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Management in Turbulent Times
 
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Agility Insights Diagnostic Services to enable executive teams deliver peak performance by unlocking the creativity, talent and engagement of people -expanding the ability to act managing in turbulent times.
Views: 905 Lukas Michel
Managing in Turbulent Times: BCG and Knowledge@Wharton
 
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Part 3: Managing in Turbulent Times: A downturn can be profoundly unsettling, especially when it involves cost-cutting, ownership changes, layoffs or bankruptcy. Business can suffer when people are emotionally distracted by feelings of uncertainty, grief, guilt and anger. In this special video report, experts from Wharton and The Boston Consulting Group outline five actions that managers can take to minimize declines in productivity and stimulate confidence in the future and company leadership. Managers who learn how to listen, inspire trust and maintain morale can help their companies thrive in the downturn and beyond.
Views: 1327 KnowledgeAtWharton
Managing in Turbulent Times
 
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Prof. Adrian Furnham describes the type of leader that has the ability to really lead people through turbulent times.
New Rules for Managing in Turbulent Times
 
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Interview at the Palladium's Business Performance Conference 2009 with David Axson of the Hackett Group
Views: 146 businessfinancemag
How to Manage Strategic & Reputation Risk in Turbulent Times
 
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Companies, regardless of size and operational scope, continuously face risks of various magnitudes. This webinar provided insights on how companies can manage and understand the key risks in order to achieve competitive advantage. In addition, it provided insights on how to build a strong and distinguished brand and customer experience. Main points covered: • In an increasingly turbulent world, learn what a strategic risk is, why it matters and how your organization can treat it • Understand reputation risk as a key transversal strategic risk that amplifies and accelerates your underlying (and maybe dormant) ESG risks • Gain insights from recent cases of strategic risk failures, including cyber-reputation risk and leadership and culture risk • Understand how you can build strategic risk resilience and transform your organization's risk into value Presenter: Andrea Bonime-Blanc is the founder and CEO of GEC Risk Advisory, and a global governance, risk and ethics strategist to non-profit, for-profit and governmental sectors worldwide. In 2014 and 2015, the Ethisphere Institute recognized her among the 100 Most Influential People in Business Ethics. She was listed among the “Top 100 Thought Leaders in Trustworthy Business Behavior” by Trust Across America in 2014. She has also published widely on a variety of risk related topics and is the author of “The Reputation Risk Handbook: Surviving and Thriving in the Age of Hyper-Transparency” (2014) and of “The Conference Board’s Emerging Practices in Cyber-Risk Governance” (2015). Organizer: Endrita Muhaxheri Date: July 19, 2017 Slides of the webinar: https://www.slideshare.net/PECBCERTIFICATION/how-to-manage-strategic-reputation-risk-in-turbulent-times ------------------------------------------------------------------------------- Find out more about ISO 31000 Risk Management standard: Trainings: https://pecb.com/iso-31000-training-courses Webinars: https://pecb.com/webinars Article: https://pecb.com/article/fundamentals-of-managing-risks Whitepaper: https://pecb.com/whitepaper/iso-31000-risk-management--principles-and-guidelines ------------------------------------------------------------------------------- For more information about PECB: Website: https://pecb.com/ LinkedIn: https://www.linkedin.com/company/pecb/ Google +: https://plus.google.com/+PECBGroup Facebook: https://www.facebook.com/PECBInternational/ Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Views: 531 PECB
managing in turbulent times
 
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Subscribe today and give the gift of knowledge to yourself or a friend managing in turbulent times Managing in Turbulent Times. Chapter 1. Organizational Change. Pace continues to accelerate Change is major source of business risk Driving Forces Telecommunications Diversity of Workers Public consciousness Global marketplace Community of stakeholders. Driving Force: Technology.... number of slides is : 1 number of slides is : 2 number of slides is : 3 number of slides is : 4 number of slides is : 5 number of slides is : 6 number of slides is : 7 number of slides is : 8 number of slides is : 9 number of slides is : 10 number of slides is : 11 number of slides is : 12 number of slides is : 13 number of slides is : 14 number of slides is : 15 number of slides is : 16 number of slides is : 17 number of slides is : 18 number of slides is : 19 number of slides is : 20 number of slides is : 21 number of slides is : 22 number of slides is : 23 number of slides is : 24 number of slides is : 25 number of slides is : 26 number of slides is : 27 number of slides is : 28 number of slides is : 29 number of slides is : 30 number of slides is : 31
Views: 24 slide king
Welcome: Ricardo@200 – International Trade Theory in Turbulent Times
 
