training - Blog - Global Risk Community
2024-03-29T09:45:05Z
https://globalriskcommunity.com/profiles/blogs/feed/tag/training
Get compliance investigations training—no travel required!
https://globalriskcommunity.com/profiles/blogs/get-compliance-investigations-training-no-travel-required
2023-10-17T16:34:09.000Z
2023-10-17T16:34:09.000Z
GlobalRiskCommunity
https://globalriskcommunity.com/members/GlobalRiskCommunity
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<td style="background-color:#e7e8e9;" width="598"><a href="http://www.corporatecompliance.org" target="_blank"><img src="http://www.corporatecompliance.org/portals/1/Images/Email_Images/scce-logo-email-header-598w.png" alt="Society of Corporate Compliance and Ethics" width="598" height="35" /></a></td>
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<td height="246"><a href="https://www.corporatecompliance.org/conferences/workshops/2023-november-fundamentals-compliance-investigations?utm_source=Paid+Partner+GRC&utm_medium=Email&utm_campaign=2023+SCCE+Nov+Investigations" target="_blank"><img style="margin-top:-4px;display:block;border:none;" src="https://assets.corporatecompliance.org/portals/1/Images/Email_Images/scce-2023-fund-invest-email-600x250-8.png" alt="Fundamentals of Compliance Investigations • November 28–29, 2023 • Virtual (CT)" width="600" height="250" border="0" /></a></td>
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<td class="bodytext" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;text-align:left;color:#000000;line-height:24px;margin:0px 45px -5px 25px;" align="left">
<p class="a-head" style="font-family:Arial, Helvetica, sans-serif;font-size:28px;font-weight:bold;color:#414042;line-height:34px;text-align:left;text-transform:none;margin:15px 85px 8px 25px;">Leading investigations? We’ve got you covered.</p>
<p class="bodytext1" style="color:#000000;font-size:17px;line-height:24px;font-family:Arial, Helvetica, sans-serif;text-align:left;margin:0px 50px 10px 25px;">No matter what your role is in compliance, odds are you will have to conduct workplace investigations at some point in your career. Join Society of Corporate Compliance and Ethics® (SCCE®) November 28-29 and learn the core principles of conducting effective compliance investigations so that you can lead confidently whenever you’re called upon.</p>
<p class="bodytext1" style="font-family:Arial, Helvetica, sans-serif;text-align:left;color:#000000;font-size:17px;line-height:24px;margin:20px 25px -5pt 25px;"><strong>Topics include:</strong></p>
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<li class="bullets1" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 35px 10px 30px;">Investigation basics</li>
<li class="bullets1" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 35px 10px 30px;">Planning the investigation</li>
<li class="bullets1" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 35px 10px 30px;">Gathering evidence and documentation</li>
<li class="bullets1" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 35px 10px 30px;">Conducting interviews</li>
<li class="bullets1" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 35px 10px 30px;">Reporting results</li>
<li class="bullets1" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 35px 10px 30px;">After the investigation</li>
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<p class="bodytext" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;text-align:left;color:#000000;line-height:24px;margin:0px 45px -5px 25px;">Attendees will receive detailed information from experienced investigators, have the opportunity to ask questions, in real time, on our virtual platform and earn up to 8.4 live Compliance Certification Board (CCB)® continuing education units (CEUs) from the comfort of home or office.</p>
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<td align="center" bgcolor="#464647" width="166"><a style="font-size:20px;font-family:Helvetica, Arial, sans-serif;font-weight:500;color:#ffffff;text-decoration:none;display:inline-block;" href="https://www.corporatecompliance.org/conferences/workshops/2023-november-fundamentals-compliance-investigations?utm_source=Paid+Partner+GRC&utm_medium=Email&utm_campaign=2023+SCCE+Nov+Investigations" target="_blank">Sign up now</a></td>
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<p class="bodytext1" style="font-family:Arial, Helvetica, sans-serif;text-align:left;color:#000000;font-size:17px;line-height:24px;margin:0px 45px 10px 0px;"><strong>What past attendees are saying:</strong></p>
<p class="bodytext1" style="font-family:Arial, Helvetica, sans-serif;text-align:left;color:#000000;font-size:17px;line-height:24px;margin:0px 45px 10px 0px;">“I was <strong>blown away</strong> at the level of professionalism and depth of information that was given. This was an <strong>eye-opening</strong> course into investigations, and I look forward to taking more in the future.<br /> Thank you.”</p>
<p class="bodytext1" style="font-family:Arial, Helvetica, sans-serif;text-align:left;color:#000000;font-size:17px;line-height:24px;margin:0px 45px 10px 0px;">“Speakers were <strong>informative and engaging</strong> given that it was a virtual! Sometimes it’s easy to lose interest in virtual presentations, but that was not the case with this conference.”</p>
<p class="bodytext1" style="font-family:Arial, Helvetica, sans-serif;text-align:left;color:#000000;font-size:17px;line-height:24px;margin:0px 45px 10px 0px;">“These <strong>knowledgeable presenters</strong> provided <strong>unique insight and experience</strong> in the investigations process.”</p>
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<td width="225"><a href="http://www.corporatecompliance.org" target="_blank"><img src="http://www.corporatecompliance.org/portals/1/Images/Email_Images/scce-logo-primary_225x86.png" alt="Society of Corporate Compliance and Ethics" width="225" height="86" align="top" border="0" /></a></td>
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<p class="address" style="font-family:Arial, Helvetica, sans-serif;font-size:11px;text-align:left;line-height:13px;color:#333333;margin-left:15px;"><strong>Society of Corporate Compliance and Ethics</strong><br /> 6462 City West Parkway<br /> Eden Prairie, MN 55344 USA<br /> +1 952.933.4977 or 888.277.4977<br /> <a href="mailto:helpteam@corporatecompliance.org" target="_blank">Email us</a> | <a href="http://www.corporatecompliance.org" target="_blank">SCCE website</a></p>
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<td align="center" valign="middle" width="31"><a href="https://community.corporatecompliance.org/home" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-net-30x30.png" alt="SCCEnet" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="http://complianceandethics.org" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-blog-30x30.png" alt="The Compliance & Ethics Blog" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="http://complianceandethics.org/category/podcasts/" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-podcast-30x30.png" alt="Podcasts" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="https://www.instagram.com/thescce/" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-instagram-30x30.png" alt="Instagram" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="https://www.linkedin.com/company/scce" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-linkedin-30x30.png" alt="LinkedIn" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="http://twitter.com/SCCE" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-twitter-30x30.png" alt="Twitter" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="http://www.facebook.com/SCCE" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-facebook-30x30.png" alt="Facebook" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="http://youtube.com/compliancevideos" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-youtube-30x30.png" alt="Compliance Videos on YouTube" width="30" height="30" border="0" /></a></td>
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Join SCCE to learn how optimize your organization’s compliance and ethics training program
https://globalriskcommunity.com/profiles/blogs/join-scce-to-learn-how-optimize-your-organization-s-compliance-an
2023-05-19T09:10:00.000Z
2023-05-19T09:10:00.000Z
GlobalRiskCommunity
https://globalriskcommunity.com/members/GlobalRiskCommunity
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<td width="600"><a href="http://www.corporatecompliance.org"><img style="display:block;" src="https://assets.corporatecompliance.org/portals/1/Images/Email_Images/scce-logo-email-header-600x35.png" alt="Society of Corporate Compliance and Ethics" width="600" height="35" border="0" /></a></td>
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<td><a href="https://www.corporatecompliance.org/conferences/workshops/2023-july-creating-effective-compliance-training?utm_source=PAID+PARTNER%3A+Global+Risk+Community&utm_medium=Email&utm_campaign=2023+SCCE+CECT+July" target="_blank"><img style="display:block;" src="https://assets.corporatecompliance.org/portals/1/Images/Email_Images/scce-2023-training-600x225-12.png" alt="Creating Effective Compliance Training • June 21–22, 2023 • Virtual" width="600" height="225" border="0" /></a></td>
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<p class="a-head41" style="font-family:Arial, Helvetica, sans-serif;font-size:27px;font-weight:bold;color:#183274;line-height:34px;text-align:left;text-transform:none;margin:15px 25px -5px 25px;">The latest DOJ guidance includes a call to action for compliance training that works:</p>
<p class="bodytext1" style="font-family:Arial, sans-serif;font-size:17px;font-weight:normal;color:#000000;line-height:24px;text-align:left;font-style:normal;margin:15px 25px 0px 25px;" align="left"><em>“Prosecutors, in short, should examine whether the compliance program is being disseminated to, and understood by, employees in practice in order to decide whether the compliance program is ‘truly effective.’”</em></p>
<p class="bodytext1" style="font-family:Arial, sans-serif;font-size:17px;font-weight:normal;color:#000000;line-height:24px;text-align:left;font-style:normal;margin:15px 25px 0px 25px;" align="left">The Creating Effective Compliance Training workshop from Society of Corporate Compliance® (SCCE®) is designed to help answer the DOJ’s call with a comprehensive look at the core principles of a successful training program.</p>
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<p class="bodytext2112" style="font-family:Arial, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;font-style:normal;font-weight:normal;margin:5px 35px 10px 0px;"><strong>Key topics: </strong></p>
<p class="bullets1" style="font-family:Arial, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 105px 5px 25px;">• The need for, and value of, training and education</p>
<p class="bullets1" style="font-family:Arial, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 105px 5px 25px;">• Identification of training needs</p>
<p class="bullets1" style="font-family:Arial, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 105px 5px 25px;">• Malcolm Knowles’ four principles of adult learning</p>
<p class="bullets1" style="font-family:Arial, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 105px 5px 25px;">• Developing training content</p>
<p class="bullets1" style="font-family:Arial, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 105px 5px 25px;">• Measurement, evaluation, and ongoing improvement</p>
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<td class="bodytext1" style="font-family:Arial, Helvetica, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:0px 25px 15px 25px;" valign="top">Join us in Orlando in July for an in-person conference experience that includes face-to-face networking and connections with session speakers.</td>
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<td align="center" bgcolor="#6DC717" width="300"><a style="font-size:20px;font-family:Helvetica, Arial, sans-serif;font-weight:600;color:#ffffff;text-decoration:none;display:inline-block;" href="https://www.corporatecompliance.org/conferences/workshops/2023-july-creating-effective-compliance-training?utm_source=PAID+PARTNER%3A+Global+Risk+Community&utm_medium=Email&utm_campaign=2023+SCCE+CECT+July" target="_blank">Learn more and register</a></td>
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<td class="bodytext212" style="font-family:Arial, sans-serif;font-size:17px;line-height:24px;text-align:center;color:#000000;" bgcolor="#D8EFFF" width="564"><strong>Unable to travel?</strong> Attend June 21–22 from your home or office.</td>
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<td align="center" bgcolor="#6DC717" width="180" height="45"><a style="font-size:20px;font-family:Helvetica, Arial, sans-serif;font-weight:600;color:#ffffff;text-decoration:none;display:inline-block;" href="https://www.corporatecompliance.org/conferences/workshops/2023-june-creating-effective-compliance-training?utm_source=PAID+PARTNER%3A+Global+Risk+Community&utm_medium=Email&utm_campaign=2023+SCCE+CECT+June" target="_blank">Learn more</a></td>
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<td width="85"><a href="https://www.corporatecompliance.org/certification" target="_blank"><img src="https://assets.corporatecompliance.org/portals/1/Images/Email_Images/CCB-logo_250x250px.png" alt="Compliance Certification Board (CCB)®" width="72" height="55" /></a></td>
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<p class="bodytext11111" style="font-family:Arial, sans-serif;font-size:17px;line-height:24px;text-align:left;color:#000000;margin:5px 25px -8px 25px;">Attendees can earn live Compliance Certification Board (CCB)® continuing education units (CEUs).</p>
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<p class="address" style="font-family:Arial, Helvetica, sans-serif;font-size:11px;text-align:left;line-height:13px;color:#333333;"><strong>Society of Corporate Compliance and Ethics</strong><br /> 6462 City West Parkway<br /> Eden Prairie, MN 55344 USA<br /> +1 952.933.4977 or 888.277.4977<br /> <a href="mailto:helpteam@corporatecompliance.org">Email us</a> | <a href="http://www.corporatecompliance.org">SCCE website</a></p>
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<td align="center" valign="middle" width="31"><a href="https://community.corporatecompliance.org/home" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-net-30x30.png" alt="SCCEnet" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="http://complianceandethics.org" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-blog-30x30.png" alt="The Compliance & Ethics Blog" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="http://complianceandethics.org/category/podcasts/" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-podcast-30x30.png" alt="Podcasts" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="https://www.instagram.com/thescce/" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-instagram-30x30.png" alt="Instagram" width="30" height="30" border="0" /></a></td>
