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Posts Tagged ‘Learning Transformation’

“Process change has become embedded in individual functions and business units, and they have seen the benefits to their bottom lines. So they come to IT because they want to know what other parts of the company have done. We’ve gone from being the engineers of new processes to being the movers of innovation across the company.” ~  Lee Scott, former CEO of WalMart
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“Much more remains to be done to help companies turn Sustainability goals into action,” said Georg Kell, Executive Director of the UN Global Compact. “CEOs clearly see the need to instill Sustainability at all levels and roles within organizations, and this unprecedented level of data and analysis will enable us to help them on their journey to truly embedded long-term Sustainability.”

Business Transformation, when designed as an Opportunity, is the alignment of Business Strategies, Objectives and Requirements that orchestrate your enterprise resources (i.e., Customers, Operations, Financial, IT, Suppliers, etc.). The desired change is directed by unique Roadmaps and is measured by metrics for Growth, Performance and Savings.

Business Transformation can be defined as the “combination of strategic, process, organizational change, and technology development focused around one clear vision, resulting in a significant change in the organization and substantial financial benefits[1].” This has been the theme in previous chapters and now we need to link the value of transformation into actions and milestones.

Corporations, whether small, medium or larger sized, are always faced with refinement and improvement of complex business systems and strategic processes. Often these key structures are intertwined, so Transformation must be controlled and managed.
Transformation is controlling business change in order to reposition your organization by exploiting potential increases in Growth, Performance or Savings. In today’s environment, success can be derived from applied best-in-class solutions.

Successful transformation can be implemented incrementally, based on a project’s focus such as efficiency, productivity, profitability or a selected combination. In the beginning, select the “low lying fruit” that is easy to complete, build team confidence and can quickly apply the new tools and training for your entire organization.

Management of risk and its mitigation are key to any successful project. In a low reward scenario, a single project that is positioned to take advantage of technology could also be applied in order to streamline processes and provide efficiencies with little downside risks. At the operating or department level, productivity gains and financial rewards can be gained through streamlined processes and/or technology. In another scenario, co-transformations between departments can produce a synergistic effect, and again the efficiency increases rewards. Last and most significant is the strategic scenario of transformation that would encompass the whole organization providing systematic rewards and results.

This is an excerpt of my new book “Building a Bridge to Benefits”. Publication date is scheduled for November 2013 and is planned to be available on Amazon. More to come …
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Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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Footnotes
[1] Goonan, Brian, “Business Transformation: Doing it Right, Part I,” CIO Magazine, 9 February 2005

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Daniel Goldstein makes tools that help us imagine ourselves over time, so that we make smart choices for Future Us.

Today, we have many sources of information and knowledge. That is true for topics surrounding Corporate Social Responsibility, Sustainability, Business Transformation, etc. I have discovered some very good videos that are supported by the Creative Commons (CC) license and comply with the Digital Millennium Copyright Act (DMCA). For more information, please go to originating sites for more information (TED, YouTube, and other  web sites). We hope you enjoy these videos and share with your friends and colleagues.

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The global warming icon for the ubx.

The global warming icon for the ubx. (Photo credit: Wikipedia)

But remains much lower than the previous high of 72% in 2000

by Frank Newport, March 30, 2012

PRINCETON, NJ — Fifty-five percent of Americans worry a great deal or a fair amount about global warming, up from 51% in 2011, but still significantly lower than the previous high of 72% in 2000.

Trend: How much do you personally worry about global warming?

Gallup first asked Americans to rate their concern about “the ‘greenhouse effect‘ or global warming” in 1989, and has measured it as part of the annual Gallup Environment survey every March since 2001. An average of 60% of Americans since 1989 have worried a great deal or a fair amount about global warming, but concern has fluctuated significantly over this time period. After increasing in the late 1990s and rising to a high of 72% in 2000, worry declined to a low of 51% in 2004. It picked up again in 2005, reaching 66% in 2008, before falling again in recent years — including another 51% reading in 2011.

It is possible that this year’s uptick signals the start of a new period of increased worry, but the high level of variability in this trend makes such predictions difficult.

Personal worry about global warming is significantly related to politics and ideology. Democrats and liberals are most likely to say they are worried, while Republicans and conservatives are least likely.

I'm going to read you a list of environmental problems. As I read each one, please tell me if you personally worry about this problem a great deal, a fair amount, only a little, or not at all. First, how much do you personally worry about global warming? March 2012 results by demographics, ideology, party ID

Americans under 50 are slightly more worried about global warming than those who are older. Worry is also slightly higher among Americans with high school educations or less than it is among those with more education.

Most Do Not Expect Global Warming to Threaten Their Way of Life

A different question included in Gallup’s March 8-11 Environment survey asked Americans if they thought global warming would pose a “serious threat” to them and their way of life in their lifetime. The 38% who said “yes” is up from last year’s 32%, and is about the same as the percentages measured in 2009 and 2010. Worry about the threat of global warming was slightly lower in 1997 and the early 2000s.

Trend: Do you think that global warming will pose a serious threat to you or your way of life in your lifetime?

There is a definite relationship between responses to this “lifetime threat” question and age — perhaps not surprisingly. An average of 46% of those under 50 say global warming will pose a threat in their lifetime; this drops to 33% among those 50 to 64 and 19% among those 65 and older. Those in the oldest age group, of course, on average have fewer years left in their lifetimes in which global warming could potentially be a threat.

Do you think that global warming will pose a serious threat to you or your way of life in your lifetime? March 2012 results, by demographics, ideology, and party ID

Predictably, these views reflect politics and ideology, with Democrats and liberals most likely to say global warming will be a threat in their lifetime, and Republicans and conservatives least likely. There is little difference in these views by education.

