Clarifying Strategic Positioning: An RBL ApproachThe RBL Group
This document discusses strategies at the enterprise and business levels. At the enterprise level, a company must choose an enterprise model of holding company, allied businesses, or single business. This choice impacts governance, resource allocation, and functional strategies. At the business level, companies determine competitive advantage through technical capabilities and customer value proposition through focus on customer/market, distribution, etc. and differentiation in innovation, quality, price, etc. Clarifying these strategies provides focus, efficiency and growth, while lack of clarity causes confusion and suboptimal performance.
How can teams at the top move from crisis into growth that builds confidence in the future? Ernesto Uscher, has leveraged his experience with building Results-Based Teams to create relevant insights for executive teams right now.
In a world of limited resources, high performing organizations
are those who have defined and resourced the work that creates distinctiveness to customers through advantage technical capabilities to and unique cultural capabilities.
Leadership Moneyball: Identifying and Building Leadership Attributes that Del...The RBL Group
Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
Leadership Moneyball: Identifying and Building Leadership Attributes that Del...The RBL Group
Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
The document discusses how some companies have been able to rapidly adapt and grow in changing markets. It provides examples of a hotel company that drove a turnaround, an online gaming company that developed mega hits, and an energy company that drove cost reductions. It then notes that more traditional companies are scrambling to learn how to build the same agility as these new economy organizations. Finally, it outlines some commonalities of new economy companies that enable rapid adaptation, such as focusing governance on strategic enablement rather than risk avoidance, designing structures to kill bureaucracy and speed up decisions, and using central support functions as a strategic hub.
Clarifying Strategic Positioning: An RBL ApproachThe RBL Group
This document discusses strategies at the enterprise and business levels. At the enterprise level, a company must choose an enterprise model of holding company, allied businesses, or single business. This choice impacts governance, resource allocation, and functional strategies. At the business level, companies determine competitive advantage through technical capabilities and customer value proposition through focus on customer/market, distribution, etc. and differentiation in innovation, quality, price, etc. Clarifying these strategies provides focus, efficiency and growth, while lack of clarity causes confusion and suboptimal performance.
How can teams at the top move from crisis into growth that builds confidence in the future? Ernesto Uscher, has leveraged his experience with building Results-Based Teams to create relevant insights for executive teams right now.
In a world of limited resources, high performing organizations
are those who have defined and resourced the work that creates distinctiveness to customers through advantage technical capabilities to and unique cultural capabilities.
Leadership Moneyball: Identifying and Building Leadership Attributes that Del...The RBL Group
Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
Leadership Moneyball: Identifying and Building Leadership Attributes that Del...The RBL Group
Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
The document discusses how some companies have been able to rapidly adapt and grow in changing markets. It provides examples of a hotel company that drove a turnaround, an online gaming company that developed mega hits, and an energy company that drove cost reductions. It then notes that more traditional companies are scrambling to learn how to build the same agility as these new economy organizations. Finally, it outlines some commonalities of new economy companies that enable rapid adaptation, such as focusing governance on strategic enablement rather than risk avoidance, designing structures to kill bureaucracy and speed up decisions, and using central support functions as a strategic hub.
HR Transformation: A High-level IntroductionThe RBL Group
HR’s potential contribution to overall business goals is traditionally overlooked. Break the traditional view of HR by changing both the form and the function.
This Slideshare explains how to transform the HR department into a value-adding player so that it can deliver on promises made to customers, investors, and other stakeholders. How can your HR department more fully contribute to the bottom line?
Executing Business Strategies through HRM practicesBahadir Beadin
This document discusses how human resource management practices can help execute business strategies. It identifies four common business strategies - Pioneers, Trendsetters, Consolidators, and Reinventors - that correspond to different industry environments. Pioneers thrive in uncertain environments and rely on innovation, while Trendsetters focus on customer intimacy. Consolidators pursue efficiency in mature industries, and Reinventors transform when existing models are outdated. Effective HR practices must align with and support the core discipline of each strategy type to create competitive advantages through people.
