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While strategic plans identify what your organization should do differently, very few provide a roadmap for how to build the skills, knowledge, and processes needed to carry out and sustain the critical changes. But without building these capabilities, it’s very difficult to achieve the results you want. For example, a multi-product technology firm we advised laid out a strategy to significantly increase business with its large enterprise customers by creating single points of contact and focusing on providing solutions as opposed to delivering products. The strategy was sound, but making it happen required many new capabilities: dozens of sales people had to learn new approaches to selling and relationship building, different sales divisions needed to share information and collaborate, new roles for coordinating enterprise accounts had to be created, financial information had to be presented and analyzed differently, and so

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Are the layers upon layers of enterprise software running today's organizations -- built up over years and decades -- holding them back from embarking on the great digital journey? To some seasoned IT folks, the answer to this question may be "Duh, yes, hasn't it been obvious?"Now, a recent survey confirms the drag that much of today's installed software has on transitions to the digital realm. A study of 200 manufacturers, conducted by IFS, finds a connection between enterprise resource planning (ERP), field service management (FSM), enterprise asset management (EAM) and other types of enterprise software and readiness for digital transformation -- or lack of thereof.

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Organisations face constantly rising costs and ever increasing competition. Lean Six Sigma helps combat these problems and grow your business in many different ways: it increases revenue, decreases costs, improves efficiency, and develops effective people. Best of all, with the right training, it needn’t be difficult to implement. 

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Last week, I met the ex-head of a very well known Financial Services regulator. He's been in the news a lot over the past few years. His previous institution was at the center piece of the financial crisis and at one point he was in the news regularly as one of the key personalities trying to stabilize global markets. Being under such scrutiny and pressure, I was particularly interested in how he went about actually making decisions and getting things confidently done amidst the surrounding mayhem. Did he ensure his team was under extra warning to keep them on their toes? Did he consistently double, triple and quadruple check things before executing? Did he constantly follow the press and media to see what the outside world was thinking and saying?

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You may think you're the office superstar, but the full picture is probably more complicated. "Do you think you're a star?" bestselling management author and CNBC contributor Suzy Welch asks. If the answer is an automatic "yes," you might have what's called "illusory superiority," or "superiority bias." In other words, your ego may be too big. And according to Welch, acting as though you're superior to others at work can damage your reputation and prevent you from growing professionally.

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Digitization is causing a radical reordering of traditional industry boundaries. What will it take to play offense and defense in tomorrow’s ecosystems? Rakuten Ichiba is Japan’s single largest online retail marketplace. It also provides loyalty points and e-money usable at hundreds of thousands of stores, virtual and real. It issues credit cards to tens of millions of members. It offers financial products and services that range from mortgages to securities brokerage. And the company runs one of Japan’s largest online travel portals—plus an instant-messaging app, Viber, which has some 800 million users worldwide. Retailer? Financial company? Rakuten Ichiba is all that and more—just as Amazon and China’s Tencent are tough to categorize as the former engages in e-commerce, cloud-computing, logistics, and consumer electronics, while

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Mở điểm bán mới không chỉ là cuộc chiến giữa các doanh nghiệp lớn, mà còn giúp các hệ thống lấy đi thị phần của cửa hàng nhỏ. Chị Vân, chủ một cửa hàng điện tử trên phố Cầu Giấy, Hà Nội cho biết, cách đây hơn chục năm phạm vi khách hàng của chị kéo dài dọc trục đường 32 xuống tận Hoài Đức, Đan Phượng. "Khi đó, ở những khu vực này, cửa hàng lớn, siêu thị điện máy không nhiều. Tôi cũng không phải đau đầu với bài toán cạnh tranh về giá cả hay chính sách khuyến mại, quà tặng như hiện nay", chị Vân nói. Khoảng cách khách hàng của chị dần bị thu hẹp trong khoảng 5 năm nay sau khi nhiều siêu thị điện máy lớn mở rộng địa bàn.

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What makes them become the greatest leaders in the world?

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The world tends toward continuums. We order everything from temperature (cold to hot, with tepid in the middle) to wealth (poor to comfortable to rich). Continuity along a linear line, like the inexorable laws of hydrodynamics, helps to capture and comprehend the complexities of science and society, and offers the promise of progress and growth. It’s tempting to think leadership also follows a continuum, one anchored by bad and great, with good somewhere in between. This deeply rooted belief reassures us that leadership follows a predictable pattern, and that through hard work and experience one can progress along the drawn line.
 
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Hiền không cầm được binh, nghĩa không giữ được tài, lãnh đạo không “gấu” nhân viên sẽ không mạnh, vậy nên trong việc dùng người cũng cần đến một chút khắc nghiệt… Muốn trở thành một người lãnh đạo giỏi thì cần phải có những kỹ năng gì? Mà muốn làm một cấp dưới tốt, thì lại cần có thái độ như thế nào? Thực tế rất khốc liệt, không hề dễ dàng chút nào
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Recently I’ve been meeting many new friends and some of them are in the training business, others run their own businesses and they are all proud to say that they know what corporate culture is. For some of them, they think corporate culture is a set of core values, others think corporate culture is just a set of policies that staff have to adhere to. In my previous work experience in a multinational company, corporate culture is a team who is in charge of making sure the whole company meets the culture KPI targets through a series of team building activities and training. So what is corporate culture? Why does everyone seem to have so many different interpretations?

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For some people, the question of whether leaders are born or made is truly intellectual - fodder for a good classroom or dinner party debate. But for people in front-line positions to hire, promote, and fire, the question, "Who has the right stuff to lead?" definitely has more urgency. Getting the answer right can drive an organization's culture and performance to new levels. Getting it wrong can too - downwards. So what's the answer? Of course, since we're talking about real life here, it isn't neat or simple. The facts are, some leadership traits are inborn, and they're big whoppers. They matter a lot. On the other hand, two key leadership traits can be developed with training and experience - in fact, they need to be.

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