Effective and successful training manager requirements clive suryClive Sury
The document outlines the requirements for an effective training manager, including knowledge of company operations, functions of the training department, and skills such as presentation skills, communication, project management, and analytical skills. An effective training manager must also have strategic thinking abilities, integrity, and be approachable, enthusiastic, and able to work under pressure.
The document discusses how outsourcing HR functions can help companies drive their business during recessionary times. It notes that companies often outsource HR due to efficiency, focusing on their core competencies, accessing expertise, and reducing costs. Outsourcing HR allows companies to identify non-essential staff, restructure roles and compensation to save $800,000 annually in one case study, while maintaining capabilities and retaining top performers. The document advocates outsourcing HR services to take advantage of a provider's strategic focus, integrated skills, scalability, and experience in managing HR during recessions.
Strategic Account Planning - What Separates the GREAT from the WEAKRevegy, Inc.
This document discusses best practices for strategic account planning. It begins by noting that account managers who focus on planning outperform those who do not. While most companies see planning as important, over half say their plans need improvement. The document then examines what is often broken with planning, such as lack of management support, siloed teams, and plans that do not reflect customer goals. It provides recommendations for improving planning, including prioritizing the right accounts, using common tools and language, conducting reviews to drive changes, and collaborating internally and with customers. Key elements of an effective plan are understanding customer goals, identifying relationships, using scorecards from the customer perspective, developing collaborative roadmaps, and measuring success.
Deciding the best strategy for your finance SSCJamie DAVIES
This document discusses factors to consider when deciding if a shared services center (SSC) model is right for an organization. It outlines four main factors: 1) having a clear business case beyond just cost savings, 2) engaging stakeholders to gain their support for potential changes in service, 3) ensuring strong leadership and structure are in place to manage the SSC successfully, and 4) being prepared to invest in change management resources and skills training. The document also provides tips for a successful SSC implementation such as piloting the first transition, planning for extensive post-go live support, focusing on developing people, and limiting the initial scope.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
Ten slides in Ten minutes - a Perspective on Global Bid ManagementBill Graham CP.APMP
The presentation discusses the importance of sustainable long-term client relationships and strategic planning in bid management. It defines bid management as enabling clients to obtain value from a service provider's proposed solutions. However, bid management can become ineffective if large corporations have too many layers of administration and lack local knowledge. The presentation recommends flattening structures to allow more national decision-making, using analytics to identify growth opportunities, and crafting value propositions that support client business sustainability.
International Economic Development Council - BRE MetricsSara Dunnigan
The document summarizes the lessons learned from a regional business retention and expansion (BR&E) program launched in 2006. Some key points:
- Over 2,700 interviews were conducted, representing over 115,000 jobs. The program identified opportunities for 6,600 new jobs and $276 million in business expansion.
- Critical success factors included a holistic economic development strategy, focused program planning with defined outcomes and roles, and a shared customer relationship management system and service philosophy.
- The program evolved over time to focus on results like jobs retained and created, investment attracted, and services provided, rather than just the volume of interviews. Continuous improvement was also emphasized.
Effective and successful training manager requirements clive suryClive Sury
The document outlines the requirements for an effective training manager, including knowledge of company operations, functions of the training department, and skills such as presentation skills, communication, project management, and analytical skills. An effective training manager must also have strategic thinking abilities, integrity, and be approachable, enthusiastic, and able to work under pressure.
The document discusses how outsourcing HR functions can help companies drive their business during recessionary times. It notes that companies often outsource HR due to efficiency, focusing on their core competencies, accessing expertise, and reducing costs. Outsourcing HR allows companies to identify non-essential staff, restructure roles and compensation to save $800,000 annually in one case study, while maintaining capabilities and retaining top performers. The document advocates outsourcing HR services to take advantage of a provider's strategic focus, integrated skills, scalability, and experience in managing HR during recessions.
Strategic Account Planning - What Separates the GREAT from the WEAKRevegy, Inc.
This document discusses best practices for strategic account planning. It begins by noting that account managers who focus on planning outperform those who do not. While most companies see planning as important, over half say their plans need improvement. The document then examines what is often broken with planning, such as lack of management support, siloed teams, and plans that do not reflect customer goals. It provides recommendations for improving planning, including prioritizing the right accounts, using common tools and language, conducting reviews to drive changes, and collaborating internally and with customers. Key elements of an effective plan are understanding customer goals, identifying relationships, using scorecards from the customer perspective, developing collaborative roadmaps, and measuring success.
Deciding the best strategy for your finance SSCJamie DAVIES
This document discusses factors to consider when deciding if a shared services center (SSC) model is right for an organization. It outlines four main factors: 1) having a clear business case beyond just cost savings, 2) engaging stakeholders to gain their support for potential changes in service, 3) ensuring strong leadership and structure are in place to manage the SSC successfully, and 4) being prepared to invest in change management resources and skills training. The document also provides tips for a successful SSC implementation such as piloting the first transition, planning for extensive post-go live support, focusing on developing people, and limiting the initial scope.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
Ten slides in Ten minutes - a Perspective on Global Bid ManagementBill Graham CP.APMP
The presentation discusses the importance of sustainable long-term client relationships and strategic planning in bid management. It defines bid management as enabling clients to obtain value from a service provider's proposed solutions. However, bid management can become ineffective if large corporations have too many layers of administration and lack local knowledge. The presentation recommends flattening structures to allow more national decision-making, using analytics to identify growth opportunities, and crafting value propositions that support client business sustainability.
International Economic Development Council - BRE MetricsSara Dunnigan
The document summarizes the lessons learned from a regional business retention and expansion (BR&E) program launched in 2006. Some key points:
- Over 2,700 interviews were conducted, representing over 115,000 jobs. The program identified opportunities for 6,600 new jobs and $276 million in business expansion.
- Critical success factors included a holistic economic development strategy, focused program planning with defined outcomes and roles, and a shared customer relationship management system and service philosophy.
- The program evolved over time to focus on results like jobs retained and created, investment attracted, and services provided, rather than just the volume of interviews. Continuous improvement was also emphasized.
