4. ‘
DEFINATION
According to the US Direct Marketing Association “ Direct Marketing is an
interactive system of marketing which uses one or more advertising media to effect a
measurable response and/or transaction at any location.
INTRODUCTION
Direct marketing is a very popular and widely used method of informing people about
products and services.
It's a method of contacting customers and potential customers directly, rather than having
an indirect medium between the company and the consumer.
5. WHAT IS DIRECT MARKETING
An unsolicited mail pushed on to prospects through any medium like mobile, email
etc through a known database.
DIFFERENCE BETWEEN MARKETING & DIRECT MARKETING
MARKETING
It involve one-way communication
aimed at general customers.
Eg: TV advertisement, Newspaper
etc
DIRECT MARKETING
It involve two way or direct
interaction with the customers.
Eg: Emails,Mobile etc
6. FORMS OF DIRECT MARKETING
Personal Selling Or Face to Face Selling
Eg. of personal selling is found in department stores on the perfume
and cosmetic counters.
Telemarketing
Eg. Promoting the products on phone.
Direct mail
Sending different of offers
through mail
Catalog
Giving catalog to the customers
where they can get information
about products.
8. By the audit process, the auditor enhances the usefulness and value of the financial
statement, and also increases the credibility of other non-audited information released by
management.
The investors, bankers needs to invest in a company therefore the financial statement of
those companies needs to analyzed
The history of auditing standards goes way back to 1973 where the international federations
of accountants in U.K has set up the various auditing standards .
In India also the ICAI had setup the various standards and formed the auditing practices
committee which not only was looking after the ethics of the profession but also setting up
the standards from time to time
OVERVIEW
9. Auditing standards serve as guidelines for and measures of the quality of the auditor’s
performance .
IAASB issues the international standards on Auditing (ISAs).
ISAs are considered to be minimum standard of performance for auditors
Interpretations, which clarify terms or concepts within the statements.
ISA GROUPING
200-299 General principles and responsibility.
300-499 Risk assessment and response to assessed risks.
500-699 Using work of others.
7 700-799 Audit conclusion and reporting.
AUDITING STANDARDS
10. AUDIT DOCUMENTATION AND WORKING PAPER
Audit documentation is a principle records of the basis for the auditors conclusion
and provides the principal support for the representation in the auditors report.
Documentation means the material ie. working papers prepared by and for, or
obtained & retained by the auditor in connection with the performance of the
audit.
Audit documentation include records on the planning and performance of the
work, the procedures performed, evidence obtained and conclusion reached by
the auditor.
11. AUDITING STANDARDSFRAUD TO BE CONSIDERED
Intentional misappropriation of the financial statement or theft of the asset
is called fraud.
WHAT ARE THE REASON BEHIND FRAUD
Incentive or pressure to get higher sale can be the reason for fraud.
Opportunity to influence the sales people because of the position he or she has.
Rationalisation means settleing the things after the things are under controlled.
13. WHAT IS BEHAVIOURAL EVENT INTERVIEW
Selecting right candidate at right time for right position .
It is an interview technique used in most of the companies nowadays not
only to gain an inner view within the candidates profile to know about its
past experience, his qualification, his family background, but also more
into it.
ie: knowing from the candidate what he or she is capable to do not what
he or she has done in past and whether he or she has displayed thier
capabilities in the past.
14. BEI includes : Competancy- Based Selection Interviewing
Techniques
What is competency?
Obeservable abilities, skills, knowldge, motivations or traits defined in terms of the
behaviours needed for successful performance.
It describes a pattern or cluster of action taken to acheive a desired and positive
results.
WHY TO USE BEI?
The theory of Behaviour Event Interview is simple. It considers the best way for an
organisation to predict an individuals future behaviours & performance, where the
candidate talks about their competencies, behaviour & performance.
15. ADDTIONAL BENEFITS OF BEI
The additional benefits that BEI'S provides are the opportunities for the
department & interview panels to use a standardized assessment
method to measure the responses & qualifications of their prospects.
Employers need to hire the candidate who has the best skills for the job.
Being measurable increasingly important as it provides consistent,
quantifiable proof that the best candidate has been chosen and that the
final decision is defendable.
HOW TO CONDUCT A SUCCESSFUL BEI??
The interview panel should prepare a set of questions before
conducting an interview.
