6. Inventing-Leadership 4 Capabilities
• Give Employees permission to break the rule.
• Create new structures.
• Illustrate clear priorities, and
• Develop ambidextrous organization.
8. What a 360 feedback survey
measures?
• 360 feedback measures behaviors and
competencies
• 360 assessments provide feedback on how
others perceive an employee
• 360 feedback addresses skills such as listening,
planning, and goal-setting
• A 360 evaluation focuses on subjective areas
such as teamwork, character, and leadership
effectiveness
9. How is 360 Degree feedback Used?
Companies typically use a 360 feedback system
in one of two ways:
• 360 Feedback as a Development Tool to help
employees recognize strengths and weaknesses
and become more effective
• 360 Feedback as a Performance Appraisal Tool
to measure employee performance
10. What 360 Feedback Surveys do not
assess:
• 360 feedback is not a way to measure
employee performance objectives (MBOs)
• 360 feedback is not a way to determine
whether an employee is meeting basic job
requirements
• 360 feedback is not focused on basic technical
or job-specific skills
• 360 feedback should not be used to measure
strictly objective things such as attendance,
sales quotas, etc.
18. The Psychology Of Change
• All Behaviors are complex
• Change is frightening.
• Change must be positive.
• Being is Easier than Becoming.
• Slower Is Better.
• Know More , Do Better.
• Change Requires Structure
• Practice Is Necessary.
• New Behaviors Must Be protected.
• Small Successes Are Big.
24. Strategy and Industry Structure.
• The threat of new competitors entering the
industry
• The intensity of rivalry among existing
competitors
• The threat of substitute products or services
• The bargaining power of buyers
• The bargaining power of suppliers
25. Business & competitive Strategy
Rivalry among
Existing
competitors
Threat Of New
Entrants
Bargaining Power of
suppliers
Bargaining Power
of Customers
Threat of
substitutes
30. Triple Pundits
Configure development investments for
maximum returns
Consider and prioritize alternatives
Communicate investment alignment with TBL
goals
31. Full Cost Analysis Vs Cost Benefit
Analysis
• Top Line-
Top Level Involvement ( CEO, Board of
Directors).
Policy Investment.
Programs.
Signatories To Voluntary Standards.
Principal.
Reporting.
32. Full Cost Analysis Vs Cost Benefit
Analysis
Bottom Line-
• People
• Planet
• Profits
33. Total Quality Management In service
innovation & Service Delivery
• TQM- Product Excellence & Service Quality.
• Top Management Support.
• Customer Focus.
• Customer Improvement.
• Information System's Quality.
• Information & Communication Technology.
• Knowledge Sharing
• Service Culture.
• Service Innovations.
• Service Quality.
34. Elements To TQM
• Relationship Between TQM Practices And
Innovation
• Relationship Between TQM Practices And
Service Quality
• Relationships Between TQM Practices And
Service Product Innovation
• Relationships Between TQM Practices And
Service Process Innovation
• Relationships between Service quality and
service innovation (process innovation & product
innovation)
40. Primary Activities
• Inbound logistics: This refers to everything involved in receiving, storing
and distributing the raw materials used in the production process.
• Operations: This is the stage where raw products are turned into the final
product.
• Outbound logistics: This is the distribution of the final product to
consumers.
• Marketing and sales: This stage involves activities like advertising,
promotions, sales-force organization, selecting distribution channels,
pricing, and managing customer relationships of the final product to ensure
it is targeted to the correct consumer groups.
• Service: This refers to the activities that are needed to maintain the product's
performance after it has been produced. This stage includes things like
installation, training, maintenance, repair, warranty and after-sales services.
41. Support Activities
• Procurement: This is how the raw materials for the
product are obtained.
• Technology development: Technology can be used
across the board in the development of a product,
including in the research and development stage, in how
new products are developed and designed, and process
automation.
• Human resource management: These are the
activities involved in hiring and retaining the proper
employees to help design, build and market the product.
• Firm infrastructure: This refers to an organization's
structure and its management, planning, accounting,
finance and quality-control mechanisms.
42. Goals & Outcomes
Key short- and medium-term end-market opportunities in
the target value chains.