The document contains responses from Jayne Heggen to three questions about her approach to strategic consulting. In the first response, she describes leaving clients with an operational approach that holistically addresses business issues from a practical perspective, focusing on accountability, tools, and enabling consistent performance tracking. The second response discusses involving people upfront in post-merger integration to facilitate commitment and ensure customized solutions are appropriate. The third response outlines a three-step approach: understanding resources vs capabilities; identifying commonalities; and aligning strengths around products/services through a purposeful action plan.
Tom Radicic is a proven leader with international experience in sales, revenue growth, supply chain optimization, increased profitability, and operational efficiency. He has a track record of helping companies increase revenue and EBITDA multiple times during his tenure. Through strategic initiatives like incentive plans for sales teams and applying business intelligence to drive costs down, he created space for revenue and margin growth. As COO of M San Group, he dropped operating expenses by over 20% for three consecutive years.
Aequitas Global imparts strategic Consulting solutions for Micro, Small & Medium Enterprises (SME\'s). We partner with clients from Idea inception stage throughout the business process and also during the sunset cycle of business inspiring it to the dawn. Our focus on strategy enhances our operational excellence.
Improving your finance business partneringJamie DAVIES
This document discusses how finance managers can lead their teams through change to become better business partners. It recommends assessing the current state and identifying challenges. Some common challenges are teams spending too much time on low-value tasks and lacking a clear understanding of how to add value. The document also recommends starting small by empowering teams to take ownership of areas they can already improve. It emphasizes having a strategic vision while also focusing on current opportunities. Building the right complementary skills across the team is also important for success. The overall message is that finance leaders need to clarify expectations, identify where value can be added, and make incremental changes through empowering teams and continuous improvement.
The Strategic Consulting Group helps companies achieve sustainable growth through reducing costs and unlocking value. As an independent advisory firm, they partner with clients to develop pragmatic solutions to critical challenges and implement sustainable results. Their client-focused culture recognizes that world-class advisory is delivered by talented professionals, and they provide an exceptional guarantee of value to clients.
Tim Foster, Sales Director for The TAS Group in EMEA, presented a webinar on improving sales effectiveness through using a sales methodology and opportunity assessment process. The webinar covered common sales challenges, assessing opportunities and competitors, developing strategies, mapping political relationships, and prioritizing decision criteria. It highlighted research finding sales teams using TAS Group's methodology achieved 54% higher quota attainment. The webinar encouraged attendees to register for upcoming events and access free sales resources on TAS Group's website and social media.
Blackdot Consulting helps clients improve sales performance and close the gap between hoping and knowing through sound strategies and execution excellence. They view a client's sales process holistically and identify root causes inhibiting performance. Blackdot designs highly customized solutions drawing on experience with over 200 clients. They use data-driven techniques to understand true sales drivers and ensure clients are self-sufficient at the end of engagements through knowledge transfer and behavioral change.
What CGMA designation holders can do for your businessCGMA
Presentation on how Chartered Global Management Accountant® (CGMA®) designation holders have the skills and talent you need to transform your finance function.
Q1 may feel like a world away, but now's the perfect time to assess your 2015 State of the Union – while there's still time to close gaps and build momentum.
Ask yourself …
1. What do you want to accomplish in your business in 2015?
2. What are the gaps?
3. What resources are required to close the gaps?
Get ahead of your 2015 revenue number instead of letting it get ahead of you.
During this webinar, Jim Crisera provided CSOs and their teams with the key areas they should be focused on now (yes, now) to ensure a positive 2015.
Eight Pillars Of Strategic Relationship PlanningGUY FLEMMING
The document outlines eight pillars of strategic relationship planning: strategic focus, revenue growth, talent development, cost performance, process optimization, matrix effectiveness, competitive differentiation, and corporate reputation. It describes strategic relationship planning as transforming organizations' valuable relationships into quantifiable performance and results through areas like closing the strategy-execution gap, accelerating revenue growth, developing talent, optimizing costs, building repeatable processes, improving cross-functional coordination, differentiating in the marketplace, and strengthening reputation with stakeholders. The goal is to achieve relationship economics through systematically managing relationships.
Many small business owners dream of growing their business to satisfy the needs of their customers. However, a business with a steady inflow of new customers must consider its capacity and capability to deliver to these customers. Scaling a business means setting in place the processes and systems needed to support seamless growth.
The 7 Habits of Multi Millionaire Recruitment Business Owners – How To Scale ...TALiNT Partners
Nicky Coffin, Director, Centred Excellence
We will share the 7 habits that multi-millionaire recruitment business owners adopt that has enabled them to scale their businesses quickly and profitably without getting stressed or burnout.
There will be really simple yet tangible strategies that recruitment business owners will be able to take from our presentation and implement immediately within their business that will increase their profits and reduce their frustrations.
This will give them more time to spend ON the business rather than having to be IN the business.
How to Build a Professional Services FirmORS Partners
Terry Williams, CEO of ORS Partners, Cross X Platforms, and Managing Partner at NextStage Captial dives into the principles of building a professional services firm.
A Management consultant is one who posses knowledge and offer them as service to aspirants. The slideshow will give synopsis of my offerings and look froward to those looking for the same.
The document discusses how HR departments need to undergo a digital transformation to move from transactional support activities to more strategic business partnering roles. It recommends that HR shift resources from administration activities (15-20%) to business partnering (60-70%) and strategy development (15-20%). This transformation will empower employees, increase transparency, integrate systems, and use analytics to help execute business strategy and drive results.
The document discusses various techniques for measuring business performance, including the balanced scorecard, activity-based management, risk analysis, and talent management. It emphasizes that measuring performance allows businesses to know if strategies are working, identify areas for improvement, and set goals. Regular measurement and comparing results to peers can help businesses anticipate changes, develop solutions to grow, and continually improve their performance.
Client angel role opening future prague leaderMichal Hatina
Client Angel & Client Success Manager will target & acquire new prospects and convert prospects into clients in long term, support Prague Delivery team, being
responsible for the accurate and efficient set-up of opportunities within internal Sales Force system and the implementation of delivery programs conducted at the client premises.
