How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
The document discusses the differences between a strategic vision and a mission statement. A strategic vision describes a company's intended future direction, while a mission statement focuses on its current purpose and business. An effective vision statement is graphic, directional, focused, flexible, feasible, desirable, and easy to communicate. Common shortcomings of vision statements include being vague, not forward-looking, too broad, uninspiring, lacking distinctiveness, and relying too heavily on superlatives. A mission statement identifies current boundaries, products, customers, and geography served. Setting objectives converts a vision into specific targets and creates metrics to track performance toward goals.
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.
Team alignment and engagement Agile Cymru 2016BeLiminal
The document discusses conditions for high performing teams and deepening team engagement. It outlines factors like having a clear direction, enabling structure, supportive context and expert coaching. It also emphasizes the importance of meaningful work and quality relationships. Teams perform best when members understand how their work contributes to organizational strategy. Developing trust through transparency, addressing relationship toxins, and making each member feel valued are keys to engagement.
Lv Pesentation Building High Performance CultureLes Venus
Les Venus discusses building a high performance culture through establishing a shared vision, workforce engagement, motivation, and equal opportunities. The key pillars of success are motivational targets, social responsibility, continuous improvement, and equality/inclusion. An organization can achieve high performance and inclusion by establishing a common framework to identify and remove potential discrimination across processes like refurbishment, supply chain, management, and communication. Signs of success include lower turnover, costs and higher engagement, performance, and outreach.
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.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
Building a High Performance Culture Through Employee Engagement Bankatpeoples
Janice Mazzallo, Executive Vice President and Chief Human Resources Officer shares her expertise in building a high performance culture through employee engagement.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
The document discusses the differences between a strategic vision and a mission statement. A strategic vision describes a company's intended future direction, while a mission statement focuses on its current purpose and business. An effective vision statement is graphic, directional, focused, flexible, feasible, desirable, and easy to communicate. Common shortcomings of vision statements include being vague, not forward-looking, too broad, uninspiring, lacking distinctiveness, and relying too heavily on superlatives. A mission statement identifies current boundaries, products, customers, and geography served. Setting objectives converts a vision into specific targets and creates metrics to track performance toward goals.
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.
Team alignment and engagement Agile Cymru 2016BeLiminal
The document discusses conditions for high performing teams and deepening team engagement. It outlines factors like having a clear direction, enabling structure, supportive context and expert coaching. It also emphasizes the importance of meaningful work and quality relationships. Teams perform best when members understand how their work contributes to organizational strategy. Developing trust through transparency, addressing relationship toxins, and making each member feel valued are keys to engagement.
Lv Pesentation Building High Performance CultureLes Venus
Les Venus discusses building a high performance culture through establishing a shared vision, workforce engagement, motivation, and equal opportunities. The key pillars of success are motivational targets, social responsibility, continuous improvement, and equality/inclusion. An organization can achieve high performance and inclusion by establishing a common framework to identify and remove potential discrimination across processes like refurbishment, supply chain, management, and communication. Signs of success include lower turnover, costs and higher engagement, performance, and outreach.
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.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
Building a High Performance Culture Through Employee Engagement Bankatpeoples
Janice Mazzallo, Executive Vice President and Chief Human Resources Officer shares her expertise in building a high performance culture through employee engagement.
Building a Performance Culture: Using Technology to Demonstrate ValueThe HR Observer
This document discusses how developing a high-performing corporate culture can significantly improve business performance metrics. Studies show companies with strong cultures experienced 6x higher revenue growth, 8x higher stock value growth, and 12x higher net income growth compared to industry averages. The document then presents a case study of Umniah, a telecom company facing business challenges. Umniah implemented initiatives to align employees, execute strategic goals, and continuously renew their culture. This included analyzing staff performance, restructuring underperforming departments, setting clear KPIs, and developing tailored improvement plans. The case study demonstrates how assessing culture and taking targeted actions can help companies adapt to changes and outperform competitors.
This document discusses mission statements and their importance for organizations. It provides that mission statements answer the question "What is our business?" and reveal what an organization wants to be and whom it wants to serve. Effective mission statements are enduring statements of purpose that motivate employees and stakeholders. They should be broad enough to allow for growth but limited to exclude some ventures. The document also lists common components of mission statements such as customers, products/services, and concern for employees.