The document discusses tips for talent management, highlighting the importance of aligning talent with strategy, regularly assessing talent quality, developing future talent, valuing diversity, matching people to positions, connecting talent to technology, integrating talent with business processes, measuring talent performance, and developing a partnership between HR and management. It argues that managing talent is critical for thriving in the current environment and that the future relies on developing engagement practices that influence and motivate employees.
In RBL’s newest virtual HR program, HR professionals at all levels learn to build the competencies needed to impact business results directly from Dave Ulrich. This comprehensive cohort-based virtual development journey teaches how HR creates value from the outside in and delivers business impact.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in 1992 by Kaplan and Norton to provide a balanced perspective beyond just financial measures. The Balanced Scorecard approach suggests viewing an organization from four perspectives: financial, customer, internal business processes, and learning and growth. Key to implementation is obtaining executive support, involving leaders and employees, enhancing information systems, and monitoring progress.
The document discusses a workshop on using balanced scorecards and metrics for human resources. It provides objectives of understanding the balanced scorecard approach for HR metrics. The workshop will include an introductory lecture and time for individual work, research, collaboration and presentation development. Key aspects of balanced scorecards are defined, including looking at multiple dimensions beyond just financials. The four legs of balanced scorecards - customer, financial, business process and employee - are outlined. Steps for implementing balanced scorecards including establishing a strategy map, designing scorecard legs, developing dashboards and continuous improvement are presented. Considerations for HR metrics and mapping strategies are discussed.
The document discusses the balanced scorecard performance measurement framework. It describes the balanced scorecard as measuring organizational performance across four perspectives: financial, customer, internal business processes, and learning and growth. Each perspective has objectives, measures, targets, and initiatives. The balanced scorecard links performance measures to strategy and helps organizations communicate and monitor their strategy.
Balanced score card a tool of performance management- presentationNandu Warrier
The document outlines an agenda for a workshop on implementing a balanced scorecard for performance management. The workshop covers understanding organizational vision and values, introducing the balanced scorecard approach, developing metrics for the financial, customer, internal process, and learning & growth perspectives, and addressing benefits and challenges of implementation. Key aspects of balanced scorecards are measuring performance both quantitatively and qualitatively, linking metrics to strategy, and using them for strategic feedback and continuous improvement.
The document outlines 8 elements for achieving organizational goals:
1. Quality, quantity, and quickness in 3 areas: products, services, and development.
2. 5S of strategy, structure, systems, resources, and relationships. Strategy involves determining goals and options. Structure includes staffing, functions, and goals. Systems ensure efficiency across processes. Resources include money, materials, machines, and manpower. Relationships are built on trust.
3. The GPAR cycle of setting SMART goals, planning actions, taking action, and reviewing results.
Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal. https://bit.ly/3ge0jnV
The document discusses success and failures in organizational design. It provides information on how to successfully design an organization, including building on strengths, moving beyond rigid structures, clearly defining roles, and supporting learning. It also discusses factors to consider like external environment, strategy, and size. Potential failures are outlined as not knowing the objective, structuring around individuals, causing unnecessary disruption, and making side agreements outside the process.
The document discusses the balanced scorecard framework as a strategic management tool. It describes the balanced scorecard as considering both financial and non-financial performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. These four perspectives are causally linked, with learning and growth leading to better internal processes, higher customer value, and improved financial performance. The balanced scorecard helps organizations translate their vision into action, communicate objectives and measures, align strategic initiatives, and provide feedback to evaluate strategy. It is presented as an important tool for strategic management that can help organizations achieve long-term goals and develop competitive advantages.
The Balanced Scorecard is a performance management approach that helps organizations translate their vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a framework for organizations to plan, measure, and manage performance and progress toward strategic goals. The Balanced Scorecard uses a mix of lagging and leading performance indicators to help organizations monitor and improve performance.
The document discusses the balanced scorecard concept proposed by Robert Kaplan and David Norton in 1992 as an alternative to only measuring managerial control through financial metrics. The balanced scorecard model suggests organizations view their performance through four perspectives: financial, customer, internal business processes, and learning and growth. By developing metrics in each of these areas and analyzing performance, managers can gain a more well-rounded understanding of organizational success beyond just financial measures.