With a high level of client contact, the Client Angel Success Manager will be responsible for driving the continuity of our relationship with clients and in building strong business partnerships ensuring our clients receive industry leading customer service at all times.
The Perth Leadership Institute of Gainesville, Florida was founded by veteran CEO and leadership educator, Dr. E. Ted Prince. The Institute has developed proprietary leadership assessment tools and a unique leadership performance improvement approach, the Perth Leadership Outcome Model™ (PLOM). PLOM™ identifies the Financial Signature® and the financial mission of senior leaders to improve their valuation impact and the competitive outcome of the enterprises or the organizations they lead. This approach goes beyond conventional competency-based and psychological approaches. Instead it introduces a new outcome-based approach that is based on extensive research carried out with CEOs and senior executives.
Professional Advisors Alliance; PAA believes that working with firms in a true strategic partnership offers the best model for success. So we work with you on a consultative basic to help you make the right choices for your practices. If you are a CPA or Lawyer, together we can make a difference. For a free, no-obligation Firm Assessment, contact me today.
Advanced Benefits Advisors provides customized benefits solutions to reduce clients' costs and administrative burdens. By partnering with ABA, clients can outsource benefits management to focus on their core business, while ABA handles administration, negotiates plans and carriers, and ensures compliance. ABA tailors cost-effective strategies for each client to eliminate inefficiencies and lower healthcare cost increases below competitors. Services include benefits administration, employee advocacy, technology resources, and proactive reporting to avoid surprises.
The document contains responses from Jayne Heggen to three questions about her approach to strategic consulting. In the first response, she describes leaving clients with an operational approach that holistically addresses business issues from a practical perspective, focusing on accountability, tools, and enabling consistent performance tracking. The second response discusses involving people upfront in post-merger integration to facilitate commitment and ensure customized solutions are appropriate. The third response outlines a three-step approach: understanding resources vs capabilities; identifying commonalities; and aligning strengths around products/services through a purposeful action plan.
Tom Radicic is a proven leader with international experience in sales, revenue growth, supply chain optimization, increased profitability, and operational efficiency. He has a track record of helping companies increase revenue and EBITDA multiple times during his tenure. Through strategic initiatives like incentive plans for sales teams and applying business intelligence to drive costs down, he created space for revenue and margin growth. As COO of M San Group, he dropped operating expenses by over 20% for three consecutive years.
Aequitas Global imparts strategic Consulting solutions for Micro, Small & Medium Enterprises (SME\'s). We partner with clients from Idea inception stage throughout the business process and also during the sunset cycle of business inspiring it to the dawn. Our focus on strategy enhances our operational excellence.
Improving your finance business partneringJamie DAVIES
This document discusses how finance managers can lead their teams through change to become better business partners. It recommends assessing the current state and identifying challenges. Some common challenges are teams spending too much time on low-value tasks and lacking a clear understanding of how to add value. The document also recommends starting small by empowering teams to take ownership of areas they can already improve. It emphasizes having a strategic vision while also focusing on current opportunities. Building the right complementary skills across the team is also important for success. The overall message is that finance leaders need to clarify expectations, identify where value can be added, and make incremental changes through empowering teams and continuous improvement.
The Strategic Consulting Group helps companies achieve sustainable growth through reducing costs and unlocking value. As an independent advisory firm, they partner with clients to develop pragmatic solutions to critical challenges and implement sustainable results. Their client-focused culture recognizes that world-class advisory is delivered by talented professionals, and they provide an exceptional guarantee of value to clients.
Tim Foster, Sales Director for The TAS Group in EMEA, presented a webinar on improving sales effectiveness through using a sales methodology and opportunity assessment process. The webinar covered common sales challenges, assessing opportunities and competitors, developing strategies, mapping political relationships, and prioritizing decision criteria. It highlighted research finding sales teams using TAS Group's methodology achieved 54% higher quota attainment. The webinar encouraged attendees to register for upcoming events and access free sales resources on TAS Group's website and social media.
Blackdot Consulting helps clients improve sales performance and close the gap between hoping and knowing through sound strategies and execution excellence. They view a client's sales process holistically and identify root causes inhibiting performance. Blackdot designs highly customized solutions drawing on experience with over 200 clients. They use data-driven techniques to understand true sales drivers and ensure clients are self-sufficient at the end of engagements through knowledge transfer and behavioral change.
What CGMA designation holders can do for your businessCGMA
Presentation on how Chartered Global Management Accountant® (CGMA®) designation holders have the skills and talent you need to transform your finance function.
Q1 may feel like a world away, but now's the perfect time to assess your 2015 State of the Union – while there's still time to close gaps and build momentum.
Ask yourself …
1. What do you want to accomplish in your business in 2015?
2. What are the gaps?
3. What resources are required to close the gaps?
Get ahead of your 2015 revenue number instead of letting it get ahead of you.
During this webinar, Jim Crisera provided CSOs and their teams with the key areas they should be focused on now (yes, now) to ensure a positive 2015.
Eight Pillars Of Strategic Relationship PlanningGUY FLEMMING
The document outlines eight pillars of strategic relationship planning: strategic focus, revenue growth, talent development, cost performance, process optimization, matrix effectiveness, competitive differentiation, and corporate reputation. It describes strategic relationship planning as transforming organizations' valuable relationships into quantifiable performance and results through areas like closing the strategy-execution gap, accelerating revenue growth, developing talent, optimizing costs, building repeatable processes, improving cross-functional coordination, differentiating in the marketplace, and strengthening reputation with stakeholders. The goal is to achieve relationship economics through systematically managing relationships.
Many small business owners dream of growing their business to satisfy the needs of their customers. However, a business with a steady inflow of new customers must consider its capacity and capability to deliver to these customers. Scaling a business means setting in place the processes and systems needed to support seamless growth.
The 7 Habits of Multi Millionaire Recruitment Business Owners – How To Scale ...TALiNT Partners
Nicky Coffin, Director, Centred Excellence
We will share the 7 habits that multi-millionaire recruitment business owners adopt that has enabled them to scale their businesses quickly and profitably without getting stressed or burnout.
