20110614
O2 GLOBAL BUSINESS NETWORK HUB > MONEY MAKING KNOW-HOW to CHANGE your LIFE | O2 |: O2 LEARN & LEAD > Hewlett Packard on Managed Enter...
O2 GLOBAL BUSINESS NETWORK HUB > MONEY MAKING KNOW-HOW to CHANGE your LIFE | O2 |: O2 LEARN & LEAD > Hewlett Packard on Managed Enter...: " LEARN LEAD and RELAX... Posted by Dr . E. G. Damigos ; PhD ; CMI; C.M. RINA Senior Economist - Executive Partner - EUROPEAN CAPI..."
20110609
money
Retire in style
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Our study has confirmed what many have suspected: women and men think differently about retirement. Learn more about planning for your retirement, regardless of your gender.
Learn about the phases of retirement and find out what you can do to feel more confident no matter where you are in the retirement process.
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20110606
20110605
INFORM and ENTERTAIN
TAKE IT EASY... BUT TAKE IT
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O2 InfoSphere
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20110603
20110602
20110525
GREEK DEBT CRISIS
THE FULL REPORT - VIDEO
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Greece Reports: “Circular Reasoning Works Because Circular Reasoning Works” – Or – Here Comes That Default!!!
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20110523
JOBS
GOOD LUCK!!!
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BOOST O2 > The 15 Highest Paying Jobs In America
If you’re well established in a career, the news is merely voyeuristic — a matter of looking over your colleagues shoulders to see what they might earn. But if you’re young and seeking work — or older and retooling — the annual occupational wage data might suggest where to focus your energy.
Of course, the jobs that pay the most are also the hardest to get. The 10 largest occupations account for more than 20% of the nation’s 127 million jobs, according to the BLS. But only one of the 10 largest occupations paid more than the national average wage of $44,410. That one position: Registered nurse, which pays an average wage of $67,720.
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20110522
Banksters
Greed!!!!
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BOOST O2 | WEEKEND | > Greed & Arrogance - 13 FAT BANKSTERS PARTYING NON STOP(video)
Geithner: “The Size Of The Shock Was Larger Than What Precipitated The Great Depression”
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BRAINTEASER
IMPOSSIBLE !!!!
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If you're not good at math, stop reading right now. Braingle, a brain teaser website, shared its most challenging riddles with us, as voted on by users.
Wake up your brain and give these a try. If you get stumped, don't worry. The answers are on the slides following each question.
We bet you don't get more than 3 right.
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20110521
The Obvious
Do not IGNORE the OBVIOUS !!!
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Willful Blindness: Why We Ignore the Obvious at Our Peril
Willful Blindness: Why We Ignore the Obvious at Our Perilby Margaret Heffernan looks at some of the more fascinating cognitive failures of the human mind: Denial, Delusion, and Self-Deception.
Humans frequently ignore painful or frightening truths, subconsciously believing that denial can protect us. Instead, our delusions make us ever more vulnerable, and whatever suffering we choose to ignore continues unabated. The implications for policy makers, investors, and just about everyone else are enormous.
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20110516
CRIME
GUILTY?????
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Revered for his economic acumen and admired for his political nous and powers of persuasion, Dominique Strauss-Kahn has made a name for himself in the grandest salons of international finance.
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SUCCESS
thinking ahead !!!
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5 ways to guarantee success
So what are the five ways and why is it so important to make sure that these ‘ways’ are part of your business plan? The five ways are broken into embodiment, passionate energy outflow, unique difference, rapid communication lines, change your mind—change your life.
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20110513
20110511
Employment
How far is your Dream Job?
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Here’s a case of a business manager of a fast growing multinational, who lands the dream job, and then stumbles upon this dilemma. Let us discuss, how does a sudden hit and gumption work for him?
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Blogging
Boost!!!
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But the real secret is a little deeper. Successful bloggers also know how to use visuals.
