KENT CHEMICAL: ORGANIZING FOR INTERNATIONAL GROWTH. Connected Consulting

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "KENT CHEMICAL: ORGANIZING FOR INTERNATIONAL GROWTH. Connected Consulting"

Transcription

1 KENT CHEMICAL: ORGANIZING FOR INTERNATIONAL GROWTH Connected Consulting

2 Agenda 1. Issue Identification 2. Analysis Company Organizational Structure Human Resources 3. Evaluation of Alternatives 4. Recommendation & Implementation Action Plan Communications Plan Timeline Contingency Plan

3 Issue Identification Key Issue Mr. Morales is seeking an organizational solution that proves successful in a threatening global economic environment. Complexities Strategically Diverse Portfolio Lack of cooperation by regional & product managers Previous reorganization failures Cooperative Growth Strategy Restructure Organization Increase Cooperation Improve Coordination

4 Company Analysis Consumer Products Need to be managed locally & regionally Medical Plastics Needs global control Fire Control Products Global coordination critical for R&D Key Takeaway: KCI needs to tailor its business model to fit the needs of its product lines individually.

5 Organizational Structure Analysis KCI Structure Does Not Follow Structure of KCP GBD Roles are not Defined GBDs add confusion to communication channels Capital allocation request reviewed on 3 levels Key Takeaway: KCI needs to clarify lines of communication and simplify its decision-making process.

6 Human Resource Analysis Cooperation Goals of different product lines & geographic regions are not aligned with KCI as a whole Coordination Lack of coordination between price, product, & strategy Agency Problem Ensuring the agent acts in the principal s interest Key Takeaway: To resolve the current agency problem, KCI must implement new business practices to improve both cooperation and coordination.

7 Financial Analysis KCI International Sales by Product $598 Million 27% of Total Revenue CAGR 13% Consumer 33% Fire Protection 45% Medical Plastics 35% Key Takeaway: To reduce the possible impacts of the impending U.S. recession, KCP needs to further prioritize its KCI division.

8 Issue Identification Key Issue Mr. Morales is seeking an organizational solution that proves successful in a threatening global economic environment. Complexities Strategically Diverse Portfolio Lack of cooperation by regional & product managers Previous Organizational Failures

9 Alternatives Revert to Geographic Structure Implement Suggested Decision Matrix Implement Tailored Structure Return to the original structure that allowed KCI to grow Adopt the suggested decision matrix across all KCI divisions Adapt current structure to needs of individual product lines and regions

10 Criteria Adaptability Improves Cooperation & Coordination Enables growth of KCI Clarifies Decision Making Will the alternative allow KCP & KCI to adapt to the needs of the product lines and regions? Will the alternative reduce the agency problem and improve coordination? Will the alternative allow KCI to grow to its full potential? Will the alternative simplify the decision making process?

11 Evaluation of Alternatives Revert to Geographic Structure Adopt suggested Matrix Adaptability Improves Cooperation & Coordination Enables Growth Clarifies Decision Making Total Tailored Structure

12 Cooperative Growth Strategy Restructure Organization Increase Cooperation Improve Coordination

13 Phase 1: Restructure Organization Goal: Simplify decision making and resource allocation Adapt KCI organizational structure to specific needs of product lines and regions Clarify and simply decision making and resource allocation among KCI divisions

14 Phase 1: Restructure Organization CEO Vice Chairman R&D KCI Kent US KCI Global Medical Reg. Director of EMEA Reg. Director of Americas Reg. Director of Asia-Pacific Global Fire Control Board VP Consumer Products VP Fire Protection VP Consumer Products VP Fire Protection VP Consumer Products VP Fire Protection

15 Phase 2: Increase Cooperation Goal: Improve cooperation to maximize likelihood of successful implementation Control Mechanisms Structured Reporting Hierarchy Performance Incentives Productivity Linked Incentives Promotion Opportunities Shared Values Clear Vision Statement

16 Phase 3: Improve Coordination Goal: Improve coordination to maximize productivity and likelihood of successful implementation Rules & Directives Routines Mutual Adjustment Create clear job descriptions Specify responsibilities and duties Mandatory Meetings Align activities with vision Training Mutual adoption of new practices

17 Communications Plan KCI KCP Company-wide communication of new structure and responsibilities Training for new roles Align activities with vision Vision Company-wide communication

18 Financial Projections Net Sales Net Income Year $ Millions % Growth $ Millions % Growth Profit Margin is returning to 2005 levels

19 Timeline Months Re-write job descriptions Implement training program Communicate performance incentives Establish control mechanisms Implement new organizational structure

