vision - Blog - Global Risk Community2024-03-29T12:07:46Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/visionLeveraging Leadership: The Fourfold Path to Business Controlhttps://globalriskcommunity.com/profiles/blogs/leveraging-leadership-the-fourfold-path-to-business-control2023-12-29T13:49:30.000Z2023-12-29T13:49:30.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}12342211298,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12342211298,RESIZE_710x{{/staticFileLink}}" width="710" alt="12342211298?profile=RESIZE_710x" /></a></p><p>Ensuring that organizations are protected from breaches in control that may result from an empowered and innovative workforce has always been a top priority for executives.</p><p>In these dynamic times, effective employee management necessitates the application of resourcefulness and adaptability. Organizations that function within highly competitive industries and cater to a diverse clientele heavily depend on the resourcefulness and originality of their personnel to seize competitive advantage and exceed customer needs.</p><p>Due to the challenges inherent in maintaining control, organizations are exposed to an inordinate amount of risk or reputation-damaging behavior. Organizations suffer substantial financial losses as a result of control failures, which include reputational damage, financial penalties, operational setbacks, and lost business opportunities. An infringement of control may result in adverse consequences for an organization, including damage to its data assets, operations, audit outcomes, <a href="https://flevy.com/browse/flevypro/post-merger-integration-pmi-revenue-synergies-3953">revenue</a>, and <a href="https://flevy.com/browse/flevypro/profitability-and-cost-structure-analysis-internal-data-analysis-frameworks-1704">profitability</a>.</p><p>In competitive markets, control cannot be achieved through the mere employment of competent individuals, alignment of incentives, and chance. A limited number of organizations elect to implement inflexible bureaucratic systems as a means of preserving control through the regulation of task execution and continuous monitoring to avert unfavorable occurrences. While this approach may seem outdated to contemporary businesses, it remains effective in situations such as assembly lines.</p><p>The Levers of Control framework was introduced by Harvard professor Robert Simons in 1995 as a method to attain an organizational equilibrium between <a href="https://flevy.com/browse/flevypro/10-principles-of-managing-strategy-through-execution-2975">control and management</a>. The Levers of Control paradigm recognizes that setting ambitious targets is insufficient to achieve the objectives of an organization. It involves directing the behavior of both individuals and groups within the organization to ensure that they work in unison to achieve the specified goals.</p><p>Equilibrium within an organization is determined by elements such as codes of conduct, structures, procedures, and well-defined boundaries—often enforced via penalties and restrictions—according to the Levers of Control model. Achieving an optimal equilibrium among these variables and navigating the inherent divergences between control and autonomy, trial and error, and top-down versus bottom-up management are the pillars upon which the Levers of Control model is built.</p><p>The framework is composed of 4 interdependent levers that can be employed in tandem:</p><ol><li><strong>Belief Systems</strong></li><li><strong>Boundary Systems</strong></li><li><strong>Diagnostic Control Systems</strong></li><li><strong>Interactive Control Systems</strong></li></ol><p> <a href="{{#staticFileLink}}12342212467,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12342212467,RESIZE_710x{{/staticFileLink}}" width="710" alt="12342212467?profile=RESIZE_710x" /></a></p><p>Let’s us now proceed with a more in-depth analysis of the initial two levers of the model.</p><p><strong>Belief Systems</strong></p><p>Belief systems function as a mechanism for communicating the <a href="https://flevy.com/browse/marketplace/vision-mission-and-values-5926">core values, objectives, and mission of the organization</a>, thus providing guidance and motivation to staff members. By encouraging people to improve their customer service through the inculcation of positive values, conduct, performance, and a feeling of inclusion, this lever ensures the fulfillment of the organization's objectives.</p><p>In the absence of a clearly-defined Belief System, employees are forced to depend on conjecture regarding the organization's intended behaviors and objectives. The obligations of the organization with respect to its clients, staff, community, and other stakeholders are outlined in the Belief Systems. This lever is particularly efficacious for enterprises that are enduring <a href="https://flevy.com/browse/flevypro/transformation-journey-3186">Transformation</a> and organizations seeking to cultivate resilient cultures while harmonizing varied behaviors with fundamental values.</p><p><strong>Boundary Systems </strong></p><p>Without stifling individuals' capacity for innovation or entrepreneurship, this control mechanism permits the development of policies and standards that instruct individuals on bad behavior. Boundary systems implement regulations, <a href="https://flevy.com/browse/marketplace/code-of-conduct-policy-and-procedure-1394">codes of conduct</a>, and premeditated strategic boundaries to delineate acceptable and abhorrent employee conduct, thereby establishing governing parameters.</p><p>These boundaries clearly define the irreversible consequences of violating ethical principles and the potential outcomes that should be avoided. Boundary systems are preferred by risk-averse organizations, industries subject to stringent regulations, or <a href="https://flevy.com/browse/flevypro/strategic-restructuring-critical-success-factors-5389">those aiming to restructure</a> or modify processes where operational efficiency, error and waste minimization, and efficiency are of the utmost importance.</p><p>Interested in learning more about the other levers of the Levers of Control framework? You can download <a href="https://flevy.com/browse/flevypro/5-stages-of-management-evolution-6689">an editable PowerPoint presentation on the <strong>Levers of Control Framework</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Do You Find Value in This Framework?