The objective of a Behavioral Event Interview (BEI) is to get very
detailed behavioral descriptions of how a person goes about doing
his or her work. The interviewer's job is to obtain complete stories that
describe the interviewee's specific behaviors, thoughts, and
actions in actual situations.
17. WHAT IS INTERNATIONAL TRADE
International trade is the exchange of capital, goods, and services across
international borders or territories.
It came into existence for 100 of years & consequence on liberalisation &
cross borders a position of restrictions when trade is on rise.
Every year the trade is rising on the range of around 5% to 6%
These trade needs finance by various types of lenders.
18. INTERNATIONAL TRADE POLICY FRAMEWORK
WTO (WORLD TRADE ORGANISATION): WTO came into existence in 1995 with
rules of trade amongst the nations.
Presence of TRADE BLOCKS: There are various trade blocks all over the world.
These trade blocks are the group of countries which establised preferential trade
agreement amongst the nations within the group.
TRADE TRANSACTION CONSIST OF
→ Movement of goods.
→ Movement of documents.
→ Movement of funds.
19. RISK IN INTERNATIONAL TRADE FINANCE
Country risk: If a country is not politically stable then the seller always runs the
risk of not paying the cost of goods on time or it may be delayed or economic
environment maybe be very adverse.
Forex risks (Foreign exchange risk): These risk is faced by both sellers and
buyers.
The fluctuation & volatility of the currency is unpredictable as the currency
changes its movement every seconds.
VARIOUS WAYS OF PAYMENT
Clean payment: There is an existence of trust between the seller and
buyer. it can also mean advance payment. where there is no
involvement of third party.
Bills of exchange- Bills of collections against documents of collection.
21. WHAT DO YOU MEAN BY DESIGN
According to Chris Pullman-
Design is not the narrow application of formal skills. It is a way of thinking
There is a whole mindset of strategy and mindset and brain cell work which goes
into this.
It is a product of way of thinking that attracts people before introducing it to
the people or customers
22. PRODUCT PACKAGING
Aesthetics: An overall sense of design or sense of art how you will design the
product.
Colour: Colour aspect is very important aspect in designing a product.
eg: Pink scooty may attract a girl.
Emotional connect: Connectiong the people emotionally to the product
eg: Purchasing baby product.
Culture connect: Offering a product which is cultural connect.
It is a huge matter of sentiments and emotions.
23. WHAT DOES A PRODUCT LEADS TO
Good Design leads to curiosity of whats there inside.
The Tilts towards buying versus not buying.
Good Design creates a brand name.
25. JOURNEY OF MR. KOUSTUBH KANADE
IN PHARMA INDUSTRY
- Country head-South Asia at Panasonic Healthcare Hldgs-
Ascensia
- Senior executive with strong healthcare marketing experience
across Asia, Russia & Africa in specialty pharmaceutical &
OTC
26. The professional journey & Pharma
industry:
• The journey of Mr. Kanade has been about
Learning,Abosorption,Reflection,Demonstration &
Coaching.
After completing his P.G from Welingkar, Mr. Kanade got
opportunity to work with Raptakos Brett co. from there he
learnt 3 things and that is
-Think big and different
- Importance of the customer
-Importance of Networking and Relationship management
27. Being extrovert and his love for exploring the world, interacting people made
him to enter marketing field.
According to him the internal and external social fabric around India makes
MBA hesitate to choose sales.
Change and going after change or learning and demonstrating the value has
helped him in his life.
The expenditure and investment on health that the person is doing today. The
life style disorder like diabetes, lack of exercise, unhealthy food or using
supplements to lead a healthy life are the key growth factor in Pharma industry.
Things that I have learned by watching his success video is
that there are no shortcuts to success. You need to dream
and then work harder to achieve those dreams. No matter
what , you should never look back once you are on the way
of achieving your dreams.
HOW DID THE JOURNEY START
28. Mr. Nikhil Apte
- Chief product officer in Royal Sundarbam Alliance
Journey of Mr. Apte
• He has pursued his PGDM in Marketing in 1995 to 1997 from We school.
He has also pursued BE in electronics from VJTI.
• He started working as an Asst. Manager in sales at Emerson Network
Power , immediately after the course.
• Today he is a seasoned sales and marketing professional, with over 20
years experience.
• He comes with multifunctional experience covering a wide spectrum of
management function and industries.