20 Contingency Plan RISK MITIGATION CONTINGENCY Company does not adapt to new structure Cooperation and coordination does not improve Implementing cooperation and coordination initiatives A communications plan that trains new leadership positions and emphasizes the company s vision Appoint new regional directors that will be more cooperative Tie rewards and consequences to productivity key performance indicators

21 Conclusion Key Issue Mr. Morales is seeking an organizational solution that proves successful in a threatening global economic environment. Cooperative Growth Strategy Restructure Organization Increase Cooperation Improve Coordination Outcomes Improved Profitability Employee Motivation Maximize Productivity

Creating an Enterprise PMO Global Mining IT and Communications Summit

Creating an Enterprise PMO Global Mining IT and Communications Summit Creating an Enterprise PMO Global Mining IT and Communications Summit November 5, 2013 Sharon Gietl VP of IT and CIO The Doe Run Company: Who We Are A global supplier of lead metal and alloys Second largest

More information

Airport Council International

Airport Council International Airport Council International Thomas L Dallam Vice President Human Resources 1 DFW Airport Fast Facts Economic Engine of North Texas Opened in 1974; covering 18,000 acres Economic engine for the entire

More information

How to Develop a Board Member s Job Description

How to Develop a Board Member s Job Description How to Develop a Board Member s Job Description Many board members serve for months before they really understand their roles and responsibilities. This confusion can waste valuable time and energy for

More information

Streamlined Store Operations

Streamlined Store Operations Streamlined Store Operations Ensure the Alignment of Corporate Initiatives and Store Objectives With solutions that are tailored to specific retail functions, retailers can maximize the efficiency of store

More information

Succession Plan for Genome Canada Executive & Senior Manager Positions

Succession Plan for Genome Canada Executive & Senior Manager Positions Approved by Board June 12, 2007 Succession Plan for Genome Canada Executive & Senior Manager Positions OVERVIEW Part of best practices in good governance is to have in place a succession plan which clearly

More information

MUTUAL OF OMAHA INSURANCE COMPANY CORPORATE GOVERNANCE STANDARDS

MUTUAL OF OMAHA INSURANCE COMPANY CORPORATE GOVERNANCE STANDARDS MUTUAL OF OMAHA INSURANCE COMPANY CORPORATE GOVERNANCE STANDARDS The Board of Mutual of Omaha Insurance Company (the Corporation ) has adopted these corporate governance standards to further its longstanding

More information

Driving Profits from Loyalty

Driving Profits from Loyalty Driving Profits from Loyalty Overview 1 P a g e 5 Steps to Driving Profit from Loyalty 1. Customer Portfolio Analysis This is the first step on the road to customer profitability where we can begin to

More information

The fast track for employee development.

The fast track for employee development. The fast track for employee development. For learning to be truly effective and have long-lasting results, it needs to build upon the potential of each individual. That is the only way to bring about real

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

Commission on Care Leadership Workgroup

Commission on Care Leadership Workgroup Commission on Care Leadership Workgroup Findings and Draft Recommendations March 22, 2016 1 Building a Leadership System: Leadership Workgroup Topics Five Topics 1. Organizational Health and Cultural Transformation

More information

State Homeland Security Program Standard Operating Guidelines NCTCOG

State Homeland Security Program Standard Operating Guidelines NCTCOG Section I: Call for Projects A. REPAC will establish regional priorities based on, National guidance, State guidance, and the Regional Implementation Plan. B. REPAC will establish and implement a call

More information

Best Practices: Is your strategic plan up to snuff? ABARIS Consulting Inc. All Rights Reserved. Page 0 of 18

Best Practices: Is your strategic plan up to snuff? ABARIS Consulting Inc. All Rights Reserved. Page 0 of 18 Best Practices: Is your strategic plan up to snuff? ABARIS Consulting Inc. All Rights Reserved. Page 0 of 18 Disclaimer The information contained in this document is the proprietary and exclusive property

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc.