In this article, I’ll show you 19 ways to use images that will make your blog appealing to read, keep readers coming back for more and increase your credibility.
Design Essentials
First let’s look at how to use images and design for your blog.
#1: Branding
Your blog header is one of the most important design elements of your blog. In addition to having your logo in your blog header, you can use the design to convey the message you want and strengthen your brand.
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SKYPE
NEW!!!!
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How Microsoft Will Change Skype
Did Microsoft pay too much? What does this mean for Skype’s competitors? And how will the software giant change the VOIP service we know and love?
After Microsoft CEO Steve Ballmer and Skype CEO Tony Bates discussed the deal with the press, we have a better idea of what Microsoft hopes to gain.
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20110510
Social Media
O2 > Guide To The Social Media Landscape
The CMO's Guide To The Social Media Landscape
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From Facebook to YouTube to Digg and beyond......
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Technology iPad
Shopping Experience
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BOOST O2 >> Shopping technology at your fingertips (video)
What store has the new iPad in stock? Who has the best deal on platform beds? Where can I buy Lady Gaga's sunglasses?
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20110507
Happiness
Be Happy!!!
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What Increases the Odds of Happiness
What types of people are more likely to be happy?
A new National Bureau of Economic Research working paper called “International Happiness,” by economists David G. Blanchflower of Dartmouth College in the U.S. and Andrew J. Oswald of the University of Warwick in England, offers some insights.
Blanchflower and Oswald give an overview of findings, in a number of nations, about factors that are associated statistically with either increased or decreased levels of reported well-being. Among the characteristics that they say have been shown to be linked, in people in a substantial number of nations, to a greater likelihood of happiness, are being:
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20110504
Failure of innovation
Is innovation really as much of a random event as it seems?
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Innovation: Why is it so difficult to sustain success over time
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Brand Marketing
10 Ways Your Brand Can Be Meaningful
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BOOST O2 >> Boost your Brand (Tips)
10 Ways Your Brand Can Be Meaningful
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20110503
20110421
20110112
MANAGING CHANGE EFFECTIVELY WITH ERP: The impact on 5 key business functions
 | managing-change-effectively-with-erp-the-impact-on-5-key-business-functions.pdf View | 450k | Dr Damigos; PhD |
Expanding the enterprise: Breaking the barriers to collaborative product development.
| expanding-the-enterprise-breaking-the-barriers-to-collaborative-product-development.pdf View | 382k | Dr Damigos; PhD |
Security & Fraud: The Latest Tactics and Potential Business Impact
| fraud-alert-the-latest-phishing-tactics-and-potential-business-impact.pdf View |
20110107
O2 INSIDE BUSINESS MANAGEMENT
>>> ACTIONABLE INSIGHTS
>>> KNOWLEDGE YOU CAN TRUST
Dr Damigos / O2ibm >>>Achieve More While Doing Less
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Achieve More While Doing Less
Achieve More While Doing Less
By David R. ButcherWhen confronted with a daunting quantity of work, it may help to concentrate less on time and more on efficiency. Some say working smart beats working more. Here are some ideas for working better, not harder.
Many of us are trying to do a lot more with much less: fewer resources and less time. A possible solution to this imbalance is to concentrate on effort and accomplishment and not on the amount of time spent.
"The more goals you're chasing, the harder it is to keep enough attention and energy focused on any one of them," the Dumb Little Man blog says. "Many of us could achieve much more by doing a bit less."
Dr Damigos >>>Successful Strategic Planning
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Successful Strategic Planning
Successful Strategic Planning
In times of great uncertainty, strategic planning must shift from a bureaucratic, linear process to a more targeted approach that is both analytic and creative...
Making Change Happen, and Making It Stick
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Making Change Happen, and Making It Stick
Making Change Happen, and Making It Stick
Five factors make the greatest difference in fostering the new behaviors needed for a transformation. All of them reflect the basic importance of people in implementing and embedding change.