29. PAST EXPERIENCE:
Senior Vice President & Head - Products
Max Bupa
Head - Health Insurance and Individual Personal Accident
Tata AIG Gernal
Area Marketing Manager
ICICI Banks Home Loans
- To be a good product manager you need to go through sales.
- Focus in your theory for better understanding is his mantra.
- His biggest learning is the more you make your hands dirty and be
grounded.
Flash backs in the days of welingkar
He lived in the hostel situated in Sion. For him small things mattered
a lot.
He found space constraints because he found its difficult for
personal interactions, group discussion etc.
30. He was nominated Black Belt in Product Management -
successfully completed a Project on "Cycle Time Reduction
in New Product Launches". Received training in
Netherlands, Belgium, Thailand.
Things that I have learned from his story is
that-
Follow your passion don't let your family or
friends or teachers to influence your
decision.
31. JOURNEY OF Ms. KAINAZ TUREL.
• Completed her PGDM in 2003 in Marketing & Retai& l from we
school.
• Started off as an Asst. Manager In Pantaloons Retail India Ltd.,
Sales.
• Today she is a manager- Promotion, Planning & Execution
Excellence at Big bazaar.
• A well rounded consumer retail professional with 11+ years of
progressive track record in bringing in consumer thinking in Retail
Operation Product buying and merchandising management as well
as promotion planning.
32. Professional journey in Retail
Industry
Her journey has started by lots of learning, hardwork,excitement of
doing something new.
Mba is just a start in Retail World.
Dr Pragya Ram was her mentor when she started working in
pantaloons.
One month before her placement session, she went to Dr Swapna
Pradhan and said that she wants to be in Retail and asked to
groom her.
The culture and tradition of Pantaloon India made her to work in
that company.
After two months in marketing she was shifted in big bazaar in kids
section and was told her to prove herself.
She worked for 2 years in store operation.
After 2 years being in big bazaar she became a Category Manager.
33. PROMOTION PLANNING AND THEIR
EXECUTIONS.
• Promotion is nothing but simply trying to offer something to the
consumer that he or she is willing to pay for the new
experience.
Pros and Cons in working in Retail
Pros is close to the consumer
Cons is there is mental and tremendeous hardwork.
Things that this story has thought me is that you should always
have learning quality in you. Never try to say that I know
everything. You should learn from your senior and your juniors
as well.
35. Specialisation- Human Resource
Industry - Personnel/HR
Subject- DNA TESTING FOR JOBS MAY BE ON ITS WAY, WARNS
GARTNER
MESSAGE
DNA TESTING FOR JOBS MAY BE ON ITS WAY, WARNS GARTNER
There may be a future where genetics informs hiring and promotions
ORLANDO, Fla. -- It is illegal today to use DNA testing for employment, but as science advances its
understanding of genes that correlate to certain desirable traits -- such as leadership and intelligence -- business
may want this information.
People seeking leadership roles in business, or even those in search of funding for a start-up, may volunteer their
DNA test results to demonstrate that they have the right aptitude, leadership capabilities and intelligence for the
job.
This may sound farfetched, but it's possible based on the direction of the science, according to Gartner analysts
David Furlonger and Stephen Smith, who presented their research at the firm's Symposium IT/xpo here. This
research is called “Maverick" in Gartner parlance, meaning it has a somewhat low probability and is still years
out, but its potential is nonetheless worrisome to the authors.
It isn't as radical as it seems. Job selection on the basis of certain desirable genetic characteristics is already
common in the military and sports. The average athlete in the National Football League, for instance, is 6'2" in
height and nearly 247 pounds, versus the average man at 5'9" and 182 pounds.
36. Science has demonstrated a linkage between genes and IQ in twins, and new research has identified genes
linked to leadership. One firm, BGI in China, is working to identify human intelligence.
Genetic testing to glean personal insights is also mainstream. People are interested in what genetic testing
reveals about their health and ancestry. Science is certain to unlock more information from these genetic tests as
time goes on.
If businesses come to believe that some employees are born predisposed to leadership, they may be interested
in identifying people early in their careers who have the genes that may help them become the next great CEO,
CIO or CFO. But one thing businesses can't do is to ask for a blood test.
The Genetic Information Non-discrimination Act of 2008 prohibits employers from collecting this information. The
law was motivated, in part, by concern that employers will use genetic test information to screen out job
applicants who may be at risk for certain types of illnesses. A blood test may be unnecessary.
Businesses, using this understanding about how some characteristics are genetically determined, may develop
new interview methodologies and testing to help identify candidates predisposed to the traits they desire, such as
leadership.