The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc. The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses Copyright 2007 SuccessFactors, Inc. I. Introduction More successful small and mid-sized companies

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Effectively Managing Change in Your IT Modernization Effort

Effectively Managing Change in Your IT Modernization Effort Leveraging People, Processes, and Technology Effectively Managing Change in Your IT Modernization Effort A White Paper 7500 Old Georgetown Road, 11th Floor Bethesda, MD 20814-6198 Tel: 240-482-2100 Fax:

More information

Strategic Direction 7 Vision for Shared Administrative Services

Strategic Direction 7 Vision for Shared Administrative Services Strategic Direction 7 Vision for Shared Administrative Services Strategic Direction 7 - Centralize the System s business/administrative functions, where appropriate, in order to leverage resources and

More information

Organizational Restructuring

Organizational Restructuring Organizational Restructuring The Challenge Facilitating better alignment between technology and business units Focusing organizational strengths on delivering business value despite frequent distractions

More information

Empowerment. Five Steps that Develop a High-Involvement, High-Performance Workforce. Number 1 in the Problem Solver Series

Empowerment. Five Steps that Develop a High-Involvement, High-Performance Workforce. Number 1 in the Problem Solver Series Empowerment Five Steps that Develop a High-Involvement, High-Performance Workforce Number 1 in the Problem Solver Series Copyright 2006 T.J. McCoy & Associates, LLC Table of Contents The Purpose...2 The

More information

PRIORITIZING CYBERSECURITY

PRIORITIZING CYBERSECURITY April 2016 PRIORITIZING CYBERSECURITY Five Investor Questions for Portfolio Company Boards Foreword As the frequency and severity of cyber attacks against global businesses continue to escalate, both companies

More information

R I S K M A N A G E M E N T S Y S T E M F R A M E W O R K

R I S K M A N A G E M E N T S Y S T E M F R A M E W O R K R I S K M A N A G E M E N T S Y S T E M F R A M E W O R K VERSION REV 4.0 OWNER VP OPS AND ENG EFFECTIVE DATE MARCH 2014 REVIEW DATE MARCH 2014 1. PURPOSE, APPLICATION AND SCOPE This Management System

More information

Primavera Portfolio Management Strategic Solution, Strategic Success

Primavera Portfolio Management Strategic Solution, Strategic Success Primavera Portfolio Management Strategic Solution, Strategic Success Costin Chirculescu Technical Manager 1 Primavera History 2 / 14 Primavera Inc. started as a developer of Project Management software

More information

Best Practices and Alternatives for Strategic Planning

Best Practices and Alternatives for Strategic Planning Best Practices and Alternatives for Strategic Planning Tuesday, January 12, 2016 8:30-11:30 am Jade/Plumeria Ballroom Learning Objectives: Review the goals of strategic planning. Clarify the roles of the

More information

Program Management: Opportunity or CLM?

Program Management: Opportunity or CLM? Program Management: Opportunity or CLM? Agenda It s a game do you know the rules? So who wants to be a Program Manager? Definitions Check list for what it REALLY takes Questions 2 It s a game do you know

More information

Board Governance Principles Amended September 29, 2012 Tyco International Ltd.

Board Governance Principles Amended September 29, 2012 Tyco International Ltd. BOD Approved 9/13/12 Board Governance Principles Amended September 29, 2012 Tyco International Ltd. 2012 Tyco International, Ltd. - Board Governance Principles 1 TABLE OF CONTENTS TYCO VISION AND VALUES...

More information

Application for MPCAA Board of Directors. 1. What interests you most about serving on MPCAA s Board of Directors?

Application for MPCAA Board of Directors. 1. What interests you most about serving on MPCAA s Board of Directors? Application for MPCAA Board of Directors Name: Address: Phone: 1. What interests you most about serving on MPCAA s Board of Directors? 2. Do you consider yourself to be Low-Income? If not, how do you feel

More information

Hewlett-Packard Separation Will Create Two New Industry-Leading Public Companies

Hewlett-Packard Separation Will Create Two New Industry-Leading Public Companies Hewlett-Packard Separation Will Create Two New Industry-Leading Public Companies Investor Presentation October 6, 2014 Safe harbor This presentation contains forward-looking statements that involve risks,

More information

The Executive CRM Guide

The Executive CRM Guide The Executive CRM Guide By Ron Jenkins CRM Strategy Consultant The Executive CRM Guide _ Page 2 of 11 Table of Contents Executive Overview... 3 Guide to CRM Success... 4 Step 1 Conduct CRM Workshop...

More information

Corporate Governance Guidelines

Corporate Governance Guidelines Corporate Governance Guidelines Fuji Heavy Industries Ltd. Chapter 1. General Provisions Article 1. Purpose These guidelines set out the basic policy, framework and operating policy of the corporate governance

More information

Part One. Determining and Aligning the CRM Vision: Overview

Part One. Determining and Aligning the CRM Vision: Overview Part One Determining and Aligning the CRM Vision: Overview O V E R V I E W The CRM vision is the starting point in the achievement of performance driven CRM. It directs us to the desired end state and

More information

An effective sales role job description defines each role across five dimensions:

An effective sales role job description defines each role across five dimensions: Although sales leaders have long found traditional job descriptions developed by HR to be impractical and unhelpful because the sales job is often different in every region, many organizations are discovering

More information

STRATEGIC AND OPERATIONAL PLAN

STRATEGIC AND OPERATIONAL PLAN STRATEGIC AND OPERATIONAL PLAN 2013-2015 2 3 Table of Contents Introduction Corporate Balanced Scorecard Revitalized... 5 Reorganizing Corporate Structure... 8 The Planning Process The Planning Process...