</strong></p><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.</p><p>For even more best practices available on Flevy, have a look at our top 100 lists:</p><ul><li><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></li><li><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></li><li><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></li><li><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></li><li><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></li></ul><p> </p><p> </p></div>Ikigai Framework: The Intersection of Passion, Mission, Vocation, and Proficiencyhttps://globalriskcommunity.com/profiles/blogs/ikigai-framework-the-intersection-of-passion-mission-vocation-and2023-07-08T17:41:42.000Z2023-07-08T17:41:42.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}12131915073,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12131915073,RESIZE_710x{{/staticFileLink}}" width="710" alt="12131915073?profile=RESIZE_710x" /></a></p><p>People are motivated by <a href="https://flevy.com/browse/flevypro/5-ps-of-purpose-5454">purpose, which helps them realize what matters most in their lives</a>. It is a profound and unique understanding of their goals and how their actions contribute to the achievement of a larger goal. It serves as a source of motivation and fortitude.</p><p>Purpose involves integrating one's personal objectives with a broader context, such as developing society, having a positive effect, or creating lasting connections. A person's sense of purpose is a highly unique, subjective concept that might evolve throughout their lifetime.</p><p>Stress has harmful consequences on people's lives, but those who have a purpose in life are better prepared to <a href="https://flevy.com/browse/marketplace/stress-management-5371">face stress and emergencies</a>. Strong senses of purpose have been associated with higher levels of wellbeing and are likely to make people significantly more resilient than their aimless counterparts.</p><p>The Ikigai Framework's cornerstone is Sense of Purpose. The Ikigai Framework, created by Japanese researchers, is used as a tool for <a href="https://flevy.com/browse/flevypro/personal-development-action-plan-2220">reflection and personal development</a>. "Ikigai" is made up of the words "iki," which stands for life, and "kai," which stands for value or use. The word basically translates to "reason for being" in English, to put it another way.</p><p>Ikigai is among the primary motivators for pulling most Japanese people out of bed in the mornings. Because of their purpose in life, they are content and live long lives. Japan has one of the highest percentages of people who are over 100 years old, and personal Ikigai is a significant contributor to this longevity.</p><p>The Ikigai Framework and Japanese culture have long been studied in the West. The framework comprises the following four crucial facets of life:</p><ol><li><strong> Passion </strong></li><li><strong> Mission </strong></li><li><strong> Vocation</strong></li><li><strong> Profession</strong></li></ol><p> <a href="{{#staticFileLink}}12131914894,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12131914894,RESIZE_710x{{/staticFileLink}}" width="710" alt="12131914894?profile=RESIZE_710x" /></a></p><p>A strong grasp of the four Ikigai characteristics can help you find your life's mission. You may find your Ikigai at the point where each of the four pillars of existence intersects. Let's look more closely at some of these elements.</p><p><strong>Passion</strong></p><p>Your actual interests, likes, and loves are referred to be your passions. It represents a person's inner fire—the pursuits or activities that make them feel alive and engaged.</p><p>You may discover your passion by thinking about the activities or passions you naturally gravitate toward—those that make you feel strongly or make you lose track of time. Individuals’ <a href="https://flevy.com/browse/marketplace/vision-mission-and-values-5926">mission, vision, and ideologies</a> go hand in hand with passion. When your interests and efforts are in accordance with what you find important, your enthusiasm and feeling of purpose are increased.</p><p>In order to figure out what you enjoy, choose a pleasant pastime that makes you feel good and that you would do freely at any moment. Examples include baking, writing, sketching, gardening, and photography.</p><p><strong>Mission</strong></p><p>This part involves picking goals or initiatives that match your interests, abilities, and passions while also filling a need and improving the world.</p><p>According to the Ikigai Framework, a person's purpose is the intersection between their particular interests, passions, and activities with what the world needs, which is knowledge of the needs, issues, or difficulties that exist in local or global communities. Additionally, these pursuits have to align with your abilities and ideals. It involves identifying the areas in which we may make a positive impact, add value, or bring about a substantial change.</p><p><strong>Vocation</strong></p><p>The framework says that just appreciating our job and being competent at it is not enough. The vocational component highlights the <a href="https://flevy.com/browse/marketplace/compensation-and-incentive-management-business-toolkit-7215">importance of paying people fairly for their efforts</a>. Thanks to the work we like performing, we should be able to put food on the table and clothes on our backs.</p><p>This element of Ikigai straddles the line between what the world needs—identifying the needs or issues globally and understanding the areas where we can make a positive impact—and what we can be paid for—identifying skills, expertise, or knowledge that have a market value and for which people are willing to pay us.</p><p>Interested in learning more about the other elements of the Ikigai Framework? You can download <a href="https://flevy.com/browse/flevypro/ikigai-framework-7261">an editable PowerPoint presentation on <strong>Ikigai Framework</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Do You Find Value in This Framework?</strong></p><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.