Aligning Employee Engagement to Organizational Strategy - W Buckhead for Corn...Teela Jackson
The document discusses employee engagement and how organizations can improve it. It defines engagement as an employee committing discretionary effort to achieving an organization's goals. Research shows engaged employees perform 20% better and are 87% less likely to leave. The three key drivers of engagement are celebrating small wins, developing a positive culture, and traditional recognition programs. The document also provides examples of engagement through succession planning, special projects, education, and developing knowledge brokers. It concludes by advising organizations to implement measurable and consistent engagement strategies tailored to their specific needs while keeping the goal of engagement in mind.
Creating and Growing a High Performing CultureFindGreatPeople
The document discusses how to create and grow a high performing culture by focusing on hiring the right talent, onboarding new employees effectively, providing ongoing performance management and feedback, and recognizing and rewarding employees. It notes that focusing on people and culture can help avoid billions lost annually to productivity and turnover. The presentation covers strategies for hiring, onboarding, performance management, and recognition to build an engaged workforce.
Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.
System or Mission/Vision - "What comes first?"bernarddt1
The document discusses re-energizing a competent workforce at the Field Service East 2012 conference in Atlanta. It suggests improving processes, sharing vision and purpose to energize workers. Treating high performers well, encouraging new thinking, promoting ownership and setting stretch goals were also recommended. Re-energizing starts from the top by sharing the company's mission and culture and involving competent staff in new ways.
The document discusses the key characteristics and purpose of an effective vision statement for a business. A vision statement should paint a picture of where the company aims to be in the future, provide strategic guidance to managers, and inspire employees to work towards common goals. It should clearly describe how the company will position itself beyond its current state. Regular communication of the vision is important to gain widespread support across the organization and steer it towards strategic objectives that fulfill the vision.
How to Build a World-Class High-Performance CulturePerformanceIN
This document discusses how to build a high-performance culture. It defines culture as a company's operating system that guides how employees make decisions. It outlines five qualities of a great culture: vision, values, goals, consistency, and clarity. It emphasizes treating employees with respect and honesty, clearly communicating expectations, providing feedback, and investing in high-potential employees who share the company's values. Hiring the right people, establishing consistent processes, and creating a culture of accountability and growth are presented as keys to developing a high-performance culture.
This document discusses building a high performance culture. It explains that organizations must constantly improve performance to survive in dynamic environments. A high performance culture is characterized by consistent, benchmark-beating performance and energized, confident employees who know their tasks. The presentation covers why high performance culture is needed, how to build it through strategic influences, culture, and clear goals, and how to manage rewards to attract, motivate and retain top talent. It emphasizes that management behavior under pressure reveals an organization's real culture and stresses the importance of communication and top management commitment to cultural transformation.
James Le Duc has over 20 years of progressive experience in business development, sales management, and category management roles within the grocery industry. He is known for his integrity, honesty, commitment to excellence, and ability to connect with others. Key strengths include setting strategic direction, driving organizational alignment, and building high-performing teams. He has a track record of consistently delivering superior business results and developing people.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
Agile Network India | Develeoping Leadership to Enable Leadership | Vinay BaijalAgileNetwork
This document discusses the need for leadership development and culture change during organizational transformations. It notes that 84% of digital transformations fail due to issues with organizational culture and leadership being at odds with the needed changes. It emphasizes that developing leaders and talent is key to ensuring success and sustainability of transformations. The document outlines important leadership traits for transformations, such as being risk-taking and experimental. It also discusses how to identify the right talent for leadership roles, focusing on those who are coachable, open to ideas, and able to handle failures. The role of leaders in grooming skills and unblocking mindset issues is examined. The takeaways focus on learning from transformation experiences and the importance of pragmatic leadership development.
Getting Sales Programmes To Really Work Finaltonyreiss
The document outlines a 4-step SPARTA approach to stimulate more income generation at professional services firms:
1. Laying foundations by appointing a steering group, clarifying goals, and establishing roles.
2. Diagnosing needs and building commitment through practice group planning, prioritizing partner activities, and getting signed commitments.
3. Taking action with training, coaching, demonstrations and support.
4. Consolidating performance through measurement, best practice sharing, recognition and periodic reinvigoration.
The approach emphasizes accountability, rewards, training, attention and leadership to successfully stimulate partners to generate more income.
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.