More information

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values.

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.

More information

FORCEPOINT. Global Partner Program EMPOWER INNOVATE GROW

FORCEPOINT. Global Partner Program EMPOWER INNOVATE GROW FORCEPOINT Global Partner Program EMPOWER INNOVATE GROW FORCEPOINT Global Partner Program EMPOWER INNOVATE GROW Forcepoint safeguards users, data and networks against the most determined adversaries, from

More information

Analyzing Risks in Healthcare. February 12, 2014

Analyzing Risks in Healthcare. February 12, 2014 Analyzing s in Healthcare February 12, 2014 1 Content What is Enterprise Management (ERM) ERM Benefits ERM Standards / ISO 31000:2009 ERM Process Register ERM Governance Model s Q&A 2 What is Enterprise

More information

Talent Management: How to Make Your Metrics Matter

Talent Management: How to Make Your Metrics Matter Talent Management: How to Make Your Metrics Matter April 26-27, 2012 Cathy Missildine, SPHR Chief Performance Officer Intellectual Capital Consulting Agenda The 3 key areas to measure when it comes to

More information

GENERATE REVENUES WITH AN EFFECTIVE PARTS WHOLESALE STRATEGY.

GENERATE REVENUES WITH AN EFFECTIVE PARTS WHOLESALE STRATEGY. GENERATE REVENUES WITH AN EFFECTIVE PARTS WHOLESALE STRATEGY. fueled by challenge. powering success. sm 1,500 dealer programs in 27 markets Parts wholesale has the potential to significantly contribute

More information

Financial Services FINANCIAL SERVICES UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN. CR_2215 Attachment 1

Financial Services FINANCIAL SERVICES UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN. CR_2215 Attachment 1 CR_2215 Attachment 1 Financial Services FINANCIAL SERVICES & UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN Acting Branch Manager: Stacey Padbury Table of Contents INTRODUCTION Our

More information

From Vision to Implementation: Integrated Strategic Planning

From Vision to Implementation: Integrated Strategic Planning A three-page excerpt from our 18-page Best Practice Guidebook: From Vision to Implementation: Integrated Strategic Planning 1 Best Practice Guidebook From Vision to Implementation: Integrated Strategic

More information

ACMP Certification Committee. Methods for Demonstrating Competency

ACMP Certification Committee. Methods for Demonstrating Competency ACMP Certification Committee Methods for Demonstrating Competency 6 February 2014 CCMP Assessment of Competency ACMP s Certification Committee recommended a two-part assessment through which CCMP applicants

More information

Strategic Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253

Strategic Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253 Strategic Planning for Small Business 1 Agenda Welcome Overview of Strategic Planning Key Planning Steps and Tools 2 Planning Controlling Management Functions Organizing Leading 3 Planning Alignment Strategic

More information

Lighting Overview. Eric Rondolat, CEO Philips Lighting

Lighting Overview. Eric Rondolat, CEO Philips Lighting 1 Lighting Overview Eric Rondolat, CEO Philips Lighting Lighting Overview The team presenting today: Eric Rondolat CEO Paul Verhagen CFO Klaas Vegter Chief Strategy and Innovation Officer Pierre Yves Lesaicherre

More information

Delphi Automotive PLC. Corporate Governance Guidelines

Delphi Automotive PLC. Corporate Governance Guidelines Delphi Automotive PLC Corporate Governance Guidelines TABLE OF CONTENTS DELPHI VISION AND VALUES... 3 Delphi Vision: Why We Exist and the Essence of Our Business... 3 Delphi Values: How We Conduct Ourselves...

More information

CA Service Accounting

CA Service Accounting SOLUTION BRIEF: CA SERVICE ACCOUNTING CA Service Accounting CA Service Accounting is an IT financial management system that provides you with the financial transparency and analysis needed to effectively

More information

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed

More information

Business to business (B2B) corporations with strong cash. Merger and Acquisition Success: The Sales Force Integration Imperative

Business to business (B2B) corporations with strong cash. Merger and Acquisition Success: The Sales Force Integration Imperative S A L ES & M A R K E TING INSIGHTS Merger and Acquisition Success: The Sales Force Integration Imperative Michael B. Moorman and Ladd Ruddell Business to business (B2B) corporations with strong cash reserves

More information

Vice President Sales Operations Job Description

Vice President Sales Operations Job Description SALES FORCE JOB DESCRIPTIONS Vice President Sales Operations Job Description The Sales Management Association +1 312 278-3356 www.salesmanagement.org 2008 The Sales Management Association. All Rights Reserved.