</p><p>For even more best practices available on Flevy, have a look at our top 100 lists:</p><ul><li><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></li><li><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></li><li><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></li><li><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></li><li><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></li></ul><p> </p><p> </p></div>4 Traits of Exceptional Leadershttps://globalriskcommunity.com/profiles/blogs/4-traits-of-exceptional-leaders2021-12-24T09:00:00.000Z2021-12-24T09:00:00.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><img class="alignright size-medium wp-image-2209 align-right" src="http://powerpointing-templates.com/wp-content/uploads/2021/10/Lead1-300x199.jpg" alt="Lead1" width="300" height="199" />Evaluation and onboarding of outstanding leaders is anything but straightforward. Almost all organizations have set up testing mechanisms or assessment centers to distinguish senior leadership candidates having traits that make up for <a href="https://flevy.com/browse/flevypro/exceptional-leadership-5906">Exceptional Leaders</a>. These assessment centers shortlist leaders based on certain indicators and criteria.</p><p>However, these assessments are not always accurate in predicting the best leaders. At times, the entire evaluation exercise results in drafting mediocre leaders and fails to select top influencers and role models for the organization. The traditional methods of gauging senior leaders prove inadequate based, typically, on 3 common flaws:</p><ul><li><strong>Granularity</strong> – Gauging the candidates for leadership positions using the profiles of successful leaders from the past. Those profiles are not meaningful considering the pace of change today and the future needs of the organization.</li><li><strong>Long-term Focus</strong> – Assessment of candidates based on the traits required to reap the fruits of Business Strategy in 5 years’ time is another ground for not identifying the right leaders.</li><li><strong>Emphasis on finding typical leadership traits</strong> – Instead of looking for traits that separate exceptional leaders from the pack, most assessments are geared towards finding typical leadership traits.</li></ul><p>Research by PwC—spanning over a period of 10 years with a sample size of 2500 senior executives, who remained a part of C-suite successions in large organizations—reveals that the common flaws in leadership assessment methods can be confronted methodically. To find the best C-level executives, leadership evaluations should focus on identifying candidates possessing the following 4 key traits that are typical only of the top C-level executives:</p><ol><li><strong>Simplification & Operationalization of Complexity</strong></li><li><strong>Drive Enterprise-wide Ambition & <a href="https://flevy.com/browse/stream/change-management">Change</a></strong></li><li><strong>Strong Teamwork</strong></li><li><a href="https://flevy.com/browse/stream/leadership"><strong>Leader Building</strong></a></li></ol><p><a href="https://flevy.com/browse/flevypro/exceptional-leadership-5906"><img src="https://flevy.com/blog/wp-content/uploads/2021/10/Exceptional-Leaders.png" alt="" width="595" height="450" /></a></p><p>Let’s dive deeper into these traits.</p><h3><strong>Simplification & Operationalization of Complexity</strong></h3><p>In today’s world of disruption, organizations face new challenges on a day-to-day basis. Exceptional leaders have the ability to process tremendous volumes of information and simplify things fairly easily. Leaders who truly standout are well-versed in tackling confusion and learn promptly. They are great at:</p><ul><li>Interpreting complexities and creating simplified operational descriptions around them for others’ understanding.</li><li>Developing visions to influence people and rally them around the shared objectives.</li><li>Developing & implementing actionable plans to achieve objectives.</li><li>Developing functional and dynamic storylines encompassing the agenda that demonstrates how the company will execute its strategy. These storylines consistently remind the people to concentrate on the things that matter most to the company (e.g. customers, products).</li><li>Creating and disseminating robust communication plans—highlighting how their company is best suited to face the challenges of disruption—that are consistently analyzed and improved upon.</li></ul><h3><strong>Drive Enterprise-wide Ambition & Change</strong></h3><p>People in an organization often operate in groups. These groups consider people outside their circle as competitors or “outsiders.” This tribal mentality is detrimental for an organization and inculcates individual thinking—focusing only on personal / group targets—and debilitates the ability to operate outside one’s comfort zone. Exceptional leaders have the skills to:</p><ul><li>Make people come out of this tribal or siloed mentality and think collectively in terms of realizing organizational objectives.</li><li>Understand different mindsets and know how to influence them constructively.</li><li>Make people realize their contribution towards the bigger, organizational perspective and work towards achieving their business unit targets rather than personal performance objectives.</li></ul><h3><strong>Strong Teamwork</strong></h3><p>Nobody can undermine or deny the importance of teamwork. Much has been written on the subject. However, in reality, most teams do not quite understand the spirit and commitment fundamental to develop teamwork.</p><p>Exceptional leaders:</p><ul><li>Are aware of the importance of teamwork and collective leadership. They consistently challenge their people to ponder over ways to achieve not only personal but also the strategic organizational objectives.</li><li>Work with teams to uncover prioritized initiatives critical for organizational growth.</li><li>Lead their teams and make informed <a href="https://flevy.com/browse/flevypro/strategic-decision-making-4011">strategic decisions</a>.</li><li>Focus more on the Strategic Planning front than tactical way before they reach the C level.</li><li>Emphasize to the teams the significance of spending time discussing / <a href="https://flevy.com/browse/stream/strategy-development">developing strategy</a> and devising plans.</li><li>Focus on maximizing the effectiveness of each individual to benefit the organization.