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[email protected] – International Trade Theory in Turbulent Times, 05.05.2017 www.ifo.de/w/4PixXN4aS Peter Driessen Managing Director of the Chamber of Commerce and Industry for Munich and Upper Bavaria Prof. Clemens Fuest President of the ifo Institute Prof. Philipp Harms Chairman of the Committee on International Trade Theory and Policy of the German Economic Association Two hundred years ago one of the founding fathers of modern economics, David Ricardo, presented the theory of comparative advantage in his book: “Principles of Political Economy and Taxation”. According to this theory, all countries benefit from breaking down trade barriers, even those who are at an absolute productivity disadvantage compared to their trade partners. Ricardo’s insight lays the intellectual foundation for the gradual market-opening that has bought significant prosperity gains since the Second World War. Today, however, many politicians seem to have forgotten Ricardo’s lessons. Our conference [email protected] will review the historical debate over import duties in England and demonstrate Ricardo’s influence on the current economic policy debate. Renowned international trade researchers from the USA, England and Europe will present their views on these issues. http://mediathek.cesifo-group.de/player/macros/cesifo/mediathek?content=7105534&idx=1&category=2645262354 Ricardo In His Day https://youtu.be/u6C85igsi6k Ricardo Today https://youtu.be/tUJ3kD6_bOI Keynote „200 Years After Ricardo: What Is the Outlook for Economic Globalisation?“ https://youtu.be/8hXtKFI1aYo Podiumsdiskussion Welche Perspektiven hat die wirtschaftliche Globalisierung? https://youtu.be/dTJiuxPmwYU ifo Institut – Leibniz-Institut für Wirtschaftsforschung an der Universität München e.V.
Webinar Maintaining Your Value in Turbulent Times
 
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David Bach Deputy Dean & Professor in the Practice of Management Yale School of Management Cristina Rodríguez Leighton Homer Surbeck Professor of Law Yale Law School Michael J. Warren Managing Director Albright Stonebridge Group
Amritt, Inc. - Managing Global R&D in Turbulent Times
 
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Amritt R&D Practice Leader Dr. Atul Goel and Gunjan Bagla address megatrends, opportunities, and pitfalls of global R&D. Western Companies are increasingly looking at global R&D resources to manage costs, to increase capacity, to find new capabilities and of course to expand in new markets. In this webinar offered by Amritt's Global Innovation Practice, you will hear about the opportunities and challenges that await an R&D executive or team who wishes to expand its global footprint.
Essentials for Managing Through Turbulent Times
 
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Jennifer Ledet, Chief People Officer, Ledet Management Consulting
Managing Change in Turbulent Times - CEO of GE Power - 60 Seconds in the C-Suite | Michigan Ross
 
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Steve Bolze, CEO of GE Power, shares how GE is balancing short term needs and long term viability in a changing energy landscape. More about "60 Seconds in the C-Suite: http://bit.ly/1gQ46GU Watch another episode: https://www.youtube.com/playlist?list=PLvrwN_FQbcftF9bZmn7BNzNimYADEc6uS
Leading Transformation in Turbulent Times
 
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CIB, Egypt’s leading private sector bank, has become the first Middle Eastern company to be analyzed in a case study conducted by the Leadership Institute of the London Business School (LBS) — one of the world’s top five business schools. CIB was selected in recognition of its data-driven, human-centric approach to leading transformation in the face of macroeconomic challenges.
Views: 2938 CIBEgypt
Measuring Performance in Turbulent Times
 
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Andy Neely, Professor, Cranfield School of Management and Partner, Cambridge Performance Partners (CPP) discusses measuring performance in turbulent times. The content is from his new book "Managing Performance in Turbulent Times--Insight & Analytics" (with Ed Barrows) available at amazon http://www.amazon.com/Managing-Performance-Turbulent-Times-Analytics/dp/1118059859/ref=sr_1_1?ie=UTF8&qid=1326198307&sr=8-1
Innovation in turbulent times
 
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Too few businesses have creative, right-brain types in leadership positions. That leaves innovation vulnerable to unwise cost cutting during hard times. Article co-author Darrell Rigby explains how savvy companies use "both-brain" teams to succeed. Learn more about the HBR article discussed in this video: http://www.bain.com/publications/articles/innovation-in-turbulent-times.aspx
Views: 555 bainandcompany
Doug Rau: Managing Talent in Turbulent Times
 