Implications

Americans’ worry about global warming inched up this year after declining in the recent past. Both worry and views of global warming as an impending threat have gone up this year. The percentage who worry about global warming is still, however, well below the levels reached in a number of other years, although views of global warming as a threat are now roughly as high as they have been.

The history of Americans’ views on global warming is one of significant ups and downs, making it difficult to predict whether this year’s uptick in Americans’ concerns about global warming will continue in the years to come. It will take much more significant change for Americans’ attitudes to reach the levels of just a few years ago, or back in 2000.

Previous Gallup research has documented the strong impact of partisan politics on Americans’ views of global warming. Indeed, Republicans and conservatives remain the least likely to say they worry about global warming. This at least partly reflects the global warming skepticism expressed by conservative media news outlets and among conservative commentators. It is difficult to document whether this emphasis waned this past year as the economy and election issues moved more to the forefront.

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Date Line: 28 February 09

Change Now and Reap Rewards – Part 1 of 3

PRINCIPLE’S NOTE: In today’s business climate, the emphasis is on survival. Change is sourced from internal innovation, processes and procedures or from external influencers such as interest rates, competition or limited resources. As a leader, you have lemons in your enterprise and you need to make lemonade from them. In other words, you have an opportunity to take the next step in optimizing your organization and produce tangible rewards. JBS provides transformation solutions for business, IT and government arenas, from concept to reality, through people, ideas and technology.

Note that additional collateral is available for free download from the web site. Please feel free to pass along this information, to colleagues, you feel could benefit from our services and solutions. We also have over 50 free links of specialized web sites that provide policy direction from think tanks, sustainability issues, US and international initiatives, and various out-of-the-box thinking. Please browse these repositories and feel free to bookmark those of importance.

In today’s climate, very few news stories provide the consumer good information as to how one can act to minimize expenses and adapt their lifestyle. I believe we have choices, we are not helpless and we need to share information in order to evaluate our own personal needs and be proactive and adapt to our changing economic environment.

Part 1: The Approach During a Recession
Especially in today’s business environment, adaptability is a key characteristic of any successful business. That adaptability is also a reflection of the leadership of the company to be flexible during difficult times.

“In my view, adaptability is about managing your portfolio of businesses effectively, scanning the horizon for opportunities that may arise, and making decisions on a continuous basis about which of your businesses is best suited for carrying out a given activity.”
Source: Ralph Norris, CEO, Commonwealth Bank of Australia

External recession strategies for business: Simply think strategically, but execute tactically and adjust to the government, market and industry signals. Now is the perfect time to consider when that adaptability injects change it then can create opportunities for improvement, efficiency and productivity by refining your strategic thinking. Consider these external strategies:

1. Work with your investors [bankers, VCs, family, etc.] and share your recession strategies. Look for their endorsement and elicit their suggestions. Recognize that their buy-in may provide a bridge for future funds.

2. Investment and acquisition opportunities are more prevalent in a recession. Competitors may want to shed portfolios or product lines that would enhance and boost your core business.

3. Find out what are key satisfiers for your customers. Go out meet with your key customers, send out surveys, build relationships that provide insight.

4. What are existing competitive substitutions for your products and services? What are the startups that provide new approach that is faster, better, cheaper?

5. Look for business values that refine your product and service value. Look across industries where more value for less is apparent. Copy their success, but don’t sacrifice yours.

6. Look for alternatives to enhance your product or service lines by providing cheaper, less complex solutions.

7. Create new opportunities through networking your partners, suppliers, competitors and investors.

8. Go beyond the contract and handshake. Go beyond what you promise, build relationships and beat out the competition.

Internal recession strategies for business: Don’t be myopic and overlook opportunities internally. This is a time to pursue internal transformations, as well. Also, some of these seem they should be external points, but the defining characteristic is that those points originate within the company culture and internal mindset. Here are internal strategies to consider and promote sustainability:

1. Every customer is a diamond in the rough, potentially precious. Take GOOD care of each of them, especially the repeat customer.

2. Reevaluate your entire pricing structure. Maintain your margins by market testing increase or decrease pricing strategies.

3. Don’t rely solely on the web. Be proactive and meet the people loyal to your products and services.

4. Evaluate your core business needs. Assess and increase its value. Don’t loose your focus.

5. Managing resources are important and employees are usually the key resource often overlooked. Keep your employees in the communication loop regarding change and how the change process will be implemented.

6. Know your strategic value to the market. Do you provide products and services on cost, quality, flexibility, service timeliness, partner relationship or other areas?

7. A recession is an opportunity to increase the quality of your human resources. Hire quality people for open requirements. Be methodical. Take you time in assessing the candidates. Make the best decision for your company. Remember, change can be a catalyst to improve your organization and morale.

8. Refinement and prototyping extend your knowledge on how your business can be improved. During a recession, your efforts can quickly pay-off when the market opens up, when cost reductions are replaced with productivity, or when new product or service introductions have been postponed to take advantage of the uptick.

9. Cash flow is the heart beat of your company. Monitor it. Keep you accounts receivable, timely, current and limit bad debts.

10. Cost reduction is important in a recession, but understand the consequences. Know where to reduce. Look for efficiencies in processes. Increase your productivity through reduced costs, but recognize the downsides.

11. Look for strategic investments for they may get a price break during a recession. Focus on new processes, equipment or technology that produces efficiencies, productivity, quality and cost reduction. More importantly, recognize the project implementation’s lead-time and plan accordingly. Don’t rush into a quick fix or cause stress your organization cannot handle.

Next Blog: Let’s focus on your customer’s perspective. They are key to your survival and success. Survivability, in part, is due to your market presence and the value your products and services provide to your customer.

Source: Jarvis Business Solutions, LLC, © 2009, For services: http://www.jarvisbusinesssolutions.com

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