Balanced Scorecard implementation in SMEs: From theory to practiceemilvadana
In theory, Balanced Scorecard implementation is a clear and not so complicated process. While the implementation and usage of a performance management system in large companies has been thoroughly analyzed, the characteristics of the SMEs raise question on how should a Balanced Scorecard be customised and implemented in order to generate the benefits a SME needs.
- Functions of score card
- How to implement score card
- How score card conduct
- Examples of how score cards are used in finance, government & hospital
This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.
Growing Business Performance Through Your People discusses three types of employees that affect business performance and tools to engage people. There are engaged employees who increase productivity and performance, disengaged employees who decrease performance, and actively disengaged employees who are harmful to performance. Three core reasons to increase engagement are the potential for higher performance, reduced costs of turnover, and reduced costs of staff issues like absenteeism. Tools to engage employees include surveys to diagnose engagement levels, 360 degree feedback to help managers understand how to support employees, performance frameworks to align goals, and leader development programs. Case studies show these tools can identify engagement issues and provide action plans to address them.
The document discusses transforming the role of the HR business partner in a shared services model. It outlines the traditional HR business partner role versus the transformed role in a shared services environment. The key steps in transforming the role are to assess the current competencies and skills of HR business partners, define the new competencies and skills needed for the transformed role, and develop training and development plans based on gaps identified in the assessment. The timing of transforming the role should be integrated with the implementation of the shared services model.
Presentation about success and failure of organization designSairamSivakumar1
The document discusses organizational design, including definitions, methodology, reasons for success or failure. It provides a 4-step methodology for organizational design: 1) charter the process, 2) assess current state, 3) design the new organization, 4) implement the design. It also lists 7 common reasons why organizational design fails, such as not having clear goals or disrupting more than needed. Additionally, it discusses keys to successful organizational design, including using functional, divisional, or alternative reporting structures depending on the environment and business needs.
PA2557_SQM_Lecture4 - Process improvement and Process Maturity.pdfhulk smash
This document discusses barriers and success factors for process improvement. Some common barriers include organizational politics, overly ambitious goals, major reorganizations, and previous failures. Additional barriers can include a lack of evidence, skills, and training. Key success factors include executive commitment, mid-level management buy-in, an adaptable organization, proactive project management, effective training, open communication, clear authority over process improvement, and established goals. Change management is also challenging and requires buy-in at all levels.
HR Transformation: A High-level IntroductionThe RBL Group
HR’s potential contribution to overall business goals is traditionally overlooked. Break the traditional view of HR by changing both the form and the function.
This Slideshare explains how to transform the HR department into a value-adding player so that it can deliver on promises made to customers, investors, and other stakeholders. How can your HR department more fully contribute to the bottom line?
Executing Business Strategies through HRM practicesBahadir Beadin
This document discusses how human resource management practices can help execute business strategies. It identifies four common business strategies - Pioneers, Trendsetters, Consolidators, and Reinventors - that correspond to different industry environments. Pioneers thrive in uncertain environments and rely on innovation, while Trendsetters focus on customer intimacy. Consolidators pursue efficiency in mature industries, and Reinventors transform when existing models are outdated. Effective HR practices must align with and support the core discipline of each strategy type to create competitive advantages through people.
The document discusses tips for talent management, highlighting the importance of aligning talent with strategy, regularly assessing talent quality, developing future talent, valuing diversity, matching people to positions, connecting talent to technology, integrating talent with business processes, measuring talent performance, and developing a partnership between HR and management. It argues that managing talent is critical for thriving in the current environment and that the future relies on developing engagement practices that influence and motivate employees.
In RBL’s newest virtual HR program, HR professionals at all levels learn to build the competencies needed to impact business results directly from Dave Ulrich. This comprehensive cohort-based virtual development journey teaches how HR creates value from the outside in and delivers business impact.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in 1992 by Kaplan and Norton to provide a balanced perspective beyond just financial measures. The Balanced Scorecard approach suggests viewing an organization from four perspectives: financial, customer, internal business processes, and learning and growth. Key to implementation is obtaining executive support, involving leaders and employees, enhancing information systems, and monitoring progress.