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Managing Talent in Turbulent Times by Doug Rau Vice President Human Resources, Sigma-Aldrich Corporation
smebusiness.tv: Business Events Coverage - Change Management In Turbulent Times
 
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20 January 2017 - How can organisations and businesses survive & thrive in turbulent times? How can they quickly adjust to a fast changing environment? This special interview by smebusiness.tv with Mark Dorsett, VP of Global Business & Strategic Partnerships from Prosci, US & K-Pintar's CEO RA Thiagarajah tells you how.
Views: 51 smebusinessTV
Managing Critical Assets in Turbulent Times - an ECU Business Flashlight event
 
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This forum was held at the City of Perth Library in August 2018. Good asset management is not just about purchasing new assets; fixing or keeping assets running but requires taking into account the entire service system and delivering services across the entire life of an asset. In this event, speakers looked at innovative ways to deal with demands on infrastructure in Australia and Western Australia and understanding what we can learn from other countries, particularly some of the ways that companies have responded to turbulent times. Speakers featured were Professor Javier Tafur: Professor in the Department of Management, and Madrid Campus Dean at ESCP Europe Business School, affiliated to the Regional Chamber of Commerce and Industry Paris Ile-de-France; Professor Kerry Brown: Professor of Employment and Industry, and Director of the Centre for Innovative Practice (CIP) at Edith Cowan University’s School of Business and Law; and David Daines: National Chair of the Asset Management Council and Chair of the Australian Standards Mirror Committee MB-19 and member of International Standards Organisation's Technical Committee 251 for Asset Management. The ECU Business Flashlight is a regular forum arranged by the School of Business and Law Research Office for researchers and practitioners to engage in collaborative dialogue with industry and government on relevant issues in business and management. This video uses the song “Stratosphere” by Adam Vitovsky (https://www.adamvitovsky.com/stratosphere) Licensed under Creative Commons: By Attribution 3.0 License https://creativecommons.org/licenses/by/3.0/legalcode
Hiring and Managing in Turbulent Times Free Audiobook
 
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Get a full audiobook of your choice, legally and zero cost : http://glin.space/11/b01mfac7vn Format: Unabridged Written by: Claudio Fernández-Aráoz Release date: 12/21/2016 Duration: 5 mins Language: English Genre: newspapers & magazines, business Summary: Over the past month, Ive traveled from my base in Argentina to the United States, Canada, and the United Kingdom to give a series of speeches, and Ill soon leave for another tour, this time in Italy. The executives Im meeting are understandably nervous. In each country, following recent elections and referendums, they are facing political, social, and economic uncertainties we would never have imagined just a year ago. "Hiring and Managing in Turbulent Times" is from hbr.org, published on December 12, 2016. Contact me for any question: [email protected]
Views: 0 Jerry Smith
Managing Through Turbulent Times - Part 1 : Macarthur/Liverpool BEC
 
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Part 1 of the Macarthur and Liverpool BEC's Podcast "Managing Through Turbulent Times"
Views: 179 macarthurbec
Managing ER In Turbulent Times Part 01
 
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Speech delivered by Vivek S Patwardhan [www.vivekvsp.com] at NHRDN, Ankleshwar
Views: 253 Vivek Patwardhan
Seminar on Preparation for Turbulent Times-Role of HR
 
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On 12th May, 2012, Bengal Chamber of Commerce in association with National Institute of Personal Management , organized a Seminar on Preparation for Turbulent Times-Role of HR at the Oberoi Grand, Kolkata, which boasted the presence of many well-known personalities from the corporate world. In the session, in recognition of Brainware's significant contribution to the industry, Phalguni Mookhopadhayay, Chairman and Managing Director at Brainware Group Of Institutions had the honour of being felicitated by Mr Bratya Basu. A few snapshots from the seminar...........
Views: 295 BGI Brainware India
Leading in Turbulent Times Part 1 of 6.avi
 