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<td align="center" valign="middle" width="31"><a href="http://youtube.com/compliancevideos" target="_blank"><img src="https://assets.corporatecompliance.org/Portals/1/Images/Email_Images/scce-social-media-icon-youtube-30x30.png" alt="Compliance Videos on YouTube" width="30" height="30" border="0" /></a></td>
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Measuring Compliance | Master Class on June 30
https://globalriskcommunity.com/profiles/blogs/measuring-compliance-master-class-on-june-30
2022-06-15T04:52:13.000Z
2022-06-15T04:52:13.000Z
GlobalRiskCommunity
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<p style="font-family:Barlow, sans-serif;font-weight:600;font-style:normal;font-size:14px;color:#ffffff;line-height:1.3;text-align:center;padding-bottom:5px;">MASTER CLASS</p>
<p style="font-family:Barlow, sans-serif;font-weight:600;font-style:normal;font-size:30px;color:#ffffff;line-height:1.3;text-align:center;padding-bottom:5px;">Measuring Compliance<br /> in the New Normal</p>
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<div id="ContentSignlesubheadertwo" class="mktoText"><span style="color:#ffffff;"><strong>Thursday, June 30 / 3 Webinars</strong></span> <br /> <span style="font-family:Barlow, sans-serif;font-weight:normal;font-style:normal;color:#ffffff;"> Begins at 8 AM PT, 11 AM ET</span></div>
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<p><span style="font-family:Barlow, sans-serif;font-size:16px;font-weight:500;color:#3b6c6b;">In this master class, hear how more than 1,000 risk and compliance leaders assessed their own program priorities with a preview into the annual Definitive R&C Benchmark Report – publishing later this summer.<br /><br />Our expert instructors will provide a deep dive into key findings that shows the key commonalities of a successful risk and compliance program. Whether addressing culture, challenges in risk management, or proving program effectiveness, we'll share strategies focused on your people, processes, and technology. Learn to identify where your performance drivers can be assessed, measured, and prioritized to create actionable improvements and solidify a strong ethical culture. <br /><br /><strong>Visit the registration page to read more about these exclusive sessions.</strong></span></p>
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<div style="font-family:Barlow, sans-serif;font-size:18px;color:#3b6c6b;line-height:22px;font-weight:bold;font-style:normal;text-align:left;padding-top:20px;">Identifying Key Performance <br />Drivers & Obstacles</div>
<div style="font-family:Barlow, sans-serif;font-size:14px;color:#3b6c6b;line-height:22px;font-weight:500;font-style:normal;padding-top:12px;text-align:left;">8 AM PT / 11 AM ET, 90 Minutes</div>
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<div style="font-family:Barlow, sans-serif;font-size:18px;color:#3b6c6b;line-height:22px;font-weight:bold;font-style:normal;text-align:left;padding-top:20px;">Leading Culture Through <br /> Ethics and Compliance</div>
<div style="font-family:Barlow, sans-serif;font-size:14px;color:#3b6c6b;line-height:22px;font-weight:500;font-style:normal;padding-top:12px;text-align:left;">9:40 AM PT / 12:40 PM ET, 45 Minutes</div>
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<div style="font-family:Barlow, sans-serif;font-size:18px;color:#3b6c6b;line-height:22px;font-weight:bold;font-style:normal;text-align:left;padding-top:20px;">Live Q&A: Your Questions, <br />Answered by the Experts</div>
<div style="font-family:Barlow, sans-serif;font-size:14px;color:#3b6c6b;line-height:22px;font-weight:500;font-style:normal;padding-top:12px;text-align:left;">10:30 AM PT / 1:30 PM ET, 30 Minutes</div>
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<p style="font-family:Barlow, sans-serif;font-weight:300;font-style:normal;font-size:18px;color:#ffffff;line-height:1.3;text-align:left;padding-bottom:15px;text-transform:uppercase;">RESOURCE library</p>
<h3 style="font-family:Barlow, sans-serif;font-weight:600;font-style:normal;font-size:20px;color:#ffffff;line-height:1.3;text-align:left;padding-bottom:15px;">Join the Master Class for an exclusive library of resources</h3>
<p style="font-family:Barlow, sans-serif;font-weight:400;font-style:normal;font-size:12px;color:#ffffff;line-height:1.5;text-align:left;padding-bottom:15px;"><span style="font-size:14px;">You will have access to a large variety of definitive guides, benchmark reports, white papers, case studies, and more!</span></p>
<a style="font-family:Barlow, sans-serif;font-weight:600;font-style:normal;font-size:14px;color:#ffffff;line-height:1.3;text-align:left;padding-bottom:15px;text-transform:uppercase;" href="https://www.navex.com/en-us/campaigns/master-class-measuring-compliance-definitively/?utm_source=globalriskconsult&utm_medium=syndication&utm_campaign=2022-masterclass-measuring-compliance" target="_blank">SIGN UP TODAY</a></div>
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A 2-pronged Systematic Strategy to Develop Executives Decision Making Acumen
https://globalriskcommunity.com/profiles/blogs/a-2-pronged-systematic-strategy-to-develop-executives-decision-ma
2022-04-09T10:52:17.000Z
2022-04-09T10:52:17.000Z
Mark Bridges
https://globalriskcommunity.com/members/MarkBridges
<div><p><a href="{{#staticFileLink}}10310709879,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}10310709879,RESIZE_400x{{/staticFileLink}}" width="300" alt="10310709879?profile=RESIZE_400x" /></a>At all levels of a corporation, key decisions have to be made quickly. This is particularly critical at the strategic level, when senior executives are expected to have an exceptional talent for systematic and organized decision-making. However, this is not simple, and there is also no clear path to follow.</p><p>There is a plethora of studies and thought leadership around <a href="https://flevy.com/browse/marketplace/complete-guide-to-business-strategy-design-375">formulating and implementing strategy</a>—but little on <a href="https://flevy.com/browse/stream/leadership">maturing into a leader</a> with exceptional judgment abilities. Chief Executive Officers are frequently asked to develop their own executive on-the-job training programs for their managers and key executives in order to sharpen their strategic thinking and judgment abilities.</p><p>While making decisions, executives must make trade-offs, weighing the numerous available options. Executives find it difficult to choose the most viable option from a finite number of possibilities, as they want to keep all of their options open.</p><p>For leaders, <a href="https://flevy.com/browse/flevypro/executive-decision-making-acumen-6142">Decision Making Acumen is a matter of survival</a>. For CEOs, for example, it is critical to do a detailed evaluation of the benefits and drawbacks of entering a certain market prior to forwarding the case to the board for approval. They must determine which geographies to select and how to do so.</p><p>The ability to make smart decisions enables individuals to consider the big picture and think long term rather than focus primarily on short-term rewards. Executives with Decision Making Acumen are able to say no to poor business decisions.</p><p>An organized approach is essential to <a href="https://flevy.com/business-toolkit/decision-making">develop CEOs' judgment and decision-making abilities</a>. Such a systematic approach to increasing an executive's Decision Making Acumen should include the following components:</p><ol><li><strong>Grasp on Reality</strong></li><li><strong>Strategic Choice Cascade</strong></li></ol><p><strong><a href="{{#staticFileLink}}10310513480,RESIZE_1200x{{/staticFileLink}}"><img class="align-center" src="{{#staticFileLink}}10310513480,RESIZE_710x{{/staticFileLink}}" alt="10310513480?profile=RESIZE_710x" width="710" /></a></strong></p><p>Understanding these two components enables CEOs to establish priorities, communicate their reasoning clearly, stay firm in their judgments, and encourage others to follow.</p><p>Now, let us explain why it is critical for leaders to have a clear grasp on reality as they develop Decision Making Acumen.</p><p><strong>Grasp on Reality</strong></p><p>Executives frequently have an inclination to perceive evidence in a way that conforms to their established views. This cognitive bias can cause them to misjudge situations. The first component of the strategy emphasizes the critical nature of removing biases and preconceived notions from the decision-making process. Executives with Decision Making Acumen make conclusions after doing a thorough study of the matter, setting aside personal biases and accepting facts.</p><p>Preconceived assumptions and a refusal to accept reality results in failures. For instance, under the assumption that expanding into economies such as Brazil would be simple due to innovation and brand equity in other markets, Proctor and Gamble invested extensively in the country to establish the distribution of their oral care business. P&G was unaware that Colgate had invested twice as much in the oral-care business and had created a huge distribution network in Brazil, resulting in enormous brand loyalty for its products. This mistake cost P&G millions of dollars in market share and forced the company's executives to rethink their growth strategy.</p><p>Interested in learning more about the other element of the systematic approach to Decision Making? You can download <a href="https://flevy.com/browse/flevypro/executive-decision-making-acumen-6142">an editable PowerPoint on <strong>Executive Decision Making Acumen</strong> here</a><u> </u>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p><p>“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p>– Roderick Cameron, Founding Partner at SGFE Ltd</p><p> </p></div>
6 Rs of Behavioral Change
https://globalriskcommunity.com/profiles/blogs/6-rs-of-behavioral-change
2021-12-25T06:00:00.000Z
2021-12-25T06:00:00.000Z
Mark Bridges
https://globalriskcommunity.com/members/MarkBridges
<div><p style="text-align:left;"><a href="https://flevy.com/browse/stream/transformation">Business Transformation </a>initiatives are typically undertaken to solve a pressing issue, bring about improved <a href="https://flevy.com/browse/stream/performance-management">performance</a>, or to serve customers better. A critical element of the success of such initiatives entails transforming the existing behaviors of the employees across the organization. However, this isn’t a straightforward task.</p><p>Attitudes and practices get reinforced in people by following established routines day in and day out. Such practices become a part of an <a href="https://flevy.com/browse/stream/culture">Organizational Culture</a> over time. Ingrained organizational behaviors and practices aren’t considered burdening until the organization’s performance starts declining considerably over time. That’s when the leaders start thinking about changing these beliefs and habitual actions.</p><p><a href="https://flevy.com/browse/flevypro/psychology-of-change-management-3430">Psychology</a> and Neuroscience can help enterprises change the deeply embedded attitudes and practices of people and replace those with new beliefs and practices. Leading organizations are using psychology and brain research to induce successful change. Specifically, they focus on the right priorities to enable Organizational and Behavioral Change and take the following <a href="https://flevy.com/browse/flevypro/6-rs-to-behavioral-change-6009">6 steps—or 6 Rs of Behavioral Change</a>:</p><ol><li><strong>Recognize</strong></li><li><strong>Relabel</strong></li><li><strong>Reflect</strong></li><li><strong>Refocus</strong></li><li><strong>Respond</strong></li><li><strong>Revalue</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/6-rs-to-behavioral-change-6009"><img src="https://flevy.com/blog/wp-content/uploads/2021/12/image-4.png" alt="" width="595" height="455" /></a></p><p>Let’s dive deeper into the first 3 steps critical to render behavioral change.</p><h3><strong>Step 1 – Recognize</strong></h3><p>The first step involves the leadership reflecting on the behaviors that are required to be transformed. Leaders are responsible for articulating the future vision of an organization, prioritizing and implementing initiatives to achieve the vision, and take measures to tackle disruption caused by technology and rivals. Self-Reflection on undesired behaviors by role models (including senior leaders) is essential to make other people ponder over their behaviors.</p><p>Leadership behaviors inform the workforce about the Transformation required, assist in championing the agenda, and make these behaviors resonate across the board. Individuals, in turn, should contemplate on the alignment of their behaviors with their personal / organizational goals, think of new improved ways of doing things, and dump convenient yet unproductive behaviors.</p><h3><strong>Step 2 – Relabel</strong></h3><p>The 2<sup>nd</sup> step of the 6 Rs to Organizational Change necessitates categorizing and naming the flawed or unfit behaviors. Neuroscience research has revealed that by naming behaviors and understanding that thoughts are merely ideas, persons with Obsessive Compulsive Disorder can disregard useless thoughts and behaviors that trigger them to wash their hands again and again.</p><p>Relabeling thoughts allows individuals to stop reflecting on useless thoughts. Likewise, in an organizational setting leadership needs to evaluate which shared thoughts don’t work well, categorize them, and communicate the reasons for their unsuitability across the organization.</p><h3><strong>Step 3 – Reflect</strong></h3><p>In this step, senior management replaces outdated beliefs and behaviors and outlines the vision or desired objectives and behaviors. The outlined desired objectives and behaviors need to be explicit, translated into daily actions, and attractive to the people. This may warrant training of people to reflect on the desired expectations and behaviors collectively. Effective communication of benefits of altered objectives and behaviors assists in subsiding the unrest associated with change in people and relaxing their mind and thoughts. This must include informing people that uncertainties are part of business and that they should keep their focus on organizational values and what matters most during change. Reflection creates a sense of ownership among employees that is otherwise difficult to be achieved by any cascaded top-to-bottom directives.</p><p>Interested in learning more about the other steps or Rs critical to engender Change ? You can download <a href="https://flevy.com/browse/flevypro/6-rs-to-behavioral-change-6009">an editable PowerPoint on <strong>6 Rs to Behavioral Change </strong>here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p>– Roderick Cameron, Founding Partner at SGFE Ltd</p></blockquote></div>
Neuroscience of Change: 6 Core Principles
https://globalriskcommunity.com/profiles/blogs/neuroscience-of-change-6-core-principles