The document discusses a workshop on using balanced scorecards and metrics for human resources. It provides objectives of understanding the balanced scorecard approach for HR metrics. The workshop will include an introductory lecture and time for individual work, research, collaboration and presentation development. Key aspects of balanced scorecards are defined, including looking at multiple dimensions beyond just financials. The four legs of balanced scorecards - customer, financial, business process and employee - are outlined. Steps for implementing balanced scorecards including establishing a strategy map, designing scorecard legs, developing dashboards and continuous improvement are presented. Considerations for HR metrics and mapping strategies are discussed.
The document discusses the balanced scorecard performance measurement framework. It describes the balanced scorecard as measuring organizational performance across four perspectives: financial, customer, internal business processes, and learning and growth. Each perspective has objectives, measures, targets, and initiatives. The balanced scorecard links performance measures to strategy and helps organizations communicate and monitor their strategy.
Balanced score card a tool of performance management- presentationNandu Warrier
The document outlines an agenda for a workshop on implementing a balanced scorecard for performance management. The workshop covers understanding organizational vision and values, introducing the balanced scorecard approach, developing metrics for the financial, customer, internal process, and learning & growth perspectives, and addressing benefits and challenges of implementation. Key aspects of balanced scorecards are measuring performance both quantitatively and qualitatively, linking metrics to strategy, and using them for strategic feedback and continuous improvement.
The document outlines 8 elements for achieving organizational goals:
1. Quality, quantity, and quickness in 3 areas: products, services, and development.
2. 5S of strategy, structure, systems, resources, and relationships. Strategy involves determining goals and options. Structure includes staffing, functions, and goals. Systems ensure efficiency across processes. Resources include money, materials, machines, and manpower. Relationships are built on trust.
3. The GPAR cycle of setting SMART goals, planning actions, taking action, and reviewing results.
Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal. https://bit.ly/3ge0jnV
The document discusses success and failures in organizational design. It provides information on how to successfully design an organization, including building on strengths, moving beyond rigid structures, clearly defining roles, and supporting learning. It also discusses factors to consider like external environment, strategy, and size. Potential failures are outlined as not knowing the objective, structuring around individuals, causing unnecessary disruption, and making side agreements outside the process.
The document discusses the balanced scorecard framework as a strategic management tool. It describes the balanced scorecard as considering both financial and non-financial performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. These four perspectives are causally linked, with learning and growth leading to better internal processes, higher customer value, and improved financial performance. The balanced scorecard helps organizations translate their vision into action, communicate objectives and measures, align strategic initiatives, and provide feedback to evaluate strategy. It is presented as an important tool for strategic management that can help organizations achieve long-term goals and develop competitive advantages.
The Balanced Scorecard is a performance management approach that helps organizations translate their vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a framework for organizations to plan, measure, and manage performance and progress toward strategic goals. The Balanced Scorecard uses a mix of lagging and leading performance indicators to help organizations monitor and improve performance.
The document discusses the balanced scorecard concept proposed by Robert Kaplan and David Norton in 1992 as an alternative to only measuring managerial control through financial metrics. The balanced scorecard model suggests organizations view their performance through four perspectives: financial, customer, internal business processes, and learning and growth. By developing metrics in each of these areas and analyzing performance, managers can gain a more well-rounded understanding of organizational success beyond just financial measures.
Balanced Scorecard implementation in SMEs: From theory to practiceemilvadana
In theory, Balanced Scorecard implementation is a clear and not so complicated process. While the implementation and usage of a performance management system in large companies has been thoroughly analyzed, the characteristics of the SMEs raise question on how should a Balanced Scorecard be customised and implemented in order to generate the benefits a SME needs.
- Functions of score card
- How to implement score card
- How score card conduct
- Examples of how score cards are used in finance, government & hospital
This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.
Growing Business Performance Through Your People discusses three types of employees that affect business performance and tools to engage people. There are engaged employees who increase productivity and performance, disengaged employees who decrease performance, and actively disengaged employees who are harmful to performance. Three core reasons to increase engagement are the potential for higher performance, reduced costs of turnover, and reduced costs of staff issues like absenteeism. Tools to engage employees include surveys to diagnose engagement levels, 360 degree feedback to help managers understand how to support employees, performance frameworks to align goals, and leader development programs. Case studies show these tools can identify engagement issues and provide action plans to address them.