Now that scientists know some characteristics are genetically driven, "we can move with a little more confidence
and start modelling out what we think it might look like in ways that don't break the law," Smith said.
It's also possible that people may voluntarily turn over DNA to demonstrate that they have the key markers to
succeed, said Furlonger. A CEO candidate, for instance, may give up his or her DNA in a job hunt, prompting
others to act similarly.
"We should be cautious about this," said Smith.
- computer world
37. Specialisation: Common
Industry - Management
Subject- HOW TO IDENTIFY WHO YOU ARE AS A LEADER
Message
HOW TO IDENTIFY WHO YOU ARE AS A LEADER
Who are you as a leader? Most people are polite. When we talk about ourselves in our job search,
often the listener is politely nodding but really they are thinking “So what?” or “I have no idea what
you are trying to say to me.” We walk away thinking we knocked it out of the park and we continue
to delude ourselves.
Every month, I facilitate a “power networking” group for Executives in Transition. Not surprisingly,
these executives are faced with an intense and highly competitive marketplace that includes larger
pools of competing candidates, sparse opportunities, and a talent buyer’s market.
I am not sure if its ego or laziness, but time after time, these leaders poorly communicate what they
want or need.
The most important thing any job seeker, especially a leader, can do to help themselves in the
process is take the time to really understand what makes them unique.
So often, job candidates don’t have a good grasp on the “Why should we hire you over someone
else?” question.
In every meeting, we attempt to get the attendees to hone in on exactly that subject. We are almost
always met with a boring diatribe that leaves the listener saying “so what?” HR leaders love to say
that what makes them unique is that they like to be out among the workers.
38. So? How does that help a company?
IT leaders love to say that they understand technology AND business. I have yet to meet a CIO who doesn’t
say that. If everyone is saying that, you are not unique. So how do you figure out what makes you different?
One of the quickest ways to identify who you are as a leader is to think about 3-5 stories in which you were
successful in past positions. Lay them out (on paper) and identify clearly the Challenge you were faced with,
the Action that you took, and the Result.
We refer to this as the CAR exercise. Frankly, this is a vital step that will help you throughout the job search
process. If you clearly understand the value that you can bring to a prospective employer, you will be able to
network better, brand yourself better, interview better, and assess your own needs better.
Once you do have a handle on what you bring to the table, whittle that down to two or three sentences. A
great structure to what you should say is to identify your desired role and then to state what pains you can
solve for that employer. It is vital that you be clear and succinct when you are communicating your value
statement.
I am a firm believer that your 30 second commercial is too long. Know yourself well and state it clearly. A
great acronym that we use is the WAIT principle. Why Am I Talking?
Another great exercise is to draw a timeline and list out the jobs that you have held. Above the timeline,
note what you liked about that role. Below the timeline, note what you disliked about that role. This will help
you get a handle on the type of roles you are willing to undertake as well as those you are not.
Leaders must be clear on their unique leadership contributions and the types of organizations that respond
to it. It’s human nature for any job seeker to take their best strengths for granted and overlook successes.
Career transition requires that they take responsibility for re-messaging their core skills to connect to the
bona fide and compelling value being offered to the buying audience.
Do you have a clear grasp on your value proposition? If not, what is stopping you? I would love to hear your
thoughts.
CAREEREALISM
39. Specialisation : Common
Industry : Management
Message JOB SEARCH TACTICS THAT WORK
Having a diploma can only get you so far in today's world.
In today’s business world, a college degree does not automatically lead to a great job the way it
typically did in the past. Today, in addition to that college degree, one has to learn how to find a job
and be good at it. This additional challenge represents a significant barrier to some job seekers
and especially to more mature people who have a hard time keeping up with fast-developing
technology that requires new skills. So, the following are a few tips regarding both what to do
and how to do it.
Online and in-person networking
Beyond LinkedIn, recruiters use Twitter, Facebook and other social media to find, select and qualify
talent. Those new tools -- which 10 years ago were either nonexistent or in their infancy stage -- are
absolutely essential for today’s job seekers to be familiar with. A job seeker who does not show up
on recruiters’ screens is simply ignored. This is a huge punishment for those who need a job. To be
found and deemed qualified, candidates must learn how to use social media -- and then use it
extensively -- beyond the three mentioned here. Social media are not only the venues for finding
jobs but also tools that establish a positive reputation and credibility. Just remember that there are
many, many applicants for just a few openings.
