1. The document discusses a case where an IT implementation project at a call center was facing challenges with select employee groups due to a lack of understanding of individual traits and how they impact change tolerance.
2. It introduces the concept of a "Worker's Microcosm" framework to gain a holistic understanding of workers' profiles, performance drivers, interests and how they align with job design and corporate systems before implementing changes.
3. Applying this framework through behavioral assessment tools during an ERP integration project helped identify the most compatible workers for specific process roles, improving performance synergy and project success.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
A copyright protected process driven approach to the role of the contemporary SME MD helping imporve balance, alignment, focus and performance in todays dynamic business environment
Enterprise Governance: The Impact of Enterprise Governance on Effective Proje...Zulkefle Idris
3rd Speaker Slide - "Enterprise Governance: The Impact of Enterprise Governance on Effective Project Delivery" by Mohamed Sidique Abdul Hamid, Principal Coach Certified in Governance of Enterprise IT (CGEIT - ISACA).
Think ITSM presents: Service Desk Respect and Improvement CatalystsIT Service and Support
The document discusses how service desks are often seen as undervalued parts of IT departments, known as the "Rodney Dangerfield of IT", and outlines challenges they face with management, organizations, and employee morale. It argues that service desks provide value through their economic impact in reducing IT costs, their organizational impact by being the face of IT, and their impact on other IT processes. The presentation provides tools and frameworks for service desks to better define, measure, and communicate their value.
The document introduces the Resource Management Maturity Model (RMMM), which defines five levels of increasing process sophistication and effectiveness for resource and capacity management. The RMMM is intended to help organizations align their resource information needs with their level of project and portfolio management process and technology maturity. It provides a framework to assess current maturity, identify opportunities for improvement, and guide selection of resource management solutions.
The document discusses levels of IT-enabled business transformation from localized exploitation to business scope redefinition. It compares the five levels in terms of their distinctive characteristics, major strengths and potential weaknesses, and management challenges. The levels range from leveraging IT functionality to redesign focused areas to redesigning key business processes and networks. Higher levels indicate greater benefits but require more organizational changes.
The document discusses integrated succession, exit, and transition (S.E.T.) planning services. It describes the three key components of S.E.T. planning - succession planning, exit planning, and transition planning. It then outlines the S.E.T. planning process, which involves customized planning, value enhancement recommendations, selecting a transfer method, and developing personal and business action plans.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
A copyright protected process driven approach to the role of the contemporary SME MD helping imporve balance, alignment, focus and performance in todays dynamic business environment
Enterprise Governance: The Impact of Enterprise Governance on Effective Proje...Zulkefle Idris
3rd Speaker Slide - "Enterprise Governance: The Impact of Enterprise Governance on Effective Project Delivery" by Mohamed Sidique Abdul Hamid, Principal Coach Certified in Governance of Enterprise IT (CGEIT - ISACA).
Think ITSM presents: Service Desk Respect and Improvement CatalystsIT Service and Support
The document discusses how service desks are often seen as undervalued parts of IT departments, known as the "Rodney Dangerfield of IT", and outlines challenges they face with management, organizations, and employee morale. It argues that service desks provide value through their economic impact in reducing IT costs, their organizational impact by being the face of IT, and their impact on other IT processes. The presentation provides tools and frameworks for service desks to better define, measure, and communicate their value.
The document introduces the Resource Management Maturity Model (RMMM), which defines five levels of increasing process sophistication and effectiveness for resource and capacity management. The RMMM is intended to help organizations align their resource information needs with their level of project and portfolio management process and technology maturity. It provides a framework to assess current maturity, identify opportunities for improvement, and guide selection of resource management solutions.
The document discusses levels of IT-enabled business transformation from localized exploitation to business scope redefinition. It compares the five levels in terms of their distinctive characteristics, major strengths and potential weaknesses, and management challenges. The levels range from leveraging IT functionality to redesign focused areas to redesigning key business processes and networks. Higher levels indicate greater benefits but require more organizational changes.
The document discusses integrated succession, exit, and transition (S.E.T.) planning services. It describes the three key components of S.E.T. planning - succession planning, exit planning, and transition planning. It then outlines the S.E.T. planning process, which involves customized planning, value enhancement recommendations, selecting a transfer method, and developing personal and business action plans.
The document describes various types of organization structures including functional, divisional, matrix, hybrid, and emerging structures. It provides details on each type of structure such as their advantages and disadvantages. It also includes an organization chart for ABC Inc. that shows examples of a divisional structure with multiple directors reporting to the chairman.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
Improving business performance through the recession: Are your HR systems fit...Softworld
Chris Murray and Andrew Knight, HR Technology Consulting, PricewaterhouseCoopers
Practical advice on using HR technology to deliver business strategy, maximise return on investment and gain competitive advantage as you exit the recession.