The document discusses transforming the role of the HR business partner in a shared services model. It outlines the traditional HR business partner role versus the transformed role in a shared services environment. The key steps in transforming the role are to assess the current competencies and skills of HR business partners, define the new competencies and skills needed for the transformed role, and develop training and development plans based on gaps identified in the assessment. The timing of transforming the role should be integrated with the implementation of the shared services model.
Presentation about success and failure of organization designSairamSivakumar1
The document discusses organizational design, including definitions, methodology, reasons for success or failure. It provides a 4-step methodology for organizational design: 1) charter the process, 2) assess current state, 3) design the new organization, 4) implement the design. It also lists 7 common reasons why organizational design fails, such as not having clear goals or disrupting more than needed. Additionally, it discusses keys to successful organizational design, including using functional, divisional, or alternative reporting structures depending on the environment and business needs.
PA2557_SQM_Lecture4 - Process improvement and Process Maturity.pdfhulk smash
This document discusses barriers and success factors for process improvement. Some common barriers include organizational politics, overly ambitious goals, major reorganizations, and previous failures. Additional barriers can include a lack of evidence, skills, and training. Key success factors include executive commitment, mid-level management buy-in, an adaptable organization, proactive project management, effective training, open communication, clear authority over process improvement, and established goals. Change management is also challenging and requires buy-in at all levels.
Organisational Structures - Basic Issues and Classical Responses.pptxPriyambadaChoubey1
This document discusses different types of organizational structures and common organizational issues. It describes seven main types of organizational structures - hierarchical, functional, horizontal/flat, divisional, matrix, team-based, and network. It then discusses seven common organizational issues - high turnover, low productivity, poor process management, unclear roles, low customer satisfaction, lack of innovation, and poor teamwork. For each issue, it provides potential causes and solutions organizations can implement to overcome them. The document emphasizes the importance of identifying and resolving organizational issues to create a healthier work environment and increase business performance.
We have premium executives from our nurtured knowledge community. They give their best when clients need quick solutions, transformation or out-performing results, throughout in the world. Our management vogue is incredibly simple, we have a tendency to roll up our sleeves and find “stuck within the business”, to confirm that no detail is left unaccounted; while operating with the workforces to make a much better and sustainable business.
This document discusses key concepts in management, leadership, and organizational structure. It defines management and outlines the necessary skills, including technical, human, and conceptual skills. The four primary functions of management are planning, organizing, directing, and controlling. Effective leadership requires setting a vision with high ethical standards. There are different types of organizational structures, including line, line-and-staff, committee, and matrix structures. Departmentalization and delegation are important aspects of organizing work within a structure.
Execution - The Discipline of getting things doneSathish Kumar P
The document summarizes key points from the book "Execution" about how to successfully execute business strategies. It discusses that execution requires integrating people, strategy, and operations. Execution is not tactical but a discipline that companies must master. Leaders play a central role in conceiving and executing strategy. The three core processes of execution are the people process, strategy process, and operational process, which must all be critically linked with a focus on people. Putting an execution environment in place is difficult but losing it is easy.
This document outlines the key aspects of transitioning an organization from a traditional hierarchical structure to a process-centered one. It discusses shifting the focus from tasks to processes, empowering employees as professionals rather than workers, moving from managers to process owners, removing unnecessary non-value adding work, rethinking strategy around processes, and ensuring the corporate culture supports ongoing learning and change. The overall goal is to design processes that meet customer needs in the most efficient and effective way to improve outcomes.
This chapter discusses key concepts in management including defining management and necessary managerial skills. It explains the importance of vision and ethics in guiding an organization. Various types of planning are described including strategic, tactical, and operational planning. The strategic planning process is outlined. Decision making and different leadership styles are contrasted. The meaning and impact of corporate culture on an organization is defined. Various forms of departmentalization and organizational structures are identified.