</li></ul><p>Interested in learning more about the traits of outstanding leaders? You can download <a href="https://flevy.com/browse/flevypro/exceptional-leadership-5906">an editable PowerPoint on <strong>Exceptional Leadership </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>7 Steps to Focus-Driven Growthhttps://globalriskcommunity.com/profiles/blogs/focus-driven-growth2021-11-10T06:15:08.000Z2021-11-10T06:15:08.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><div class="entry"><p><span style="font-size:12pt;"><strong>Editor's</strong><strong> No</strong><strong>te: </strong></span><span style="font-size:12pt;"><em>If you are interested in becoming an expert on Strategy Development, take a look at Flevy's Strategy Development Frameworks offering here. 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/strategy-development">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}}9786713076,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}9786713076,RESIZE_400x{{/staticFileLink}}" alt="9786713076?profile=RESIZE_400x" width="317" height="210" /></a>What makes companies great in their industries is sustained above-average Growth.</span></p><p><span style="font-size:12pt;">Conventional approach to Organic Growth has business leaders extending their existing product lines and brands, as well as entering new geographic regions. This conventional <a href="https://flevy.com/business-toolkit/growth-strategy-growth">Growth Strategy</a> at some point in time starts failing to provide the results required to hold market leadership positions.</span></p><p><span style="font-size:12pt;">Focus-driven Growth is an approach that provides results regardless of the economic environment. The approach demands that the leadership team keep a methodical approach that covers the entirety of the business cycle i.e., from Strategic Planning and <a href="https://flevy.com/business-toolkit/vision-statement">Strategic Vision</a> to <a href="https://flevy.com/business-toolkit/strategy-execution">Strategy Execution</a> and <a href="https://flevy.com/business-toolkit/performance-management-perf">Performance Management</a>.</span></p><p><span style="font-size:12pt;">Outwardly mature businesses can be reinvigorated by making a small number of—but larger—bets and by concentrating unremittingly on implementing a straightforward but forceful vision.</span></p><p><span style="font-size:12pt;">This approach has been successfully tested and has proven its mettle in at least 3 well-known companies, on 3 continents, over a span of 10 years.</span></p><p><span style="font-size:12pt;">Focus-driven Growth demands that the organization progress sequentially through a set of 7 steps.</span></p><ol><li><span style="font-size:12pt;"><strong>Discovery</strong>—Through a Discovery process, determine what works and what does not for the organization.</span></li><li><span style="font-size:12pt;"><strong>Strategy</strong>—Through the Strategy step, group and prioritize what works for the organization.</span></li><li><span style="font-size:12pt;"><strong>Vision</strong>—By outlining a Vision statement, line up organizational efforts behind an unmistakably comprehended goal.</span></li><li><span style="font-size:12pt;"><strong>People</strong>—Through this step, place the right people in all functions and give them their required resources.</span></li><li><span style="font-size:12pt;"><strong>Execution</strong>—Through Execution, elucidate who does what and transfer decision making closer to customers and consumers.</span></li><li><span style="font-size:12pt;"><strong>Organization</strong>—Through the Organization process, manage the Growth initiative by establishing communities and networks throughout the organization.</span></li><li><span style="font-size:12pt;"><strong>Metrics</strong>—Through this step, keep a track of Growth with objective yet uncomplicated scorecards.</span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/focus-driven-growth-5935"><img class="aligncenter size-full wp-image-9935" src="https://flevy.com/blog/wp-content/uploads/2021/11/Slide-Deck-image-Focus-driven-Growth.png" alt="" width="716" height="538" /></a></span></p><p><span style="font-size:12pt;">When taken collectively in the right order, these steps embody a formidable prescription for generating profitable Growth.</span></p><p><span style="font-size:12pt;">Let us delve a little deeper into some of the steps.</span></p><h3><span style="font-size:12pt;"><strong>Discovery</strong></span></h3><p><span style="font-size:12pt;">Every organization has segments of Growth areas. This step entails discovering those areas for further processing. Leadership of the organization should gather in a series of workshops and identify which areas of the business are performing far better than the others. Identified segments become the focus areas of Growth because it is easier to refine and enlarge the successful areas rather than remedy what is not working.</span></p><h3><span style="font-size:12pt;"><strong>Strategy</strong></span></h3><p><span style="font-size:12pt;">Focus areas discovered in the 1<sup>st</sup> step need to be grouped and prioritized in order to delineate the focused bets that the company ought to make. Focus areas may be categories, brands, geographies, platforms, that are doing well.</span></p><p><span style="font-size:12pt;">A single page preliminary strategy roadmap giving priority for each area results from the above process.</span></p><h3><span style="font-size:12pt;"><strong>Vision</strong></span></h3><p><span style="font-size:12pt;">Outcomes of Step 2 have to be summarized into a forceful yet uncomplicated Vision which serves to align efforts behind a clearly grasped goal.</span></p><p><span style="font-size:12pt;">Interested in learning more about Focus-driven Growth? You can download <a href="https://flevy.com/browse/flevypro/focus-driven-growth-5935">an editable PowerPoint on <strong>Focus-driven Growth</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>. </span></p><div class="entry"><h3><span style="font-size:12pt;"><strong>Want to Achieve Excellence in Strategy Development?</strong></span></h3><p><span style="font-size:12pt;">Gain the knowledge and develop the expertise to become an expert in Strategy Development. 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/strategy-development">Click here for full details.