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Leading in Turbulent Times We live in interesting times because we are exposed to business turbulence constantly. Turbulence always challenges us to break the barriers of conditioned thinking and allows our creative abilities to be consistently utilized to the fullest extent. Turbulence can no longer be looked at as an outcome of poor management decisions and calls. Turbulence is a part of our lives created by the factors in the task and mega environment. Turbulence needs to be looked at with a positive & broader perspective and not as an outcome of managerial inconsistencies. The big picture of turbulence gives us an interesting insight. Turbulence is an outcome of noise generated in any of the factors detailed below. We first look at the task environment, as it impacts us the most. 1. Customer: Change in customer's plan and outlook is a permanent phenomenon that we need to gear ourselves up for it. Do not expect customer loyalty if your products or services are not up to speed to suit today's constantly changing unpredictable needs and demands. You need people who understand the pulse of the market. Re-look at the customer's mindset consistently else your organization will end up as a mausoleum. 2. Vendors: Today's vendor mindset is ambitious. They mitigate their risks by achieving business outcomes through multiple customers. Managers must have a strategy to build partnerships with them else they will migrate to new areas. Much time will be lost in building new vendors who understand your business. Time is a precious factor in moving through turbulence. 3. Workforce: Gen X and Gen Y have different mindsets. Both are critical for success. Use the rough edged ideas of the rookies while value-add to these ideas through the experience. Gen X must evolve as Wise Leaders. Learn to balance the energies of Gen X and Gen Y to manage internal and external turbulence. Phase out redundant Gen X help the Gen Y succeed. They seriously need wise mentoring. 4. Government: Policies will change for good and not so good. This is beyond your control. Ensure high level of adaptability. 5. Competitors: They will innovate and create pressure. Breakthrough innovations are an imperative reality now. In the mega environment we need to manage the following factors: 1. Technology: Fast paced changes are guaranteed. Scale up or perish. Your workforce has to be technology savvy. Upgrade or perish is the mantra of the day. 2. Socio-Cultural Norms: This is the most fundamental factor. Societies will undergo a expeditious pace paradigm shift in mindsets towards work and life. A short spaced material relationship is the norm that will find place. People management will emerge as a crucial competency. 3. International Trends: Internet has collapsed all boundaries of business. Be in line with the trends and icy winds of change. Swift response is vital for business success. Cut the unproductive politics which makes organizations sluggish paced. Stop wasting precious business time on creating internal buy-ins. Push innovations fast. Overcome resistance of mindsets by aligning them to manage ambiguity. 4. Legal Systems: Compliance is mandatory. Do not waste productive time in clean ups. Respect the law and IPR norms. The bottom line for managing turbulence is to move from the mindset of skills alone to building competencies. Innovate and focus on quality. Fall in love with change. Reward big mistakes and do what you fear the most. Turbulence is good. It makes you challenge your boundaries. Please do remember turbulence is the sign of growth. If you are not facing turbulence then probably your organization is decaying. Remember only the wise leaders will lead in turbulent times. As it is said if you are doing something right you are bound to face problems. If you want to make it big enjoy and live in the time of turbulence. Author: Niket Karajagi, Executive Director Atyaasaa Consulting Private Limited. www.atyaasaa.com
Views: 722 Niket Karajagi
"Marketing Through Turbulent Times" with Jenny Darroch
 
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Jenny Darroch provides an overview of the 10 lessons learned from marketing through the recession of 2009, which she has captured in her latest book "Marketing Through Turbulent Times". The lessons are broken into three themes: (1) "Hope is Not Enough": some guiding principles for marketing through turbulent times; (2) growth through excellent execution of the current marketing strategy; (3) growth by pushing product-market boundaries using the Problems-Solutions™ Framework, a four stage framework to help structure idea generation and development. Jenny Darroch is on the faculty at the Peter F. Drucker School and Masatoshi Ito Graduate School of Management where she teaches marketing strategy to MBA and Executive MBA students. www.MarketingThroughTurbulentTimes.com
How to manage business in turbulent times  - ITSpring Dnepropetrvosk 2015
 
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Aviram Eisenberg speaking on "Tips for managing your business in stressful times based on Israel's experience"
Oxford AMLP – Leadership in Turbulent Times
 
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Pete Goss, a former Royal Marine turned entrepreneur and adventurer, discusses his session on the Oxford Advanced Management & Leadership Programme. Pete draws on his experiences on solo round-the-world sailing expeditions, and his entrepreneurial project with ‘Team Phillips’ to provide insight into the art of leading in turbulent and uncertain environments.
KINSES2016|Managing Higher Education Institutions in Turbulent Times
 
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Mr. Amit Sevak, CEO - Laureate and INTI Education Group & Mr. Steve Riehs, President - Professional and International Education, DeVry at KINSES2016 on February 27, 2016.
Managing ER in Turbulent Times Part 02
 