This document outlines the agenda and content for a board member workshop. The agenda includes sessions on dynamic board lessons, LinkedIn for Good, speed networking, and using financial data to inform strategy. Additional content discusses the legal duties of care, loyalty and obedience for board members. It covers types of boards including organizing, governing and institutional boards. Other topics include creating a dynamic board, the nine responsibilities of nonprofit boards, common governance gaps, and enablers for improving board performance such as leadership, processes, composition and self-assessment. Key takeaways emphasize the importance of roles, enablers, priority setting, and continuous self-improvement.
The document discusses strategy execution. It states that execution is integral to strategy and requires understanding business, people, and environment. The leader is responsible for making execution happen through deep involvement. Three building blocks of execution are identified: the leader's behaviors, creating an execution culture, and ensuring the right people are in the right jobs. The leader's behaviors include knowing the business, insisting on realism, setting goals, following through, rewarding performance, coaching, and self-awareness. An execution culture is created by clearly communicating goals and results and linking rewards to performance. The core processes of execution are the strategy, people, and operational processes.
1-3
Officer: 4-6
Senior Officer: 7-9
Assistant Vice President: 10-12
Vice President: 13-15
Senior Vice President: 16-18
Executive Vice President: 19-21
Deputy Managing Director: 22-24
Managing Director: 25
Human Resource
Finance
Risk Management
Internal Control & Compliance
Information Technology
Business
Branch Banking
SME Banking
Corporate Banking
Treasury
Support
General Services
Administration
The City Bank Ltd. has a well-defined organizational structure with clear lines of authority and
responsibility. The top management team consists of the Managing Director and
This document describes a strategic peer advisory board for CEOs, MDs, and senior leaders. It discusses how external peer groups can help large companies maximize collaboration and growth. The peer groups allow leaders to gain insights from trusted peers, learn new solutions to problems, and get candid feedback in a confidential environment. They help address challenges leaders face including isolation, dysfunctional teams, and high performance pressure. The peer groups meet monthly for open discussions and problem solving to help members become better leaders and make improved decisions that achieve better business results.
The Signature Process used by Signature Consulting Group involves 6 key steps to help organizations achieve sustained results:
1. Creating new roles and structures to support organizational changes.
2. Hiring, developing talent, and identifying high performers.
3. The executive coaching process includes careful contracting, comprehensive assessment, feedback, action planning, active learning experiences, and review of progress over 6 months.
The goal is to lay a foundation for successful change through organizational design, talent management, and individual executive development.
The Signature Process used by Signature Consulting Group involves 6 key steps to help organizations achieve sustained results: 1) Creating new operating models, roles, and hiring plans, 2) Assessing individuals through interviews and shadowing, 3) Providing feedback to executives focused on business objectives, 4) Developing action plans with milestones, 5) Guiding active learning through techniques like role playing, and 6) Conducting follow-up assessments and ensuring coaching success.
This document provides an overview of organizational development. It defines organizational development as a planned process of change in an organization's culture through behavioral science to increase effectiveness. The objectives of organizational development include increasing trust, satisfaction, cooperation and problem solving abilities. Principles include being values-based, systems-focused, and informed by data. Functions include training, performance management, competency management and succession planning. Benefits include empowering leaders, continuous improvement, and making change and conflict more constructive. The document also outlines the process, phases and typical stages of organizational development.
General Management Course - 16th -27th February 2015Donald Donald
This document provides an overview of a general management course taking place from February 16-27, 2015 in Otjiwarongo, Namibia. The course objectives are to define management, differentiate leadership and management, and develop positive management skills. It discusses why management skills are needed, common causes of business failure, and the roles, principles, and functions of management. It also covers various branches of management including human resources, project, operations, and strategic management. Finally, it outlines the development of management theory and schools of thought on management.
Smarter fundraising – technology and processesShoNet
This document discusses improving fundraising processes through smarter technology and process improvement. It begins by noting that brilliant processes can produce average results while broken processes undermine even brilliant people. The document then discusses identifying value-adding activities from the donor's perspective and eliminating waste. It provides examples of the seven types of waste and illustrates current and improved fundraising processes. It emphasizes measuring improvements and identifies opportunities for automation and standardization.