2021-12-03T06:20:00.000Z
2021-12-03T06:20:00.000Z
Mark Bridges
https://globalriskcommunity.com/members/MarkBridges
<div><p><a href="https://flevy.com/browse/stream/transformation"><img class="alignright size-medium wp-image-2314 align-right" src="http://powerpointing-templates.com/wp-content/uploads/2021/11/neuroscience-change-2-300x200.jpg" alt="neuroscience change 2" width="300" height="200" />Business Transformation</a> initiatives are typically undertaken to solve a pressing issue, bring about improved performance, or to serve customers better. A critical element of the success of such initiatives entails transforming the existing behaviors of the employees across the organization. However, this isn’t a straightforward task.</p><p>Attitudes and practices get reinforced in people by following established routines day in and day out. Such practices become a part of an <a href="https://flevy.com/browse/stream/culture">Organizational Culture</a> over time. These ingrained behaviors and practices aren’t considered burdening until the organization’s performance keeps declining considerably over time. That’s when the leaders think about changing these beliefs and habitual actions.</p><p><a href="https://flevy.com/browse/flevypro/psychology-of-change-management-3430">Psychology</a> and Neuroscience can help enterprises change the deeply embedded attitudes and practices of people and replace those with new beliefs and practices. Leading organizations are using psychology and brain research to induce successful Organizational Transformation.</p><p>The practices that these organizations employ to engender Transformation are based on the following <a href="https://flevy.com/browse/flevypro/neuroscience-of-change-5984">6 core Principles of Neuroscience</a>:</p><ol><li><strong>The brain is hardwired to hold on to habits, making it difficult to change them.</strong></li><li><strong>Connections in the brain—even deeply embedded thoughts—are quite flexible to transform.</strong></li><li><strong>Concentrating on new ways of thinking can overhaul individuals thinking habits.</strong></li><li><strong>Don’t tell people what is wrong, just focus on drawing their attention to the positives</strong>.</li><li><strong>Encourage the ability to reject negative cerebral impulses.</strong></li><li><strong>The competence to focus attention has to be created bit by bit.</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/neuroscience-of-change-5984"><img src="https://flevy.com/blog/wp-content/uploads/2021/11/Neuroscience-of-Change.png" alt="" width="595" height="450" /></a></p><p>Let’s dive deeper into these first 3 principles of Neuroscience.</p><h3><strong>Principle 1 – The brain is hardwired to hold on to habits, making it difficult to change them.</strong></h3><p>Our thinking patterns are stored in circuits by brain parts—including the habit center (basal ganglia), amygdala (emotion center), and hypothalamus (which manages hunger, thirst etc.). These brain parts, especially the basal ganglia, process info unconsciously and the activity feels rewarding to the individual. This activity makes stronger neuronal connections with other areas and gets the activity reinforced.</p><p>For the desired behaviors and practices to get embedded, the organization need to make stronger connections with the entire workforce's’ basal ganglia to enable deep rooted neuronal circuits. The practices ingrained this way are difficult to remove.</p><h3><strong>Principle 2 –</strong> <strong>Connections in the brain—even deeply embedded thoughts—are quite flexible to transform.</strong></h3><p>People with obsessive compulsive disorder keep deliberating on their impulse to wash hands to ensure cleanliness. This fortifies brain circuits in the basal ganglia, which takes over their behaviors. However, Neuroscience reveals that even the most well-established notions can be altered. This can be done by making the individuals aware of what they are thinking and where their focus is in a given moment.</p><p>Training and directing people to think about their thoughts can make them conscious of their undesired behaviors, disengages brain areas notable for causing distraction, and adopt new behaviors.</p><h3><strong>Principle 3 </strong>– <strong>Concentrating on new ways of thinking can overhaul individuals thinking habits.</strong></h3><p>The 3<sup>rd</sup> principle highlights that persistent focus on unfamiliar, desired thoughts and objectives activates the habit center of the brain, which turns these desired thoughts into habits. The mechanism according to Neuroscience is such that basal ganglia’s caudate nucleus region processes…</p><p>Interested in learning more about the other principles of Behavioral Transformation? You can download <a href="https://flevy.com/browse/flevypro/neuroscience-of-change-5984">an editable PowerPoint on <strong>6 Core Principles of Neuroscience</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p>– Roderick Cameron, Founding Partner at SGFE Ltd</p></blockquote></div>
7 Principles of Culture Change
https://globalriskcommunity.com/profiles/blogs/7-principles-of-culture-change
2021-11-25T09:10:37.000Z
2021-11-25T09:10:37.000Z
Mark Bridges
https://globalriskcommunity.com/members/MarkBridges
<div><p style="text-align:left;"><img class="alignright size-medium wp-image-2308 align-right" src="http://powerpointing-templates.com/wp-content/uploads/2021/11/org-culture-1-300x187.jpg" alt="org culture 1" width="300" height="187" />Employee behaviors are critical for the success of <a href="https://flevy.com/browse/stream/transformation">Business Transformation</a> endeavors. However, transforming the ingrained behaviors and mindsets of the workforce isn’t straightforward, and when tackled cause the enterprise’s emotional state to go down.</p><p>Leaders need to identify the components of Culture that are in line with their <a href="https://flevy.com/browse/stream/strategy-development">Corporate Strategy</a>. They have to ascertain and harness the positive elements of culture that can drive the desired Transformation and suppress those that obstruct it.</p><p>For the desired <a href="https://flevy.com/browse/stream/culture">Organizational Culture</a> to sustain, leaders should work on gaining acceptance of the transformed behaviors. Leaders who do not give culture its due importance risk ruining their strategic endeavors, as they lack the commitment required from the employees to achieve success.</p><p>The real question is why senior leaders fail to use the positive elements of Organizational Culture constructively in the first place. The answer is simple; there are 4 common yet wrong assumptions—or myths—regarding culture change that are deeply established in most businesses that are anything but facts. Paying heed to—and acting on—these 4 myths results in grave consequences:</p><ol><li>Culture is the root cause of all our failures</li><li>Changing our Organizational Culture is beyond us, forget about it</li><li>Let <a href="https://flevy.com/browse/stream/human-resources">Human Resources</a> deal with Organizational Culture</li><li>Culture is the responsibility of top management</li></ol><p>When senior executives devise a strategy to transform the deeply entrenched organizational culture—by putting in place new policies, practices, reward structures, and <a href="https://flevy.com/browse/stream/performance-management">performance management</a> systems—there is strong resistance that outplays the strategy.</p><p>This is primarily due to employees’ reservations and uncertainties regarding the impact of these changes on their work, colleagues, atmosphere, routines, family, and their enterprise’s reputation. <a href="https://flevy.com/browse/flevypro/7-principles-of-culture-change-5971">Transforming the Organizational Culture</a> using the individual’s actions and conduct necessitates seeking assistance from 7 guiding principles:</p><ol><li><strong>Be Practical</strong></li><li><strong>Reinforce New Behaviors</strong></li><li><strong>Seek Out Role Models</strong></li><li><strong>Identify Cultural Carriers</strong></li><li><strong>Leverage Existing Culture</strong></li><li><strong>Be a Role Model</strong></li><li><strong>Explain Impact of New Behavior</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/7-principles-of-culture-change-5971"><img src="https://flevy.com/blog/wp-content/uploads/2021/11/7-principles-of-culture-change.png" alt="" width="961" height="722" /></a></p><p>Application of these guiding principles facilitates in transpiring successful culture change. Let’s dive deeper into a few of these guiding principles.</p><h3><strong>Be Practical</strong></h3><p>The first guiding principle to changing the culture involves starting rationally and pragmatically. It is not feasible to strive to change every behavior at once. Leaders need to concentrate on the behaviors most critical for the organization. The ones that reverberate with the existing company culture and have a key role in improving the organizational performance. This entails ascertaining groups of employees whose behaviors should be transformed immediately. A clear demonstration of the requisite changes goes a long way in reinforcing the desired behaviors and culture in the organization.</p><h3><strong>Reinforce New Behaviors</strong></h3><p>The 2<sup>nd</sup> principle to changing culture involves emphasizing new behaviors. The desired behaviors should be reinforced using formal and informal mechanisms. Formal reinforcement mechanisms include metrics, processes, appraisals, salary reviews, training, and incentives to reward new behaviors. These formal mechanisms allow people to practice new behaviors repetitively, until they begin to realize their value. Informal reinforcement mechanisms include support networks and associations to nurture sensitivity and devotion needed to cope with uncertainties.</p><h3><strong>Seek out Role Models</strong></h3><p>Organizational Culture Transformation necessitates distinguishing role models to demonstrate the desired behaviors. Culture change begins when change practitioners act by modeling the new behaviors. These change practitioners are pride builders for an organization. The examples set by these practitioners assist in inculcating pride in others about embracing the desired behaviors. This action is referred to as “positive deviance” or constructive non-conformity. These pride builders in turn identify and develop more exemplars.</p><p>Interested in learning more about the other guiding principles of culture change? You can download <a href="https://flevy.com/browse/flevypro/7-principles-of-culture-change-5971">an editable PowerPoint on 7 Guiding Principles of Culture Change here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p>– Roderick Cameron, Founding Partner at SGFE Ltd</p></blockquote></div>
7 Tactics to Upskill Your Workforce
https://globalriskcommunity.com/profiles/blogs/7-tactics-to-upskill-workforce
2021-11-13T08:08:07.000Z
2021-11-13T08:08:07.000Z
Mark Bridges
https://globalriskcommunity.com/members/MarkBridges
<div><div class="entry"><p><span style="font-size:12pt;"><strong>Editor's Note: </strong><em>If you are interested in becoming an expert on Human Resource Management (HRM), take a look at Flevy's Human Resource Management (HRM) Frameworks offering. This is a curated collection of best practice frameworks based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. By learning and applying these concepts, you can stay ahead of the curve. <a href="https://flevy.com/browse/stream/human-resources">Full details here.</a></em> </span><span style="font-size:12pt;"> </span></p></div><div class="entry"><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}9797614053,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}9797614053,RESIZE_400x{{/staticFileLink}}" alt="9797614053?profile=RESIZE_400x" width="307" height="205" /></a>Disruptive technology is re-shaping the present-day work environment. Technological advances are making long-standing job roles superfluous.</span></p><p><span style="font-size:12pt;">Digital Disruption being faced by many companies is exacerbating the gap between what employers want their employees to be able to do and what they can actually do. This skills gap needs to be bridged rapidly but with due consideration to the course taken to fill it.</span></p><p><span style="font-size:12pt;">A change in job roles with the help of Upskilling has become necessary in light of the evolving <a href="https://flevy.com/business-toolkit/disruption">Disruption</a>. Upskilling comprises of acquisition of new and pertinent competencies, made necessary because of the current or emerging work environment. Upskilling adds to the skills the employee already possesses. It is a key component to robust <a href="https://flevy.com/business-toolkit/talent-management">Talent Management</a> and can be a source of <a href="https://flevy.com/business-toolkit/competitive-advantage">Competitive Advantage</a>.</span></p><p><span style="font-size:12pt;">Having a robust Upskilling Strategy in place is the first step towards a successful Upskilling effort. Upskilling Strategy can create new roles for existing employees leveraging their experience.</span></p><p><span style="font-size:12pt;">However, the brass tacks of an effective program to bridge the talent gap are the following 7 tactics to Upskilling which can help employers Upskill their workforce:</span></p><ol><li><span style="font-size:12pt;"><strong>Learning and Development</strong></span></li><li><span style="font-size:12pt;"><strong>Job Rotation</strong></span></li><li><span style="font-size:12pt;"><strong>Job Enlargement</strong></span></li><li><span style="font-size:12pt;"><strong>Job Enrichment</strong></span></li><li><span style="font-size:12pt;"><strong>Peer Coaching</strong></span></li><li><span style="font-size:12pt;"><strong>Peer Mentoring</strong></span></li><li><span style="font-size:12pt;"><strong>Hire External Experts/Specialists</strong></span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/7-tactics-to-upskilling-5939"><img class="aligncenter size-full wp-image-9927" src="https://flevy.com/blog/wp-content/uploads/2021/11/Slide-Deck-image-7-tactics-of-Upskilling.png" alt="" width="690" height="518" /></a></span></p><p><span style="font-size:12pt;">Contingent on the organization’s requirements, based on a skills gap analysis, one or more tactics in combination may be needed to fill the skills gap.</span></p><p><span style="font-size:12pt;">Let us look at some of the tactics in a little more detail.