Peter Watson's Presentation on Talent Retention at the 2011 HR Summitpkwatson2099
What actions can you take to retain the top talents in your organisation? There are hundreds of options but your resources are limited and so sorting out which ones will have the maximum impact is absolutely critical for the success of your HR strategy. See examples of how I addressed talent retention with organisational development activities as well as targeted programs. However, one critical success factors operates across all interventions - the positive engagement and involvement of the immediate manager. Find out more and see if these actions can help your organisation.
This introduction to Strategic Agility summarizes insights for the necessity to change business practices to succeed in a world where competitive advantages are now fleeting.
CHANGES IN LABOR MARKETS AND EMPLOYEE CHARACTERISTICSDimitrios Kordas
This document summarizes a group assignment on changes in labor markets, company strategies, and employee characteristics and preferences. It provides an introduction on the importance of employee development for competitive advantage. It then presents a model showing how companies acquire critical assets that become valuable resources to sustain competitive advantages. Finally, it analyzes several case studies on changes in different industries and markets, how companies adapted their employment strategies, and evolving employee needs and preferences.
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthDavid Baker
1. The document discusses the similarities between enterprise architecture (EA) and governance, risk, and compliance (GRC) approaches and how EA techniques can help address complications that arise in implementing GRC programs.
2. Key issues that GRC programs face include fragmented risk views, work performed in silos, ensuring compliance with boundaries, and overreliance on checklists.
3. EA can help with these issues by linking risk management to strategy, providing a holistic operating model, establishing an "EA constitution" to guide compliance, and managing by outcomes rather than checklists. The document argues that GRC and EA ultimately work toward the same goals.
This document discusses building a change-capable organization. It notes that coping with change is the top concern for CEOs and nearly 50% lack confidence in their organization's ability to manage changes. Additionally, two-thirds of organizations report being near or at a point of change saturation. The document proposes that developing change capabilities throughout an organization can help build responsiveness to change, which is a competitive advantage. It outlines PeopleFirm's strategy for building a change-capable organization based on growing resilient change capabilities, building expertise, embedding change into the culture, and tailoring the approach to each client's unique needs.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
This document discusses how building an organization capable of managing constant change is a top concern for CEOs. Nearly 50% of executives lack confidence in their organization's ability to adapt to changes and 50% feel their culture is not adaptive enough. While organizations are improving their ability to manage change, the speed and complexity of changes are increasing. PeopleFirm provides a proven strategy for organizations to build change capability through growing resilient change capabilities, embedding change expertise throughout the organization, focusing projects on enterprise change, and growing a change-competent workforce.
Using Business Architecture To Drive Business ServicesDavid Baker
The document discusses using business architecture to identify business services. It begins by explaining the roles of technical, enterprise, and business services. It then provides an example service model for a financial services company. The document emphasizes that the operating model and business capabilities should drive service identification, not technical requirements. It provides guidance on engaging business stakeholders, developing a business architecture, and integrating services with enterprise architecture governance. The overall message is that a business-driven approach focusing on capabilities, not technical solutions, is needed to properly identify business services.
The document provides guidance on creating an enterprise architecture (EA) roadmap to transition from a current to a future state. It discusses identifying gaps, grouping changes into initiatives, prioritizing initiatives, justifying initiatives, sequencing initiatives, and laying out the roadmap. The roadmap sequences initiatives over multiple years to deliver capabilities incrementally and address risks, with the goal of providing clear guidance to stakeholders on the path forward.
Marvin 'Glenn' Graves is a customer-focused business leader with over 30 years of experience in telecommunications and IT. He excels in challenging environments and influences partners and stakeholders to support business goals. Graves has led large-scale operational changes that improved customer experiences, increased revenue, and reduced costs. His international experience has given him insights into different business cultures.
Is your organization nimble and responsive to change? Do you have a plan for enhancing your change capacity? Are you building internal change management teams, methodology, governance models, competencies?
We provide reliable solutions to turn agencies in chaos into order. We examine every aspect of the project cycle from people to process to finances. We clarify roles, reset expectations, and open communication to resolve conflicts. Our holistic approach includes a 360 internal immersion and stakeholder integration to develop and execute an implementation plan that measures success against preset criteria.
The document discusses the importance of IT financial management in running IT successfully. It outlines key components of the IT financial management lifecycle including planning, budgeting, accounting, chargebacks, spend analysis, and portfolio management. Adopting these practices and using tools to support them can help optimize costs, ensure alignment between IT and business objectives, and deliver value from IT investments.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
The document describes TakeON!, a flexible system and process designed to connect an organization's strategy to day-to-day operations. It involves regular team discussions around key business themes to generate ideas and actions. The goal is to build internal capability and create a culture of continuous improvement. TakeON! is proven to deliver tangible results such as increased sales, staff engagement, innovation, and collaboration. It provides organizations with tools and resources to tackle important challenges in a manageable way.