More information

Magic Software Reports Fourth Quarter and Full Year 2005 Financial Results

Magic Software Reports Fourth Quarter and Full Year 2005 Financial Results Magic Software Reports Fourth Quarter and Full Year 2005 Financial Results Magic Continues to Invest Heavily In Its ibolt Integration Suite OR YEHUDA, ISRAEL (February 16, 2006) - Magic Software Enterprises

More information

Chapter 3: Strategic CRM

Chapter 3: Strategic CRM Chapter 3: Strategic CRM Overview Topics discussed: CRM perspectives The components of strategic CRM Steps in developing a CRM strategy Case Study: CRM implementation at International Business Machines,

More information

AIMING AT THE BEST PRACTICE OF BANK MANAGEMENT -LAUNCH OF A NEW MEDIUM-TERM MANAGEMENT PLAN, REFORM OF THE MANAGEMENT SYSTEM, CHIBA BANK NEWS

AIMING AT THE BEST PRACTICE OF BANK MANAGEMENT -LAUNCH OF A NEW MEDIUM-TERM MANAGEMENT PLAN, REFORM OF THE MANAGEMENT SYSTEM, CHIBA BANK NEWS AIMING AT THE BEST PRACTICE OF BANK MANAGEMENT -LAUNCH OF A NEW MEDIUM-TERM MANAGEMENT PLAN, REFORM OF THE MANAGEMENT SYSTEM, REVISION OF THE HEADQUARTERS ORGANIZATION, AND REVISION OF THE PERSONNEL SYSTEM-

More information

MEMORANDUM. Comments on the Updating of the LSC Risk Management Program

MEMORANDUM. Comments on the Updating of the LSC Risk Management Program Office of Inspector General Legal Services Corporation 3333 K Street, NW. 3rd Floor Washington, DC 20007 3558 202.295. 1660 (p) 202.337.6616 (f) www.oig.lsc.gov MEMORANDUM TO: FROM: LSC Audit Committee

More information

Management Update: The Eight Building Blocks of CRM

Management Update: The Eight Building Blocks of CRM IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful

More information

EFFECTIVE CEM REQUIRES ENGAGED LEADERSHIP

EFFECTIVE CEM REQUIRES ENGAGED LEADERSHIP customer experience / mar 2013 EFFECTIVE CEM REQUIRES ENGAGED LEADERSHIP Driving a customer-centric focus is a continuous journey that calls for commitment and collaboration. By Janet LeBlanc, Janet LeBlanc

More information

IT Charter and IT Governance Framework

IT Charter and IT Governance Framework IT Charter and IT Governance Framework Status: Custodian: Approved Director: Information Technology Date approved: 2013-12-04 Implementation date: 2013-12-05 Decision number: SAQA 02102/13 Due for review:

More information

St. John s Health System

St. John s Health System A Hospital-Physician Alignment Case Study from Bader & Associates and the Great Boa rds Web site St. John s Health System SPRINGFIELD, MISSOURI by Donn E. Sorensen, Senior Vice President and Chief Operating

More information

Channel Manager Job Description

Channel Manager Job Description SALES FORCE JOB DESCRIPTIONS Channel Manager Job Description The Sales Management Association +1 312 278-3356 www.salesmanagement.org 2008 The Sales Management Association. All Rights Reserved. About The

More information

The fact is that 90% of business strategies are not implemented through operations as intended. Overview

The fact is that 90% of business strategies are not implemented through operations as intended. Overview Overview It is important to recognize that a company s network determines its supply chain efficiency and customer satisfaction. Designing an optimal supply chain network means the network must be able

More information

4 years from the inception date

4 years from the inception date NATURAL DISASTER INSURANCE POOL Romanian Case Study of Compulsory Insurance: The PAID Insurance Framework 4 years from the inception date October 1 st 2 nd, 2014 Belgrade, Serbia Nicoleta Radu-Neacsu CEO

More information

ROYAL DUTCH SHELL. Royal Dutch Shell Sustainability Integration Case Study 1

ROYAL DUTCH SHELL. Royal Dutch Shell Sustainability Integration Case Study 1 Royal Dutch Shell (Shell) is a worldwide group of oil, gas and petrochemical companies that explores for, produces and trades in a range of energy resources. Royal Dutch Shell also has a broad portfolio

More information

Is there an ROI from Social Media Marketing?