Few organizations have escaped the need for major change in the past decade, as new technologies and global crises have reshaped entire industries. However, the fact that change has become more frequent does not make such changes any easier.
Change is, at its core, a people process, and people are creatures of habit, hardwired to resist adopting new mind-sets, practices, and behaviors. To achieve and sustain transformational change, companies must embed these mind-sets, practices, and behaviors at every level, and that is very hard to do — but it has never been more important.
Some organizations have managed to develop approaches to change management that address change comprehensively. A successful business transformation effort must capture the hearts and minds of people who need to operate differently to deliver the desired results. The good news is that it can be done...
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The Seven Deadly Sins of Measurement
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The Seven Deadly Sins of Measurement
Jim Champy, coauthor, with Harry Greenspun, of Reengineering Health Care: A Manifesto for Radically Rethinking Health Care Delivery, introduces a lesson on the pitfalls of measurement from Faster, Cheaper, Better: The 9 Levers for Transforming How Work Gets Done, by Michael Hammer and Lisa W. Hershman.
The late Mike Hammer always delivered the unexpected in a strong voice with an intelligent edge that woke you up. When we coauthored Reengineering the Corporation, I discovered that no partner could have been more insightful, more probing into the behaviors of companies and their managers. Mike also had a great talent for metaphor. He said that inefficiencies were like fat marbled into a piece of meat, and that to get costs out you had to grind up the company and fry out the fat. That metaphor never made it into our first book. I told Mike that executives wouldn’t respond well to the notion of treating their companies so brutally.
But that didn’t stop Mike from being a radical thinker, always challenging the way things are done. He disdained the notion “if it ain’t broke, don’t fix it.” In this excerpt, from the book that Mike was working on before his untimely death at age 60 in 2008 (a work completed by his colleague Lisa W. Hershman), you will see that even things that look right can be wrong. Read it several times to grasp everything that’s here on how managers misuse metrics and measurement processes — sometimes unwittingly, sometimes purposely to deceive. It’s quintessential Hammer.
— Jim Champy
Excerpted from Chapter 2 of Faster, Cheaper, Better:
The 9 Levers for Transforming How Work Gets Done
In the sixth century Pope Gregory the Great formulated his famous list of the seven deadly sins — gluttony, greed, wrath, lust, sloth, envy, and pride. There are also seven sins of corporate measurement. Gregory’s list was meant to help an individual’s quest for salvation. Ours is more mundane: saving companies from fatal flaws in performance measurement...
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Change
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Making Change Happen, and Making It Stick
Making Change Happen, and Making It Stick
Five factors make the greatest difference in fostering the new behaviors needed for a transformation. All of them reflect the basic importance of people in implementing and embedding change.
Few organizations have escaped the need for major change in the past decade, as new technologies and global crises have reshaped entire industries. However, the fact that change has become more frequent does not make such changes any easier.
Change is, at its core, a people process, and people are creatures of habit, hardwired to resist adopting new mind-sets, practices, and behaviors. To achieve and sustain transformational change, companies must embed these mind-sets, practices, and behaviors at every level, and that is very hard to do — but it has never been more important.
Some organizations have managed to develop approaches to change management that address change comprehensively. A successful business transformation effort must capture the hearts and minds of people who need to operate differently to deliver the desired results. The good news is that it can be done...
See this Amp at http://amplify.com/u/bkti1
Growth through Focus: A Blueprint for Driving Profitable Expansion
Growth through Focus: A Blueprint for Driving Profitable Expansion
Rather than seek increased revenues and profits by expanding products and markets, companies should follow a seven-step strategy for achieving more with less.