40. Tools for job seekers
Because technology has changed the job search system for both employers and job seekers, the latter group
needs to quickly catch up. Employers use technology to source for talent. The majority of medium-size
companies use some type of recruiting management system. Companies were forced into using such systems so
they could become able to deal with larger and larger volumes of applicants, so they could save money, and so
they could speed up the process. Most of the different kinds of applicant-tracking systems (ATSs) have become
web-based, which extends access to the system by anyone in the organization who’s involved with the hiring
process. This means that job seekers need to appeal to those people in the organization and not exclusively to
human resources as in the past.
Regardless of which system recruiters use, job seekers need to improve their ranking in order to be found. Think
about a Google search. Here are a few tips for improving ranking:
o Use TagCrowd.com to visually match your résumé and the job description.
o Match your résumé to the keywords used in the job description.
o Use Microsoft Word to format your résumé, and avoid textboxes, tables and graphics.
o Under the heading "Professional Experience," list first the name of the company where you most recently
worked; then, to the right of that, the dates of your tenure there; and then under the company name, the name of
the position you held. Add a line or two of responsibilities or job duties, and then a bulleted list of a few specific
and preferably quantifiable accomplishments. Then do the same for the job previous to that one.
The new ATSs incorporate social media tool functionality to reach passive candidates, to advertise job
opportunities and to build talent communities for specific industries. Therefore, to generate multiple options for
themselves, job seekers must at all times deploy diverse approaches to job seeking. Candidates need to learn
how various ATSs work in order to get high enough scores to be found by a particular company’s system. A
description of familiarizing oneself with the systems is vaster than can be accomplished here and will be the topic
of one of my future articles.
- ENTREPRENEUR INDIA
41. Specialisation: Common
Industry: Management
Subject: TIMESJOBS REVEALS WHAT EMPLOYERS LOOK FOR IN A CV
Most employers prefer a two-page CV with no grammatical or spelling mistakes, while a CV with no
specific details related to the job applied for gets a quick rejection, reveals the Times Jobs study.
A CV is the very first point of contact between a job-seeker and an employer – and making this first impression a
good one is critical in getting ahead in one's career. Times Jobs conducted a study to reveal the elements a CV
must (& must not) have to be able to grab the employer’s attention and get shortlisted for an interview.
In a study of over 1,100 employers, Times Jobs highlights the most crucial elements that matter to recruiters
when short listing a CV. Most employers prefer a two-page CV with no grammatical or spelling mistakes, while a
CV with no specific details related to the job applied for gets a quick rejection, reveals the Times Jobs study.
“You CV should be looked at as your elevator pitch – it is that small window of opportunity that you have to get
the employer interested enough to call you for a detailed discussion. It is a good practice to get an outside
expert's help to highlight what you do best. As they can identify your areas of excellence, that you may not have
identified yourself, and which could be crucial in turning things to your advantage.” says Nilanjan Roy, Head of
Strategy, Times Business Solutions.
1. Don't Make Spelling Mistakes
According to the majority (55%) of employers surveyed, avoiding grammatical errors and spelling mistakes are
essential in making a decent first impression, and these mistakes are also the first thing that recruiters notice in a
CV.
Secondly, almost half of the employers feel a CV should reflect the candidate's competencies and skills in
performing the functions that the job requires. As 46% employers say a CV which doesn’t have details specific to
the job role a candidate has applied for is the biggest let down for the recruiter.
42. 2. Highlight what Matters to the Job
Secondly, almost half of the employers feel a CV should reflect the candidate's competencies and
skills in performing the functions that the job requires. As 46% employers say a CV which doesn’t
have details specific to the job role a candidate has applied for is the biggest let down for the
recruiter.
3. Not More Than 2 Pages
In addition, recruiters are simply not interested in a CV that is longer than two pages. Nearly 43% say the length of
CV matters the most. Almost 80% employers find a two-page to be the ideal length and 20% even preferred a
single-page CV.
4. Format for Clarity
Over 35% also give extra points to the readability aspects of a CV. Bad formatting such as abrupt paragraph
breaks, overuse/underuse of bolds and italics and too many fonts are other annoying elements in a CV, state 33%
surveyed recruiters.