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Speech delivered by Vivek S Patwardhan [www.vivekvsp.com] at NHRDN, Ankleshwar
Views: 210 Vivek Patwardhan
Australia - Property and asset management strategies in turbulent times
 
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We know after times of uncertainty things will improve, but until then Jones Lang LaSalle has identified ten key strategies for managing your real estate assets.
Views: 698 JLL
Leading in Turbulent Times Part 6 of 6.avi
 
14:50
Managing in Turbulent Times We live in interesting times because we are exposed to business turbulence constantly. Turbulence always challenges us to break the barriers of conditioned thinking and allows our creative abilities to be consistently utilized to the fullest extent. Turbulence can no longer be looked at as an outcome of poor management decisions and calls. Turbulence is a part of our lives created by the factors in the task and mega environment. Turbulence needs to be looked at with a positive & broader perspective and not as an outcome of managerial inconsistencies. The big picture of turbulence gives us an interesting insight. Turbulence is an outcome of noise generated in any of the factors detailed below. We first look at the task environment, as it impacts us the most. 1. Customer: Change in customer's plan and outlook is a permanent phenomenon that we need to gear ourselves up for it. Do not expect customer loyalty if your products or services are not up to speed to suit today's constantly changing unpredictable needs and demands. You need people who understand the pulse of the market. Re-look at the customer's mindset consistently else your organization will end up as a mausoleum. 2. Vendors: Today's vendor mindset is ambitious. They mitigate their risks by achieving business outcomes through multiple customers. Managers must have a strategy to build partnerships with them else they will migrate to new areas. Much time will be lost in building new vendors who understand your business. Time is a precious factor in moving through turbulence. 3. Workforce: Gen X and Gen Y have different mindsets. Both are critical for success. Use the rough edged ideas of the rookies while value-add to these ideas through the experience. Gen X must evolve as Wise Leaders. Learn to balance the energies of Gen X and Gen Y to manage internal and external turbulence. Phase out redundant Gen X help the Gen Y succeed. They seriously need wise mentoring. 4. Government: Policies will change for good and not so good. This is beyond your control. Ensure high level of adaptability. 5. Competitors: They will innovate and create pressure. Breakthrough innovations are an imperative reality now. In the mega environment we need to manage the following factors: 1. Technology: Fast paced changes are guaranteed. Scale up or perish. Your workforce has to be technology savvy. Upgrade or perish is the mantra of the day. 2. Socio-Cultural Norms: This is the most fundamental factor. Societies will undergo a expeditious pace paradigm shift in mindsets towards work and life. A short spaced material relationship is the norm that will find place. People management will emerge as a crucial competency. 3. International Trends: Internet has collapsed all boundaries of business. Be in line with the trends and icy winds of change. Swift response is vital for business success. Cut the unproductive politics which makes organizations sluggish paced. Stop wasting precious business time on creating internal buy-ins. Push innovations fast. Overcome resistance of mindsets by aligning them to manage ambiguity. 4. Legal Systems: Compliance is mandatory. Do not waste productive time in clean ups. Respect the law and IPR norms. The bottom line for managing turbulence is to move from the mindset of skills alone to building competencies. Innovate and focus on quality. Fall in love with change. Reward big mistakes and do what you fear the most. Turbulence is good. It makes you challenge your boundaries. Please do remember turbulence is the sign of growth. If you are not facing turbulence then probably your organization is decaying. Remember only the wise leaders will lead in turbulent times. As it is said if you are doing something right you are bound to face problems. If you want to make it big enjoy and live in the time of turbulence. Author: Niket Karajagi, Executive Director Atyaasaa Consulting Private Limited. www.atyaasaa.com
Views: 302 Niket Karajagi
Vasco Duarte - Agile Innovation - Product Management for turbulent times
 
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Vasco Duarte - Agile Innovation - Product Management for turbulent times, Agile Prague Conference 2014.
Views: 20 Agile Prague
Stress Management During Turbulent Times: Understanding, Treating and Managing Stress
 