The document discusses strategic intent and competitive advantages. It covers topics like low labor costs, economy of scale, just-in-time production, long term planning, and developing new advantages. Embedding new advantages quickly within an organization is important for competitiveness. Uncovering new advantages is like getting a stock tip early, before others act on it. An organization's ability to continually improve existing skills and learn new ones is a very defendable competitive advantage.
This document provides an overview of executive coaching services offered by Beacon. It discusses how executive coaching can provide a 7x return on investment for organizations. Beacon's coaching focuses on strengths and positive development using assessments and one-on-one coaching sessions. Coaches are selected based on leadership experience and accreditations. The coaching process involves pre-coaching analysis, goal setting, data gathering, and evaluation. A variety of tools and methodologies are used tailored to the client's needs.
Building a Performance-Based Culture [webinar 01.10.13]BizLibrary
The document discusses characteristics of high performing organizations based on a presentation from Chris Osborn and Jessica Batz of BizLibrary. It identifies several common factors among high performing organizations and teams, including clear strategies aligned with performance measures, a strong customer focus, effective leadership, well-defined processes and structures, and an empowering culture defined by values like innovation and commitment.
How a Vision Statement, Statement of Core Values, and A Mission Statement Fac...Clarence Goodlein
New administrators' Action Plans are facilitated by well-written vision, values, and mission statements. This presentation demonstrates the relationships among these variables and provides a generic Action Plan that new administrators of CVTs typically follow.
Joseph White Marketing Associates Portfolio
Brand Awareness.
Establishing a presence in the marketplace by…
- Building a cohesive image and message
- Differentiating from competitors
- Creating a lasting relationship with customers
The monitor displays images generated by computers without producing a permanent record. The keyboard uses an arrangement of buttons to input letters, numbers, and commands through mechanical or electronic switches. The motherboard is the central circuit board that connects the main computer components. The mouse is a pointing device that detects two-dimensional motion and translates it to move a pointer on the screen.
Building a Performance Culture: Using Technology to Demonstrate ValueThe HR Observer
This document discusses how developing a high-performing corporate culture can significantly improve business performance metrics. Studies show companies with strong cultures experienced 6x higher revenue growth, 8x higher stock value growth, and 12x higher net income growth compared to industry averages. The document then presents a case study of Umniah, a telecom company facing business challenges. Umniah implemented initiatives to align employees, execute strategic goals, and continuously renew their culture. This included analyzing staff performance, restructuring underperforming departments, setting clear KPIs, and developing tailored improvement plans. The case study demonstrates how assessing culture and taking targeted actions can help companies adapt to changes and outperform competitors.
This document discusses mission statements and their importance for organizations. It provides that mission statements answer the question "What is our business?" and reveal what an organization wants to be and whom it wants to serve. Effective mission statements are enduring statements of purpose that motivate employees and stakeholders. They should be broad enough to allow for growth but limited to exclude some ventures. The document also lists common components of mission statements such as customers, products/services, and concern for employees.
Aligning Employee Engagement to Organizational Strategy - W Buckhead for Corn...Teela Jackson
The document discusses employee engagement and how organizations can improve it. It defines engagement as an employee committing discretionary effort to achieving an organization's goals. Research shows engaged employees perform 20% better and are 87% less likely to leave. The three key drivers of engagement are celebrating small wins, developing a positive culture, and traditional recognition programs. The document also provides examples of engagement through succession planning, special projects, education, and developing knowledge brokers. It concludes by advising organizations to implement measurable and consistent engagement strategies tailored to their specific needs while keeping the goal of engagement in mind.
Creating and Growing a High Performing CultureFindGreatPeople
The document discusses how to create and grow a high performing culture by focusing on hiring the right talent, onboarding new employees effectively, providing ongoing performance management and feedback, and recognizing and rewarding employees. It notes that focusing on people and culture can help avoid billions lost annually to productivity and turnover. The presentation covers strategies for hiring, onboarding, performance management, and recognition to build an engaged workforce.
Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.
System or Mission/Vision - "What comes first?"bernarddt1
The document discusses re-energizing a competent workforce at the Field Service East 2012 conference in Atlanta. It suggests improving processes, sharing vision and purpose to energize workers. Treating high performers well, encouraging new thinking, promoting ownership and setting stretch goals were also recommended. Re-energizing starts from the top by sharing the company's mission and culture and involving competent staff in new ways.
