 |
Insight : Valuation Creation for Business |
 |
|
Volume:03 / Issue:05 - Published on
June 2007 |
|
|
Value creation forms the core of any organization’s profitability and business success. The scope of value creation, although customer-centric, needs to encompass all entities such as shareholders, employees, suppliers and vendors and others associated with the organization. While integrating value-driven processes in the organizational framework is the first step towards value-creation, nurturing and building such processes at all levels is equally significant. The few organizations that consistently adhere to value-based processes join the select league of successful and respected organizations. |
|
|
|
|
|
|
|
|
|
Insight : Selection, Collection, Measurement and Integration of Performance Data |
|
|
Volume:03 / Issue:04 - Published on
May 2007 |
|
|
Performance measurement and management not only allows the organization to meet its immediate goals, but also enables it to align strategic decisions with the organization’s long-term vision and direction.
The choice of data and metrics, and the integration of measurement outcomes into the organizational whole are crucial for effective performancemanagement.
|
|
|
|
|
|
|
|
|
|
Insight : Building the Corporate DNA - Promoting Cooperation, Initiative, Innovation and Empowerment |
|
|
Volume:03 / Issue:03 - Published on
May 2007 |
|
|
Employee Cooperation, Initiative, Innovation and Empowerment are the critical pillars that support and strengthen the organizational edifice. Successful organizations grow fast and stand tall through the creation and proper maintenance of a high performance workplace. Most organizations have some organizational structure, but often neglect, through ignorance, these very pillars. Implementing appropriate work and job systems and employee skills management is the key to promoting the right organizational culture while simultaneously aligning with current business needs and achieving action plans. |
|
|
|
|
|
|
|
|
|
Insight : Identifying Customer Groups and Market Segments - Targeting Right to Hit the Bull’s Eye |
|
|
Volume:03 / Issue:02 - Published on
April 2007 |
|
|
In a customer-centric business environment, the ability to precisely identify the target customers and understand their stated as well as latent needs is not just an advantage – it is a core competency essential for survival.
There is a classic story about two salesmen, a perennial favorite with marketing professionals. A company manufacturing shaving products sent these two sales representatives to a remote land, to explore the market. The first representative came back and reported, “Absolutely no scope – nobody knows about shaving and they all wear long beards”. The second representative, however, was exuberant, “Huge market potential! Nobody knows about shaving – let’s teach them!” This simple tale beautifully captures the need to go beyond the obvious, and understand the needs, motivations and behavior of the customer. |
|
|
|
|
|
|
|
|
|
Insight : Promoting Legal and Ethical Behavior - Setting the Tone at the Top |
|
|
Volume:03 / Issue:01 - Published on
April 2007 |
|
|
In the long run, weaving ethical and legal behavior into the organizational fabric is vital for the success and growth of any organization. Today, top managements in most organizations realize this and are working to formulate a code of ethical conduct. It is sad, however, that short-term costs associated with striking an ethical stance ensure that only a handful of firms adopt and practice them, and even fewer take an active interest in promoting legal and ethical behavior at all levels within the organization. This, in reality, reflects the failure of the leadership system, which can, if it is truly effective, be used to promote legal and ethical behavior by organizations. |
|
|
|
|
|
|
|
|
|
Insight : Deploying Vision through the Leadership System - Creating Symphonic Excellence in the Workplace |
|
|
Volume:02 / Issue:24 - Published on
March 2007 |
|
|
Leadership is the key that unlocks potential in employees. Visionary leaders perceive this and are able to foster an atmosphere that encourages corporate and public responsibility, integrity and loyalty to the company and the community. |
|
|
|
|
|
|
|
|
|
Insight : Deploying Value through the Leadership Systems - Walking the Talk |
|
|
Volume:02 / Issue:23 - Published on
March 2007 |
|
|
Organizational values provide the foundation and shape the destiny of an organization. Leaders play a key role in evaluating, interpreting, guiding and building on these values to preserve the sanctity of the organization. |
|
|
|
|
|
|
|
|
|
Insight : Leadership Systems - A Framework for Sustainability |
|
|
Volume:02 / Issue:22 - Published on
February 2007 |
|
|
A Leadership System embodies all the processes, the tenets and rules that make up the way the firm does business, tacit and overt. Leading from the front, effective leaders set leadership systems that continue to evolve and thrive long after the leaders themselves have moved on. |
|
|
|
|
|
|
|
|
|
Insight : Leadership and Social Responsibility Outcomes |
|
|
Volume:02 / Issue:21 - Published on
February 2007 |
|
|
Standards and definitions of stakeholder accountability have undergone a transformation in recent years. Today, the path chosen matters as much as the destination. To ensure that they do not lose track, organizations need to focus on measuring and monitoring various aspects of corporate governance and ethical behavior. |
|
|
|
|
|
|
|
|
|
Insight : Organizational Effectiveness Outcomes |
|
|
Volume:02 / Issue:20 - Published on
January 2007 |
|
|
Fundamental to the success of any organization is self-awareness. In other words, a firm needs to know its degree of effectiveness, and whether it has achieved the desired results. Building the capability to do so includes several elements, namely, the careful selection of universally accepted performance measures; setting metrics; and scoring on those metrics through the continuous optimization of organizational capabilities. |
|
|
|
|
|
|
|
|
|
<< 1 2 3 5 6 7 >> |