</span></p><h3><span style="font-size:12pt;"><strong>Learning and Development (L&D)</strong></span></h3><p><span style="font-size:12pt;">L&D programs are a common approach to Upskilling and foundational to becoming a true <a href="https://flevy.com/business-toolkit/learning-organization">Learning Organization</a>. These programs are dependent on a number of factors. One of the key factors is L&D Strategy, which can be developed based on a number of models. Depending on the model chosen, L&D Strategy development will generally go through the following 4 phases:</span></p><ul><li><span style="font-size:12pt;">Training Needs Analysis</span></li><li><span style="font-size:12pt;">Learning objective stipulation</span></li><li><span style="font-size:12pt;">Training material and approach design</span></li><li><span style="font-size:12pt;">Monitoring and Evaluation</span></li></ul><p><span style="font-size:12pt;">Methods chosen for Upskilling will naturally vary for every organization due to the variation in L&D strategy and program, for e.g., online courses, online courses along with live lectures, peer coaching with an Upskill track on Learning Management System.</span></p><h3><span style="font-size:12pt;"><strong>Job Rotation</strong></span></h3><p><span style="font-size:12pt;">Job Rotation is another first-rate technique to Upskill. New skills, knowledge, and competencies can be learnt by moving employees between jobs. Employees learn skills, knowledge, competencies of a specific job other than their own.</span></p><p><span style="font-size:12pt;">Purpose of Job Rotation can be preparing backups for a job, exposing future managers to all types of jobs, exposing HR employees to other jobs for better understanding. Job Rotations are generally at the same level and are temporary in nature.</span></p><h3><span style="font-size:12pt;"><strong>Job Enlargement</strong></span></h3><p><span style="font-size:12pt;">Job Enlargement comprises of adding more activities within the same level to a current role. It expands the ambit of a job by spreading the breadth of duties and responsibilities usually within the same level.</span></p><p><span style="font-size:12pt;">Purpose of Job Enlargement is to encourage employees to expand their skill set by intensifying their performances and exposure. Job Enlargement imparts diverse skills to employees and aids their career growth. Added job responsibilities necessitate training and assist in gaining further experience.</span></p><p><span style="font-size:12pt;">Interested in learning more about the 7 Tactics to Upskilling? You can download <a href="https://flevy.com/browse/flevypro/7-tactics-to-upskilling-5939">an editable PowerPoint on <strong>7 Tactics to Upskilling</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><h3><span style="font-size:12pt;"><strong>Want to Achieve Excellence in Human Resource Management (HRM)?</strong></span></h3><p><span style="font-size:12pt;">Gain the knowledge and develop the expertise to become an expert in Human Resource Management (HRM). Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. <a href="https://flevy.com/browse/stream/human-resources">Click here for full details.</a></span></p><p><span style="font-size:12pt;">The purpose of Human Resources (HR) is to ensure our organization achieves success through our people. Without the right people in place—at all levels of the organization—we will never be able to execute our Strategy effectively. </span></p><p><span style="font-size:12pt;">This begs the question: Does your organization view HR as a support function or a strategic one? Research shows leading organizations leverage HR as a strategic function, one that both supports and drives the organization's Strategy. In fact, having strong HRM capabilities is a source of Competitive Advantage. </span></p><p><span style="font-size:12pt;">This has never been more true than right now in the Digital Age, as organizations must compete for specialized talent to drive forward their Digital Transformation Strategies. Beyond just hiring and selection, HR also plays the critical role in retaining talent—by keeping people engaged, motivated, and happy.</span></p><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/stream/human-resources">Learn about our <strong>Human Resource Management (HRM) Best Practice Frameworks</strong> here.</a></span></p><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</span></p><blockquote><p><span style="font-size:12pt;">“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</span></p><p><span style="font-size:12pt;">– Bill Branson, Founder at Strategic Business Architects</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</span></p><p><span style="font-size:12pt;">– David Coloma, Consulting Area Manager at Cynertia Consulting</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</span></p><p><span style="font-size:12pt;">– Roderick Cameron, Founding Partner at SGFE Ltd</span></p></blockquote></div></div>
Artificial Intelligence (AI) Strategy: 5 Top Priorities
https://globalriskcommunity.com/profiles/blogs/artificial-intelligence-ai-strategy-5-top-priorities
2021-10-01T11:23:43.000Z
2021-10-01T11:23:43.000Z
Mark Bridges
https://globalriskcommunity.com/members/MarkBridges
<div><p><a href="https://flevy.com/browse/flevypro/digital-transformation-artificial-intelligence-ai-strategy-2866"><img class="alignright size-medium wp-image-2203 align-right" src="http://powerpointing-templates.com/wp-content/uploads/2021/10/AI-2-225x300.jpg" alt="AI-2" width="208" height="277" /></a>Artificial Intelligence (AI) is one area considered by many executives to enable Automation and steer positive growth. A couple of years ago, most executives thought that deployment of Artificial Intelligence isn’t a big deal. However, revamping traditional systems, implementing AI, and scaling it, in reality, is not as simple as it seems.</p><p>A survey by PwC Research in 2020, which gathered responses of 1062 business leaders, validates that scaling and industrializing AI is not straightforward at all. Only 4% of the respondents asserted that they plan on implementing organization-wide AI in 2020. A year earlier, the same survey revealed 20% of the executives planning to do that. The survey shows a significant decrease in the number of senior leaders thinking of executing AI.</p><p>The reason for this dwindling interest in AI deployment is mainly because of the tough prerequisites necessary—contemplation, resources, preparedness, overhauling legacy systems, and integration of technology applications—for enterprise-wide AI implementation.</p><p>A robust AI Implementation Strategy needs to be first devised in order to assist the organizations in moving forward with their AI deployment plans. Research reveals <a href="https://flevy.com/browse/flevypro/artificial-intelligence-ai-strategy-top-priorities-5883">5 key priorities of AI Strategy</a> that businesses should follow to position themselves as AI leaders and reap value from Transformation in future. These priorities not only highlight the key requirements for AI deployment but also pinpoint ways to maximize pay offs associated with the initiative:</p><ol><li><strong>Boring AI</strong></li><li><strong>AI-ready Workforce</strong></li><li><strong>Responsible and Ethical AI</strong></li><li><strong>AI Operationalization</strong></li><li><strong>Business Model Innovation</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/artificial-intelligence-ai-strategy-top-priorities-5883"><img src="https://flevy.com/blog/wp-content/uploads/2021/09/AI-Strategy-Priorities.png" alt="" width="595" height="450" /></a></p><p>Let’s delve deeper into a few of these key priorities.</p><h3><strong>Boring AI</strong></h3><p>One of the key reasons to employ AI, as cited by PwC research, is to automate routine administrative functions—e.g., using AI to pull information from tax forms, bills of lading, or invoices that can otherwise take up long hours of human effort. 44% of respondents revealed that AI will help them operate more efficiently.</p><p>To ensure AI adds <a href="https://flevy.com/browse/stream/value-creation">value</a> to the business, leaders should develop a strategy to identify the areas where AI can have a much deeper impact; build capabilities to do that; develop AI solutions, govern them, and embed them with existing systems.</p><h3><strong>AI-ready Workforce</strong></h3><p>Building or enhancing the capabilities of the workforce to become AI ready is critical today not only for technology enterprises but also for other businesses. Organizations should identify the skills required for AI and train their people to deploy AI solutions.</p><p>However, thinking of achieving this through traditional means of offering training sessions isn’t a viable strategy to tap the opportunities offered by AI. In addition to training people, organizations should cross-skill their people in multiple trades and provide them the opportunities to apply and hone in the skills learnt. In fact, organizations should reward people who apply what they learn into real-time problem-solving and productivity enhancement.</p><h3><strong>Responsible and Ethical AI</strong></h3><p>AI can be perilous if adequate understanding of its responsible use and necessary procedures to protect against its risks and negative usage are not taken. There are growing apprehensions around AI related risks e.g., biased algorithms, facial recognition tools, and deep fakes. As per PwC survey, a large majority of respondents, using AI routinely, declared readiness in their organizations in terms of taking sufficient measures to protect against AI risks.</p><p>However, in reality most organizations are quite far from implementing controls around data and decisions generated using AI. Just about 33% businesses mentioned having the ability to fully tackle risks associated with data powering AI, AI models, outputs, and reporting. It is imperative to have rigorous <a href="https://flevy.com/browse/marketplace/complete-guide-to-risk-management-mor-437">Risk Management</a> processes in place to effectively use AI in the workplace and address the risks associated with it. AI risks can be mitigated by integrating processes, tools, and controls needed to address AI bias, explainability, security, accountability, and ethics.</p><p>Interested in learning more about the other key strategic priorities essential for AI deployment readiness? You can download <a href="https://flevy.com/browse/flevypro/artificial-intelligence-ai-strategy-top-priorities-5883">an editable PowerPoint on <strong>Artificial Intelligence Strategy: Top Priorities </strong>here</a><span style="text-decoration:underline;"> </span>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p>– Roderick Cameron, Founding Partner at SGFE Ltd</p></blockquote></div>
Learning & Development: 4 Steps to Executing a Research-substantiated Corporate Learning Strategy
https://globalriskcommunity.com/profiles/blogs/learning-development-4-steps-to-executing-a-research-substantiate
2021-07-22T11:29:23.000Z
2021-07-22T11:29:23.000Z
Mark Bridges
https://globalriskcommunity.com/members/MarkBridges
<div><p><a href="{{#staticFileLink}}9295924653,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}9295924653,RESIZE_400x{{/staticFileLink}}" alt="9295924653?profile=RESIZE_400x" width="300" /></a>Although organizations invest heavily in Learning and <a href="https://flevy.com/browse/flevypro/6-pillars-of-talent-management-5271">Talent Development</a>, most CEOs when interviewed complain about the shortage of learned managers, leaders, and skilled workforce.</p><p>The capabilities of knowledge workers, not technology or capital, is often a key constraint for organizational growth. Research reveals that a number of managers consider employee performance to remain the same even if their organization’s learning function is totally abolished. Studies further indicate:</p><ul><li>Ineffectiveness of Corporate Learning.</li><li>Wrong investments in Learning and Development.</li><li>Lack of linkage of learning with strategic goals.</li><li>Focus on learning but not on employees’ development.</li></ul><p>Investments and efforts on learning are concentrated towards wrong things. Abundance of online courses and mobile knowledge apps are triggering organizations to revisit their Corporate Learning Strategies. Utilization of innovative learning techniques—and modes—for leadership development has become the top agenda for senior learning leaders.</p><p>Learning and Development is important for organizations as:</p><ul><li><a href="https://flevy.com/browse/flevypro/5-dimensions-of-employee-engagement-5272">Employee engagement</a> and leadership sets the right impetus for the organization.</li><li>Competencies of knowledge workers makes the difference in achieving organizational growth.</li><li>It delivers value, critical to survive—and outperform—competition.</li><li>Effective learning experiences engage the emotional and cognitive centers of human brains, making employees appreciative of their organizational learning efforts.</li></ul><p><a href="https://flevy.com/browse/marketplace/leadership-theories-874">Leadership</a>, today, is more aware of the significance of Corporate Learning in Organizational Development and profitability. Leaders are now proactively striving to align their Corporate Learning objectives with demands of knowledge workers and strategic organizational goals.</p><p>The following learning practices represent 4 key phases of the process for defining and executing a research-substantiated <a href="https://flevy.com/browse/flevypro/corporate-learning-strategy-5750">Corporate Learning Strategy</a>:</p><ol><li><strong>Formulate the CEO Agenda</strong></li><li><strong>Align Learning & Development (L&D) Resources</strong></li><li><strong>Gain Buy-in from Key Stakeholders</strong></li><li><strong>Activate the Learning Agenda</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/corporate-learning-strategy-5750"><img class="aligncenter size-full wp-image-9416" src="https://flevy.com/blog/wp-content/uploads/2021/07/Corporate-Learning-Strategy.png" alt="" width="1002" height="752" /></a></p><p>These learning practices have been grounded on senior leadership interviews and surveys on company strategy and decision-making rationale to develop corporate learning initiatives.</p><p>Let’s dive deeper into these 4 phases of Corporate Learning Strategy.</p><h3><strong>Formulate the CEO Agenda</strong></h3><p>Corporate Learning Strategy is much more than top management attending training events. It warrants making the corporate learning agenda an extension of the CEO agenda. Learning programs typically entail doing a Training Needs Assessment by interviewing mid-level management, who aren’t part of the organization’s strategic management, which makes the assessment flawed. Outsourcing the training function further compounds the problem.</p><p>The first phase of the Corporate Learning Strategy warrants gathering data from company reports, websites, and leadership interviews to enable documentation of senior leadership’s pain points, key issues, and strategic priorities. Mapping the CEO Agenda—uncovering the leadership priorities—should be the foremost element of aligning learning with strategy.</p><p>The step necessitates extensive meetings to identify leadership needs and attributes essential for future leaders and incorporating feedback of business leaders to develop new corporate learning initiatives. Chief Learning Officer reporting directly to the CEO facilitates the process.</p><h3><strong>Align Learning & Development (L&D) Resources</strong></h3><p>The matter as important as creation of a learning inventory is typically skipped at companies. The executives, there, find it difficult to track expenditure on learning programs carried out by scores of external consultants. Preparation of a repository of current Learning and Development resources has to be done regularly to make sure that the learning portfolio aligns with the organizational learning strategy.</p><p>Business units should align priorities and investment with top-level strategy. L&D leadership has to ensure that their interventions are tailored to the needs of the business. There should be regular reviews and calculated reorganization of the development infrastructure and processes (e.g., promotion and <a href="https://flevy.com/browse/marketplace/succession-planning-process--implementation-toolkit-4375">succession planning</a>). The approach should focus towards strengthening the on-the-job learning experience, busting silos, and developing collaboration.</p><h3><strong>Gain Stakeholders Buy-in</strong></h3><p>Reorganization of Corporate Learning initiatives necessitates gathering input and support from all levels of the organization.</p><p>Interested in learning more about the other phases of Corporate Learning Strategy? You can download <a href="https://flevy.com/browse/flevypro/corporate-learning-strategy-5750">an editable PowerPoint on <strong>Corporate Learning Strategy</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Do You Find Value in This Framework?</strong></h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p>– Roderick Cameron, Founding Partner at SGFE Ltd</p></blockquote></div>