</a></span></p><p><span style="font-size:12pt;">"Strategy without Tactics is the slowest route to victory. Tactics without Strategy is the noise before defeat." - Sun Tzu </span></p><p><span style="font-size:12pt;">For effective Strategy Development and Strategic Planning, we must master both Strategy and Tactics. Our frameworks cover all phases of Strategy, from Strategy Design and Formulation to Strategy Deployment and Execution; as well as all levels of Strategy, from Corporate Strategy to Business Strategy to "Tactical" Strategy. Many of these methodologies are authored by global strategy consulting firms and have been successfully implemented at their Fortune 100 client organizations. </span></p><p><span style="font-size:12pt;">These frameworks include Porter's Five Forces, BCG Growth-Share Matrix, Greiner's Growth Model, Capabilities-driven Strategy (CDS), Business Model Innovation (BMI), Value Chain Analysis (VCA), Endgame Niche Strategies, Value Patterns, Integrated Strategy Model for Value Creation, Scenario Planning, to name a few.</span></p><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/stream/strategy-development">Learn about our <strong>Strategy Development Best Practice Frameworks</strong> here.</a></span></p></div><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 class="entry"><span style="font-size:12pt;"> </span></div></div>Customer Experience (CX) Pyramidhttps://globalriskcommunity.com/profiles/blogs/customer-experience-cx-pyramid2021-05-01T02:15:00.000Z2021-05-01T02:15:00.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><img class="alignright size-medium wp-image-9094 align-right" src="https://flevy.com/blog/wp-content/uploads/2021/04/CX1-200x300.jpg" alt="" width="200" height="300" />Most organizations aren’t ready to deliver great Customer Experiences across all channels. Many of them have invested heavily in conventional methods of doing business, backed by in person or over-the-phone customer experience. This has led to creation of siloed operational structures within companies, where each silo operates individually.</p><p>With the advent of digital channels, these organizations set out to use and proffer their services via digital channels. They did this by creating discrete digital-product groups in their existing operational infrastructure. However, their siloed infrastructure falls short of meeting customers’ requirements in terms of seamless communication and interaction across all channels. The reason being:</p><ul><li>Customers’ utilization of multiple channels and touchpoints across Customer Journeys.</li><li>Requirements of personalized services / products by the customers.</li><li>Anticipation of impeccable coordination and communication by the customers no matter how they interact with the business.</li></ul><p>This necessitates the businesses to not only provide great Customer Experiences at each channel, but also make the transitions across these channels simple to improve the overall Customer Experience (CX). However, improving the overall Customer Experience isn’t that simple a feat, especially with silo-based operational infrastructures. Providing consistent amazing Customer Experience warrants:</p><ul><li>Creation of a robust operational ecosystem through <a href="https://flevy.com/browse/stream/transformation">Transformation</a> of internal operations, to respond quickly to customers’ expectations.</li><li>Meticulous design and delivery of Customer Experiences.</li></ul><p>Most organizations understand the significance of Transforming their Customer Experience—however, they lack the direction and support required to realize this goal. Organizational leadership can make use of the <a href="https://flevy.com/browse/flevypro/customer-experience-cx-pyramid-5602"><strong>Customer Experience Pyramid</strong></a> to guide their CX Transformation.</p><p>The Customer Experience Pyramid is an empirical research based framework, which is quite effective in not only improving individual touchpoints but streamlining the entire Customer Journeys. The CX Pyramid entails 2 core dimensions:</p><ul><li>Focus Areas – the organizational spheres that must change to enable provision of amazing digital Customer Experiences.</li><li>Strategic Building Blocks – the strategies that define how this change can take place and made part of the organizational processes to deliver exceptional Customer Experiences.</li></ul><p>The 4 Focus Areas crucial in a business to change in order to deliver top-quality Digital Customer Experiences at scale are:</p><ol><li><strong>Vision and Strategy</strong></li><li><strong>Talent Management </strong></li><li><strong>Operations </strong></li><li><strong>Technology </strong></li></ol><p><a href="https://flevy.com/browse/flevypro/customer-experience-cx-pyramid-5602"><img class="aligncenter size-full wp-image-9093" src="https://flevy.com/blog/wp-content/uploads/2021/04/CX-Pyramid.png" alt="" width="1002" height="752" /></a></p><p>Let’s discuss the first 2 individual Focus Areas of the CX Pyramid in detail for now.</p><h3><strong>Vision and Strategy</strong></h3><p>Redirecting focus on making Customer Experience a part of the <a href="https://flevy.com/browse/stream/culture">Organizational DNA</a> necessitates creating a Vision statement and Strategy to depict, clarify, and plan out the purpose and objectives of serving the customers. The senior leadership needs to come up with a short and crisp Vision statement. The Vision sets out the foundation that reflects the leadership’s focus, importance the organization gives to Customer Experience, and the high-level objectives associated with the provision of quality Customer Experiences.</p><p>Next, the leadership should work on <a href="https://flevy.com/browse/stream/strategy-development">developing strategies</a> to build fundamental competencies within the 4 CX Building Blocks—i.e., CX operations, metrics, CX-centric culture, systems and governance protocols.</p><h3><strong>Talent Management </strong></h3><p>Once the Vision statement has been agreed upon, it’s time to work towards carrying out the required actions to produce customer-centric outcomes. The first step in that direction involves linking all employees who work in discrete silos (in conventional structures). To align all employees, there is a need to create a Transformation team and define new roles / CX groups. The Transformation team should train and direct teams responsible for the different stages of the Customer Journey, instill new ideas, and foster desired behaviors in them.