The document discusses the key characteristics and purpose of an effective vision statement for a business. A vision statement should paint a picture of where the company aims to be in the future, provide strategic guidance to managers, and inspire employees to work towards common goals. It should clearly describe how the company will position itself beyond its current state. Regular communication of the vision is important to gain widespread support across the organization and steer it towards strategic objectives that fulfill the vision.
How to Build a World-Class High-Performance CulturePerformanceIN
This document discusses how to build a high-performance culture. It defines culture as a company's operating system that guides how employees make decisions. It outlines five qualities of a great culture: vision, values, goals, consistency, and clarity. It emphasizes treating employees with respect and honesty, clearly communicating expectations, providing feedback, and investing in high-potential employees who share the company's values. Hiring the right people, establishing consistent processes, and creating a culture of accountability and growth are presented as keys to developing a high-performance culture.
This document discusses building a high performance culture. It explains that organizations must constantly improve performance to survive in dynamic environments. A high performance culture is characterized by consistent, benchmark-beating performance and energized, confident employees who know their tasks. The presentation covers why high performance culture is needed, how to build it through strategic influences, culture, and clear goals, and how to manage rewards to attract, motivate and retain top talent. It emphasizes that management behavior under pressure reveals an organization's real culture and stresses the importance of communication and top management commitment to cultural transformation.
James Le Duc has over 20 years of progressive experience in business development, sales management, and category management roles within the grocery industry. He is known for his integrity, honesty, commitment to excellence, and ability to connect with others. Key strengths include setting strategic direction, driving organizational alignment, and building high-performing teams. He has a track record of consistently delivering superior business results and developing people.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
Agile Network India | Develeoping Leadership to Enable Leadership | Vinay BaijalAgileNetwork
This document discusses the need for leadership development and culture change during organizational transformations. It notes that 84% of digital transformations fail due to issues with organizational culture and leadership being at odds with the needed changes. It emphasizes that developing leaders and talent is key to ensuring success and sustainability of transformations. The document outlines important leadership traits for transformations, such as being risk-taking and experimental. It also discusses how to identify the right talent for leadership roles, focusing on those who are coachable, open to ideas, and able to handle failures. The role of leaders in grooming skills and unblocking mindset issues is examined. The takeaways focus on learning from transformation experiences and the importance of pragmatic leadership development.
Getting Sales Programmes To Really Work Finaltonyreiss
The document outlines a 4-step SPARTA approach to stimulate more income generation at professional services firms:
1. Laying foundations by appointing a steering group, clarifying goals, and establishing roles.
2. Diagnosing needs and building commitment through practice group planning, prioritizing partner activities, and getting signed commitments.
3. Taking action with training, coaching, demonstrations and support.
4. Consolidating performance through measurement, best practice sharing, recognition and periodic reinvigoration.
The approach emphasizes accountability, rewards, training, attention and leadership to successfully stimulate partners to generate more income.
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.
The document discusses strategic intent and competitive advantages. It covers topics like low labor costs, economy of scale, just-in-time production, long term planning, and developing new advantages. Embedding new advantages quickly within an organization is important for competitiveness. Uncovering new advantages is like getting a stock tip early, before others act on it. An organization's ability to continually improve existing skills and learn new ones is a very defendable competitive advantage.
This document provides an overview of executive coaching services offered by Beacon. It discusses how executive coaching can provide a 7x return on investment for organizations. Beacon's coaching focuses on strengths and positive development using assessments and one-on-one coaching sessions. Coaches are selected based on leadership experience and accreditations. The coaching process involves pre-coaching analysis, goal setting, data gathering, and evaluation. A variety of tools and methodologies are used tailored to the client's needs.
Building a Performance-Based Culture [webinar 01.10.13]BizLibrary
The document discusses characteristics of high performing organizations based on a presentation from Chris Osborn and Jessica Batz of BizLibrary. It identifies several common factors among high performing organizations and teams, including clear strategies aligned with performance measures, a strong customer focus, effective leadership, well-defined processes and structures, and an empowering culture defined by values like innovation and commitment.
How a Vision Statement, Statement of Core Values, and A Mission Statement Fac...Clarence Goodlein
New administrators' Action Plans are facilitated by well-written vision, values, and mission statements. This presentation demonstrates the relationships among these variables and provides a generic Action Plan that new administrators of CVTs typically follow.