Why is Yellow Belt Training a good idea? - SixSigma.us
https://globalriskcommunity.com/profiles/blogs/why-is-yellow-belt-training-a-good-idea-sixsigma-us
2021-07-16T05:40:00.000Z
2021-07-16T05:40:00.000Z
Robson Tolson
https://globalriskcommunity.com/members/RobsonTolson
<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/9256744693?profile=RESIZE_400x&width=400"></div><div><p>In the world of Six Sigma, the <a href="https://www.6sigma.us/six-sigma-yellow-belt.php">Yellow Belt certification</a> was recently introduced. As you might expect, it is not as well-known as the <a href="https://www.6sigma.us/six-sigma-green-belt.php">Green Belt</a> or <a href="https://www.6sigma.us/six-sigma-black-belt.php">Black Belt</a> certifications. However, its value cannot be understated. It provides aspiring Six Sigma specialists with functional and foundational knowledge. This allows them to enter the exciting world of process improvement methodology with basic methodology competencies.</p>
<p><strong>What is a Six Sigma Yellow Belt?</strong></p>
<p>A Yellow Belt is a professional who understands the fundamental concepts of the <a href="https://www.6sigma.us/six-sigma.php">Six Sigma methodology</a>. They can lead small-scale Six Sigma projects or work as part of a team on large-scale and complex projects. They will be led by either a Green Belt or a Black Belt for the latter.</p>
<p>A Yellow Belt understands the <a href="https://www.6sigma.us/dmaic-step-one-define.php">DMAIC</a> (Define, Measure, Analyze, Improve, Control) methodology at a basic level. Yellow Belts will learn about the benefits of using Six Sigma tools and techniques for the benefit of their organization during their training.</p>
<p><strong>For example:</strong></p>
<ul>
<li>When you learned about the Control phase, you were introduced to tools such as control charts, individuals, and moving range charts. These ensure sustainable gains during process improvement.</li>
<li>Learning about the Measure phase will provide you with a solid understanding of its various tools. Process maps, histograms, and capability analysis are examples of these. These types of tools can supercharge an organization's process improvement efforts. </li>
</ul>
<p><strong>Benefits of Becoming a Yellow Belt</strong></p>
<p>When you put in the time to become a certified Yellow Belt, you will gain the following benefits.</p>
<p><strong>Fast Track into the World of Six Sigma</strong></p>
<p>It takes an average of 2-7 weeks to become a Six Sigma Green Belt. These days, with the fast-paced nature of both professional and personal lives, this is a significant amount of time. Becoming a Yellow Belt, however, does not need one to make such a heavy time commitment. Yellow Belt training can be completed over 2-3 days, which is not a lot. </p>
<p>This allows you to quickly start contributing to your organization’s efforts to get rid of variation in its processes. Variation is anything the customer doesn’t expect. This is a small sacrifice considering the skills and knowledge that will be obtained in the end. Furthermore, you will be primed to take Six Sigma concepts further with a Green Belt or Black Belt certification. </p>
<p><strong>Career</strong> <strong>Advancement</strong></p>
<p>A Yellow Belt certificate provides you with more opportunities to advance within your organisation as an individual. And if you put in the effort to expand your skill set, you will become more valuable to the organisation. This allows you to advance to higher-paying positions and salary levels. Any Six Sigma-related certifications, in particular, demonstrate a strong commitment to improving your organisation through the use of proven analytical tools. Your company will undoubtedly notice.</p>
<p><a href="https://www.6sigma.us/six-sigma-yellow-belt.php"><strong>Get Yellow Belt Six Sigma certified</strong></a></p>
<p><strong>Makes Your a Standout Candidate</strong></p>
<p>A Yellow Belts certification also makes you more valuable in the job market. Your resume will be able to stand out compared to others because of your Six Sigma qualification. After all, it shows that you are ready to take a structured approach to solve problems by getting rid of root causes. This is especially true for situations where a regular candidate will throw in the towel.</p>
<p><strong>Improved Six Sigma Project Success</strong></p>
<p>As a Yellow Belt, you will play an important role in Six Sigma projects. While Green and Black Belts are vital, Yellow Belts are the ones who get things done. Their role is to provide support to the higher Belts. As such, they must not be overlooked, as process improvement efforts can stall if a couple of them are missing from the team.</p>
<p><strong>Conclusion</strong></p>
<p>Even though the Yellow Belt certification isn’t held in high regard as the Green Belt and Black Belt certifications, getting one is still beneficial. This is especially true if one wants to quickly <a href="https://www.6sigma.us/six-sigma-yellow-belt.php"><strong>get Six Sigma certified</strong></a> so they can advance both their career and organization. Perhaps you’ll seriously consider getting one now that you know what a Yellow Belt is and its benefits.</p>
<p>*Article was originally published at <a href="https://www.6sigma.us/yellow-belt/why-you-should-get-yellow-belt-training/"><strong>Why You Should Get Yellow Belt Training</strong></a></p></div>
Process Communication Model (PCM): Personality Types
https://globalriskcommunity.com/profiles/blogs/process-communication-model-pcm-personality-types
2021-05-14T05:05:00.000Z
2021-05-14T05:05:00.000Z
Mark Bridges
https://globalriskcommunity.com/members/MarkBridges
<div><p><a href="{{#staticFileLink}}8916404456,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}8916404456,RESIZE_400x{{/staticFileLink}}" alt="8916404456?profile=RESIZE_400x" width="350" /></a>Understanding others has a lot to do with collaboration, <a href="https://flevy.com/browse/stream/performance-management">performance management</a>, and building effective teams.</p><p>Developed by Taibi Kahler in the 1970s, <a href="https://flevy.com/browse/flevypro/process-communication-model-pcm-personality-types-5642">Process Communication Model</a> (PCM) is a prominent psychometric tool for individual and team development. The main utility of the PCM model is in understanding others’ personality types, discovering one’s own personality, and personifying others’ personality types to have better relationships.</p><p>PCM allows the executives to understand others’ needs, influence others, find practical solutions to problems, and manage conflict. The model has found its utilization in a number of Fortune 500 organizations. NASA has used PCM for the training and selection of its astronauts for over 20 years.</p><p>As per the PCM model, each individual embodies an assortment of behaviors, each with its own set of psychological requirements, strengths, weaknesses, communication style, and motivations. The Process Communication Model describes that each of us exemplify a combination of 6 personality types—each of personality type has its strengths and weaknesses—but one personality dominates the others in an individual. The 6 personality types are:</p><ol><li><strong>Harmonizer</strong></li><li><strong>Rebel</strong></li><li><strong>Thinker</strong></li><li><strong>Persister</strong></li><li><strong>Imaginer</strong></li><li><strong>Promoter</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/process-communication-model-pcm-personality-types-5642"><img class="aligncenter size-full wp-image-9135" src="https://flevy.com/blog/wp-content/uploads/2021/05/PCM-Model.png" alt="" width="970" height="728" /></a></p><p>Let’s discuss these personality types in a bit detail.</p><h3><strong>Harmonizer</strong></h3><p>Individuals with a dominating Harmonizer personality type are humble, quiet, and naturally gifted at forming relationships with others. The Harmonizers care for their family and friends, are compassionate, and use their feelings to judge the world around them. They treat others cordially, make them feel comfortable, listen to them attentively, and do not shy away from making physical contact.</p><p>Recognition of their personality and others’ amiable communication style motivate the Harmonizers. Under difficult circumstances, these individuals tend to become apprehensive, lack firmness, act irrationally, and make grave mistakes / incoherent decisions.</p><h3><strong>Rebel</strong></h3><p>The individuals possessing a Rebel personality are generally creative, fun loving, and radiate positive energy for others. These individuals respond promptly, reciprocate righteousness with virtue, and enjoy the present. The Rebels are valued for their extemporaneous humor, interest in others, energy, and problem-solving ability. They are a bit impulsive and judge the world around them through their likes and dislikes.</p><p>Others upbeat communication style and stimulation through playful contact motivate the Rebels. Under stress, the Rebels tend to get confused, whine, irritate others, leave complex situations, and bounce responsibility to others.</p><h3><strong>Thinker</strong></h3><p>Individuals with a dominating Thinker personality believe in data, logic, and perfectionism. They take on a methodical approach to doing things, ask too many queries, and only attend meetings when there is a formal agenda set in advance. The Thinker personality likes to evaluate detailed information before drawing any conclusions. These people are valued for their planning and organization ability, dependability, structuring ideas logically, and clear expression.</p><p>Recognition of their thoughts and accomplishments motivates the Thinkers. Under stress, they reverse delegate tasks and start doing those themselves, try to gather as much detail as possible to understand the situation, and may start arguments or even attack others. These people need time and assurance of their abilities to return to their organized selves.</p><p>Interested in learning more about PCM and its other personality profiles? You can download <a href="https://flevy.com/browse/flevypro/process-communication-model-pcm-personality-types-5642">an editable PowerPoint presentation on <strong>Process Communication Model: Personality Types</strong> here</a><u> </u>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“As a small business owner, the resource material available from FlevyPro has proven to be invaluable. The ability to search for material on demand based our project events and client requirements was great for me and proved very beneficial to my clients. Importantly, being able to easily edit and tailor the material for specific purposes helped us to make presentations, knowledge sharing, and toolkit development, which formed part of the overall program collateral. While FlevyPro contains resource material that any consultancy, project or delivery firm must have, it is an essential part of a small firm or independent consultant’s toolbox.”</p><p>– Michael Duff, Managing Director at Change Strategy (UK)</p></blockquote></div>
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2020-11-28T08:01:51.000Z
2020-11-28T08:01:51.000Z
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<div style="text-align:left;"><span style="font-family:roboto, 'helvetica neue', helvetica, arial, sans-serif;"><span style="font-size:14px;">As we all adapt to a new way of working, we must continue to invest in training. Failing to re-skill and up-skill will be costly in the long-run and will impact on performance, risk exposure and morale.</span></span> </div>
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Forgerock OpenAM: Ideal Solution for Identity Management
https://globalriskcommunity.com/profiles/blogs/forgerock-openam-ideal-solution-for-identity-management
2020-10-02T07:41:00.000Z
2020-10-02T07:41:00.000Z
Bhupendra Prasad
https://globalriskcommunity.com/members/BhupendraPrasad