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Stress is a part of life we all experience. We encounter stress in our daily life that for the most part we learn to manage. However, unacknowledged and unrecognized stress can negatively affect us. Stress education can reduce this effect. This workshop from Amy Burzinski, L.I.S.W., is intended to provide you with information you can use to prevent deteriorating health and work performance that may lead to developing burnout. Stress is like the weather, inevitable. We can not control the weather, but we can make choices about how to protect ourselves from the elements. Information about the nature, signs and symptoms of stress, as well as knowledge and practice of specific stress management techniques work in a similar way to protect us against the harsh effect of negative stress. Education about the harmful effects of stress is the first step toward prevention.
Views: 220 HomeCEU
Pharma Integrates 2018: Managing Disruption in Turbulent Times
 
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As Brexit, political uncertainty and pricing continue to impact funding and inward investment, does the spectre of regulatory equivalence offer an opportunity to implement change and encourage innovation … or are they incompatible? The old ways are not the new ways, it seems, and panellists will examine Big Pharma’s biggest challenges, such as balancing short-term pressures with long-term disruption, affordability and access, and dealing with value-based healthcare, more empowered patients and a greater focus on prevention in an ambiguous world. Facilitated by: Jo Pisani Partner, UK Pharma and Life Sciences Consulting Lead, Strategy&, part of the PwC network Panellists include: Christoph Heinemann Transformation Leader, Global Transformation Office, Sanofi Drew Burch, President, Drug Development and Commercial Operations Europe, Thermo Fisher Scientific Jonas Mortensen Vice President Business Development, Almac Kath Mackay Director of Ageing Society, Health & Nutrition, Innovate UK Mike Ward Chief Content Officer, Informa Pharma Intelligence
Tips & Tools for Turbulent Times - Rabbi Ephraim Eliyahu Shapiro
 
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Many people are facing personal obstacles, family challenges, community tragedies, calamities and devastating world events. In a fascinating lecture, Rabbi Shapiro provides practical and tangible guidelines for overcoming these challenges.
IMD - "Who wins in turbulent times?" by Prof. Adrian Ryans
 
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http://link.imd.org/pod914 - In this episode Professor Adrian Ryans talks about: Who wins in turbulent times? Pulling ahead of the competition
Views: 357 IMD business school
Investing in Turbulent Times
 
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Toron Managing Partner Arthur Heinmaa provides a framework for the current market crisis and what the conscientious investor should do to avoid getting caught in the storm.
Views: 293 investmentinsight
'Managing Risk of Energy & Marine Insurance in Turbulent Times' (Part - 1)
 
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Aftab Hasan - Speaking at 'Middle East Africa Insurance Summit - 2011'
Views: 115 Aftab Hasan
Leading in Turbulent Times Part 3 of 6.avi
 
12:05
Leading in Turbulent Times We live in interesting times because we are exposed to business turbulence constantly. Turbulence always challenges us to break the barriers of conditioned thinking and allows our creative abilities to be consistently utilized to the fullest extent. Turbulence can no longer be looked at as an outcome of poor management decisions and calls. Turbulence is a part of our lives created by the factors in the task and mega environment. Turbulence needs to be looked at with a positive & broader perspective and not as an outcome of managerial inconsistencies. The big picture of turbulence gives us an interesting insight. Turbulence is an outcome of noise generated in any of the factors detailed below. We first look at the task environment, as it impacts us the most. 1. Customer: Change in customer's plan and outlook is a permanent phenomenon that we need to gear ourselves up for it. Do not expect customer loyalty if your products or services are not up to speed to suit today's constantly changing unpredictable needs and demands. You need people who understand the pulse of the market. Re-look at the customer's mindset consistently else your organization will end up as a mausoleum. 2. Vendors: Today's vendor mindset is ambitious. They mitigate their risks by achieving business outcomes through multiple customers. Managers must have a strategy to build partnerships with them else they will migrate to new areas. Much time will be lost in building new vendors who understand your business. Time is a precious factor in moving through turbulence. 3. Workforce: Gen X and Gen Y have different mindsets. Both are critical for success. Use the rough edged ideas of the rookies while value-add to these ideas through the experience. Gen X must evolve as Wise Leaders. Learn to balance the energies of Gen X and Gen Y to manage internal and external turbulence. Phase out redundant Gen X help the Gen Y succeed. They seriously need wise mentoring. 4. Government: Policies will change for good and not so good. This is beyond your control. Ensure high level of adaptability. 5. Competitors: They will innovate and create pressure. Breakthrough innovations are an imperative reality now. In the mega environment we need to manage the following factors: 1. Technology: Fast paced changes are guaranteed. Scale up or perish. Your workforce has to be technology savvy. Upgrade or perish is the mantra of the day. 2. Socio-Cultural Norms: This is the most fundamental factor. Societies will undergo a expeditious pace paradigm shift in mindsets towards work and life. A short spaced material relationship is the norm that will find place. People management will emerge as a crucial competency. 3. International Trends: Internet has collapsed all boundaries of business. Be in line with the trends and icy winds of change. Swift response is vital for business success. Cut the unproductive politics which makes organizations sluggish paced. Stop wasting precious business time on creating internal buy-ins. Push innovations fast. Overcome resistance of mindsets by aligning them to manage ambiguity. 4. Legal Systems: Compliance is mandatory. Do not waste productive time in clean ups. Respect the law and IPR norms. The bottom line for managing turbulence is to move from the mindset of skills alone to building competencies. Innovate and focus on quality. Fall in love with change. Reward big mistakes and do what you fear the most. Turbulence is good. It makes you challenge your boundaries. Please do remember turbulence is the sign of growth. If you are not facing turbulence then probably your organization is decaying. Remember only the wise leaders will lead in turbulent times. As it is said if you are doing something right you are bound to face problems. If you want to make it big enjoy and live in the time of turbulence. Author: Niket Karajagi, Executive Director Atyaasaa Consulting Private Limited. www.atyaasaa.com
Views: 263 Niket Karajagi
'Managing Risk of Energy & Marine Insurance in Turbulent Times' (Part - 2)
 