Joseph White Marketing Associates Portfolio
Brand Awareness.
Establishing a presence in the marketplace by…
- Building a cohesive image and message
- Differentiating from competitors
- Creating a lasting relationship with customers
The monitor displays images generated by computers without producing a permanent record. The keyboard uses an arrangement of buttons to input letters, numbers, and commands through mechanical or electronic switches. The motherboard is the central circuit board that connects the main computer components. The mouse is a pointing device that detects two-dimensional motion and translates it to move a pointer on the screen.
I am Amit Shah. I have completed my B.E. in computer science from Dharmsinh Desai University in May 2009.
I am working in PHP + MySQl environment since december 2006 and doing Web Development in same.
This document provides 26 tips for stress management from A to Z. Some key tips include taking daily breaks of at least 30 minutes, regular exercise, eating a healthy diet, getting enough sleep, limiting stimulants like alcohol, and making time for hobbies and relationships to relax and relieve stress. The overall message is that practicing these stress management techniques can help people lead a less stressful and more enjoyable life.
This document summarizes the clinical research potential and infrastructure in Turkey. It notes that Turkey has 94 universities, 59 medical schools, 1190 hospitals and over 95,000 medical doctors. The number of clinical trials conducted in Turkey has increased significantly from 1997 to 2006. Turkey offers advantages for clinical trials such as a large and growing population, well-established medical and regulatory systems, and lower costs than many European countries. Using a local CRO can help reduce costs and save time when conducting clinical trials in Turkey by leveraging local knowledge and relationships.
Joseph White Marketing Associates Portfolio
Lead Generation.
Putting together an integrated mixture of…
- Advertising
- Public and Investor Relations
- Direct Marketing and Promotions
This document discusses the history and use of information and communication technologies (ICT) in education. It provides rankings of the top 10 most popular free learning tools from 2008 and 2009, which included social bookmarking, web browsing, document sharing, blogging, presentation, and multimedia tools from Google, Microsoft, and other providers. It also provides brief descriptions of social bookmarking, blogging, and examples of open educational resources including courseware projects and multimedia sharing platforms.
The document describes the many failures and defeats experienced by Abraham Lincoln before eventually being elected President of the United States, including losing his job, failing in business, his wife's death, a nervous breakdown, and losing several elections. It then provides examples of other famous figures who overcame difficulties or disabilities to achieve great things, such as Beethoven, Demosthenes, Einstein, and Helen Keller.
This document lists several hospital construction projects including an outpatient center completed in Plainfield, IL in January 2006, a cardiac catheterization addition and renovation completed in Palos Heights, IL in September 2006, an eighth floor post surgical inpatient unit completed in Silver Springs, MD in May 2008, and a radiology/lab infill project completed in Plymouth, IN in October 2007.
Joseph White Marketing Associates Portfolio
Sales Support.
Providing content and managing production of…
- Collateral Material
- Trade Shows and Exhibits
- Sales Tools
LTS Presentation: Live the Source Business ACCELERATION Modeljptedeschi
Daily Source all natural patented nanotechnology yields effective absorption through intelligent nutrition.
Business Opportunity and Income Generation through a Hybrid Compensation Plan
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The document discusses strategic intent and the balanced scorecard approach to strategic management. It defines strategic intent as the purpose and direction an organization aims to achieve. Key elements of strategic intent include vision, mission, goals, and objectives. These elements form a hierarchy with the vision at the top as the long-term goal, followed by the mission which articulates how the vision will be achieved, then specific goals and objectives with metrics to evaluate performance. The balanced scorecard framework translates strategic intent into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
Greenberg_Higher Purpose for Organizational Performance_14_07_14Kenneth Greenberg
Kenneth Greenberg discusses how organizational leaders can infuse their culture with a strong sense of purpose to drive higher performance. He outlines a leadership framework consisting of 5 practices - inspire a shared vision, encourage the heart, model the way, challenge the process, and enable others to act - that can be used to align employee interests with the organizational purpose. Research shows purpose-driven companies significantly outperform peers across various financial metrics such as revenues, job growth, stock prices, and profits. Leaders who articulate a clear purpose and vision can motivate people to achieve extraordinary results.
The document discusses the vision and mission statements of companies. It provides information on developing vision and mission statements, including getting input from managers, drafting statements, and revising them. It also discusses the importance of vision and mission statements in providing direction and motivation for employees. Key aspects of an effective mission statement mentioned include being broad in scope, identifying customer utility, and including components like markets and technology.