<div><p> </p><h2><strong>Introduction about OpenAM</strong></h2><p>OpenAM provides a service called access management, which oversees access to resources, for example, a website page, an application, or web service, accessible over the network. When it is set up, OpenAM gives an infrastructure to manage clients, roles, and access to resources. The centralization of Access control is done by OpenAM. This is done by handling both authentication and authorization. Authentication can be considered as a process of distinguishing a person, for instance, by confirming a successful login. Authorization can be considered as the process of allowing access to resources to validated people.</p><p></p><p><a href="{{#staticFileLink}}8028338495,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028338495,original{{/staticFileLink}}" class="align-center" alt="8028338495?profile=original" /></a></p><p></p><p>Centralization of authentication is done by OpenAM by utilizing a variety of authentication modules that associate to identity repositories that store identities and give authentication services. The identity repositories can be actualized as LDAP catalogs, relational databases, RADIUS, Windows confirmation, one-time password services, and other norms-based access management frameworks.</p><p>OpenAM lets you chain together the authentication services utilized. Authentication chains enable you to configure robust authentication for more sensitive assets for instance. They additionally let you set up modules that can remember a gadget when the client signs in successfully. Or on the other hand that evaluates the danger given the login conditions and accordingly can require more credentials when a user is signing in from an unusual area.</p><h2><strong>Features of OpenAM</strong></h2><h3><strong>1. Authentication</strong></h3><p>20 authentication methods are supported by OpenAM. OpenAM has the adaptability to chain methods together alongside Adaptive Risk scoring, or to make custom confirmation modules dependent on the JAAS (Java Authentication and Authorization Service) open norm. Integrated Windows Authentication is supported to empower a totally consistent heterogeneous OS and Web application SSO environment.</p><h3><strong>2. Authorization</strong></h3><p>OpenAM gives authorization strategy from fundamental, basic, coarse-grained rules to profoundly progressed, fine-grained qualifications are dependent on XACML (eXtensible Access Control Mark-Up Language). Authorization policies are preoccupied with the application, permitting engineers to rapidly include or change strategy as required without alteration to the underlying application.</p><h3><strong>3. Adaptive risk authentication</strong></h3><p>The adaptive risk authentication module is utilized to evaluate risks during the authentication cycle and to decide whether to need that the user completes further verification steps. Adaptive risk authentication decides, based on risk scoring, whether more data from a client is required when they log in. For instance, a risk score can be determined based on an IP address range, access from another device, account inactive time, and so on., and applied to the authentication chain.</p><h3><strong>4. Federation</strong></h3><p>Services associated with federation safely share identity data across heterogeneous frameworks or domain boundaries utilizing standard identity conventions (SAML, WS-Federation, OpenID Connect). The OpenIG Federation Gateway is a segment of OpenAM giving a SAML2 compliant authorization point and permits organizations to quickly add SAML2 support to their applications with next to zero knowledge of the standard. Moreover, there is no compelling reason to change the application or introduce any plug-in or specialist on the application compartment. Out-of-the-box devices empower basic task-based configuration of G Suite, ADFS2, alongside numerous other integration targets. OpenAM can likewise act as a multi-protocol hub, interpreting for providers who depend on other, older standards.</p><h3><strong>5. Single sign-on (SSO)</strong></h3><p>OpenAM gives various methods for SSO, regardless of whether the requirement is empowering cross-domain SSO for a single company, or SSO over numerous companies through the Federation Service. OpenAM supports various alternatives for authorizing policy and ensuring assets, including strategy specialists that live on web or application servers, a proxy server, or the OpenIG (Identity Gateway). OpenIG runs as a self-contained gateway and secures web applications where introducing a policy specialist is not feasible.</p><h3><strong>6. High accessibility</strong></h3><p>OpenAM provides both framework failover and session failover to enable high accessibility for enormous scope and significant deployment. These two key characteristics assist to guarantee that no single point of failure exists in the arrangement and that the OpenAM administration is consistently available to end-users. Unnecessary OpenAM servers, strategy agents, and load balancers forestall a single point of failure. Session failover guarantees the client's session proceeds without interruption, and no client information is lost.</p><h3><strong>Career Goals in Forgerock OpenAM</strong></h3><p>In careers such as security architect, Forgerock OpenAM is a must-have skill. The role of security architect expects you to do configuration, install/design/customize, implement and support Identity and Access Management arrangements utilizing ForgeRock Identity and Access Management components Application onboarding Work with the groups business analyst to guarantee solutions meet security accessibility, versatility, and performance prerequisites This job is anticipated to investigate and comprehend identity-related management.</p><p>However, the good news is that you can gain all the above-mentioned skills by inculcating OpenAM knowledge and skills. The better news is that you can go for SkillXS IT Solutions OpenAM certification courses that will make you job-ready in a very short period.</p><p>There are various job paths you can choose after having expertise in Forgerock OpenAM such as Identity and Access Management Analyst, Identity and Access Management Administrator, Information security analyst and security consultant, etc.</p><p>However, <strong>the average salary of different jobs requiring expertise in OpenAM varies from 3-5 lakhs per annum. This will go up to 7-8 lakhs per annum with experience.</strong></p><h2><strong>Future Prospects</strong></h2><p>The modern IT world is facing various challenges related to identity management. Forgerock Identity and Access management tools provide organizations with various secure identity management methods. The demand for OpenAM has already started shooting up. In addition, due to its vast applications in the IT sector, the demand is likely to see a boost in the next few years.</p><p>If you’re one of the aspirants of Forgerock OpenAM, then your career outlooks are surely bright.</p><p><strong>SkillXS IT Solutions</strong> provides online courses of Forgerock OpenAM which will assist you to get an in-depth understanding of the subject. Not only this, the extensive modules prepared by IT experts will train you in Forgerock identity and access management tools such as OpenAM, OpenIDM, OpenDJ, and OpenIG</p><p>The courses by SkillXS IT Solutions are designed in such a way that any person with moderate level aptitude will easily grasp them. SkillXS IT Solutions has taken the initiative to provide the best learning opportunities at the comfort of your home. The courses will cover how to manage single sign-on (SSO) projects utilizing Forgerock OpenIDM and OpenAM solutions.</p><p><strong>Book your seat:</strong> <a href="https://www.skillxs.com/course/210/Forgerock">https://www.skillxs.com/course/210/Forgerock</a></p><p>By enrolling in the SkillXS IT Solutions OpenAM course, you will get training in how to integrate Forgerock OpenIDM with various target systems, for example, LDAP (openDJ, AD, etc). In addition, SkillXS IT Solutions modules will also help you to cover scripting languages such as groovy scripts and java scripts. This factor will surely contribute to the bright job prospects in this field.</p><p>Therefore, don’t waste your time, enroll yourself now, and get a lucrative opportunity of learning from the best of the industry.</p></div>
Why SailPoint IdentityIQ has been Trending and Booming
https://globalriskcommunity.com/profiles/blogs/why-sailpoint-identityiq-has-been-trending-and-booming
2020-09-11T05:30:00.000Z
2020-09-11T05:30:00.000Z
Bhupendra Prasad
https://globalriskcommunity.com/members/BhupendraPrasad
<div><p>In the modern era, solutions that deal with identity management should be able to perform two things equally well, first is to deliver smooth access to the business, and second is to provide support of requirements and needs of compliance around safety and security. No matter how much administrative requests and change and develop, or what number of new employees, temporary workers, and different clients come or change jobs, companies must have the option to rely on their identity solutions for economically empower solid and steady controls over admittance to applications and information, permit for convenient access requests and deliver convenient provisioning of access rights.</p><p></p><p><a href="{{#staticFileLink}}8028336473,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028336473,original{{/staticFileLink}}" class="align-center" alt="8028336473?profile=original" /></a></p><p>In the new age, well-coordinated and compliant companies should successfully implement identity and access controls to limit business hazards and avert security breaks or misuse of information while enhancing audit performance and smoothing out compliance to decrease IT costs.</p><p>To deal with these difficulties, associations require an answer that can scale up and stay aware of access demands and compliance prerequisites, while keeping access-related dangers, cost, and audit inadequacies down. SailPoint IdentityIQ is developed and intended to address these difficulties.</p><h2><strong>What is SailPoint IdentityIQ?</strong></h2><p>SailPoint IdentityIQ is an advanced and effective solution for identity management that lessens the expense and complexity of both the following guidelines and providing access to users. Conventional identity management methods manage these regions in a separate way, frequently utilizing various, and disjointed items. However, IdentityIQ gives a unified methodology that uses a typical identity administration system. This makes it possible to reliably apply business and security strategy, and role and hazard models, overall access related exercises.</p><p>Intended to scale to the most complex enterprise necessities, SailPoint IdentityIQ empowers you to increase total visibility and control of access for every one of your workers, partners, contractual workers, and non-human users including bots. SailPoint IdentityIQ works at the center of your security and IT systems to expand profound administration abilities to all your important applications and frameworks.</p><h2><strong>SailPoint IdentityIQ Empowers Companies to:</strong> </h2><ol><li>Management of compliance utilizing automated access accreditations and strategy.</li><li>Enable clients to effortlessly sign-on to web and SaaS applications without recalling various passwords.</li><li>Gain greater visibility into all client access from the data center to the cloud and proactively uphold risk-appropriate administration controls.</li><li>Make a smooth change from on-premises IAM to IAM-as-a-Service (IDaaS) if and when the time is appropriate.</li><li>Enable secure, yet traditional access to any application, from any device.</li><li>Provide on-request visibility into "who has access to what" to help settle on business choices and meet audit necessities.</li><li>SailPoint IdentityIQ gives the power to the user to demand access and reset passwords freely.</li><li>Automate provisioning across the lifecycle of the user by improving processes for making, altering, and renouncing access.</li></ol><h2><strong>Why SailPoint? Advancements in Identity Management</strong> </h2><p>There is a unique feature of SailPoint that is to offer a special mix of qualities to bear on each aspect of the new difficulties of identity management. With creative, industry-demonstrated innovation, a solid legacy in identity and access management, and a laser-like focus on identity administration, SailPoint is best prepared to enable any association to run a fruitful identity management program with the given business advancements:</p><h3><strong>1. Risk-based methodology</strong></h3><p>Only SailPoint has the feature of offering 360° visibility into identity and access information and applies a model of risk that makes it simple to speedily recognize explicit business risks before they represent a threat to security or compliance.</p><h3><strong>2. Unified architecture</strong></h3><p>SailPoint is the main identity provider that has constructed an identity administration and provisioning solution starting from the earliest stage to deliver all the capacities that associations need to address the present-day risk, compliance, and lifecycle management needs.</p><h3><strong>3. The flexible last-mile provisioning method</strong></h3><p>IdentityIQ coordinates effectively with whatever identity innovations; apparatuses and measures are built up or liked. With SailPoint, the client chooses how changes are satisfied with the assets across the association. </p><h3><strong>4. Improved performance and adaptability</strong> </h3><p>SailPoint meets the performance and adaptability needs of a portion of the world's biggest clients. IdentityIQ is intended to scale horizontally, vertically, and practically, making it workable for SailPoint to oversee a huge number of clients, a great many applications, and a large number of entitlements.</p><h3><strong>5. Centralized administration across datacenter and cloud conditions</strong></h3><p>IdentityIQ is intended to deal with access to all information, applications, and other assets throughout the company, from the data center to the cloud.</p><h2><strong>Trend and Opportunities in the Future</strong></h2><p>SailPoint enables the world's biggest associations to mitigate risks, to lessen IT costs, and guarantee compliance. SailPoint IdentityIQ gives better visibility into and commands over user access than secret and sensitive applications and information while smoothing out the access request and the process of delivery. IdentityIQ is the business' top governance-based identity management system that rapidly provides substantial outcomes with mindful of risk compliance management, closed-loop client lifecycle management, adaptable provisioning, an incorporated governance model, and intelligence associated with identity.</p><p>Owing to its numerous benefits, it is predictable that careers in SailPoint IdentityIQ will provide you with lucrative and stable opportunities in the next few years. Increasing demand for identity management software is propelling the growth of the SailPoint IdentityIQ market in the upcoming years. With greater security and reliability, we can assume that this technology will see a boost in the years to come.</p><p>According to the various online job portals, <strong>the average salary for SailPoint IdentityIQ varies from INR 612k annually for an experience Engineer to INR 840K annually for developers</strong>. That’s a hell lot of money, isn’t it? In addition to lucrative career opportunities, SailPoint IdentityIQ offers the stability of the job. With increasing technological advancement, the demand for both engineer and developer of SailPoint IdentityIQ will see growth in the next few years.</p><p><strong>SkillXS IT Solutions</strong> provides easy to access online courses that cover SailPoint IdentityIQ extensively. The courses have been thoroughly prepared by industry experts. So, what are you waiting for? Go and grab a seat now.</p><p><strong>Book Your Seat:</strong> <a href="https://www.skillxs.com/course/17/sailpoint-identityiq">https://www.skillxs.com/course/17/sailpoint-identityiq</a></p><p>These digital courses by SkillXS IT Solutions will make you job-ready in a very short period. There are plethoras of other websites that also provide online courses but not many will ensure you a job. However, SkillXS IT Solutions will provide job assistance to all candidates once they successfully completed the modules of the course.</p><h2><strong>Summing Up</strong></h2><p>For many organizations that are rapidly growing in today’s fast-paced world, SailPoint IdentityIQ is the obvious choice due to its ability to deliver governance of identity and provisioning capabilities in a single solution.</p><p>SailPoint, the pioneer in the management of identity enterprise, carries the Power of Identity to clients around the globe. The open identity platform of SailPoint enables companies to enter new markets, scale their workforces, grasp new advances, advance quicker, and contend on a worldwide basis. As both an industry pioneer and market pioneer in identity administration, SailPoint delivers security, operational effectiveness, and compliance to enterprises with complex IT situations. SailPoint’s clients are among the world's biggest organizations.</p></div>