10:00
Aftab Hasan - Speaking at 'Middle East Africa Insurance Summit - 2011'
Views: 221 Aftab Hasan
Energy Management: Generative Practices for Turbulent Times
 
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Gretchen M. Spreitzer "Energy Management: Generative Practices for Turbulent Times" Positive Links Speaker Series November 8, 2010
IndiaMART EBF Surat 2012 - Managing Overseas Markets in Turbulent Times Part 1
 
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IndiaMART Emerging Business Forum held at Hotel Grand Bhagwati, Surat on 4th Feb 2012 was a very successful event. The discussion theme was "Managing Overseas Markets in Turbulent Times". The event got flooded with the immense crowd there. The eminent personalities in the panel were: 1. Rohit Shashikant Mehta, President, Surat Diamond Association 2. Arunchand N. Jariwala, Chairman, The Surat Art Silk Cloth Manufacturers Association 3. Lakshman Gugulothu IPS, CEO, BSE SME Exchange 4. Arun Tyagi, Sr. Manager Marketing, IndiaMART.com 5. Dinesh Navadiya, President, Surat Chamber of Commerce 6 Jai Kumar Bambi, MD, Forever Diamond & Su-Raj Group
Leading in Turbulent Times Part 5 of 6.avi
 
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We live in interesting times because we are exposed to business turbulence constantly. Turbulence always challenges us to break the barriers of conditioned thinking and allows our creative abilities to be consistently utilized to the fullest extent. Turbulence can no longer be looked at as an outcome of poor management decisions and calls. Turbulence is a part of our lives created by the factors in the task and mega environment. Turbulence needs to be looked at with a positive & broader perspective and not as an outcome of managerial inconsistencies. The big picture of turbulence gives us an interesting insight. Turbulence is an outcome of noise generated in any of the factors detailed below. We first look at the task environment, as it impacts us the most. 1. Customer: Change in customer's plan and outlook is a permanent phenomenon that we need to gear ourselves up for it. Do not expect customer loyalty if your products or services are not up to speed to suit today's constantly changing unpredictable needs and demands. You need people who understand the pulse of the market. Re-look at the customer's mindset consistently else your organization will end up as a mausoleum. 2. Vendors: Today's vendor mindset is ambitious. They mitigate their risks by achieving business outcomes through multiple customers. Managers must have a strategy to build partnerships with them else they will migrate to new areas. Much time will be lost in building new vendors who understand your business. Time is a precious factor in moving through turbulence. 3. Workforce: Gen X and Gen Y have different mindsets. Both are critical for success. Use the rough edged ideas of the rookies while value-add to these ideas through the experience. Gen X must evolve as Wise Leaders. Learn to balance the energies of Gen X and Gen Y to manage internal and external turbulence. Phase out redundant Gen X help the Gen Y succeed. They seriously need wise mentoring. 4. Government: Policies will change for good and not so good. This is beyond your control. Ensure high level of adaptability. 5. Competitors: They will innovate and create pressure. Breakthrough innovations are an imperative reality now. In the mega environment we need to manage the following factors: 1. Technology: Fast paced changes are guaranteed. Scale up or perish. Your workforce has to be technology savvy. Upgrade or perish is the mantra of the day. 2. Socio-Cultural Norms: This is the most fundamental factor. Societies will undergo a expeditious pace paradigm shift in mindsets towards work and life. A short spaced material relationship is the norm that will find place. People management will emerge as a crucial competency. 3. International Trends: Internet has collapsed all boundaries of business. Be in line with the trends and icy winds of change. Swift response is vital for business success. Cut the unproductive politics which makes organizations sluggish paced. Stop wasting precious business time on creating internal buy-ins. Push innovations fast. Overcome resistance of mindsets by aligning them to manage ambiguity. 4. Legal Systems: Compliance is mandatory. Do not waste productive time in clean ups. Respect the law and IPR norms. The bottom line for managing turbulence is to move from the mindset of skills alone to building competencies. Innovate and focus on quality. Fall in love with change. Reward big mistakes and do what you fear the most. Turbulence is good. It makes you challenge your boundaries. Please do remember turbulence is the sign of growth. If you are not facing turbulence then probably your organization is decaying. Remember only the wise leaders will lead in turbulent times. As it is said if you are doing something right you are bound to face problems. If you want to make it big enjoy and live in the time of turbulence. Author: Niket Karajagi, Executive Director Atyaasaa Consulting Private Limited. www.atyaasaa.com
Views: 188 Niket Karajagi
'Managing Risk of Energy & Marine Insurance in Turbulent Times' (Part - 4)
 