There will be really simple yet tangible strategies that recruitment business owners will be able to take from our presentation and implement immediately within their business that will increase their profits and reduce their frustrations.
This will give them more time to spend ON the business rather than having to be IN the business.
How to Build a Professional Services FirmORS Partners
Terry Williams, CEO of ORS Partners, Cross X Platforms, and Managing Partner at NextStage Captial dives into the principles of building a professional services firm.
A Management consultant is one who posses knowledge and offer them as service to aspirants. The slideshow will give synopsis of my offerings and look froward to those looking for the same.
The document discusses how HR departments need to undergo a digital transformation to move from transactional support activities to more strategic business partnering roles. It recommends that HR shift resources from administration activities (15-20%) to business partnering (60-70%) and strategy development (15-20%). This transformation will empower employees, increase transparency, integrate systems, and use analytics to help execute business strategy and drive results.
The document discusses various techniques for measuring business performance, including the balanced scorecard, activity-based management, risk analysis, and talent management. It emphasizes that measuring performance allows businesses to know if strategies are working, identify areas for improvement, and set goals. Regular measurement and comparing results to peers can help businesses anticipate changes, develop solutions to grow, and continually improve their performance.
Client angel role opening future prague leaderMichal Hatina
Client Angel & Client Success Manager will target & acquire new prospects and convert prospects into clients in long term, support Prague Delivery team, being
responsible for the accurate and efficient set-up of opportunities within internal Sales Force system and the implementation of delivery programs conducted at the client premises.
With a high level of client contact, the Client Angel Success Manager will be responsible for driving the continuity of our relationship with clients and in building strong business partnerships ensuring our clients receive industry leading customer service at all times.
The Perth Leadership Institute of Gainesville, Florida was founded by veteran CEO and leadership educator, Dr. E. Ted Prince. The Institute has developed proprietary leadership assessment tools and a unique leadership performance improvement approach, the Perth Leadership Outcome Model™ (PLOM). PLOM™ identifies the Financial Signature® and the financial mission of senior leaders to improve their valuation impact and the competitive outcome of the enterprises or the organizations they lead. This approach goes beyond conventional competency-based and psychological approaches. Instead it introduces a new outcome-based approach that is based on extensive research carried out with CEOs and senior executives.
Professional Advisors Alliance; PAA believes that working with firms in a true strategic partnership offers the best model for success. So we work with you on a consultative basic to help you make the right choices for your practices. If you are a CPA or Lawyer, together we can make a difference. For a free, no-obligation Firm Assessment, contact me today.
Advanced Benefits Advisors provides customized benefits solutions to reduce clients' costs and administrative burdens. By partnering with ABA, clients can outsource benefits management to focus on their core business, while ABA handles administration, negotiates plans and carriers, and ensures compliance. ABA tailors cost-effective strategies for each client to eliminate inefficiencies and lower healthcare cost increases below competitors. Services include benefits administration, employee advocacy, technology resources, and proactive reporting to avoid surprises.
What our Partners and Customers are saying about Webroot SecureAnywhere Busin...Webroot
Webroot SecureAnywhere Business provides fast, lightweight endpoint protection that delivers effective security. Partners say it is a great fit for small to mid-sized businesses and will significantly impact the endpoint security market. Customers report dramatically shortened scan times from hours to minutes, faster scans than Symantec, and infections found that others missed. It provides simple centralized management and frees up time for IT administrators.
Todays client accounting services: new names for the same service?CPA.com
The pendulum is swinging back on the value of client accounting services to firms and clients in this digital age. Cloud based technology and more tech savvy clients has moved these traditional services from a compliance oriented business to an advisory and consultative service line for firms. In this session you will discuss the spectrum of accounting offerings today, how to effectively communicate the value and think about the driving forces to set the course for your firm.
The document describes a Professional Alliance program between an independent financial advisor's firm and Morgan Stanley Smith Barney that allows advisors to refer clients to Morgan Stanley in exchange for ongoing referral fees. Key details include:
- Advisors can enhance their business through the value, competitive advantage, and additional revenue source provided by referrals.
- Referral fees are paid on ongoing fee-based accounts of referred clients.
- Referrals must comply with registration requirements in the advisor's state.
- Morgan Stanley provides resources like investment products and research to advisors.
Select, Specialize, Succeed: Marketing Your Vertical NicheCPA.com
This webinar discussed the benefits of focusing on a niche market and how to select a niche that best aligns with your firm’s expertise and mission. You will learn how to develop messaging to address industry-specific challenges. Marketing tips and strategies are shared to help you increase awareness of your firm and position your client accounting and advisory services.
An engaging presentation for business owners that discusses the important topic of understanding the value of your business, and maximizing to realize the optimum return when it comes time to transfer the business to a third party.
This presentation is for business owners who are interested in building and maintaining value in their company with an emphasis on positioning the business for transition, and exit plannig.
Accounting Firm Competitiveness Cch Singapore 22nd April 2010Robert_Sawhney
This document discusses factors that shape success and competitiveness in CPA firms. It summarizes research showing that a firm's cultural orientation, especially around knowledge management, marketing, learning, and integrating strategy, knowledge management, and marketing, explains up to 70% of performance differences between firms. Leadership and values management are also important factors. The document provides examples from large accounting firms of how they approach issues like knowledge and learning, marketing with a focus on client value, and integrating strategy across business units.
The best companies boost revenues by not just building advanced pricing analytics programs but also developing relevant capabilities - people, processes, tools. A successful revenue growth program is a journey, and this presentation highlights the four areas where companies need to focus to become leaders. Brian Elliott (CEO of McKinsey Periscope) gave a version of this presentation at the Professional Pricing Society event in Oct., 2014.
How to Recruit, Assess and Coach Jedi Sales TalentSales Hacker
What You'll Learn:
- What the salesperson of the future look like
- The best blueprint for managing talent in sales, and where should sales leaders focus
- How you can reliably and repeatedly predict the success of a salesperson
- How you can apply predictive analytics to improve both speed to performance and success in recruiting
Opportunity-based Growth: How GrowthPath Drives Cash and ProfitTim Richardson
Opportunity-based Growth for small and medium sized businesses is the proven approach to prosper under economic and technological change. It's GrowthPath's speciality.