Factors constraining the maximization of these
opportunities (for small-scale producers, women, youth,
etc.).
Upgrading strategies to address these constraints and
maximize opportunities.
Private-sector, public-sector and civil society entities to
partner with to achieve these upgrading strategies.
Recommendations of how to support these value chain
upgrading strategies in a way that is gender equitable,
promotes improved nutrition (where relevant), and is
inclusive of the poor and other marginalized group.
44. Four Levers of Platform Leadership
Becoming a platform leader is like winning the Holy Grail: Many
seek it, but few achieve it. By definition, platform leaders who
succeed can exert a strong influence over the direction of
innovation in their industries and thus over the network of firms
and customers–the “ecosystem”–that produces and uses
complements. But not all industries are suitable for platform
leadership strategies.
The dynamics that make it possible occur only under certain
conditions.
A fundamental condition is that the firm’s product has limited
value when used alone but gains in value when used along with
complements. The realization that demand for one’s core product
depends on an array of complements–and, therefore, that one’s
destiny depends on the decisions and actions of others–is the
starting point for thinking like a platform leader.
45. Four sets of Strategic Choices
• Determine the scope of the firm: Is it better to create product
complements internally or let someone else do it? How far into the
technology value chain should a firm extend?
• Design the product with strategic intent: What degree of
modularity is appropriate? Should product interfaces be open or
closed? What information should be disclosed to other companies?
• Shape relationships with external complementors: How can the
company balance competition and collaboration with outside
players? What’s the best way to create and sustain relationships
with complementary product providers?
• Optimize internal organizational structures: What processes and
systems will allow the company to manage internal and external
conflicts of interest most effectively? What’s the right way to
resolve the tensions between industry players
47. Steps Involved
• Define the problem boundary
• Identify the most important stocks and flows that
change these stock levels
• Identify sources of information that impact the flows
• Identify the main feedback loops
• Draw a causal loop diagram that links the stocks, flows
and sources of information
• Write the equations that determine the flows
• Estimate the parameters and initial conditions. These
can be estimated using statistical methods, expert
opinion, market research data or other relevant sources
of information.
• Simulate the model and analyse results
49. 1. Value simplicity of analysis over fancy algorithm
2. Value more data sources over more datas
3. Value familiar tools over the latest shiny tools
4. Value insights and investments over indicators
5. Value CUSS over trust
6. Value direction over definitive
7. Value how software works over how you *think*
software works
51. Four Steps For Big Impact
1. People and education
2. Delivery and distribution
3. Testing and measurement
4. Systems and technology
52. Operational Plan address
• Where are we now?
• Where do we want to be?
• How do we get there?
• How do we measure our progress?
53. The key components of a complete
operational plan include:
• Human capital. The staff and skills required to
implement your project, as well as current and
potential sources of these resources.
• Financial requirements. The funding required to
implement your project, your current and potential
sources of these funds.
• Risk assessment. What risks exist and how they can
be addressed.
• Estimate of project lifespan, sustainability and
exit strategy. How long your project will last, when
and how you will exit your project, and how you will
ensure sustainability of your project’s achievements.
54. Operational plans should contain:
• Clear objectives
• Activities to be delivered
• Quality standards
• Desired outcomes
• Staffing and resource requirements
• Implementation timetables
• A process for monitoring progress
55. Why have an operational plan?
An operational plan is important because it helps your
team to:
• Be clear about where you will get the necessary
resources
• Use those resources efficiently
• Clearly define the most critical resource
requirements.
– Reduce risks where possible, and prepare contingency
plans where necessary.
– Think about the long-term future of the project, including
its sustainability.
56. Who should prepare an operational
plan?
Operational plans should be prepared by the people who will
be involved in the implementation. There is often a need for
cross-departmental dialogue as plans created by one part of
the organisation inevitably have implications for other parts.
• A project administrator or finance manager should be
involved in defining financial requirements
• Human resources should be involved in assessing HR and
capacity needs
• HR, IT or operations staff should be engaged in discussions
of processes, procedures and systems.
• Efficient operational planning and implementation calls for
ongoing open communication between the project team and
these other staff.