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Aftab Hasan - Speaking at 'Middle East Africa Insurance Summit - 2011'
Views: 38 Aftab Hasan
IndiaMART EBF Surat 2012 - Managing Overseas Markets in Turbulent Times Part 4
 
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IndiaMART Emerging Business Forum held at Hotel Grand Bhagwati, Surat on 4th Feb 2012 was a very successful event. The discussion theme was "Managing Overseas Markets in Turbulent Times". The event got flooded with the immense crowd there. The eminent personalities in the panel were: 1. Rohit Shashikant Mehta, President, Surat Diamond Association 2. Arunchand N. Jariwala, Chairman, The Surat Art Silk Cloth Manufacturers Association 3. Lakshman Gugulothu IPS, CEO, BSE SME Exchange 4. Arun Tyagi, Sr. Manager Marketing, IndiaMART.com 5. Dinesh Navadiya, President, Surat Chamber of Commerce 6 Jai Kumar Bambi, MD, Forever Diamond & Su-Raj Group
Global cooperation in turbulent times: conversation w/ Polish Dep. PM M. Morawiecki | LIVE STREAM
 
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Poland, a nation that successfully transitioned into a market-based democracy in the 1990s, is the eighth-largest economy in the EU. Although relatively strong economically, it is by no means immune to continent-wide challenges, such as the recent financial crisis, the influx of refugees, persistently sluggish economic growth, democratic backsliding, and Moscow’s encouragement of a swelling populist revolt. How will Poland’s leading Law and Justice Party help the country deal with these realities? For today’s leaders in Poland, what potential role does the nation’s long-standing partnership with the United States play in that process? Please join AEI for a conversation with Polish Deputy Prime Minister Mateusz Morawiecki about how Warsaw and Washington can work together to strengthen economic growth and liberal democratic values on both sides of the Atlantic. Subscribe to AEI's YouTube Channel https://www.youtube.com/user/AEIVideos?sub_confirmation=1 Like us on Facebook https://www.facebook.com/AEIonline Follow us on Twitter https://twitter.com/AEI For more information http://www.aei.org Third-party photos, graphics, and video clips in this video may have been cropped or reframed. Music in this video may have been recut from its original arrangement and timing. In the event this video uses Creative Commons assets: If not noted in the description, titles for Creative Commons assets used in this video can be found at the link provided after each asset. The use of third-party photos, graphics, video clips, and/or music in this video does not constitute an endorsement from the artists and producers licensing those materials. AEI operates independently of any political party and does not take institutional positions on any issues. AEI scholars, fellows, and their guests frequently take positions on policy and other issues. When they do, they speak for themselves and not for AEI or its trustees or other scholars or employees. More information on AEI research integrity can be found here: http://www.aei.org/about/ #aei #news #politics #government #education #livestream #live #economics #politicaleconomy #Poland #refugees #Morawiecki