The document proposes a Talent Relationship Management (TRM) system that would treat a company's top talents in the same way it treats key customers, by gathering data on talents, using CRM and business intelligence technologies to track talent metrics and relationships, and partnering with technology providers to pilot the system. The goal of the TRM system is to help companies focus resources on retaining their key talent assets, especially during economic downturns, by providing tools and services to manage the entire talent lifecycle in a measurable, technology-supported way. The document seeks partners for pilot testing and further developing the proposed TRM system and approach.
As sales professionals in today’s competitive market, our customers and prospects demand more from us than ever before. We are expected to be advisors, consultants, and collaborate with relevant solutions for their business. To become that advisor, not only do we need to have current knowledge on our company’s products and services, we need to also have business acumen and knowledge to be credible and relevant.
Today’s sales professional must be perceived as a business professional. Industry knowledge and business acumen are no longer optional to deliver world class sales performance and add value to your prospect’s business.
In this one hour complimentary webinar, Julie Thomas, President and CEO of ValueSelling Associates, will discuss how to evolve from a selling professional in a business world to a business professional who happens to sell.
Having trouble with your enterprise risk management strategy? Map it.Andrew Smart
In 2016, it was estimated that 67% of well-formulated strategies failed due to poor execution and 1 in 3 business leaders rate their firm as poor or very poor at the implementation of strategy.
Like business strategy, the risk management strategy presents execution challenges for the CRO and Risk Management teams.
Paraphrasing the original article that introduced the Strategy Map, in the presentation, Ascendore CEO outlines how the Strategy Map can be used as part of an overall strategy management system to improve the execution of the risk management strategy. This presentation is based on an Ascendore customers use of the Strategy Map for Operational Risk Management.
This document summarizes the services provided by HEED, a company that helps other companies implement science and data into their sales processes. HEED provides strategy and consulting, analytics, digital transformation, and sales training. For strategy, they help clients address sales challenges, restructure processes, and transform their approach. Their analytics services provide insights into sales performance, marketing ROI, and sales forecasting. For digital transformation, they implement CRM systems and sales automation tools. HEED also operates an academy that provides a 6-month sales training curriculum to standardize sales competencies. Case studies provide examples of projects optimizing sales models, building scalable sales organizations, and implementing performance dashboards and forecasting.
Supplier Relationship and Value Management The five programme killers, and ho...Tejari
At the program level, David Atkinson, MD of consultants Four Pillars, provides a model for developing your organization’s supplier management strategy by introducing the five critical questions that will mean the difference between failure and success. For each of these questions, answers are provided that will get you thinking about how you will make Supplier Relationship and Value Management work for your organization.
TAS Smart Account Manager helps you maximize revenue from key accounts by applying automation and intelligence so it is easy to adopt account planning and management as part of your company's processes. Use the Opportunity Map to gain a picture of current status and 'white space' areas to explore for potential business. Align your opportunities with the customer's goals using the Value Map. The Strategy Map provides insight to the customer's business goals and Political Map plots the power structure. Using TAS Software's analysis and advice, the account team can work together to execute the account strategy to maximize the revenue from each account.
This document discusses how to understand and maximize the value of a business. It covers:
1) The difference between building wealth through a business versus just generating income.
2) How businesses are typically valued based on discretionary cash flow multiples and understanding common valuation methods and benchmarks.
3) Key areas ("sellability factors") business owners can focus on to increase their business' value, such as growth, profitability, sustainability, and risk management. Taking steps to improve these areas through strategic planning can help business owners maximize the potential sale price.
Understand and maximize the Value of your Business.David C. Smith
This presentation outlines basic information used to value a business and identifies the 4 points of Sellability that can be used to increase the businesses value.
This document discusses how business owners can increase the value of their companies. It notes that most owners overestimate their company's worth and outlines some key ways to optimize value before transitioning ownership. These include assessing the potential value gap compared to competitors, ranking improvements by return on investment, and achieving annual gains in operational value of 20% or more. The document then discusses using a software tool called CoreValue to conduct an analysis that identifies specific opportunities to build value across key areas. Conducting this analysis and implementing an action plan can help owners increase their company's worth and financial freedom over time.
Soulful Analytics: Embracing gut instincts as part of the modeling, PointsInnovation Enterprise
The document discusses how analytics is evolving to embrace gut instinct and business expertise through a concept called "Soulful Analytics". It advocates defining clear business goals to guide modeling and ensuring business validation of results to build confidence and buy-in. The document also provides an example of how Points, a loyalty platform company, partners with business experts to develop predictive models focused on achieving specific goals like increasing transaction volumes.
This document discusses exit planning opportunities for business advisors. It outlines a seven step exit planning process that helps business owners achieve their goals of retiring from their business and ensuring financial security. The process involves identifying objectives, quantifying business value, maximizing value, planning for ownership transfer either to employees or third parties, business continuity planning, and personal wealth/estate planning. Providing exit planning services allows advisors to build strong client loyalty, help clients achieve life goals, and generate new referral business through a team approach.
The Alliance is establishing a new "center of excellence" called MidMarketPlace.com to serve as an online marketplace and transaction portal for the private company marketplace. It will connect buyers and sellers of private companies to capital and qualified advisors. The website will provide industry information, education, thought leadership resources, and tools. It will also enable collaboration between professionals across different specialties. The goal is to make the private capital marketplace as efficient as public markets by facilitating transactions, transfers of assets, and access to capital through the Know, Grow, Go process. The Alliance is seeking $5 million in growth capital to expand its executive team, build out the new online platform and infrastructure, and increase its share of the large global private company
The document discusses the expansion of the Alliance of M&A Advisors (AM&AA) through the creation of a new initiative called MidMarket Alliance (MMA). MMA will be a virtual interactive alliance of independent professionals offering advisory services to help lower midmarket companies maximize their value before or after a business transaction. The goal is to make 9 out of 10 such companies "market ready" for acquisition. MMA membership will be limited to top professionals in fields like accounting, law, wealth management, and M&A advisory. Formed in 1998, AM&AA has over 1,000 members providing M&A services to businesses valued between $5 million to $500 million.