</p><p>Senior Leadership need to also assign a CX Team to run the CX program. The CX Team has to lay out processes and yardsticks to foster cross-functional collaboration and coach functional units to adopt <a href="https://flevy.com/browse/stream/customer-centric-design">customer-centric design</a> practices in their operations.</p><p>Interested in learning more about the other focus areas of the CX Pyramid Framework? You can download <a href="https://flevy.com/browse/flevypro/customer-experience-cx-pyramid-5602">an editable PowerPoint presentation on <strong>Customer Experience Pyramid</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>3D Machine Vision Gives Detailed Image and enhance Productivityhttps://globalriskcommunity.com/profiles/blogs/3d-machine-vision-gives-detailed-image-and-enhance-productivity2020-10-28T09:47:14.000Z2020-10-28T09:47:14.000ZKBV Researchhttps://globalriskcommunity.com/members/KBVResearch<div><p>Here is what we need to know about 3D Machine Vision and why this technology is emerging. The growing trend of this machine vision system is due to a rise in the demand for quality products that in manufacturing industries which in turn is encouraging the adoption of <a href="https://www.kbvresearch.com/3d-machine-vision-market/">3D machine vision systems</a>. This system is beneficial in keeping up with the need of the customers by assuring automated inspection of the products. Machine vision finds its application in various fields including automotive, consumer electronics, semiconductors, glass, and metals, and various other industries. All these factors are promoting the adoption of 3D vision technology.</p><p></p><p><a href="{{#staticFileLink}}8219691856,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8219691856,original{{/staticFileLink}}" class="align-center" alt="8219691856?profile=original" /></a></p><p></p><h2><strong>3D Machine Vision: What is it?</strong></h2><p>3D Machine Vision consists of multiple cameras and laser displacement sensors. Machine Vision systems are coupled with robots that help to locate and to process the operations. Resolution is accountable for differentiating between objects and it improves the efficiency, on the other hand, the sensitivity of the machine means the ability to detect objects or weak impulses in spite of dim lights or invisible wavelengths.</p><p>3D Machine Vision requires a digital camera and software for analyzing the image. It ensures processing from all the dimensions. This system comprises a variety of techniques such as stereo vision, 3D triangulation, and, point clouds.</p><h2><strong>Components of 3D Machine Vision</strong></h2><h3><strong>Software</strong></h3><p>In the 3D Machine Vision, the software is installed for analyzing the images captured by the cameras. This software is designed in such a way that it is flexible and easy to handle as well as it should have easy programming for processing of the image. Manufacturing companies also focus on the type of Software while they choose for implantation of the Machine Vision system.</p><h3><strong>Hardware</strong></h3><p>This component of the machine include cameras, frame grabbers, optics, sensors, and processors. The demand for the camera is very high due to the emerging demand for the complementary metal-oxide-semiconductor (CMOS) imaging sensors. Hardware components play an important role in the efficient working of 3D Machine Vision systems.</p><h2><strong>How does 3D Machine Vision work?</strong></h2><p>3D Machine Vision is fitted with multiple cameras and it is accompanied by a robotics application that gives part-oriented information to the robots. These cameras are fixed at different positions and the objectives of the camera are set in 3D space. It produces images by surface and volume inspection from all the direction. A heightmap is produced through the reflected laser displacement.</p><p>The 3D information of the image is obtained by capturing images from two different viewpoints. Then distance is calculated for the 3D orientation of each viewpoint. A software application is installed, that can process and then analyze images accurately. A PC-based machine vision system is directly connected with vision cameras and image acquisition boards from which an object can be analyzed with machine vision application software.</p><h2><strong>Types of Machine Vision system</strong></h2><ul><li><strong>3D</strong>- It is mainly based on time of flight technique and also on geometric angle based techniques. It includes stereo vision, laser triangulation, light stripe projection, etc. 3D Machine Vision is an advanced technology that even allows the object's movement during the time of recording. 3D Machine Vision is preferred over 2D machine vision due to a large number of advantages accompanied by it.</li></ul><p> </p><ul><li><strong>2D</strong>- In this type of Machine Vision system, in order to assign the object’s point to capture a 2D image of the object. But it is not considered as a good option for the production environment. Due to low cost, it is used commonly in the inspection camera that scans the object and captures screenshots in different resolutions.</li></ul><h2><strong>Trends in Machine Vision</strong></h2><p>Since the camera-based or laser-based machine vision system has been recently introduced. And it is considered as more advanced image processing technology. With the advancement of technology, the machine system is becoming more advanced, newly designed smart cameras are designed with open-embedded technology that eliminates the dependency on peripheral devices such as frame-capture or computer.</p><p>Manufacturing activities and Industrial production are becoming complicated day-by-day, and growing undependability for the human eye to detect, spot, and examine activities of production thereby increasing the adoption of machine system in manufacturing industries. Besides, the development of standardized interfaces expands the interoperability between automation technology and machine vision.