Este documento describe el proceso de resalveo de conversión para pasar de un monte bajo a uno alto. Consiste en eliminar selectivamente algunos árboles para crear una estructura de fustal sobre cepas que sea más estable a largo plazo y permita usos alternativos como la caza o el ganado. Se recomienda realizar los resalveos a finales del verano o principios de otoño, en pequeñas parcelas para minimizar el impacto, y dejando una distancia máxima entre árboles de 1/4 de su
This document provides information about various health career options. It discusses why health careers are a good choice due to job security, job satisfaction from helping others, and versatility. The document then lists and briefly describes over 15 different health profession options, including doctors, nurses, physical therapists, veterinarians, dentists, and more. It provides some details on physical therapy, sports medicine, public health, different types of doctors and nurses. The document concludes by offering tips for courses to take in high school or community college that could help prepare for a health career, and recommends studying abroad, volunteering, and asking questions.
The document describes various types of organization structures including functional, divisional, matrix, hybrid, and emerging structures. It provides details on each type of structure such as their advantages and disadvantages. It also includes an organization chart for ABC Inc. that shows examples of a divisional structure with multiple directors reporting to the chairman.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
Improving business performance through the recession: Are your HR systems fit...Softworld
Chris Murray and Andrew Knight, HR Technology Consulting, PricewaterhouseCoopers
Practical advice on using HR technology to deliver business strategy, maximise return on investment and gain competitive advantage as you exit the recession.
Peter Watson's Presentation on Talent Retention at the 2011 HR Summitpkwatson2099
What actions can you take to retain the top talents in your organisation? There are hundreds of options but your resources are limited and so sorting out which ones will have the maximum impact is absolutely critical for the success of your HR strategy. See examples of how I addressed talent retention with organisational development activities as well as targeted programs. However, one critical success factors operates across all interventions - the positive engagement and involvement of the immediate manager. Find out more and see if these actions can help your organisation.
This introduction to Strategic Agility summarizes insights for the necessity to change business practices to succeed in a world where competitive advantages are now fleeting.
CHANGES IN LABOR MARKETS AND EMPLOYEE CHARACTERISTICSDimitrios Kordas
This document summarizes a group assignment on changes in labor markets, company strategies, and employee characteristics and preferences. It provides an introduction on the importance of employee development for competitive advantage. It then presents a model showing how companies acquire critical assets that become valuable resources to sustain competitive advantages. Finally, it analyzes several case studies on changes in different industries and markets, how companies adapted their employment strategies, and evolving employee needs and preferences.
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthDavid Baker
1. The document discusses the similarities between enterprise architecture (EA) and governance, risk, and compliance (GRC) approaches and how EA techniques can help address complications that arise in implementing GRC programs.
2. Key issues that GRC programs face include fragmented risk views, work performed in silos, ensuring compliance with boundaries, and overreliance on checklists.
3. EA can help with these issues by linking risk management to strategy, providing a holistic operating model, establishing an "EA constitution" to guide compliance, and managing by outcomes rather than checklists. The document argues that GRC and EA ultimately work toward the same goals.
This document discusses building a change-capable organization. It notes that coping with change is the top concern for CEOs and nearly 50% lack confidence in their organization's ability to manage changes. Additionally, two-thirds of organizations report being near or at a point of change saturation. The document proposes that developing change capabilities throughout an organization can help build responsiveness to change, which is a competitive advantage. It outlines PeopleFirm's strategy for building a change-capable organization based on growing resilient change capabilities, building expertise, embedding change into the culture, and tailoring the approach to each client's unique needs.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
This document discusses how building an organization capable of managing constant change is a top concern for CEOs. Nearly 50% of executives lack confidence in their organization's ability to adapt to changes and 50% feel their culture is not adaptive enough. While organizations are improving their ability to manage change, the speed and complexity of changes are increasing. PeopleFirm provides a proven strategy for organizations to build change capability through growing resilient change capabilities, embedding change expertise throughout the organization, focusing projects on enterprise change, and growing a change-competent workforce.
Using Business Architecture To Drive Business ServicesDavid Baker
The document discusses using business architecture to identify business services. It begins by explaining the roles of technical, enterprise, and business services. It then provides an example service model for a financial services company. The document emphasizes that the operating model and business capabilities should drive service identification, not technical requirements. It provides guidance on engaging business stakeholders, developing a business architecture, and integrating services with enterprise architecture governance. The overall message is that a business-driven approach focusing on capabilities, not technical solutions, is needed to properly identify business services.
The document provides guidance on creating an enterprise architecture (EA) roadmap to transition from a current to a future state. It discusses identifying gaps, grouping changes into initiatives, prioritizing initiatives, justifying initiatives, sequencing initiatives, and laying out the roadmap. The roadmap sequences initiatives over multiple years to deliver capabilities incrementally and address risks, with the goal of providing clear guidance to stakeholders on the path forward.