Is there an ROI from Social Media Marketing? TOM PISELLO, CHAIRMAN & FOUNDER Blog: http://blog.alinean.com/ Twitter: @tpisello http://www.alinean.com http://www.fightfrugalnomics.com Is there an ROI from Social Media Marketing? Agenda 1. Need for

More information

Enterprise Project Management: A Strategic View

Enterprise Project Management: A Strategic View Enterprise Project Management: A Strategic View 2004 By Lew Ireland, Ph.D. President of the American Society for the Advancement of Project Management Introduction Enterprise project management (EPM) has

More information

structures stack up Tom McMullen

structures stack up Tom McMullen Making sure your organization structures stack up October 21, 2009 Tom McMullen Building effective organizations Trends in organization design Optimizing Focusing resources and reducing headcounts Removing

More information

RUBRICS FOR ASSESSING MASTER S LEVEL SCHOOL ADMINISTRATION PORTFOLIO EVIDENCE CLUSTERS APPALACHIAN STATE UNIVERSITY. Student Name.

RUBRICS FOR ASSESSING MASTER S LEVEL SCHOOL ADMINISTRATION PORTFOLIO EVIDENCE CLUSTERS APPALACHIAN STATE UNIVERSITY. Student Name. RUBRICS FOR ASSESSING MASTER S LEVEL SCHOOL ADMINISTRATION PORTFOLIO EVIDENCE CLUSTERS APPALACHIAN STATE UNIVERSITY Student Name Cohort Date This student matriculated through the following program MSA

More information

Corporate Governance and Enterprise Risk Management Derek Jackson, Senior Manager 5 September 2005

Corporate Governance and Enterprise Risk Management Derek Jackson, Senior Manager 5 September 2005 Corporate Governance and Enterprise Risk Management Derek Jackson, Senior Manager 5 September 2005 Corporate Governance Services 0 Overview Hong Kong Code on Corporate Governance Practices Corporate Governance

More information

Introduction to Enterprise Risk Management at UVM DRAFT

Introduction to Enterprise Risk Management at UVM DRAFT Introduction to Enterprise Management at UVM 1 Enterprise What is Enterprise Management? Enterprise risk management is a structured, consistent, and continuous process across the whole organization for

More information

The Future of Law Firm Marketing & Business Development. Growth in a Non-growth Economy: New Models for Success. June 15, 2010

The Future of Law Firm Marketing & Business Development. Growth in a Non-growth Economy: New Models for Success. June 15, 2010 The Future of Law Firm Marketing & Business Development Growth in a Non-growth Economy: New Models for Success June 15, 2010 Today's Agenda The changing dynamics of corporate marketing & sales The state

More information

CAHRS ResearchLink CAN FIRMS PERFORM WITHOUT GOOD HR PRACTICES AND INSPIRING LEADERS? Key Findings. Topic: The Concept of Fit as Multi-Faceted

CAHRS ResearchLink CAN FIRMS PERFORM WITHOUT GOOD HR PRACTICES AND INSPIRING LEADERS? Key Findings. Topic: The Concept of Fit as Multi-Faceted No. 4 August 2013 CAN FIRMS PERFORM WITHOUT GOOD HR PRACTICES AND INSPIRING LEADERS? Key Findings A positive match between leadership behaviors and HR practices produce the best organizational outcomes.

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

A Practical Approach to Implementing the COSO Internal Control Integrated Framework

A Practical Approach to Implementing the COSO Internal Control Integrated Framework A Practical Approach to Implementing the COSO Internal Control Integrated Framework Dr. Sandra B. Richtermeyer, CPA, CMA IMA s COSO Board Member Professor of Accountancy & Associate Dean Xavier University

More information

PRODUCE RESULTS-BASED PERFORMANCE PLANS

PRODUCE RESULTS-BASED PERFORMANCE PLANS PRODUCE RESULTS-BASED PERFORMANCE PLANS Included with this Participant Workbook is the following guidebook, published by Richard Chang Associates, Inc. Planning Successful Employee Performance Planning

More information

TD Bank N.A. s Enterprise-Wide PMO Monitors Projects and Maintains Focus on Strategic Goals

TD Bank N.A. s Enterprise-Wide PMO Monitors Projects and Maintains Focus on Strategic Goals WHITE PAPER TD Bank N.A. s Enterprise-Wide PMO Monitors Projects and Maintains Focus on Strategic Goals AT A GLANCE TDBNA first began using a project management office (PMO) to support its privatization