5. Look Professional
Nearly 27% recruiters advise against using unprofessional e-mail ids in a CV. According to 35% recruiters more
than a quarter of the CVs they scan in a month have unprofessional/absurd email-ids. While 12% recruiters are
irked to see a CV with a photograph of the applicant.
6. Drop The Cover Letter
Further, the TimesJobs study uncovered another interesting fact, that a cover letter is not essential to employers.
Only 10% of the surveyed recruiters state that a covering letter is important. Almost 72% employers say that while
a covering letter adds value it is not an important document. While 18% recruiters state that a cover letter holds no
significance at all.
43. Specialisation: Common
Industry : Management
Subject 3 WAYS TO GET LINKEDIN ENDORSEMENTS
Message:
LinkedIn is the online platform for all things that relate to your professional brand, and you want to use it to
your best advantage to the fullest extent that you can. You need to have your profile completed. Each section
that is pertinent to you should be optimized.
One easy and fairly straightforward way to add credibility to your profile is to get LinkedIn endorsements for
skills you have developed and honed over the course of your work history. There are several ways to do that,
and I am going to mention three in particular, but before I get into the ways to receive endorsements, I would
like to offer a caveat about how you choose the skills for which you want to be endorsed.
LinkedIn offers you an opportunity to select from a multitude of skills and to choose up to 50 individual skills for
which to be endorsed. It is far too easy to fall into the trap of selecting too many skills or picking skills in which
you may have some limited proficiency. I want to offer a bit of advice here and suggest that you be selective
(and a little restrained) when choosing which skills you want to be recognized for having.
Realistically, you probably don’t need more than 20 discrete skills in your profile, and they should be clearly
differentiated from one another. Be honest with yourself, and don’t select skills that are not in alignment with
jobs you have had in the past. Don’t feel pressured to have 50 skills selected just because you can.
Select those skills that you have and that you have demonstrated over the course of your career(s) or job(s) so
that people who have worked with you or who know you relatively well can endorse you with a clear
conscience.
With that note of caution out of the way, let me offer that I think there are three easy and relatively painless
ways to add endorsements to your LinkedIn profile.
44. 1. Ask For Them.
If you are just starting your LinkedIn profile, and you want to build its credibility sooner rather than later, there is
nothing wrong with you contacting people with whom you have worked and asking them for endorsements in
skills you have listed on your profile. Most people who are using LinkedIn on a regular basis will be willing to
endorse other individuals.
2. Offer Endorsements For Others.
The Law of Reciprocity dictates that as you offer other people endorsements, they will feel more inclined to return
the favor. Again, don’t endorse people for skills you don’t know they have, but if you can offer an endorsement for
someone, they will be far more inclined to return the favor.
3. Don’t Confuse Endorsements With Recommendations.
When you offer an Endorsement, you are only offering a check-in-the-box acknowledgment that says, “I know So-
and-So and I know she can lead a workshop.” You check “Workshop Facilitation,” and move on. A
Recommendation is when you write a comment or a review for someone. Example: “I attended a workshop that
So-and-So conducted, and she was fantastic! She organized the day around what the participants needed, she
paced the program so that it wasn’t too fast nor was it too slow, and she gave us plenty of time for small group
and large group engagement and interaction. I would highly recommend her for anyone who wants a high-quality
workshop.”
Do you see the difference? A Recommendation is a much higher quality reference than an Endorsement. Don’t
confuse the two if you are requesting one or the other from an individual you have worked with or from a former
employer or supervisor. You will make the recipient of the request feel awkward if you ask for a Recommendation
as opposed to an Endorsement. If you are looking for a Recommendation instead of an Endorsement, request
the Recommendation in person and determine that they feel comfortable offering the Recommendation before
you send them the formal request. I have read articles on the topic of Endorsements where the authors have
confused the two terms, so I offer this caution to make sure you don’t make the same mistake.
LinkedIn is an important component of any professional’s online brand. You need to build your own LinkedIn
profile carefully and deliberately .Professionally will feel comfortable offering endorsements for. As you build your
endorsements, you build your professional credibility.
- WORK IT DAILY
46. Specialisation: Innovation
Industry : Management
Message: COMMUNICATION IS KEY FOR INNOVATION IMPLEMENTATION AND BUSINESS
SUCCESS
The innovation book Robert’s Rules of Innovation: A 10-Step Program for Corporate Survival hammers the point
home that innovation is the key to your company’s survival—in other words, “innovate or die.” The recently
published Robert’s Rules of Innovation II: The Art of Implementation teaches readers how to implement an
organized work culture of innovation in their organization. This process is critical to innovation in business
success as mastery of the art of implementation is necessary to ensure that your innovation process and
program clicks on all cylinders, all the time.