Marvin 'Glenn' Graves is a customer-focused business leader with over 30 years of experience in telecommunications and IT. He excels in challenging environments and influences partners and stakeholders to support business goals. Graves has led large-scale operational changes that improved customer experiences, increased revenue, and reduced costs. His international experience has given him insights into different business cultures.
Is your organization nimble and responsive to change? Do you have a plan for enhancing your change capacity? Are you building internal change management teams, methodology, governance models, competencies?
We provide reliable solutions to turn agencies in chaos into order. We examine every aspect of the project cycle from people to process to finances. We clarify roles, reset expectations, and open communication to resolve conflicts. Our holistic approach includes a 360 internal immersion and stakeholder integration to develop and execute an implementation plan that measures success against preset criteria.
The document discusses the importance of IT financial management in running IT successfully. It outlines key components of the IT financial management lifecycle including planning, budgeting, accounting, chargebacks, spend analysis, and portfolio management. Adopting these practices and using tools to support them can help optimize costs, ensure alignment between IT and business objectives, and deliver value from IT investments.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
The document describes TakeON!, a flexible system and process designed to connect an organization's strategy to day-to-day operations. It involves regular team discussions around key business themes to generate ideas and actions. The goal is to build internal capability and create a culture of continuous improvement. TakeON! is proven to deliver tangible results such as increased sales, staff engagement, innovation, and collaboration. It provides organizations with tools and resources to tackle important challenges in a manageable way.
Este documento describe el proceso de resalveo de conversión para pasar de un monte bajo a uno alto. Consiste en eliminar selectivamente algunos árboles para crear una estructura de fustal sobre cepas que sea más estable a largo plazo y permita usos alternativos como la caza o el ganado. Se recomienda realizar los resalveos a finales del verano o principios de otoño, en pequeñas parcelas para minimizar el impacto, y dejando una distancia máxima entre árboles de 1/4 de su
This document provides information about various health career options. It discusses why health careers are a good choice due to job security, job satisfaction from helping others, and versatility. The document then lists and briefly describes over 15 different health profession options, including doctors, nurses, physical therapists, veterinarians, dentists, and more. It provides some details on physical therapy, sports medicine, public health, different types of doctors and nurses. The document concludes by offering tips for courses to take in high school or community college that could help prepare for a health career, and recommends studying abroad, volunteering, and asking questions.
This document discusses the role and value of a Program Management Office (PMO) based on two case studies. It provides definitions of a PMO and discusses how the Capability Maturity Model Integration (CMMI) framework can help guide a PMO. Case Study 1 details a major telecommunications company's efforts to establish a PMO and adopt CMMI level 3 processes, which faced challenges from poor tool adoption and an aggressive rollout timeline. Case Study 2 discusses a global shipping company's PMO that successfully defined measurements but faced challenges from lack of adoption of full CMMI processes and customizing vendor templates. Key lessons are that cultural adoption rates, engaging users, and adopting full frameworks like CMMI are critical for
The document discusses different leadership types and their impact on career growth and job satisfaction. It identifies four main leadership types: driver, collaboration, peace-maker, and submissive. Each type is described in terms of their core behaviors and potential liabilities. The document advises that one's prospects for growth and contentment are substantially impacted by whether their own behaviors are compatible with their leader's type. It suggests being aware of dynamics and having a backup plan if finding oneself in an incompatible situation.
The document provides information about the Early Academic Outreach Program (EAOP) Online Tutoring Program. It describes the services offered by EAOP such as academic advising, mentoring, test preparation, and college application assistance. It then explains how to access and use the online tutoring component of EAOP, including how to register, log in, request help from tutors, use the whiteboard and webcam features to collaborate virtually, and view the school that EAOP supports. It concludes by listing the business hours for online tutoring and encouraging readers to contact EAOP with any additional questions.
Este documento describe el proceso de resalveo de conversión para pasar de un monte bajo a uno alto. Consiste en eliminar selectivamente algunos árboles para crear una estructura de fustal sobre cepas y evitar grandes perturbaciones, lo que permite que el monte evolucione hacia una forma más estable de masa forestal alta. Se recomienda realizar los resalveos a finales del verano o principios de otoño, en pequeñas parcelas para minimizar el impacto, y dejando una distancia máxima entre resalvos de un
Este documento describe el proceso de resalveo de conversión para pasar de un monte bajo a uno alto. Consiste en eliminar selectivamente algunos árboles para crear una estructura de fustal sobre cepas que permita la regeneración de un monte alto más estable a largo plazo. Se recomienda realizar los resalveos a finales del verano o principios de otoño, en pequeñas parcelas para minimizar el impacto, y dejando una distancia máxima entre resalvos equivalente al 25% de la altura media de los ár
Este documento describe el proceso de resalveo de conversión para pasar de un monte bajo a uno alto. Consiste en eliminar selectivamente algunos árboles para crear una estructura de fustal sobre cepas y evitar grandes perturbaciones, lo que permite que el monte evolucione hacia una forma más estable de masa forestal alta. Se recomienda realizar los resalveos a finales del verano o principios de otoño, en pequeñas parcelas para limitar el impacto, y dejando una distancia máxima entre resalvos de un
Este documento describe diferentes tipos de formaciones de la masa de la vid. Habla de montes bajos, que son masas procedentes de brotes de cepa o raíz, y también llamados chirpiales. Luego menciona tres tratamientos para la masa: matarrasa, resalveo tradicional y resalveo de conversión.