The document outlines different types of learning and performance goals for a new role:
a) Learning goals focus on understanding the organization, team, processes and competition to make informed decisions.
b) Initiative goals identify strategic areas for contributing value and driving objectives, such as changing processes or strategies.
c) Personal goals involve developing relationships within the organization and identifying a mentor for advice and alignment.
d) Performance goals quantify targets for responsibilities like maintaining output, demonstrating learning, and establishing metrics.
This document discusses the definitions and purposes of mission statements and organizational purpose. It states that a mission statement defines an organization's role in society and flows from its overall purpose, which is about how the organization meets societal needs. The mission explains the organization's philosophy and what it aims to achieve, while purpose is about who benefits and why managers do more than the minimum. It also provides characteristics of effective mission statements and how they are formulated through formal and informal processes led by CEOs and consultants.
Revisionstation Edexcel A level Business 3.1.1 Corporate objectivesRevisionstation
Edexcel A level Business
a) Development of corporate objectives from mission statement/corporate aims
b) Critical appraisal of mission statements/corporate aims
This is part of a complete set of teaching resources from Revisionstation which are available to buy on the site now.
This document provides an overview of business strategy. It defines strategic management as the set of decisions and actions that result in plans to achieve company objectives. Objectives include gaining competitive advantage and outperforming competitors. Characteristics of business strategy are that it is large-scale, future-oriented, provides a framework for decisions, and reflects awareness of competition. The document then discusses different schools of thought in strategic management and provides examples of company visions and missions. It also outlines the strategic management process of environmental scanning, strategy formulation, implementation, and evaluation.
This document discusses organizational mission and purposes. It defines an organization as a group working together to achieve objectives, and defines a mission statement as describing how a business will accomplish its vision. The document outlines the key characteristics, importance, components and benefits of effective mission statements, including focusing an organization's direction, facilitating decision-making, and motivating employees. It provides examples of mission statements from companies like Infosys, Walmart, Google, Toyota and others. Mission statements should define an organization and its aspirations while distinguishing it from competitors.
The document discusses key concepts related to developing a company's direction including vision, mission, goals, objectives, and policies. It provides definitions and examples for each concept. The vision looks to the future while the mission focuses on the present and future. Goals are broad and open-ended while objectives are specific, measurable, and have deadlines. Policies provide guidelines for decision making. Objectives can be short-term or long-term depending on the timeframe. Together, these concepts help guide a company's strategic planning and development.
Strategic intent refers to the long-term goals and vision of an organization. It includes defining the organization's vision, mission, goals and objectives in a hierarchy. The vision provides motivation and direction, while the mission conveys the organization's fundamental purpose and scope of operations. An effective mission statement embodies the business philosophy, implies the desired image, and indicates the primary customer needs and product/service areas. Together, the vision, mission and values statements form the strategic focus and context that guide an organization and lead to its objectives.
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
An overview on how to implement EDCA (Explore - Do - Check - Act) in the field of Lean Sales and Marketing. Also includes an outline for standard work.
The document discusses business goals, objectives, and strategies at various levels of an organization. It provides details on:
1) The importance of setting clear, measurable goals and objectives to provide vision and motivate employees. Goals should include timeframes for profitability, new product development, and other benchmarks.
2) Strategies can exist at the corporate, business unit, and operational levels. Corporate strategy guides decision-making, while business unit strategy focuses on competition in particular markets.
3) Common business goals include increasing revenue and profits through existing and new product lines. Growth strategies include market penetration, product development, market development, and diversification.
4) New products go through introduction, growth, maturity
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!
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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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
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
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
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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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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Company Vision
1. M A R K E T I N G A S S O C I A T E S
Company Vision
Why draft a corporate vision
Drafting a corporate vision can serve many purposes.
Internally
• Helps define performance standards.
• Inspires employees to work more productively.
• Guides employee decision-making.
• Helps establish a framework for ethical behavior.
• Guides management’s thinking on strategic issues.
Externally
• Enlists external support.
• Creates closer linkages and better communication with customers, suppliers, and alliance
partners.
• Makes it easier to recruit.
• Serves as a public relations tool.
• Explains to shareholders where the company is heading
The pillars of a corporate vision.
A vision statement should assert what the organization can be at its best.