This document discusses organizational design, including both successes and failures. It outlines key steps for successful organizational design such as building on strengths, going beyond lines and boxes to focus on how people work, clearly defining roles, and supporting ongoing learning. It also describes common failures such as not establishing objectives, structuring around individuals rather than business needs, causing unnecessary disruption, making sidebar agreements outside the process, and skipping an assessment of the current state.
Similar to Work-Out: An approach to streamline processes and eliminate unnecessary work. (20)
Evidence-based Leadership: Identifying and Building Leadership Attributes tha...The RBL Group
Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
1. The document discusses the future of HR and provides reflections from Dave Ulrich on ensuring business success.
2. It emphasizes that the role of HR is not about HR itself, but helping the business succeed in the marketplace. If the business does not succeed in the marketplace, there is no workplace.
3. HR delivers value to stakeholders by developing innovative ideas that have impact in three key areas: talent to make the organization an employer of choice, leadership to build the leadership brand, and organization through building a culture as the market identity that is also realized by employees.
HR Transformation: A High-Level IntroductionThe RBL Group
R’s potential contribution to overall business goals is traditionally overlooked. Break the traditional view of HR by changing the both the form and the function.
The slideshare above explains how to transform the HR department into a value adding player so that it can deliver on promises made to customers, investors, and other stakeholders. How can your HR department more fully contribute to the bottom line?
HR Transformation has a proven record of delivering impactful change to businesses. Contact us to increase the value HR professionals contribute to your organization.
The 7 Essential Steps of Talent DevelopmentThe RBL Group
The document outlines 7 essential steps for effective talent development:
1. Understand why development matters and that organizations must adapt to external changes.
2. Define responsibilities for development - line managers are responsible for building talent on their teams, HR designs learning solutions, and employees own their growth.
3. Engage in performance and potential discussions to assess employees and identify development needs.
4. Provide career roadmaps to help employees understand how to contribute at different career stages.
5. Focus conversations on building future cultural and technical skills through identifying gaps.
6. Understand the different avenues for development including on-the-job learning, education, and life experiences.
7. Intentionally plan
Dave Ulrich HR Academy Detailed OverviewThe RBL Group
The Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
This document provides an overview of the RBL Omnia Access program, which includes various tools and resources to help organizations build leaders, professionals, and capabilities. The key components included are:
- Organization Guidance System for assessing and prioritizing human capital investments
- Leadership and HR assessments
- RBL Academies for professional development
- Research repository of tools and content
- RBL Institute for large organizations, which provides executive think tanks and networking.
Pricing options are available for the annual subscription bundle, which the document promotes as helping organizations create measurable business impact through evidence-based human capital strategies and development.
This document provides an overview of the RBL Omnia subscription bundle, which includes various business and leadership development resources. It includes an organization guidance system to help prioritize human capital investments, leadership and HR assessments, academies on various topics, and a research repository. For larger businesses, it also includes the RBL Institute, which provides executive think tanks, summits, and original research. The goal is to help build leaders and organizations that deliver measurable business impact through adult learning approaches and data-driven guidance.
In RBL’s newest virtual HR program, HR professionals at all levels learn to build the competencies needed to impact business results directly from Dave Ulrich. Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
The document describes the Dave Ulrich HR Academy, a virtual training program for HR professionals. The program consists of 16 modules delivered over 8 weeks, with weekly live sessions led by HR experts. It aims to help HR professionals take a strategic, outside-in approach to creating business value in three key areas: business context/HR value, HR outcomes, and building competent HR teams. Participants will learn frameworks, assess their skills and departments, and develop action plans to drive change in their organizations. The program is designed to have a high completion rate through its guided, collaborative approach.
In the face of increasing complexity, business leaders need agile, business-focused HR partners to help them lead the business. RBL’s flexible HR development opportunities build HR professionals with an outside-in perspective and the tools to add value. Learn more at https://www.rbl.net/the-dave-ulrich-hr-academy.