Crm imperatives for success cover page feature may, 2003tjabali
1) Planning and execution are often at fault for CRM failures. A lack of clear vision and poor execution can hinder CRM initiatives.
2) To successfully implement CRM, organizations must define a strategic vision and translate it into operational imperatives by examining customer expectations, processes, and performance metrics.
3) Implementing CRM also requires preparing employees for change and galvanizing the organization around the new vision through prototypes, super users, and quick wins to fuel momentum.
Los autores proponen crear una empresa llamada "Frescaña" en Chigorodó para sembrar, elaborar y comercializar refrescos de caña de alta calidad. El proyecto beneficiaría a la comunidad local y a las escuelas, tiendas y supermercados. Se sembrarían 3,000 matas de caña en una hectárea y se construiría una planta procesadora. Se requerirían $26,5 millones para la tierra, mano de obra, equipos e insumos. El proceso productivo tomaría 11 días y el
Maco presentation demystifying compliance and survey results Simon Grima
The document discusses regulatory compliance in the financial services industry. It provides information on surveys conducted on the role and challenges of compliance. Key findings include that the majority of respondents agree that the compliance function should identify all business activities susceptible to compliance risk. It also discusses the typical responsibilities of a compliance officer, such as maintaining compliance files, providing training and advice, monitoring controls, and reporting. It emphasizes that while compliance officers play an important role, ultimate responsibility for compliance lies with senior management.
Este documento describe el proceso de resalveo de conversión para pasar de un monte bajo a uno alto. Consiste en eliminar selectivamente algunos árboles para crear una estructura de fustal sobre cepas que sea más estable a largo plazo y permita usos alternativos como la caza o el ganado. Se recomienda realizar los resalveos a finales del verano o principios de otoño, en pequeñas parcelas para minimizar el impacto, y dejando una distancia máxima entre árboles de 1/4 de su
Прэзентацыя пра жыццё і творчы лёс Максіма Багдановіча, якую падрыхтавала вядомая гарадзенская літаратарка, кандыдат філалогіі Ала Петрушкевіч для студэнтаў гарадзенскага «Універсітэту Залатога Веку».
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
Profitiviti Business Operations Intelligence ArticleSteve Raack
The document discusses a methodology called Business Operations Intelligence that helps companies gain insights into their business operations through data analysis. It involves defining all business processes, including both departmental and enterprise-wide processes. The methodology then ranks processes based on their impact and efficiency to identify opportunities for improvement. Implementing this methodology provides executives with information to make more informed decisions and pursue initiatives that can significantly improve profitability.
MA Consulting International is an international consulting firm established in 1993 with offices throughout the UK. They provide professional consulting services across all business sectors, specializing in business strategy, leadership, customer service, and people management. Their team of experienced consultants help clients develop their vision and strategy, optimize business processes, improve customer service and financial results, and embrace new technologies. They follow a "Vision to Reality" methodology involving strategic planning, realistic implementation, and organizational buy-in to create sustainable change for clients.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
IT Project Success through Profiling-Pro - Business Architecture for Busines...ITPSB Pty Ltd
Instant accessibility to accurate business intelligence and critical business planning information is vital if you want to achieve IT project success. Your decision making for business project planning needs to be based upon factual information from the right information sources, rather than from people who think that they know the answers to business.
Profiling-Pro uses a Business Architecture Tool called Corporate Profiling which creates a simple high level Business Architecture for business professionals. You can filter and report on all of your critical business information. That means no technical information and no minutiae about bottom level specifics that interest the analysts.
Business architecture for business specialists and IT professionals wanting I...ITPSB Pty Ltd
This document introduces the Profiling-Pro cloud solution for corporate profiling and IT project planning. It provides an overview of what corporate profiling is, how it helps create a blueprint of an organization, and the benefits it provides for accurate IT project pre-implementation planning. It encourages registering for a free trial of Profiling-Pro or attending an upcoming seminar on using business architecture and corporate profiling to improve IT project success. Key aspects covered include identifying organizational strategies, departments, systems, processes, stakeholders, and requirements to develop a comprehensive business architecture model for planning projects and managing organizational change.