Sure, having a brilliant idea for a new product or service coupled with the top talent and resources may give you a
rocket-propelled push at the starting line for the innovation process. However, unless your organization has a
culture of innovation in place, progress on the innovation front will most likely be stymied. Think of a culture of
innovation as the rocket fuel that drives innovation implementation forward. Keeping with the same analogy,
remember that when a rocket runs out of fuel, there is no more thrust force and with gravity still acting on the
rocket it will fall back to earth.
To create a culture of innovation ripe for propelling the innovation process and program, clear and consistent
communication is key. The following is a high-level summary of the communication strategies and tips discussed
in Robert’s Rules of Innovation and Robert’s Rules of Innovation II:
·
Formally establish multiple communication channels reaching across the business. When it comes to changing
your corporate culture to make it more accommodating for innovation, you will want to plan a cohesive and
consistent communication strategy. To reach the widest audience and create variety, use multiple communication
channels. For example, consider using channels including but not limited to: newsletter (digital and/or paper
copy), corporate magazine, email campaigns, CEO webcasts or podcasts, and visual signs such as a notice
board posted in the office’s high traffic and common space areas.
47. Specialisation: Innovation
Industry : Management
Message: INNOVATION MANAGEMENT IN EMERGING MARKETS
When it comes to innovation management, I see a growing number of companies in emerging countries
like Turkey, Mexico and Brazil doing a better job than their counterparts in developed (primarily Western)
countries. There are many reasons for this and here you get some of my observations.
The growth mindset
I have had many interactions with companies in emerging markets and they seem to be more driven and more
willing to invest in the capabilities (such as corporate innovation) needed to keep growing.
In all fairness, it should be noted that Western companies in general have a higher starting point and thus they
don’t have the same need to catch up as you have in many companies in the emerging markets. But the thing to
have in mind is that if you slow down or stop moving at all today, you will be in trouble sooner or later. Keeping
the momentum is critical.
A different understanding of and experience with innovation management
When you don’t have a 30-year legacy or history with innovation management, you most likely do things
differently than what you see at the more mature “innovation-driven” companies.
The good thing is that when you know what you do not know, it becomes easier to accept that you need to learn
and work with others to get better. You often also have an organization that is more curious and more willing to
learn and try out new approaches.
48. The top down leadership approach
When you have a patriarch-like figure in charge of your company, decisions can be taken quickly and swiftly. If
this patriarch decides that the company needs to get stronger on innovation, everyone in the organization better
buy into this fast.
You don’t make it more complex than it has to be and you experiment your way forward to get the customers
onboard.
Stronger home markets with faster action
Many emerging markets are significant growth markets. If you have strong home markets, you can
better afford to expand your activities at home and maybe also internationally.
About the author
Stefan Lindegaard is a Copenhagen-based author, speaker and strategic advisor. His focus on
corporate transformation and innovation management based on leadership, the work force and
organizational structures has propelled him into being a trusted source of inspiration to many large
corporations, government organizations and smaller companies. He believes business today
requires an open and global perspective and he has given talks and worked with companies in
Europe, North America, South America, the Middle East, Africa and Asia. In his role as a strategic
advisor and coach, Stefan Lindegaard provides external perspectives and practical advice for
executives and corporate transformation and innovation teams. He is a widely respected writer and
he has written several books including The Open Innovation Revolution published globally. You can
follow his work on LinkedIn Pulse.)
- INNOVATION MNGT
49. Specialisation :Human Resource
Industry :Personnel/HR
Subject : MANAGING CULTURAL DIVERSITY AT WORK
Traditional companies commonly hire employees according to their unique culture and perhaps are more
rejective to disrupt the current culture they have in place while the more westernised companies welcome the
cultural differences and see it as an open opportunity to learn something new. But as we progress into the
innovative era, companies are getting more and more receptive to introducing a multicultural workplace.
Therefore, with a multicultural environment comes the impending challenge for HR persons in managing the
various cultural diversity while balancing the harmony and settling the disputes that could happen. It is indeed a
challenge for both the HR and the management to employ effective strategies that are suitable overall as the
employees come from different cultural backgrounds and countries.