More information

Retail Portfolio Management: Opportunity Prioritization and Approach

Retail Portfolio Management: Opportunity Prioritization and Approach !! retail Omnichannel consulting Pricing and industry Approaches thought! 1 leadership Retail Portfolio Management: Opportunity Prioritization and Approach! Retail Portfolio Management! 2 Portfolio Management

More information

COMMUNICATIONS MANAGEMENT PLAN <PROJECT NAME>

COMMUNICATIONS MANAGEMENT PLAN <PROJECT NAME> COMMUNICATIONS MANAGEMENT PLAN TEMPLATE This Project Communications Management Template is free for you to copy and use on your project and within your organization. We hope that you find this template

More information

Business Intelligence Project Prioritization System

Business Intelligence Project Prioritization System THINK TANK FIVE: COMPETITIVE INTELLIGENCE AND MARKET RESEARCH GIL 2012: SILICON VALLEY Business Intelligence Project Prioritization System FEATURING Enterprise IT Solutions (EITS), a division of L-3 Communications

More information

Board Leadership Development Strategy- Feb 2012

Board Leadership Development Strategy- Feb 2012 Board Leadership Development Strategy- Feb 2012 Superior-Greenstone District School Board believes both leadership and excellence are important at all levels within the organization and contributes to

More information

The Four Stages in Building and Sustaining a Service Culture

The Four Stages in Building and Sustaining a Service Culture The Four Stages in Building and Sustaining a Service Culture A true service culture is a community of leaders at all levels who embrace a service mindset and build lasting relationships with customers

More information

From Vision to Implementation: Integrated Strategic Planning

From Vision to Implementation: Integrated Strategic Planning A three-page excerpt from our 20-page Best Practice Guidebook: From Vision to Implementation: Integrated Strategic Planning 1 Best Practice Guidebook From Vision to Implementation: Integrated Strategic

More information

CHAPTER 17 DIVISIONAL PERFORMANCE EVALUATION

CHAPTER 17 DIVISIONAL PERFORMANCE EVALUATION CHAPTER 17 DIVISIONAL PERFORMANCE EVALUATION CHAPTER SUMMARY This chapter is the second of two chapters on performance evaluation. It focuses on the measurement of divisional performance. It begins by

More information

Branches Financial Services/Corporate Strategic Planning

Branches Financial Services/Corporate Strategic Planning Introduction Financial Services provides financial leadership to ensure the organization is financially sound, accountable and transparent in managing public funds. This is accomplished through sound fiscal

More information

Building the Vision and the Strategy for a PMO Implementation

Building the Vision and the Strategy for a PMO Implementation 4 Building the Vision and the Strategy for a PMO Implementation Mauro Fenzi, Alexandre Sörensen Ghisolfi, Valerio Crovasce (Comau Corporate) Overview of PMO Implementation Model 1. Current State Assessment

More information

ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES

ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES The Performance Appraisal Process at Madison College is designed to accomplish the following objectives: Encourage meaningful communication between the employee

More information

Topic Overview: Leadership and Governance of Human Capital Management

Topic Overview: Leadership and Governance of Human Capital Management Topic Overview: Leadership and Governance of Human Capital For the purposes of our Talent Initiative work, Leadership and Governance of HCM relates to CEOs and leadership team members ability to champion

More information

RISK MANAGEMENT POLICY

RISK MANAGEMENT POLICY RISK MANAGEMENT POLICY Regd. Office: Nanubhai Amin Marg, Industrial Area, P.O. Chemical Industries, Vadodara 390 003 CIN: L36990GJ1943PLC000363 1. BACKGROUND Risk Management Policy Jyoti Ltd. (the Company)

More information

Using the logical framework matrix

Using the logical framework matrix Using the logical framework matrix Defining the M&E Strategy for a programme/project A logical framework Clearly defined results and risks Performance indicators and means of verification An M&E plan for

More information

INFORMATION TECHNOLOGY PROJECT MANAGER

INFORMATION TECHNOLOGY PROJECT MANAGER JOB DESCRIPTION MICHIGAN CIVIL SERVICE COMMISSION JOB SPECIFICATION INFMATION TECHNOLOGY PROJECT MANAGER Employees in this job function as information technology professionals and are responsible for a

More information

Stakeholder management and. communication PROJECT ADVISORY. Leadership Series 3

Stakeholder management and. communication PROJECT ADVISORY. Leadership Series 3 /01 PROJECT ADVISORY Stakeholder management and communication Leadership Series 3 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital programmes,