This document introduces the Business Process Maturity Model, which is a multi-dimensional, non-linear model for assessing an organization's business process maturity. The model has two dimensions: 1) The "Five Levers of Change" which are the components that make up an organization, and 2) Five "States of Process Maturity" that represent stages an organization progresses through. The five states are: Siloed, Tactically Integrated, Process Driven, Optimized Enterprise, and Intelligent Operating Network. Moving from one state to the next is not linear and involves overcoming different hurdles for different parts of the organization.
Seven Secrets Of Tapping Into The Power Of Your PeopleAndrewLi
My presentation leads you through the most effective, cutting edge techniques in the world for getting your people to go with you on any journey of change. Contact me to assist you with your key stakeholders.
The document discusses how business architecture can help organizations successfully manage change and innovation. It provides a framework for integrating siloed change initiatives and coordinating them using multiple perspectives, including strategic intent, business capabilities, processes, and implementation considerations. These perspectives allow business architecture to balance internal and external pressures and provide a consistent view that guides coherent organizational change. The value of business architecture is that it serves as an organized approach for describing and analyzing an organization's business to support a variety of change purposes.
You've just embarked a Business Process Improvement initiative for your company, but how do you communicate your goals with your internal audience? Where do you start and what communication channels should be used to achieve optimal buy-in? Read more or visit us at http://www.verityconsult.com
Intuit transformed its HR systems and processes to support rapid growth and global expansion. The transformation involved moving from many on-premise HR applications to a single cloud-based system provided by Workday. This simplified and standardized HR processes while reducing total cost of ownership. The transformation required changes to mindsets, skills, tools and communication to gain acceptance. Intuit benefited from reduced complexity, improved scalability, and ability to reinvest savings in growth.
A Critical Analysis of Mainstream Assessment Models in a Cross-Cultural ContextEY
This white paper compares the major cross-cultural models and their usability in a business context. There are several models to choose from, but our research and work with clients in the field indicates that the Universal Consensus Business Model of Intercultural Analysis (BMIA™) has among the strongest applicability for enhancing global business performance.
The informal organization is a powerful dynamic within any company that consists of the natural, unofficial social interactions between employees. This includes informal groups that form between coworkers, the grapevine/gossip network, and intrapreneuring where individual initiative and entrepreneurship is supported from within. Together, the informal organization can significantly influence company culture and performance, for better or worse.
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2. project went from a troubleshooting mode to true integration mode while successfully exceeding
engagement's ROI.
What did we learn from this experience? In order to cultivate a real transformation in the
workplace, there is more to just communicating and selling the worker on change benefits, we
must attempt to understand the workers' dominant traits beforehand. With an ever increasing
pressure on the worker to cope with evolving changes while continuing to produce, where do we
turn to fuel the worker's energy-house in order to keep him/her glowing instead of burning-up?
To understand the variables of human dynamics which play into the performance of today's
worker prior to any change initiative, we had to understand and leverage the worker's
environment — we called it the Worker's Microcosm ® (W-M).1
The W-M framework proved to be highly beneficial in the engagements that followed
particularly in a time when today's worker is bombarded with corporate acquisition, internal
restructuring, and IT initiatives among others. W-M is about framing all key corporate drivers of
people and systems while aligning and balancing human needs with such drivers. At its core, it is
intended to build synergy between people and systems as well as intra -people and systems. It
fosters systems alignment with workers' profile for long term compatibility. Using behavioral-
based and profiling tools prior to any change initiatives will not only yield group performance
predictors, but also aid in creating and sustaining an optimal environment for long term worker
productivity. Illustrations I and II are intended to aid in the design and the assessment
administration of the Worker's Microcosm.
Illustration Ia
Worker's Environment "W-Microcosm" (IT may be integrated in most of above). The premise for W-M
self-renewal is for the worker to be aligned at the job hub starting with his/her daily roles and extending
with congruent alignment across all corporate systems.
3. Illustration Ib
Project
Worker's Microcosm Mgmt.
Notes
Corporate/Business Organization Design/Process Flow
Unit Directives (the dictating body)
Corporate Values, Job Design: The Balanced
Norms & Management Hub Performance Mgmt
Practices: (Compatibility Alignment)
Goals Worker's Job Design Balanced
Accepted Profile & & Dashboard (ex
Behaviors Performance Performance BSC, Kaplan,
Ideal Leadership Drivers Alignment Norton, 1991)
Traits Succession
Interest Planning
What tasks Technical
Inventory Career
(technical and Skills
Assessment Development
functional) are
most rewarded Plan
Personality
in this culture Functional
Indicator
Skills
Assessment
Merit-based Leadership
Assessment Skills
All gray shaded areas directly or indirectly shape the Job Hub, the center of the W-M framework as
either an Enabler or a Barrier to overall corporate performance — it all starts at the Job Hub
Alignment
Illustration II
W-M Element Analysis
4. Understanding the underlying premise of the W-M elements will significantly aid in building a sound
foundation for any transformation initiative.