Organizational Collaboration Survey ResultsThe RBL Group
The document summarizes the results of an organizational collaboration survey of 140 companies. Key findings include:
- While almost all organizations see collaboration as important, only 21% feel they collaborate well currently.
- Companies struggle with determining when collaboration is necessary versus unnecessary.
- The largest collaboration needs are internal between functions and businesses.
- Respondents hope collaboration improves innovation, but most companies focus internally on information sharing.
- Alignment issues and interpersonal problems are the biggest barriers to effective collaboration.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
2. 2
No one intentionally creates
a bureaucratic culture.
We know that culture is impacted by
process and structure. Some organizations
can get trapped in the legacy bureaucracy
that has simply evolved…instead of
helping, it can become stifling and
burdensome.
Many companies that experience
restructuring don’t take time to ask what
they should stop doing, which would allow
resources to be focused on forward moving
programs and change. They just cut jobs
without consciously cutting much of the
work people in those jobs used to do.
3. 3
Work-Out
• Eliminate unnecessary work, solve quick hit problems, and improve processes
• Focus on things that can be changed in 30-90 days
• Speed up decisions when extensive data collection is not essential – make on the spot decisions
• Actively engage and empower employees – build trust
• Improve teamwork and remove barriers between work groups
Speed Simplicity Self-Confidence
It helps organizations:
4. 4
Work-Out Process Overview
Bring People
Together
1
Implement
and Review
7
Give Them
a Challenge
2
Present
Recommendations
5
Brainstorm
Challenges & Solutions
4
Approval
and Feedback
6
Current State
Collaboration
3
Prior to a Work-
Out session:
the session is framed
and team members
are selected and
prepared for the
process.
Following the
Work-Out session,
there are follow-up
mechanisms to track
activities and results,
communicate
reminders and
results, and
recognize and
reward
implementation.
5. 5
Work-Out is a powerful process to reduce
costs and speed up execution
Appropriate for…
• Eliminate unnecessary work…not solve technical
problems
• Improve processes when the knowledge of those
processes is in the heads of those participating
• Make on the spot decisions when considerable
data collection is not necessary
• Empower employees to make decisions and
resolve issues
• Open up dialogue and remove barriers amongst
functions / layers
• Identify new-way ideas
Not appropriate for…
• Routine communication meetings
• Issues or problems over which participants have no
control or do not feel strongly about
• Complex/technical issues or problems requiring
complex analysis, rigorous problem-solving
methodology or considerable data collection/analysis
• Situations where there is not strong commitment from
leadership to listen and change…can do more
damage than good
6. 6
Work-Out:
• Aimed at Bureaucracy & non Non-Value Added Activities
• Based on Existing Knowledge
• Focused on Rationale (the “why”)
• Less Formal in Nature
• Not for Developing New Processes
• Dependent on Minimal Training
Work-Out and 6 Sigma methodologies both drive
process improvements, but in different ways
™
Six Sigma:
• Aimed at Defect Reduction & Variation Elimination
• Based on Data Collection & Analysis
• Always Focused on Process Measurements
• More Formal in Nature
• For Developing New Processes - DFSS
• Dependent on Extensive Training
7. 7
Facilitation/Consultant Support
Typical Work-Out Team Structure
TeamChampionSponsor
Sponsors play a key role in the
successful framing of the process
to be sure Work-Out achieves
business results.
Champions are responsible for co-
leading the Work-Out session
together with RBL facilitators and
play a key role in ensuring
implementation of accepted
recommendations.
Team members are selected to
create the right mix of functional
expertise, experience, and
credibility to help make the Work-
Out session successful.
8. 8
We have used Work-Out on these type of problems ….
Elimination of non value added work with increased focus on value creation
Increase productivity by 20% while maintaining service standards
Create role clarification to increase efficiency and effectiveness of team outcomes
Reduce operating expense by 25% while maintaining customer experience
Remove barriers between functional groups to improve operating outcomes
Reduce cycle time for guest complaint resolution by 50% over a 4 week period
Simply and streamline inefficient or broken processes
…we can help you do the same.
9. We can help.
Visit rbl.net to learn more about Strategic Realignment and Cost Cutting.
Contact Us Download Slides