Driving Simulator For Training Applications Across Different Industries
https://globalriskcommunity.com/profiles/blogs/driving-simulator-for-training-applications-across-different
2020-05-22T10:39:31.000Z
2020-05-22T10:39:31.000Z
KBV Research
https://globalriskcommunity.com/members/KBVResearch
<div><p>Driving simulators are progressively being used to train drivers all over the world. Work has shown that <a href="https://www.kbvresearch.com/driving-simulator-market/">driving simulators</a> are known to be excellent realistic and effective devices for delivering healthy driving safety for all drivers. Models are available for cars, vans, buses, etc. Due to safety issues, reduced operating costs, less stress during lessons for drivers and instructors, and shorter learning times, truck simulators are increasingly being used by training schools and fleets.</p><p></p><p><a href="{{#staticFileLink}}8028319498,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028319498,original{{/staticFileLink}}" class="align-center" alt="8028319498?profile=original" /></a></p><p></p><p>With the introduction of Advanced Driving Assistance Systems (ADAS), demand has escalated for different features such as adaptive cruise control, automatic parking, collision avoidance system, blind-spot monitor, and lane departure warning system. All through the world, automotive companies are making advances in the above-mentioned technologies to eliminate possible failures, which may cause driver injury. Hence, manufacturers put ADAS systems to check on simulators, which in turn give them a practical view of the vehicle's performance as a whole. Driving simulators, therefore, support manufacturers of automobiles with pre-testing capabilities for device improvements.</p><p></p><h2><strong>What is a driving simulator?</strong></h2><p>Driving simulators are used for recreation as well as classroom driver training courses offered in public establishments and private companies. They are also used for scientific purposes in the area of human factors and medical science, for measuring driving behavior, performance, and focus, and for designing and evaluating new vehicles or innovative advanced driver assistance systems in the automotive industry.</p><p></p><p>Driving simulators are a crucial and essential part of driver training and education. It is as similar to the experience as possible with full-size replicas of the driver's cabin and a realistic virtual world. Simulators are good, practical, and efficient learning tools for all drivers to provide safe driving, training strategies, and skills.</p><p></p><h2><strong>Advantages of a driving simulator:</strong></h2><h3><strong>Training for critical and rare driving events</strong></h3><p>Even experienced drivers have very little exposure to dangerous incidents, such as tire blowouts, animals, or pedestrians crossing the road. Simulator training allows drivers to experience and gain greater expertise in a wider range of situations in a shorter span of time than conventional driver training should have been feasible. Simulators also promote regular preparation in emergency circumstances, e.g. every six months commercial pilots rehearse the required approach to critical incidents in flight simulators.</p><p></p><h3><strong>Increased cost-savings and safety</strong></h3><p>Learner drivers lack knowledge, expertise, and experience. Some of the learner drivers are often young males who may lack the experience required to make good driving decisions on a regular basis. Driving simulators allow learners to witness the effects of their actions in an unlimited range of driving scenarios without the possibility of material damage and injury.</p><p></p><p>Equivalent real-world experience will be prohibitively costly and risky. A well-designed and controlled driving simulator-based training curriculum will enhance vehicle performance, traffic awareness, hazard recognition, and decision-making without causing risky overconfidence.</p><p></p><h3><strong>Increased ability to apply proven pedagogical principles</strong></h3><p>Simulator training allows learners to switch from basic to complicated tasks at their speed. Self-paced learning reduces stress and facilitates better comprehension, acquisition, and transition of knowledge to the real world. Compared to traditional driver instruction, simulator instruction successfully provides greater quantity and consistency of training experiences over a given time period-allowing learners to replay the lessons they need to become competent drivers.</p><p></p><p>Repeated acts become routine or automatic. Automatic actions, often known as "muscle memory," are carried out easily and rapidly with little to no deliberate thinking, decreasing the mental workload of the driver and increasing his capacity to predict and prevent traffic disputes. In addition, open-cockpit driving simulators promote the implementation of validated pedagogical concepts such as simulations, community instruction, and peer coaching, all of which have been underused in the past due to the built-in drawbacks of conventional in-vehicle driver training.</p><p></p><h2><strong>Driving simulator for end-users:</strong></h2><h3><strong>Automotive</strong></h3><p>Automotive manufacturers increasingly use driving simulators and car simulators to refine the design and streamline the R&D cycle. Companies test each of the aforementioned vehicles in several situations, and each vehicle is tailored to the needs of specific customers. The mainstream design and development use of driving simulators has matured and is expected to produce steady demand by the end of the forecast period.</p><p></p><h3><strong>Aviation</strong></h3><p>Aviation (flight) training driving simulator is a flight simulator equipped for pilot ground instruction. Flight simulator recreates flight dynamics and aircraft control operation by way of different models integrated with the simulator computer system program. Pilot training on aviation simulators is one of the most critical factors for ensuring the health of aircraft operations. It minimizes the adverse effect of the so-called 'human factor,' i.e. minimizes the likelihood of wrong behavior taken by the crew.</p><p></p><p>Due to the advent of new technology, modern aviation training simulators have achieved such a degree of growth that pilot training on training simulators has been more effective than on actual aircraft. The point is that, in a real flight, the crew is forced to spend a lot of time performing routine operations that are not related to particular training activities.</p><p></p><h3><strong>Marine</strong></h3><p>A maritime simulator or ship simulator is a device that simulates ships and marine conditions for training, research, and other purposes. Currently, simulator training offered by maritime schools and academies is part of the basic training of maritime professionals.</p><p></p><p>At a minimum, the maritime simulator consists of a program that accurately simulates the complex actions of the vessel and its structures in a simulated maritime environment and an interface. This allows the user to use the simulator to monitor the vessel and communicate with its simulated world. In the case of so-called full mission bridge simulators, this design consists of a detailed mock-up of a vessel's bridge and control panels, and displays or projectors showing a 360-degree simulated view of the ship's surroundings comparable to flight simulators in the aviation industry.</p><p></p><h2><strong>To sum up</strong></h2><p>The driving simulator market growth is anticipated to rise at an exponential pace especially due to the growing focus on driver & passenger safety. According to the World Health Organization, for example, road traffic accidents result in nearly 1.35 million human losses per year. The driving simulator helps to mitigate the driving conditions shortfall by providing a driver with proper training. Vehicle manufacturers are continually using vehicle simulators to improve new vehicle performance while minimizing the time and expense needed to deliver a new design into the market.</p><p></p><p><strong>Free Valuable Insights:</strong> <a href="https://www.kbvresearch.com/news/driving-simulator-market/">Global Driving Simulator Market to reach a market size of USD 5.8 billion by 2026</a></p><p></p><p>In a competitive market, manufacturers like Jaguar Land Rover are actively trying to increase product quality and at the same time reducing costs and time to manufacturing. There is an ever-increasing focus on computer simulations and vehicle simulation, right along the process of product development.</p></div>
Oracle ADF - Java EE Development made simpler
https://globalriskcommunity.com/profiles/blogs/oracle-adf-java-ee-development-made-simpler
2018-08-23T10:37:26.000Z
2018-08-23T10:37:26.000Z
SarikaA
https://globalriskcommunity.com/members/SarikaA
<div><p><span style="font-weight:400;">Oracle ADF (Application Development Framework) is an end to end Java EE framework and open-source technologies to simplify and advances in implementing enterprise applications. It is relevant for enterprise developers who wants to create applications that search, modify, create, display and validate data using web, wireless, mobile and desktop interfaces.</span></p><p></p><p><b>What is ADF ?</b></p><p></p><p><span style="font-weight:400;">ADF is the Java EE Application Development Framework from Oracle which allows developers to develop rich, firm standard Java web and mobile applications in a dynamic manner.</span></p><p></p><p><b>Oracle ADF Architecture</b></p><p></p><p><span style="font-weight:400;">Oracle ADF is based on Model View Controller(MVC) pattern. Oracle ADF implements MVC which splits the model layer from business services to facilitate service oriented applications. With</span> <a href="https://mindmajix.com/oracle-adf-training" target="_blank">ADF Training</a> <span style="font-weight:400;">it is easy to understand architecture. To summarize it consists of 4 layers:</span></p><p></p><ul><li style="font-weight:400;"><span style="font-weight:400;">The Business Services Layer - This layer provides access to data from numerous sources to handle business logic</span></li></ul><ul><li style="font-weight:400;"><span style="font-weight:400;">The Model Layer - This provides an abstraction layer on top of the Business Services layer which enables the view and controller layers to work with distinct applications of Business services in a consistent way.</span></li><li style="font-weight:400;"><span style="font-weight:400;">The Controller Layer - This layer provides a system to control the flow of web application.</span></li><li style="font-weight:400;"><span style="font-weight:400;">The View Layer - This layer provides the user interface of the application.</span></li></ul><p></p><p></p><p><b>ADF Key Components</b></p><p></p><p><b>ADF Model:</b> <span style="font-weight:400;">It is a central part of Oracle ADF which facilitate you to design ADF applications based on distinct varieties of business layers and implements data controls and data bindings.</span></p><p><span style="font-weight:400;">Oracle ADF provides data control applications for common business service technologies, such as</span></p><ul><li style="font-weight:400;"><span style="font-weight:400;">ADF Business Components</span></li><li style="font-weight:400;"><span style="font-weight:400;">EJB session beans and JPA persistence API entities</span></li><li style="font-weight:400;"><span style="font-weight:400;">Javabeans Components</span></li><li style="font-weight:400;"><span style="font-weight:400;">Web services (SOAP and REST)</span></li></ul><p></p><p><b>ADF Controller:</b> <span style="font-weight:400;">In this layer, ADF controller provides an enhanced exploration and state administration model on the top of JSF’s controller layer so that you can declaratively generate task flows which in turn manages application control between different types of enterprises such as,</span></p><p><span style="font-weight:400;">Pages, processes on managed beans, declarative case statements, or signals to other task flows.</span></p><p><b>ADF Faces:</b> <span style="font-weight:400;">It implements the view for ADF applications. ADF faces is an entire view framework which includes 150 Ajax-enabled JavaServer Faces(JSF) components that are built on top of the JSF standard which works further with non-ADF controller and model technologies.</span></p><h3><b>ADF Mobile Browser:</b> <span style="font-weight:400;">It facilitates you to create application views that upgrades for browsers on small appliances.</span></h3><h3><b>ADF Desktop Integration:</b> <span style="font-weight:400;">It facilitates developers to enlarge Fusion web applications so that final users can work them by using Microsoft Excel workbooks as a client.</span></h3><h3><b>ADF Swing:</b> <span style="font-weight:400;">It is a framework which helps in developing databound Java clients that uses ADF model to access business services.</span></h3><p><b>Metadata Services:</b> <span style="font-weight:400;">This framework allows users to develop applications so that customers can further personalize for their users as well as end users can also personalize without disturbing the source code or affecting its ability to be patched or updated.</span></p><p></p><p><b>Advantages Of Oracle ADF Over Other Middleware Frameworks</b></p><ul><li style="font-weight:400;"><span style="font-weight:400;">End-to-End Solution</span></li><li style="font-weight:400;"><span style="font-weight:400;">Development Environment</span></li><li style="font-weight:400;"><span style="font-weight:400;">Platform Independence</span></li><li style="font-weight:400;"><span style="font-weight:400;">Technology Choice</span></li><li style="font-weight:400;"><span style="font-weight:400;">Technology Commitment</span></li><li style="font-weight:400;"><span style="font-weight:400;">Metadata-Driven</span></li><li style="font-weight:400;"><span style="font-weight:400;">Declarative Customization</span></li><li style="font-weight:400;"><span style="font-weight:400;">Enhanced Reusability</span></li><li style="font-weight:400;"><span style="font-weight:400;">Source Availability</span></li><li style="font-weight:400;"><span style="font-weight:400;">Support</span></li></ul><p></p><p><span style="font-weight:400;">In addition, Oracle has announced new palette of Innovative components for Application Development Framework as a part of their new Middleware which offers distinct visualization patterns to display hierarchy.</span></p><p><span style="font-weight:400;">The list of components are as follows,</span></p><ul><li style="font-weight:400;"><span style="font-weight:400;">Treemap Component</span></li><li style="font-weight:400;"><span style="font-weight:400;">Sunburst Component</span></li><li style="font-weight:400;"><span style="font-weight:400;">Timeline Component</span></li><li style="font-weight:400;"><span style="font-weight:400;">Panel Drawer</span></li><li style="font-weight:400;"><span style="font-weight:400;">Panel Springboard</span></li><li style="font-weight:400;"><span style="font-weight:400;">Code Editor</span></li></ul><p></p><p><b>Conclusion</b></p><p></p><p><span style="font-weight:400;">Oracle ADF makes Java EE development simpler by providing out of the box implementation of design patterns and infrastructure code, development approach, technologies, and distribution platform. By connecting the advanced architecture of Oracle ADF with the visual development environment of Oracle JDeveloper 11g provides a perfect solution for both beginner and professional developers looking to be more productive when developing Java applications.</span></p></div>