Transformation Initiatives in an Era of Undefined Territory
Many behaviorists advocate that "we are a product of our environment. To change, we must
change the environment." Similarly, with the average worker spending two third of his/her life at
work, the environment we create is either an enabler or a barrier to worker/corporate
actualization, and, the environment itself is determined and shaped by the degree of our
understanding of its variables. If we perpetuate an environment of isolationism, we will reap
isolated results. If we idolize technology without consideration to how different workers respond
to its various segments, again, we are only reaping limited technology integration. To achieve
optimal technology integration, people must feel at home with it. What if the systems in W-M
were already imbalanced? Then, simply, the IT solution will follow the same pattern. Here are
some combination examples (Illustration III):
Illustration III
Combination examples when balance and alignment in W-M are ignored
Outcome: Worker's Behavior to the
Element Shortcoming Examples Detriment of the Customer and the
Organization
Corporate No clear guiding or imbalanced Wide range of performance
5. Strategy values and principles (decision idiosyncrasies, missed opportunities, lack
making...) of fostering group synergy
Long vertical hierarchy, Slow response to market changes,
Org. Design &
segregated, departmentalized, product launch, cycle times...(boxed job
Process Flow
turf driven hubs)
Skewed performance, unexplained gaps,
Performance high level of frustrations (an example
Balanced Dashboard without
Management would be a sleek sport car design with a
worker's alignment
System low-powered diesel engine—the mix
don't produce the promised potential)
Worker is constantly having to adjust and
No clear or ill-designed
Management avoid being caught in error, stifling
management system with respect
System innovation and worker's self-
to guidance, delegation, and
Practiced actualization (Maslow's Hierarchy of
decision making model
Needs, 1998)
Disparate and unexplained wide range of
performance outputs even when
Do as I say, not as I do, turf
Culture compared with another worker at the
protected
same level, CYA behavior instead of
rallying entire organization resources
Unexplained symptoms with various
Traditional job design without
groups such as worker frustration, low
consideration of
Job Design creativity and inspiration, limited short
worker/environment
term wins due to exterior pressure
compatibility
(Scattered job hub)
A Process-based Organization & W-M
As many organizations recognize the significance of sound process redesign as basis for
competitive leverage, the revolution continues to shape the corporate infrastructure of tomorrow.
But, how frequently is the profile alignment taken into the design of assigned roles? In the
decade I've consulted, seldom! Furthermore, at the job hub, traditional job designs that overlook
congruency with corresponding systems will fall significantly short of yielding desired
performance as illustrated in the table above (Illustration III). Particularly with a booming
economy, where employers are scrambling for quality workers — you stand to lose your good
people quickly.
W-M framework on the other hand, will significantly aid in the organizational process
management via adequate worker's alignment. It provides the blue prints for selecting
6. compatible workers with respective process roles while reinforcing the process with compatible
systems aimed at cultivating performance synergy. One would contend that lumping workers
into leading edge processes aimed at increasing organizational agility while using traditional job
designs, is like building a fast train fueled by yesterday's steam engine technology.
Leading practices on process management suggest that an organization be built around value-
driven processes aimed at meeting and exceeding client and market drivers while keeping the
latter at the center of it all. Again, if the worker is suffering due his/her misalignment with the
corresponding process, so will be the process output.
W-M as a guiding template
Here is an ERP integration example using a financials process, Order to Cash. From the time
customer places the order until the time a payment is received, some of the steps include:
1. Manage Customer Order,
2. Distribute Order,
3. Manage Payment.
If Sandra and Tom in the above case example are the staff members in the "Order to Cash"
process, Sandra would be most fit for the "Manage Order" sub-process since it entails substantial
customer interface. Tom would be most fit for "Manage Payment" sub process. Identifying these
traits maybe obvious from the descriptions made above. However, the W-M balanced job hub
core will yield much more knowledge about each worker such as Energy Source, Information
Processing Method, Decision-Making Approach, Interests with respect to People, Things, and
Data, as well as Ideal Work Environment/Tasks and Learning Style. These indicators are easily
revealed by administering custom made profiling tools or accredited instruments such as the
Myers Briggs Type Indicators (CPP), SDS Interest Inventory (PAR) among others. Since the
purpose here is to illustrate the value of a holistic understanding of the worker's environment
using profiling tools, I won't dive into the make-up of these instruments at this point.
Performance Management and W-M
Extrinsic motivators are limited in their ability to sustain long term results. Accordingly, any
system that undermines the energy-house of the very people who are making it happen, is also
limited. In his famous study of Workplace Motivators, Herzberg, identified the top three to be
"Work Itself, Recognition, and Responsibility" while Compensation was considered a Hygiene
factor (ex. fringe benefits), not a Motivator (Herzberg, 1988).