Illustration by Philippe Lardy
However, this approach is exactly the opposite of what business leaders should do to drive increased revenues and profits. A typical “growth through more” strategy diffuses the organization’s efforts. It increases the complexity of the organization and its operations. We have found that “growth through less,” or more precisely “growth through focus,” is the best prescription for growth, regardless of the economic environment. This conclusion is based on our own experience in three well-known companies — Kraft Foods, Unilever, and Fonterra Brands (a dairy products business based in New Zealand) — on three continents over 10 years. In all three cases, a deliberate strategy of focusing on a few markets, brands, and categories produced impressive revenue and profit expansion. We have learned that seemingly mature businesses can be energized by making fewer but larger bets and by focusing relentlessly on executing a simple but powerful vision.
Growth through focus is not as easy as choosing what strategic bets to make. Rather, it requires the leadership team to follow a systematic approach that spans everything from strategy and vision to execution and measurement. We propose a framework that consists of seven steps that an organization must go through in its quest for growth through focus. Our framework is grounded in three key ideas: focus in strategy, simplicity in communication, and empowerment in execution.........
Building Support for Change
Building Support for Change
A successful change management initiative requires commitment from all the organization’s leaders, not just the CEO.
To study the effect of leadership on organizational change, the authors explored the results of a change management initiative at Kaiser Permanente, a California-based HMO with more than 1 million members, 3,000 physicians, and 19 medical centers. Historically, Kaiser Permanente’s business plan had been predicated on its expansive relationships with a huge number of patients and providers, which enabled the company to offer competitive healthcare at reduced costs. But by 2001, management found that patients generally viewed Kaiser Permanente as bureaucratic and impersonal. Under a new CEO in 2002, the company attempted a significant shift, refocusing on quality and service. This meant introducing a new scheduling system, revamping call centers to improve responsiveness throughout the organization, and improving communication links between physicians and patients. After tracking the results of the initiative over two years (2001–03) in real time, the researchers concluded that efficient, thorough organizational changes resulted not because of the technology or procedures being introduced, but because of the commitment of Kaiser Permanente’s leaders — and not just those at the very top level.
The researchers used data from detailed satisfaction surveys of 50,000 patients and more than 300 physicians to gauge the success of the new plan. The study followed physicians in eight departments — including emergency medicine and pediatrics — at six Kaiser Permanente medical centers. At Kaiser Permanente, physicians report to a department chief (also an M.D.), whose immediate boss is the physician-in-charge (PIC), the executive responsible for the overall operations of the individual medical center. Kaiser Permanente’s CEO oversees all the PICs. The physician surveys explored how well the supervisors at all three leadership levels articulated a vision, set measurable goals, rewarded progress, dealt with organizational hurdles, and motivated employees. The research found that the more physicians perceived their department chief and PIC to be competent managers in all aspects of their job, the more they supported the strategy shift; in addition, patient access and service ratings improved most when physicians viewed both the CEO and PIC as effective leaders. However, when physicians felt that their bosses were less than adept, their performance on patient satisfaction surveys was markedly lower. Although the CEO imparted the same call for transformation in responding to patients throughout the organization, physicians who lacked respect for their managers tended to interpret this change agenda more negatively. Overall, patient ratings improved over the two-year study period.
It has long been assumed that CEOs drive organizational change, and that success or failure hinges on how well a single leader can articulate his or her vision. But this paper finds that organizations are much more nuanced, and leaders at many different levels can have a significant impact on whether their departments embrace or shun new initiatives. The authors advise CEOs to spend time making sure their leaders throughout the organization are fully informed, committed, and effective before undertaking a major change initiative.
Bottom Line: Organizational change is much more effective when leaders at all levels of a company are united behind the shift in strategy. Although CEOs can articulate an overall vision, the success of a new initiative often depends on the competence of managers at lower leadership levels.
Author Profile:
- Matt Palmquist was a founding staff writer and is currently a contributing editor at Miller-McCune magazine. Formerly, he was an award-winning feature writer for the San Francisco–based SF Weekly.
Title: How Leadership Matters: The Effects of Leaders’ Alignment on Strategy Implementation
Author: Charles A. O’Reilly (Stanford University) et al.
Publisher: The Leadership Quarterly, vol. 21, no. 1
Date Published: February 2010
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