</p><h2><strong>The bottom line</strong></h2><p>The 3D machine vision systems market has been witnessing rapid growth as these systems are able to process a vast amount of information within a matter of seconds. Also, it has rapid processing ability and is helpful for manufacturers to rapidly manufacture products with almost insignificant defects. Machine vision systems are increasingly used for camera surveillance, identifying number plates for security purposes, and also for monitoring the traffic.</p><p>Post COVID-19 outbreak, it is anticipated that the manufacturing companies worldwide are now planning to capitalize more on the automation systems for inspection of the product. The extensive adoption of the machine vision system has made it an integral part of the automation inspection system. All these factors are projected to increase the demand for 3D machine vision systems in the coming years.</p></div>Are You Able to Differentiate Between General, Corporate, and Competitive Strategy?https://globalriskcommunity.com/profiles/blogs/are-you-able-to-differentiate-between-general-corporate-and2020-09-26T06:32:04.000Z2020-09-26T06:32:04.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}8028340270,original{{/staticFileLink}}" target="_blank"><img class="align-right" src="{{#staticFileLink}}8028340270,original{{/staticFileLink}}" alt="8028340270?profile=original" width="350" /></a>Strategy and execution are the 2 critical elements that drive a business. However, leaders often struggle even with defining—let alone devising and executing—an effective <a href="https://flevy.com/browse/stream/strategy-development">strategy</a>. Many of those who are responsible to deal with it fall short of describing how they typically employ it. This failure takes its roots from the fact that there is no clear path associated with strategy.</p><p>Strategy is about making sound decisions about unforeseen problems. It’s about selecting the right options—about matters that are often quite ambiguous today but have great significance in the future—based on thorough contemplation, detailed analysis, and creative ideas. Broadly speaking, strategy encompasses these 3 main elements:</p><ul><li>A vision and direction</li><li>A certain position or pattern</li><li>A deliberated Strategic Plan to achieve strategic goals and vision</li></ul><p>Great strategists execute their plans, analyze the results, evaluate their actions, and perform course correction based on the outcomes. They are not afraid of even revamping their approach entirely. Senior leaders should clarify their understanding of the concept of strategy and draw attention to the importance of differentiating between the <a href="https://flevy.com/browse/flevypro/the-3-distinctions-of-strategy-5251">3 distinct types of strategies</a> before formulating their own course of action:</p><ol><li><strong>General Strategy</strong></li><li><strong>Corporate Strategy</strong></li><li><strong>Competitive Strategy</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/the-3-distinctions-of-strategy-5251"><img class="aligncenter size-full wp-image-7415" src="https://flevy.com/blog/wp-content/uploads/2020/09/3-Distinctions-of-Strategy.png" alt="" width="962" height="722" /></a></p><p>Let’s delve deeper into the 3 types of strategy.</p><h3><strong>General Strategy</strong></h3><p>General Strategy indicates how a specific objective will be achieved, with well-thought-out plans. The focus of this type of Strategy is on ends (objectives and results) and means (the resources we have to achieve the objectives). Strategy and tactics combined bridge the gap between ends and means; where Strategy deals with deploying the resources at our disposal while tactics govern their utilization. A pattern of decisions and actions marks progress from the starting point to achievement of objectives in General Strategy.</p><p>Senior executives need to deliberate on the following questions before devising their General Strategy:</p><ul><li>What do we do?</li><li>Why are we here?</li><li>What kind of business are we?</li><li>What kind of business do we want to become?</li><li>What is our purpose? What are the results we seek?</li><li>What is our existing Strategy, is it explicit or tacit?</li><li>What Strategy and plans may bring about the results we want?</li><li>What resources we have at our disposal?</li><li>Are there any constraints in terms of resources that limit our actions?</li></ul><h3><strong>Corporate Strategy</strong></h3><p>Corporate Strategy describes what a company does, the purpose of its existence, and what it aims to become. Corporate Strategy focuses on choices and commitments concerning the markets, business, and the organization. Corporate Strategy classifies the markets and the businesses in which a company will operate. This type of strategy is typically decided in the context of defining the company’s mission and vision.</p><p>A detailed assessment of the existing strategy, market, competition and environment is critical for devising the Corporate Strategy. Strategists indicate that there are critical elements that should be factored in while formulating Corporate Strategy. These elements include product or service offerings, resources, marketing and sales approaches, manufacturing capabilities / capacity, customers, distribution channels, technology, type of market and its requirements, and revenue and profit goals.</p><p>While formulating Corporate Strategy, senior executives should consider and seek answers to the following questions:</p><ul><li>What is our existing Corporate Strategy?</li><li>Is our Corporate Strategy explicit or tacit?</li><li>What are the critical assumptions that make our existing strategy viable?</li><li>What is going on in the market—in terms of social, political, technical and financial environment?</li><li>What do we seek to accomplish in terms of our growth, size, and profitability targets?</li><li>What markets we are eyeing to compete in?</li><li>What businesses we intend to operate in?</li><li>What locations and geographies will we compete in?</li></ul><h3><strong>Competitive Strategy</strong></h3><p>Competitive or Business Strategy specifies for an enterprise the core reason on which it contests its rivals. It depends on an organization’s competences, advantages, and disadvantages compared to the market and the rivals.