Organization measurement system such as the Balanced Scorecard (Kaplan, Norton 1991) offers
an applauded measurement balance of the whole organizational body while enabling leaders to
navigate with knowledge. However, what we do with that knowledge has to do with the
framework of the W-M. For instance, take Learning & Innovation, if the worker is misaligned to
begin with, thereby inhibiting utilization of both sides of the brain, innovation across the
7. organization will remain significantly hindered regardless of how much we reward it. The same
holds true if the worker performing a given task within a process is frustrated with his/her role,
performance will remain hindered regardless of how much we reward proper process execution.
Applying extrinsic measurement systems without understanding the building blocks of the
knowledge it is yielding, is like navigating a plane knowing what the gauges are saying without
understanding what is causing the problem or how to go about identifying the problem. Worse,
often leaders fix the problem by adding another control system, adding more layers to the very
issue, and making it even harder to detect from all the layers that piled on top.
Another classic blunder is attempting to measure a given process to the hilt because performance
gaps has occurred. One might present a convincing argument that such approach took care of
these gaps, however, the truth is as soon as these controls are removed, gaps will reappear —
such practices are termed as "Police Controls." We all know from experience any true
breakthrough in performance comes freely from within, not policed!
Intrinsic motivators on the other hand, make the basis for long term performance excellence
because the system is designed on the foundation of inner drive. Simply, when the worker enjoys
his/her work, he/she does not view it as work any longer, it is viewed as "being" with all its
components of passion, initiative, zest, commitment, and the list goes on.
Leading practices suggest that Key Performance Indicators (KPIs) should be process-centered
and integrated in the job design itself. Profiling tools will yield invaluable data about worker's
motivational and energy sources which may be integrated to further bridge KPIs. Therefore,
while the framework of performance management system should be unified across the
organization, its components should be flexible to allow the manager to add other compatible
rewards with perspective teams and workgroups.
The Manager as Guardian of Prosperity
In the U.S. Marine Corp., there is a famous slogan: "There are no bad people, only bad leaders."
Indeed, it is never truer in this case where the manager plays a vital role in influencing the make-
up of W-M, formal or informal. Daniel Goleman, author of Emotional IQ asserts: "A manager
who is unaware of his or her blind spots of how he or she impacts others is a walking disaster in
the workplace, a leader who may lead the troops over the cliff" (Emotional Intelligence, 1995).
Indeed, managers' grasp of the W-M components as well how they contribute to the components'
make-up is essential. The managers' ability as a leader to permeate or inhibit such balance will
determine the effectiveness of the whole organizational body of structures, processes, and
people. The same profiling tools may be used to aid the manager in learning of what to delegate
to whom particularly where team-based job design is prevalent as well as identifying worker's
motivational sources, among other indicators.
E-business, Virtual Organization and W-M
8. Since the corporate boundaries are quickly disappearing, thanks to the rapid Internet and
globalization evolution, how do we optimally manage the worker's performance in virtual
environments? Policing processes and extrinsic-based performance management approach will
not effectively work in this domain, by nature of the virtual environment. Furthermore, a
management system that depends on observing performance is another challenge in this
environment. The following premises become imperatives:
Worker:
1. Self-driven worker who is committed to his/her roles
2. Values that enable the worker to always act in the interest of the company
3. Selection process that emphasizes balance of competencies: self-management skills,
computer literacy, and interpersonal skills
4. Other skills depending on scope of roles
Systems:
1. Sound and flexible management system that works across international boundaries
2. Dynamic culture that empowers and builds on local country culture
3. Process monitor in real time, and more importantly, ability for the worker to self-monitor
and correct output beforehand via enabling technologies
The pressure for a sound W-M is never more critical than it is in e-business and virtual
environments. Intrinsic drivers, as a result of job hub alignment, flow naturally in virtual
environments for as long as the rest of W-M doesn't inhibit worker's performance. Particularly in
e-business environments, the upcoming years will determine the clear winners and losers in such
environment. Those who win will have created a dynamic people and systems integration --
everyone else will be left behind pondering why their extensive marketing and e-Commerce
campaigns did not work.
Sustaining Self-Renewal
The W-M components are widely practiced in corporate America regardless of their current
degree of congruency between people and systems. While most organizations wish to create a
dynamic environment for their people, they tend to place high premiums on the systems domain
due to their lack of understanding in the people domain.
When the organization recognizes that true synergy is only cultivated with such integration, and
it forges a path toward integrating leading practices in both domains, it will have planted the
seeds for resources optimization. Such practices of alignment and balance, prompt each system
to nourishes the other, pooling resources and sustaining a natural law of self-renewal -- a crucial
survival component of tomorrow's organization.