This document discusses maximizing business value through personal and succession planning, estate-tax planning, business transfer, identifying personal needs, evaluating and measuring the business value, improving profitability to increase value, financing for growth, and using value gap analysis and mapping to connect people, ideas, and capital.
The document discusses challenges and opportunities for cross-border mergers and acquisitions (M&A), noting that while megadeals have declined, opportunities remain in the mid-market. It identifies four key areas for cross-border M&A success: culture, leadership, local economies, and managing long distances and time horizons. The rest of the document provides examples of industries and deals for cross-border M&A and information about a financial services group active in M&A advisory in Saudi Arabia and the GCC region.
The document provides an overview of corporate mergers and acquisitions (M&A), including considerations in M&A transactions, the current state of the market, general concepts, and the transaction process timeline. It also discusses accretion/dilution analysis and adjustments that are made to the income statement for stock-for-stock and cash-for-stock acquisitions, such as accounting for new shares issued, debt financing, synergies, and other transaction-related impacts.
The document summarizes the global economic outlook and recovery from the 2008 financial crisis. It finds that while a recovery is underway, growth will remain uneven across developed and emerging economies. The US recovery has slowed as stimulus fades, while Europe faces high debt burdens in the periphery. However, emerging markets like China, India, and others in Asia are powering ahead and helping support global growth. Overall, a double-dip global recession is not expected due to stimulus, strong emerging markets, and still-accommodative central bank policies.
The document discusses integrated performance management (IPM) and its benefits. IPM is a framework that helps companies develop a coherent, integrated approach to financial analytics to drive shareholder value. It consists of processes, methodologies, and metrics to monitor performance. An IPM capability maturity model assesses a company's current state. IPM links shareholder value to key drivers using an enterprise value map. Managing financial and operational information across this map is key to an effective IPM framework. IPM creates value by improving decision making, operational performance, and communication to drive shareholder value.
This document discusses social media tools and groups that can be used to connect professionals and businesses. It mentions several LinkedIn and Facebook groups managed by Link to Your World related to different industries and locations with over 1,000 members each. These include groups for wireless professionals, Wall Street, social media consultants, Chicago businesses, New York businesses, and media professionals. It also discusses the Business 3.0 Facebook group and community for social commerce. Other networking tools mentioned include FriendFeed and Socialmedian.
This document summarizes the results of a survey about calculating the costs and benefits of leadership programs. Key findings include:
- Respondents operate, fund, and evaluate various leadership programs
- Most costly program components and those contributing most to outcomes are difficult to identify
- Initial program designs often did not thoroughly consider costs and benefits of different elements
- About two-thirds of respondents have calculated the cost per participant, often to inform future planning, though some boards do not require it
- Costs excluded from calculations and true costs per participant vary significantly between programs
The document discusses constructing provocative propositions using Appreciative Inquiry. Appreciative Inquiry begins by selecting an affirmative topic like cooperation and studying when it was best in the organization. Provocative propositions bridge what is with what could be and stretch beyond assumptions to suggest desired possibilities. They envision the ideal organization maximizing the topic studied. Sample propositions describe an organization where partners share vision and ownership or one that fosters learning and cooperation. Good propositions are provocative, grounded, desired, affirmative, follow a social model, expand what's possible with involvement and learning.
While it may still be a challenging environment in the Private MiMidMarket Place
The AM&AA annual summer conference will take place from July 20-22 and focus on best practices for deal professionals through educational panels that provide practical solutions. The conference will feature a transaction exchange on July 22 including private equity investors and a two hour deal bash for intermediaries and investment bankers to meet with private equity and mezzanine groups. Over 400 M&A professionals from fields like investment banking, law, lending, private equity, accounting, and corporate development are invited to attend the conference to earn CPE credits and help the private middle market recover.
The document discusses how the neural mechanism of Spike Time Dependent Plasticity (STDP) could provide a model for how social media platforms like Twitter function. STDP strengthens connections between neurons that fire in rapid succession, with neurons firing first gaining influence. Similarly, on Twitter influential users who tweet news first could automatically gain increased influence over their followers. Over time, as followers converge on the same interesting content, the network could develop thoughts and ideas that propagate, representing a form of global consciousness emerging from the network.
The article discusses an interview with Richard Florida about how the current economic downturn represents a "Great Reset" that will fundamentally change work and the economy. Florida believes we are transitioning from a consumer-driven postwar economy to one based on knowledge work and services. This reset will eliminate manufacturing jobs but create high-skilled, high-paying creative jobs and many low-wage service jobs. For workers, Florida recommends obtaining new skills, seeking out employers willing to promote from within, and considering more creative service occupations. New York City is well-positioned to thrive during this transition due to its creative and innovative economy.
The document discusses how the Internet has evolved from an end-to-end network to a distributed computing infrastructure called an Application Content Infrastructure (ACI). ACIs, used by major companies, host and distribute content independently of traditional carrier networks. This has improved performance for users and relieved carriers' infrastructure investments. The ACI model now dominates Internet traffic and will influence future network architecture and business models.
This document provides a governance plan for X Corporation's SharePoint environments, outlining administration, maintenance, and support. It establishes a strategy team to provide strategic direction and a tactical team for operations, support, and development. The plan defines roles and responsibilities, resources, and policies to ensure effective management that aligns with business needs. It aims to create governance structures, document initial policies, and communicate the need for business support.
This handbook provides guidance for individuals looking to build and catalyze networks between organizations and communities. It covers topics such as understanding network roles and structures, mapping networks, connecting people, moving networks to action, and scaling networks. The handbook uses case studies and worksheets to explain network concepts and strategies that network catalysts can use to strengthen inter-organizational collaboration and community impact. The goal is to equip network weavers with tools and processes for transforming networks and spreading successes more broadly.