It can define what is unique about your enterprise and should be a vivid and descriptive statement
that people can picture it in their minds. It needs to be concise, motivating and memorable.
Visions can be created at different levels of an organization.
• Developed by the CEO, then communicated to the staff
• Developed in a process that involves every member of the staff, from the driver to the boss
• Created at a high level of the organization, then developed by working groups of the staff
• Management can consult members of the organization before creating the actual vision
To derive the vision statement, a company can follow two simple steps:
• First, define the core ideology, a combination of core values and core purpose
• Second, define the envisioned future: a combination of Audacious Goals and a vivid
description of that future
Core Values
Core values are the enduring assets of an organization. They require no external justification, but
have an intrinsic value to the organization.
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2. M A R K E T I N G A S S O C I A T E S
If vision and mission statements supply the long-term direction of an organization in terms of its
business, markets, customers, and financial objectives, its values express the ethics that must guide
the behavior of the organization and its members as they seek to achieve their vision and mission.
Examples of core values include:
• Respect for the individual
• Respect for the community
• Justice
• Concern for productivity
• Commitment to personal integrity
• Individual responsibility
• Freedom of action
How to Facilitate an Understanding of Core Values
• Take key people off-site to discuss the vision
• Select people from within the company whom you feel would really help define the vision
- Core management team
- A few other key people whose creative input would be very beneficial to the program
- Shareholders
- Even clients
• Split the team into groups and ask them to list the core values of their organization
• When debriefing all together, look for patterns and values that seem to be coming back often
How Do You Know a Value is Really a Value
Apply the test:
• What core values do you personally bring to work?
• What would you tell your children are the core values that you hold at work?
• If you could retire for the rest of your life, would you continue to live those core values?
• And finally, if those core values would make you non-competitive, would you keep them?
Core Purpose
The core purpose is the organization’s reason for being. It is rarely composed of notions of
shareholder value. The purpose is not to be confused with specific goals or business strategies.
Some Examples:
• A phone in every home - Bell Telephone
• An affordable car for every family - Ford
• A network that allows an entire company to communicate - Digital Equipment Corporation
How to Facilitate an Understanding of Core Purpose
• Story telling - Revisiting the original purpose of the organization to see whether it is still valid
and how it can accompany the organization into the future.
• Co-creating a vision - Asking questions that need to be answered and are then put forth in
the organization’s vision statement.
5070 Sea MiSt Court
San Diego, Ca 92121
8 5 8 . 4 5 5 . 9 0 5 0 ( Vo i c e )
858.455.9053 (Facsimile)
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3. M A R K E T I N G A S S O C I A T E S
• Logical level alignment - Define the organization’s identity by delineating the future
environment, behaviors, skills, values, identities and relations needed in that environment
The Five Why’s
Ask management to tell you why the company is in business. Then ask why again. Repeat five times
to arrive at the core of the purpose of the company.
Big Hairy Audacious Goal
The Harvard Business Review captures the essence of the core purposes a company can set by
calling them the BHAG: the Big Hairy Audacious Goals. Those goals have to be:
• Clear and compelling
• A catalyst for team spirit
• A clear finish line
• Tangible
• People can get it right away
The goals typically apply to the entire corporation and they are unlikely to change over the years.
Vivid Description
In addition to the goals, an envisioned future needs to be described in words that will capture the
imagination and create a real momentum in the organization.
How to Facilitate a Draft of the Vivid Description
• Ask the members of the team to write a description of the goals
• Use expertise from marketing or public relations to add the appropriate words to capture
the essence of the goals
• Ask each member of the team to stand up and “act” the description, as if they had to
describe it in a major public event
• Take videos and looking back at it, decide if the description is clear and compelling
• Finally, ask members of the strategic management team whether or not they bought into the
plan and if it was something they could dedicate themselves to achieving over the next
decade
Conclusion
Once you have solidified your long-term vision and have it down on paper, share it with the rest of
the organization to get feedback and comments.
With this vision, your partners and customers never have to wonder where you’re going as a
company because it’s all spelled out for them. And your corporate employees don’t have to wonder
either.
5070 Sea MiSt Court
San Diego, Ca 92121
8 5 8 . 4 5 5 . 9 0 5 0 ( Vo i c e )
858.455.9053 (Facsimile)
j w @j o s e p h w h i t e . c o m
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