The 6 Biggest Leadership Mistakes And How to Avoid Them
https://globalriskcommunity.com/profiles/blogs/the-6-biggest-leadership-mistakes-and-how-to-avoid-them
2016-01-29T11:00:00.000Z
2016-01-29T11:00:00.000Z
Maya Roeland
https://globalriskcommunity.com/members/MayaRoeland
<div><p class="ecxMsoNormal"><a href="{{#staticFileLink}}8028240899,original{{/staticFileLink}}"><img width="750" src="{{#staticFileLink}}8028240899,original{{/staticFileLink}}" class="align-full" alt="8028240899?profile=original" /></a></p><p class="ecxMsoNormal">Mistakes are nature's way of showing you that you're learning. As a manager, you will make mistakes, but you can avoid common managerial errors by knowing where the common pitfalls are. In this article, we will name 6 of the most common Leadership mistakes, and see what you can do to avoid them. If you can learn about these here, rather than through experience, you'll save yourself a lot of trouble!</p><p class="ecxMsoNormal"> </p><p><b>1.<span> </span></b><span> </span><b>Not setting clear goals and expectations</b></p><p>When your people don't have clear goals, they muddle through their day. They can't be productive if they have no idea what they're working for, or what their work means. They also can't prioritize their workload effectively, meaning that projects and tasks get completed in the wrong order or even not completed on time. As an effective leader, you cannot rely on your team members to set their own goals. Without clear direction, they will remain rudderless.</p><p class="ecxMsoNormal"></p><p class="ecxMsoNormal"><i>The best way to avoid this mistake:</i> Establish goals so that team members will know where they are going. Meet with them regularly to gauge progress and ensure that everyone knows where they are in terms of meeting objectives.</p><p class="ecxMsoNormal"> </p><p><b>2.<span> </span></b><b>Not providing feedback</b></p><p class="ecxMsoNormal">Failing to provide feedback is the most common mistake that leaders make. When you don't provide prompt feedback to your people, you're depriving them of the opportunity to improve their performance.</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal">The only way your team members can understand that they need to correct a problem is if you alert them to its existence and provide constructive feedback once they complete the task.</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal"><i>The best way to avoid this mistake: </i>Make a habit of providing feedback on a regular basis. Remember that feedback does not always have to be negative; it can also be positive. Make a point to let team members know when they are doing something right, as well as correct them when there's room for improvement.</p><p class="ecxMsoNormal"> </p><p><b>3.<span> </span></b><b>Not Investing in Personal Leadership Development</b></p><p class="ecxMsoNormal">Capacity Theory states that people are entrusted with that which they have the capacity to handle. If a leader can only lead ten people, they won’t be entrusted with fifty. Likewise, if they can only lead a $5 million project, they won’t be entrusted with a $100 million project. The only way for leaders to continually grow is for them to invest in their <a href="http://globalriskacademy.com/courses/leadership?product_id=60405&coupon_code=100OFF" target="_blank">Leadership development</a>.</p><p class="ecxMsoNormal"></p><p class="ecxMsoNormal">If you grow your capacity, you’ll automatically be entrusted with more. If you allow the busyness of your schedule to hinder your growth in your leadership capacity, you’ll hinder your future potential. At a minimum, you ought to invest 3% of your salary/income in personal development, plus whatever you can get from your company/employer. In addition, make sure you have a mentor (or mentors)—even if you have to pay for them.</p><p class="ecxMsoNormal"> </p><p><b>4.<span> </span></b><b>Failing to delegate</b></p><p class="ecxMsoNormal">Some managers don't delegate, because they feel that no-one apart from themselves can do key jobs properly. This can cause huge problems as work bottlenecks around them, and as they become stressed and burned out.</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal">The key to leadership success is to learn to effectively delegate both the responsibility for completing assignments and the authority required to get things done.</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal"><i>The best way to avoid this mistake:</i> Whenever you prepare to take on a new task or assignment, make a point to ask yourself whether one of your employees can do it instead. Leaders should be spending their time doing what they can best do, or more importantly, what ONLY they can do.</p><p class="ecxMsoNormal"> </p><p><b>5.<span> </span></b><b>Not making time for your team</b></p><p class="ecxMsoNormal">When you're a manager or leader, it's easy to get so wrapped up in your own workload that you don't make yourself available to your team.</p><p class="ecxMsoNormal">Your employees look to you as more than a manager. To some, you may be a trusted resource or a much-needed mentor. Others may view you as a coach, parent, or friend. No matter how each employee sees you, they all need your time.</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal"><i>The best way to avoid this mistake:</i> Failing to make time for your employees is a common mistake, but it’s easy to rectify. Simply make yourself available whenever employees need you. Give them your total attention and practice active listening. When you help employees work through challenges, you can prevent frustration and dissatisfaction.</p><p class="ecxMsoNormal"></p><p><b>6.<span> </span></b><b>Not "Walking the Walk"</b></p><p class="ecxMsoNormal">If you make personal telephone calls during work time, or speak negatively about your CEO, can you expect people on your team not to do this too? Probably not!</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal">As a leader, you need to be a role model for your team. This means that if they need to stay late, you should also stay late to help them. Or, if your organization has a rule that no one eats at their desk, then set the example and head to the break room every day for lunch. The same goes for your attitude – if you're negative some of the time, you can't expect your people not to be negative.</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal">Becoming a leader is challenging; becoming a great leader is even more so. The good news is that you can improve by learning from mistakes and seeking the training that will help them avoid mistakes in the future.</p><p class="ecxMsoNormal"></p><p class="ecxMsoNormal">You can sharpen your skills and learn how to manage teams, communicate effectively, set goals, negotiate and delegate through this unique online business training - <span><a href="http://globalriskacademy.com/courses/leadership?product_id=60405&coupon_code=100OFF" target="_blank">Total Leadership Course</a></span>.</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal">As far as I know they have an Introductory promotion now so you can get a significant discount from the course price. Check it out: <a href="http://globalriskacademy.com/courses/leadership?product_id=60405&coupon_code=100OFF" target="_blank">Total Leadership Course today</a>.</p><p class="ecxMsoNormal"> </p><p class="ecxMsoNormal">What do you consider to be the 6 biggest leadership bosses leaders make? Let’s discuss them in the comments!<a href="{{#staticFileLink}}8028241652,original{{/staticFileLink}}"><br /></a></p></div>
Learn the Most Advanced Business Strategy in the World called The Delta Model: Putting Customers before Products
https://globalriskcommunity.com/profiles/blogs/learn-the-most-advanced-business-strategy-in-the-world-called-the
2014-12-13T20:00:00.000Z
2014-12-13T20:00:00.000Z
Enrique Raul Suarez
https://globalriskcommunity.com/members/EnriqueRaulSuarez
<div><p align="center"></p><p align="center"><span style="font-family:arial, helvetica, sans-serif;"><strong><a href="{{#staticFileLink}}8028230273,original{{/staticFileLink}}"></a><span class="font-size-2">BUSINESS STRATEGY EXECUTIVE EDUCATION PROGRAM</span></strong></span></p><p align="center"><span class="font-size-2" style="font-family:arial, helvetica, sans-serif;"><strong>REINVENTING YOUR BUSINESS STRATEGY: PUTTING CUSTOMERS BEFORE PRODUCTS</strong></span></p><p align="center"></p><p align="center"><span class="font-size-3"><em><span style="font-family:arial, helvetica, sans-serif;"><strong>Using MIT's Revolutionary Delta Model to Change your Strategic Thinking, Identify New Sources of Revenue, and Transform your Organization</strong></span></em></span></p><p align="center"><span class="font-size-2" style="font-family:arial, helvetica, sans-serif;"><font face="Times New Roman" size="3"> </font></span></p><p align="center"><font size="3"><img width="750" height="561" class="align-center" style="width:427px;height:308px;" src="{{#staticFileLink}}8028230273,original{{/staticFileLink}}" alt="8028230273?profile=original" /></font></p><p align="center"><b><i> </i></b></p><p align="center"><b><i><font face="Arial" size="3">Enrique R. Suarez</font></i></b></p><p align="center"><b><i><font face="Arial" size="3"> </font></i></b></p><p align="center"><font face="Arial" size="3">International Business Strategy and Management Consultant/Professor</font></p><p align="center"><font face="Arial" size="3"> </font></p><p align="center"><font face="Arial" size="3">Harvard Innovation Lab Student Advisor, Harvard University</font></p><p align="center"><font face="Arial" size="3">European Commission Research & Innovation Independent Expert</font></p><p align="center"><font face="Arial" size="3"> </font></p><p align="center"><font face="Arial" size="3">Master of Education & International Development</font></p><p align="center"><font face="Arial" size="3">Harvard University</font></p><p align="center"><font face="Arial" size="3"> </font></p><p align="center"><font face="Arial" size="3"><a href="http://www.wix.com/suarezenrique/delta">www.wix.com/suarezenrique/delta</a> - <a href="http://i-lab.harvard.edu">http://i-lab.harvard.edu</a></font></p><p align="center"><font face="Arial" size="3"> </font></p><p align="center"><font face="Arial" size="3"><a href="mailto:suarezenrique@yahoo.com">suarezenrique@yahoo.com</a> - suarezenrique@post.harvard.edu</font></p><p align="center"></p><p align="center"></p><p align="center"><b><font face="Arial" size="3"> </font></b><b><font face="Arial" size="3">813-850-1676 – 813-598-9416</font></b></p><p align="center"><b><font face="Times New Roman">USA</font></b> <strong><font size="3"> </font></strong></p><p></p><p></p><p><a href="{{#staticFileLink}}8028230294,original{{/staticFileLink}}">New2014Executive_DeltaModel.pdf</a></p><p></p></div>
Crisis Management and Leadership Education Tutorials [Video]
https://globalriskcommunity.com/profiles/blogs/crisis-management-and-leadership-education-tutorials-video
2013-01-17T21:01:09.000Z
2013-01-17T21:01:09.000Z
Tony Ridley
https://globalriskcommunity.com/members/TonyRidley
<div><p style="text-align:center;"><span style="color:#000080;"><strong>Crisis Management and Leadership Education Tutorials</strong></span></p><p style="text-align:center;"><span style="color:#000080;"><strong>[Video]</strong></span></p><p style="text-align:center;"><strong><a href="http://crisismanagement.tony-ridley.com/crisis-management-and-leadership-online-video-training" target="_blank"><img src="http://crisismanagement.tony-ridley.com/wp-content/uploads/2013/01/Crisis-Management-and-Leadership-Training.Tony-Ridley.03-copy1.jpg?width=400" width="400" class="align-center" alt="Crisis-Management-and-Leadership-Training.Tony-Ridley.03-copy1.jpg?width=400" /></a></strong></p><p style="text-align:left;"><strong><a href="http://crisismanagement.tony-ridley.com/crisis-management-and-leadership-online-video-training" target="_blank">Click Here</a></strong></p><p>Exclusive, professional video training series includes over four and a half hours of content. Resulting from years of experience, writing, leading and managing crisis management teams, I have put together this unique training package covering all the essential elements of effective crisis leadership and management.</p><p>The video training includes:</p><div style="margin-left:2em;" class="custom Check1green"><ul><li>The fundamentals of crisis management</li><li>An introduction to the essential success factors for superior crisis management results</li><li>The destinations between crisis leadership and crisis management</li><li>Crisis communications</li><li>Roles and responsibilities of key appointments</li><li>Priority decision making</li><li>Briefings and guidance for crisis leaders</li><li>Information collection</li><li>Crisis management plans</li><li>Business continuity and reliance integration</li><li>Content publication</li><li>Open source intelligence</li><li>Goals and performance management</li><li>Metrics</li><li>Systems based approaches</li><li>Warning indicators and triggers for crisis management</li><li>Stakeholder analysis</li><li>Risk based decision making, and</li><li>Numerous tips, advice and direction on how to improve or construct the best crisis management strategy</li></ul></div><p><strong><a href="http://crisismanagement.tony-ridley.com/crisis-management-and-leadership-online-video-training" target="_blank">Click Here</a></strong></p><p><iframe width="420" height="315" src="http://www.youtube.com/embed/b5IIGydqOEY?wmode=opaque" frameborder="0"></iframe></p></div>