More than One Way – Good to Great
In a poor global economy most companies are required to stand back and reflect on the situation that they find themselves in and how that situation will change with the volatility in the market (be it local, regional, national, or international). When doing this analysis many companies will be in one of the three following categories:
Decision making is the most basic and vital aspect of running a company and the ability to do it well is a major determinant in the level of success that a company may experience. At its best corporate decision making is a collaborative effort between those in the company that have been specifically placed in positions of power due to either their specialties or their overall business acumen. In these situations, multiple individuals seek to make decisions by analyzing specific situations, providing their input, and allowing the group to determine the best course of action. While ultimately there is a key decision maker who signs off on the final decision, that person depends on the groups’ ability to collaborate to make informed decisions.
The problem that arises in modern corporate settings is that this type of collaborative decision making rarely occurs because of the structure of the organization. Whether the CEO is the chief decision maker and rarely requests the...
In its simplest form, risk, from an operational perspective, is a mathematical equation that focuses on the simple concept of risk vs. reward. When we analyze how risk mitigation and risk tolerance effect business decisions, we are asking the decision-makers within the organization how much risk (or chance) they are willing to take versus the perceived rewards that could be obtained through a positive outcome of the decision being made. These are simple formulas and in a perfect scenario these two factors (risk mitigation and risk tolerance) would provide all of the information necessary to make major operational decisions. Unfortunately, like everything in life, it just isn’t that simple.
When assessing risk, it is extremely dangerous to use a simplified approach to decision making, because the fact is that risk must always be analyzed on an individual basis. While risk tolerance and risk mitigation are always factors in analyzing risk within...
Corporate Excellence – A webinar conducted for Executives in Morocco.
These 7 triggers of Corporate Excellence are vital for the success of organisations. It goes through the core elements both at board and management level which we believe will lead to accelearated accomplishments of milestones. As we know that Strategy, vision, mission is not enough. These Corporate Excellence triggers reveals certain deeper drivers which act as key enablers to growth and success.
When organisations struggle with productivity and need a clear path to progression, they sought the services of business coaches. These coaches do add value to the overall value stream of an organisation so long as they are effective. The problem that I note is that coaches without a focused tailor made strategy aimed at adding value to an organisation will normally fail to deliver the results. I came across a coach who I found was not delivering as expected and was agreeing to all that a CEO he coached. The problem is, that certain traits were not fully utilised.
In order to become an effective business coach, the following are 5 key elements which would lead to driving growth and having a positive impact in an organisation. I have used these in all of my coaching sessions to executives at all levels as well as individuals who want to become more productive and have achieved positive sustainable results.
This Corporate Excellence video is all about driving excellence for directors. This Director training video covers the 9 core elements which lead to growth and mastery. If you are a small, medium or large organisation, you will find these tips highly useful. These are all aimed at wealth building and will help you drive exponential growth.
The 5 Building blocks is a cutting edge value driven solution for companies who progress and develop. It identifies the 5 key elements which drive business growth and success.
These include: Executive Financial Review, Sales and Marketing, Strategy and executive discussions, Interdepartmental setups and finally the vision exercise.
Finance training for directors is important as finance is the lifeblood of all organisations. Directors and Executives need financial know how in order to make a difference in their organisation. It has been common practice for many directors to neglect financial information due to their lack of financial understanding.
This can be detrimental to the growth of an organisation. There have been instances where I have noticed directors struggling to contribute in an attempt to understand key financial measures. The effectiveness of decisions is questionable and core components and signals ignored or misunderstood.
There are many financial workshops for directors which focus on board level contribution of directors. I would like to share a few key insights for directors and executives in order to gain the much needed financial training for Directors.
Financial personnel: The first place is obviously to learn within your organisation. You can easily approach your Chief Financial officer...
I have attended various directors’ workshops and realise that a key element is being missed out. I believe this element to be by far the single most important link which would accelerate corporate growth and enhance clarity.
WHAT IS S.P.O.D?
S.P.O.D stands for specific point of destination. I conduct various Governance training and executive management training seminars and realise that S.PO.D immediately springs out a clear road map for directors and executives. Let us face it, in every instance, there is a specific outcome that is expected. Owners expect a certain return for their investments, while non-profit organisations have a mission to support a certain need in the society or a membership association. Yet boards are focused on contributing to strategy and spend more time on operational activities rather than forward looking and crafting a vision, linking S.PO.D. with short term goals and ensuring that expectations are fully met using the right monitoring...
Recently, I was chairing a financial reporting board meeting for a manufacturing organisation. All board members were well immersed looking for the usual variances in expenses and other comparison figures.
What I realised was that though they did have a hang of what was going on, there were 5 key ingredients which would make a positive contribution to the overall mix. I have seen many organisations miss out on these crucial elements which changes the level of effectiveness in the collective decisions made.
Game changing insights enabling you to achieve standards of excellence in everything you do