More information

Effective Intelligence Functions:

Effective Intelligence Functions: Effective Intelligence Functions: The Role of Management February 13 th, 2006 Today s Discussion: Objectives Setting the stage Study description and preliminary findings Applying a management framework

More information

Guidelines for the Success of a Business Process Management Initiative

Guidelines for the Success of a Business Process Management Initiative Guidelines for the Success of a Business Process Management Initiative Insert Company Logo June 8 th 2012 Agenda Business Process Management Lifecycle Making change sustainable Business Process Governance

More information

Managing Projects with ServiceNow at the University of San Francisco

Managing Projects with ServiceNow at the University of San Francisco Managing Projects with ServiceNow at the University of San Francisco PMI Methodology PMO website includes overview of methodology and links to the various SNC forms I ll be showing. o www.usfca.edu/its/projects/process

More information

White Paper Build A Change Management Office

White Paper Build A Change Management Office Building Change Capability We make it happen. Better. White Paper Build A Change Management Office 9 Steps to Make Your Change Efforts Stick May 2014 Better Change Management Developing a Change Management

More information

Valmet unique offering with process technology, automation and services

Valmet unique offering with process technology, automation and services Valmet unique offering with process technology, automation and services Forest Products & Paper Seminar 216 Pasi Laine President and CEO Agenda Forest Products & Paper Seminar 216 1 Valmet overview 2 Q1/216

More information

THIRD QUARTER & NINE MONTHS 2015 CONFERENCE CALL AND WEBCAST WWW.3DSYSTEMS.COM NYSE:DDD

THIRD QUARTER & NINE MONTHS 2015 CONFERENCE CALL AND WEBCAST WWW.3DSYSTEMS.COM NYSE:DDD THIRD QUARTER & NINE MONTHS 2015 CONFERENCE CALL AND WEBCAST WWW.3DSYSTEMS.COM NYSE:DDD PARTICIPANTS Wally Loewenbaum Chuck Hull Andy Johnson Dave Styka Mark Wright Stacey Witten Chairman of the Board

More information

INTERNAL CONTROLS EVALUATION

INTERNAL CONTROLS EVALUATION INTERNAL CONTROLS EVALUATION Planning an Internal Controls Evaluation Project Internal Control Documentation Internal Control Testing Evaluation of Internal Control Deficiency Reporting Internal Control

More information

GOVERNANCE GUIDELINES

GOVERNANCE GUIDELINES GOVERNANCE GUIDELINES 1. INTRODUCTION A. The board of directors (the "Board'') of Morguard Corporation (the "Corporation'') believes that the principal objective of the Corporation is to generate economic

More information

HOW TO IMPLEMENT ISO 9001

HOW TO IMPLEMENT ISO 9001 HOW TO IMPLEMENT ISO 9001 CHECKLISTS 2015 Page 1 Overview of - Quality management systems What needs to be in place? Before you start your quality journey or your organization has decided to review what

More information

Organization transformation in times of change

Organization transformation in times of change Organization transformation in times of change Insurance is sold, not bought is a phrase of unknown attribution, but common wisdom for decades. Thus, insurers and most financial services organizations

More information

Exhibit B: Superintendent Performance Evaluation Form

Exhibit B: Superintendent Performance Evaluation Form This evaluation tool uses the below assessment measures as a basis for indicating your impression of the superintendent s performance in the areas of Student Growth and Achievement; Organizational Leadership;

More information

Electrical Products Group Conference. Jean-Pascal Tricoire Chairman & CEO May 2014

Electrical Products Group Conference. Jean-Pascal Tricoire Chairman & CEO May 2014 Electrical Products Group Conference Jean-Pascal Tricoire Chairman & CEO May 2014 1 Disclaimer All forward-looking statements are Schneider Electric management s present expectations of future events and

More information

Bridgend County Borough Council. Corporate Risk Management Policy

Bridgend County Borough Council. Corporate Risk Management Policy Bridgend County Borough Council Corporate Risk Management Policy December 2014 Index Section Page No Introduction 3 Definition of risk 3 Aims and objectives 4 Strategy 4 Accountabilities and roles 5 Risk

More information

Columbia Power Corporation Statement of Executive Compensation Fiscal Year 2011/12

Columbia Power Corporation Statement of Executive Compensation Fiscal Year 2011/12 Suite 200, 445-13 th Avenue Castlegar, BC V1N 1G1 Phone (250) 304-6060 Fax (250) 304-6083 June 8, 2012 Paul Straszak President and CEO Public Sector Employer s Council PO Box 9400 Stn Prov Govt Suite 210,

More information