This 3 sentence document summary provides the key details from the LMU Catering Credit Card Authorization Form:
The form requests credit card information including the card type, name on the card, card holder's address, phone number, 16-digit card number, expiration date, and 3-digit security code to authorize payment for catering services. The card holder must also sign the form to authorize LMU Catering to charge the provided credit card.
1. The document discusses the importance of making the selection process transparent to avoid personal biases influencing decisions. It provides four questions for evaluating collections and ensuring balance.
2. The questions are: Why make the process transparent? What areas does user feedback identify as weak or unrelated? Do resources reflect selection criteria and user needs? Is the collection balanced with various viewpoints?
3. Examples of censorship due to personal biases are described, such as banning books containing stereotypes or claiming books "lack literary merit" to exclude viewpoints. The importance of balance and avoiding favoritism is emphasized.
Google Apps Topic Review - Improving the writing process with Google DocsMidMarket Place
Google Docs allows for improved writing through online collaboration. It allows multiple users to work on documents simultaneously. Changes are automatically saved, and a revision history tracks all edits. Comments can also be added in real time. This facilitates feedback and collaboration between students and teachers anywhere, anytime. The integrated tools can help strengthen writing skills and make the writing process more effective.
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Vision and Goals: The primary aim of the 1st Defence Tech Meetup is to create a Defence Tech cluster in Portugal, bringing together key technology and defence players, accelerating Defence Tech startups, and making Portugal an attractive hub for innovation in this sector.
Historical Context and Industry Evolution: The presentation provides an overview of the evolution of the Portuguese military industry from the 1970s to the present, highlighting significant shifts such as the privatisation of military capabilities and Portugal's integration into international defence and space programs.
Innovation and Defence Linkage: Emphasis on the historical linkage between innovation and defence, citing examples like the military genesis of Silicon Valley and the Cold War's technological dividends that fueled the digital economy, highlighting the potential for similar growth in Portugal.
Proposals for Growth: Recommendations include promoting dual-use technologies and open innovation, streamlining procurement processes, supporting and financing new ICT/BTID companies, and creating a Defence Startup Accelerator to spur innovation and economic growth.
Current and Future Technologies: Discussion on emerging defence technologies such as drone warfare, advancements in AI, and new military applications, along with the importance of integrating these innovations to enhance Portugal's defence capabilities and economic resilience.
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Empowering Excellence Gala Night/Education awareness Dubaiibedark
The primary goal is to raise funds for our cause, which is to help support educational programs for underprivileged children in Dubai. The gala also aims to increase awareness of our mission and foster a sense of community among attendees
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1. The Alliance: “ We Connect People, Information, and Money with the Best ways to Maximize Business Value”
2. 2 Serving the Middle Market Sales (U.S. $ millions) 5 150 500 1,000 SmallLowerMiddleUpper Large Businesses M I d d l e M a r k e t Companies 2-3x 4-6x 7-8x8-10x >10x
3. 3 Private Capital Markets Capitalization- Growth Transfer Private Capital Markets Valuation
4. 4 The Alliance Growth (MidMarket Alliance) Transfer (AM&AA) Maximum Value Process (MVP) Information-Education-Valuation (MidMarket Place.com)
5. Member Benefits “Based on over 25 years of transaction experience, with thousands of client companies, unfortunately… For 90% of all companies, the “value gap” is just too big for any sale today!”
6. 6 What is the “Value Gap” today? Business Value Personal Needs Measure and Create Solutions to Bridge the “Value Gap”
7. 7 Bridging the “Value Gap” Owner Expectations/ Requirements $__________ Increase Company Value Business Transfer Value $_________ How?
8. 8 3 Key Questions : What do you really want most?…. How much will it all cost?…. What is the best way to get from what you have to what you want?
9. The Marketplace tells us: ‘Before Value can be sold or distributed…. Value must be Created!’
10. 10 Future global “weather forecast”… Rate of change will accelerate - life will be more complex, busier . . . Adaptability, agility & momentum will be the key to success! Innovation, opportunities & entrepreneurship will thrive Disruption will be the order of the day Fun, fortunes & failure will be in abundance
11. Business Changes Where is your business now ? Instability Growth & Maturity New Vision Renaissance Performance Demise Original Vision Time Span based on Market Conditions
12. 12 Changing “Owner-Manager” Risk Profile over the Business Lifecycle Entrepreneur Expansion Instability Check Out Risk CEO Shareholder
13.
14. 14 What are the Big Motives of Business Owners ? 1.Increasing profitability of business89% 2.Increasing value of business76% 3.Providing access to capital for the business64% 4.Reducing debtlevel of business63% 5.Expanding size of business51% Family Business, Research Findings, Mass Mutual
21. Insurance / Investment Advisors Wealth Preservation Estate Planning Wills & Trusts Charitable Planning Foundations The Current Environment A Fragmented Marketplace
22. A Fragmented Approach is Ineffective Today most financial professionals focus almost exclusively on just 1 or 2 of the pieces, valuation, legal, accounting, tax, M&A, etc. -- they fail to completely understand the owner’s fundamental personal needs and comprehensively evaluate the company’s overall business performance and potential
23. The Importance of a “BIG Picture” View Because the needs of the private Business Owner and the Company are so inextricably interlined the best Financial Advisors focus on the whole and not just individual parts.
25. It all begins with awareness, information, and education…a whole new perspective onthe BIG picture
26. “The New Corporate Skillset!” ReductionismHolism Parts Whole Structured Creative Rational Intuitive Prove it! Open mind Hierarchy Synergy Categories Individuals Seperate Connected Future/past Now Precise Chaotic Static Dynamic Male Female Nosy Selfcorrecting Seperate notes Harmony Mechanic Organic LogicalSequentialRationalAnalyticalObjectiveLooks at parts IntuitiveImaginationEmotionalSynthesizingSubjectiveHolistic Paul Wilson
27. 21 “None of us is as smart as all of us.” Warren Bennis
28.