Cultural diversity can cause a serious hitch in the development of solid teamwork. It is tough to unite a team with
different cultures, and even harder to bring together the entire company to work efficiently together, especially for
departments that need the support of each other to perform at its best. Also, the challenges in terms of the
language differences, beliefs and working styles might appear.
HR persons then play a key role in managing this culturally diversified group, including giving them the needed
support so that they will be able to work together without discriminating any differences amongst employees.
There are many ways to manage, and the following are the basic strategies for a good start in building up the
team effort to bring everyone together as a team.
Understanding Cultural Differences
It is important to know the dimensions of your the employees’ cultural diversity at the company, including
perception of time, distance, communication patterns, hierarchy, and more. It is also necessary to educate the
HR department and the management team relating to the issues that may arise to optimise the performance of
the employees and minimise the adverse consequences that cultural differences bring about.
50. Introducing Free Speech
With the different backgrounds of employees, it is also a nice gesture to celebrate important holidays of each
other’s country. Such events can be done in simplicity, but such simple gestures bring about much more benefits.
When employees feel accepted and secured regardless the cultural differences they have from each other, their
morale and engagement could increase significantly thereby enhancing the capability of each and everyone to
perform optimally.
Practising Effective Communication
Conflicts arise when misunderstandings occur. For locals, their communication style might be different but as
locals, they still do understand the word forms or abbreviations used. For foreigners, they can have an entirely
different style. Employees need to learn more in-depth about each other and to communicate in a more casual
way other than just on work stuff so that they will learn about the style of speaking of each other.
It is important to build a good working relationship but even more important to bond together as a team. In this
way, when one knows the other’s style, work can be more efficiently communicated without misunderstandings
arising.
Working Calendars
Managing a culturally diversified team is much easier when the management integrates the national holidays and
important celebrations in their working calendar. By doing this, other than it reminds employees how the company
values them, it also allows employees to manage and prioritise their work tasks efficiently. for example, giving an
off-day for all national holidays, then this gives more reason to ensure all employees know in advance on the
dates of the national holidays, etc. Offering additional perks to the employees is to enhance their productivity and
enthusiasm towards their individual roles other than inducing the feeling of acceptance and security of the
employee.
In conclusion, having success in employees’ management will bring about many fruitful results, especially in
productivity, morale and engagement. Therefore, HR persons in collaboration with employers should devise
strategies to create and encourage a cohesive working environment.
- HRM Asia
51. Specialisation: Human Resource
Industry Personnel/HR
Subject HOW GOOGLE KEEPS EMPLOYEES HAPPY
Google, is globally stressing on employee freedom so that it can compete with
talent from start-ups.
A few years ago, a group of engineers at its India office wanted to improve Google's mapping data and they
came up with the idea that anyone who had an Internet connection could contribute to making the maps better.
Today, Google, is globally stressing on employee freedom so that it can compete with talent from start-ups.
Google's Stacy Savides Sullivan, who is the company's chief culture officer, spoke to ET about how the company
stays away from the “conventional“, and wants to give freedom to its employees so that they are a happier ,and
this eventually helps the company retain its employees.
“We aren't perfect and have our challenges. What has made it hard for us to hire today though, is, that a lot of
people want to work in smaller companies and that's something we've been trying to do in the way we've
organized our product groups. Our other tech companies within the parent company Alphabet Inc. are being used
to create entrepreneurial environments and employees can feel like they are contributing in a more impactful
way,“ said Sullivan.
The company has, however, noticed that it is getting more people from start-ups rather than losing them to start-
ups. Keeping people on and being genuine with them is the next step for retention since an employee who feels
safe will spark innovation, she said.
53. Specialisation : Common
Industry Management
Subject FACEBOOK COPIES FROM SNAPCHAT AGAIN? THIS TIME IT'S A
CAMERA FEATURE
Message:
The photo or video will only remain visible so long as you and your friend talk
about it
Facebook seems to be in no mood to back off from imitating Snapchat. The social
networking site has built a new camera with a selfie mask, geofilters, animated photos,
and overlaid graphics.
The camera icon is placed on the upper left-hand corner of the Facebook app and looks
and feels a lot like Snapchat.
The new camera is currently being tested in Ireland. The Verge reported that the photo
or video will only remain visible as long as you and your friend talk about it and would
disappear if you fail to start a conversation in the first 24 hours after it’s sent. This is
again an attractive option Snapchat offers to its users.