptions in the design of the process. This will also help you in conducting root-cause analysis when flaws or gaps in process are detected. A good way to improve inter-organizational workflow is to implement something called the customer-supplier model. This is simply a distinction made in every interaction where one party is the customer and the other is the supplier. This could flip-flop depending on circumstance. Treating partners the way you would treat a customer helps ensure they will treat you the same way when roles are reversed. The key to maintaining the heath and relevance of any process is effective and frequent inspections, usually involving all parties and stakeholders.
Strategy may typically be complicated, filled with jargon, and sometimes detached from day to day operations. Strategy, instead, should be very clearly tied to the daily functions of the business and part of everyday life for the people doing the work. The best strategy is one that people can easily associate with the job they do and their part in the larger process. When people understand and can relate to the plan, they can give you feedback that makes sense and helps you make adjustments based on real world experience. That’s assuming, of course, that you are talking to them. As people become involved, and see their role in the tactical plan and how it feeds up to the strategic plan, their participation and contribution will drive their behavior and make them participants rather than disconnected observers.
Here is a summary of what we touched on in the area of applying the practices of communications, personal engagement, and participation to the key business driver represented by People. Clear, effective, targeted communications makes people more productive and has the added benefit of improving individual and team morale. People see their role and their contributions more clearly. Personal engagement is critically important as it often represents a two way street that lets you see and experience first hand the opinions and concerns of people. It puts you on display as a caring, involved leader as opposed to someone who merely presides over an organization. When people see that YOU are engaged, the greater the chance that they will also see their role in a different light. Having people doing the best job they can do for the sake of meeting a personal obligation to you and to the business is far better than having people operate out of either fear or greed.
Like People, Process is also a key business driver. The three management practices of Communications, Personal Engagement, and Participation can be applied to sustain and improve processes. Documentation and communications of processes to all members of the team, and especially across organizations, is critical. 80% of all process failure occurs at the boundary and interface between organizations, Effort invested in promoting and maintaining a shared understanding of everyone’s role in deliverables is time well spent. Benchmarking, and the sharing or results and progress against clearly communicated goals goes beyond tracking and management and reinforces morale and a sense of contribution and ownership. Engagement opens your eyes as a leader to what’s really going on, and elevates your standing among team members. Setting expectations with regard to team cooperation and support also pays dividends. Inspection goes beyond the perusal of data and spreadsheets. Really effective inspection seeks to validate and confirm what data merely suggests. Meeting with and talking to people is the best way to inspect the performance of a process.
Strategy, the third business driver, relies on a trained, able, and informed workforce, properly equipped and supported with stable, efficient processes. In some environments, Strategy can be an arcane, disconnected expression of mission statements and marketing language that inspires no one and certainly doesn’t offer a clue as to how it should or could be executed or what it will produce. A good strategy supports specific goals whose achievement is quantified and measurable, and is tied to a tactical plan that gives the field specific steps and activities to follow. Personal engagement ensures that what the plan presumed, is correct, and that what was expected in terms of results is being achieved. Engagement gives you a first hand view of the action, and if changes are needed you’ll have a better handle on what to do from front line feedback. When people are engaged they understand how their actions support the tactics that in turn enable the success of the strategy which in turn helps the company achieve clear and measurable objectives.
There are certainly many more things needed to bring about success as a leader, I do believe, however, that a high level set of recommendations such as these will help you. Communicating effectively and clearly, tying people, process, and strategy together, and increasing your personal involvement and engagement as a leader can only help increase your success and that of your team.
In closing, ask yourself: Do I have the functional skills needed to be successful? Do I know the mechanics of my job and of those of my team? Do I know my companies products and their application? Do I work to improve my business skills? Do I know the structure, processes, and functions of the business and my role in it? Most important, do I know how the business makes money? Do I work to develop my management skills? Can I organize, direct, inspect, and drive the performance of others? Am I dedicated to the principles of leadership? Do I embrace my obligations and do I exhibit honesty and integrity? These are the unwritten tenants of leadership. Good luck in building a great team!