29. October 31, 2006 23 Traditional Institutional Model Superseded Financial Institution Many: ManyPrediction Markets, Synthetic Economies One: ManyAffinity Purchasing Few: Few Long Tail Old Model: Financial Institutions serving many individuals New Model: P2P Many: One, One: Many, Many: Many, One: One Many: OneAffinity InvestingAffinity Philanthropy
31. 25 The MidMarket Alliance maximizes Value with a world-class professional community of independent experts sharing ideas, resources, and proven best practices: The MVP system
36. 31 We Know the Maximum Value Process (MVP) Awareness & Education Personal & Estate Planning Personal Needs Analysis Project Coordination MVP Maximizing Value Process Transaction Advisory Business Evaluation Value- Growth “Value GAP” Analysis Management Action Plan (MAP)
37. The planning process must be driven by the total personal needs of the business owner What was the main reason you went into business for yourself? What sort of relationship do you want to have with the business going forward? For how much longer do you want to remain involved with the business? Where are you at now considering the lifecycle for your Business?
39. Sample:Aspirations (Ideal) and Traditional Goals (Acceptable) Traditional advisory services focus on maximizing the size of your investment portfolio by minimizing your spending, maximizing your savings and positioning you in a portfolio with the highest risk you can tolerate. Achieving goals otherwise ignored and minimizing investment risk is what the Wealthcare process is all about. For most people, some goals are more important than others. Your primary financial goals as determined in our goal assessment are outlined above.
40. Knowing the $ Value Gap you can Model Alternatives What are all the possible ways to get from where you are to where you want to be?
41.
42. 37 “Choose the right transaction at the right time” Manage the many Business and Personal Transition Issues Manage Transaction Process Design and Structure “The Right Deal” Close the Transaction with Optimum Results Next Step: Personal Wealth Management
116. Growth Internal Perspective Human Capital Learning and Growth Perspective Information Capital Organization Capital Culture Leadership Alignment Teamwork
117. Summary - Value Proposition A repeatable process that uses tools, methods and people that help you understand and insure that your Organization, Processes and Technology are Aligned with your Business Strategy, by synchronizing the flow of products and information to the marketplace, resulting in a significant increase in shareholder value.
118. 48 Maximum Value Player (MVP) [pley-er]noun a person or thing that plays. one actively involved especially in a competitive field or process.
119. Page 49 What exactly are we Doing?? Subscribing Rating Organizing Creating Finding Designing Sharing Promoting Publishing
120. 50 Shared Pictures = Shared Knowledge = “Web 2.0 generally refers to a second generation of services available on the WWW that lets people collaborate and share information online.” - Wikipedia.com Shared Videos = Shared News = Shared Bookmarks =
122. Page 52 Web 2.0 Executable Web Customer-Contributed Content Rich Internet Apps Sharing Syndication Multimedia Photos, Videos, Animation, Audio, Text Flash, Flex , Ajax Really Simple Syndication (RSS) Feeds, Atom Ruby on Rails, Python JavaScript Podcasts Blogs, Wikis Mash Ups Gadgets, Widgets Linking Tagging Published APIs XML Social Networking Meta Tags icalendar Google Earth Web Services Amazon S3
123.
124. eProject Roles Visualization Communication Management Executives Portfolio Management Project Managers Project Management Internal Teams Teams and Resources Dynamic Applications Document Management Vendors & Partners
125. MidMarket Alliance Solution Center Market Research Research And Development Solution Development Customers and Customer Issues Solution Sales Solution Marketing Solution Partners Service And Support Integration Partners
127. MidMarket Place.com Where owners and advisors of privately held businesses go for valuable free information to learn about the marketplace and to configure the ideal mix of products and professional services they need to maximize business value. The “go-to” place for middle market owners and advisors. Where professional services providers collaborate to deliver a compelling value proposition to the middle market business owner. A 21st Century lead generation machine
128. MidMarket Place.comBranding Elements A Collaborative “Wiki” Marketing Materials Advertising Public Relations Direct Mail Events and Seminars Telemarketing One-to-One Marketing Conferences A Singular Focus on the Business Owner Vision and Creativity A Sense of Urgency Committed Professionals Passion for Excellence Fee Sharing Agreement Dispute Resolution One Goal: New Business!
154. EmployeesSME’s, Content Developers Learning & Performance Solutions Content IntellectualProperty(IP) Seminars Virtual Classroom Standards, Tools, Templates Re-purpose National Conferences Tools and Applications Content on Demand CDs Courseware The Alliance Operating System Identification Organization Education Implementation Assessment Performance Learning Repositories Metadata
155. MidMarket Place.com Web-based Systems for Collaboration Capital, Resources, and Tools Expert Advisors Education Awareness Information Owners
156. The Alliance: “ We Connect People, Information, and Money with the Best ways to Maximize Business Value”
Editor's Notes
Voorbeeld dokter:Reductionisme: Je bent grieperig, je zoekt een dokter op, symptomen opzoeken, diagnose stellen, behandelen(zoals iedereen in die categorie), antibiotica voor keel en aspirine voor je hoofd. Je wordt beter. Medicijn is de oorzaak. Gevolg door antibiotica is je weerstand verslechtert..en krijg de aspirine verergert de maagzweer.Holistisch: niemand is volkomen gezond of volkomen ziek. Constant wisselende toestanden. Je begrijpt dat de oorzaak ligt in samenloop van omstandigheden weerstand naar 0. Via therapie en meditatie verander je je levensstijl, je gebruikt een homeopatisch middel om je weerstand op niveau te houden en je neet een massage tegen je hoofdpijn.. Conclusie, de hoofdpijn was niet slecht nadenken leven weer in evenwicht verbetering van je hele leven.Autorijden..Het bedrijf is een verzameling van categorieen. Inkoop, verkoop, logistiek, IT, marketing. Elk met doelstellingen. Symptomen en behandelingen. Daarnaast zie je het bedrijf ook als geisoleerd onderdeel in de samenleving.. [Wat]Symptomen: marktaandeel, brand awareness, ROI, retentie(Balanced Score Card)Kuur: marketing campagne, kosten snijdenBedrijf als gebalanceerd orgaan. Waar je open staat voor dynamiek, chaos, self correctie..maar ook creativiteit, intuitie, synergy en bovenal betekenis geven aan het totale orgaan in een grotere context..[Waarom]