</p><p>Interested in learning more about the <a href="https://flevy.com/browse/flevypro/the-3-distinctions-of-strategy-5251">General, Corporate, and Competitive Strategies</a>? You can download <a href="https://flevy.com/browse/flevypro/the-3-distinctions-of-strategy-5251">an editable PowerPoint on The 3 Distinctions of Strategy here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>First Law of Digital Transformation: 3 Key Elements to Manage Digital Transformationhttps://globalriskcommunity.com/profiles/blogs/first-law-of-digital-transformation-3-key-elements-to-manage2020-02-21T14:47:31.000Z2020-02-21T14:47:31.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}8028315852,original{{/staticFileLink}}" target="_blank"><img class="align-right" src="{{#staticFileLink}}8028315852,original{{/staticFileLink}}" alt="8028315852?profile=original" width="595" /></a></p><p>Gordon Moore, Intel co-founder, observed that the number of transistors in a dense integrated circuit doubles about every two years. He projected that this rate of growth would continue for at least another decade.</p><p>His observation, termed the “Moore’s Law,” has correctly predicted the pace of innovation for several decades and guided strategic planning and research and development in the semiconductor industry. Moore’s law is based on observation and projection of historical trends.</p><p>In 2015, Gordon Moore foresaw that the rate of progress would reach saturation. In fact, semiconductor advancement has declined industry-wide since 2010, much lower than the pace predicted by Moore's law. The doubling time and semi-conductor performance has changed, but it has not impacted the nature of the law much.</p><p>Although many people predict the demise of Moore’s law, exponential growth in computing power persists with the emergence of innovative technologies. Moore’s law is only part of the equation for effective Digital Transformation—there are other contributing factors including the role of leadership.</p><h3><strong>First Law of Digital Transformation</strong></h3><p>George Westerman—a senior lecturer at the MIT Sloan School of Management—proposes a new law, which states that, “<strong>Technology changes quickly, but organizations change much more slowly</strong>.” The law known as the “<a href="https://flevy.com/browse/flevypro/first-law-of-digital-transformation-4054">First Law of Digital Transformation</a>” or “George’s Law” is a pretty straightforward observation, but is often ignored by the senior leadership. This is why Digital Transformation is considered more of a leadership—than technical—issue.</p><p>Just announcing an organization-wide Transformation program does not change the enterprise. According to George’s Law, successful Digital Transformation hinges on the abilities of senior leadership to effectively manage the so many contrasting mindsets of its workforce, identify and take care of the idiosyncrasies associated with these mindsets, interpret their desires, and focus attention on encouraging people to change.</p><p>Above all, the leadership should focus on converting Digital Transformation from a project to a critical capability. This can be done by shifting emphasis from making a limited investment to establishing a sustainable culture of Digital Innovation Factory that concentrates on 3 core elements:</p><ol><li><strong>Provide People with a Clear and Compelling Vision</strong></li><li><strong>Invest in Upgrading or Replacing Legacy Technology Infrastructure</strong></li><li><strong>Change the Way the Organization Collaborates</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/first-law-of-digital-transformation-4054"><img class="aligncenter size-full wp-image-6386" src="http://flevy.com/blog/wp-content/uploads/2020/02/First-Law-of-Digital-Transformation.png" alt="" width="1000" height="748" /></a></p><p>Let’s now discuss the first 2 elements of the First Law of Digital Transformation.</p><h3><strong>Provide People with a Clear and Compelling Vision</strong></h3><p>Without a clear and compelling transformative vision, organizations cannot gather people to support the change agenda. People can be either change resisters, bystanders, or change enablers. However, most people typically tend to like maintaining the status quo, ignore change, or choose to openly or covertly engage in a battle against it.</p><p>For the employees to embrace change, leadership needs to make them understand what’s in it for them during the transition and the future organizational state. This necessitates the leaders to develop and share a compelling vision to help the people understand the rationale for change, make people visualize the positive outcomes they can achieve through Transformation, and what they can do to enable change. A compelling vision even urges the people to recommend methods to turn the vision into reality.</p><h3><strong>Invest in Upgrading or Replacing Legacy Technology Infrastructure</strong></h3><p>Problems and shortcomings in the legacy platforms is an important area to focus on during Digital Transformation. The legacy technology infrastructure, outdated systems, unorganized processes, and messy data are the main reasons for organizational lethargy. These issues hinder the availability of a unified view of the customer, implementing data analytics, and add to significant costs in the way of executing Digital Transformation.</p><p>Successful Digital Innovation necessitates the organizations to invest in streamlining the legacy systems and setting up new technology platforms that are able to enable digital and link the legacy systems. Fixing legacy platforms engenders leaner and faster business processes and helps in maintaining a steady momentum of <a href="https://flevy.com/browse/stream/innovation">Innovation</a>.</p><p>Interested in learning more about the First Law of Digital Transformation? You can download <a href="https://flevy.com/browse/flevypro/first-law-of-digital-transformation-4054"><u>an editable PowerPoint on <strong>First Law of Digital Transformation</strong> here</u></a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Jeremy Corbyn’s Economic Visionhttps://globalriskcommunity.com/profiles/blogs/jeremy-corbyn-s-economic-vision2015-09-27T18:44:17.000Z2015-09-27T18:44:17.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p style="text-align:center;"><a href="{{#staticFileLink}}8028238486,original{{/staticFileLink}}"><img width="134" height="101" class="align-center" style="width:397px;height:213px;" src="{{#staticFileLink}}8028238486,original{{/staticFileLink}}" alt="8028238486?profile=original" /></a></p><p style="text-align:center;"></p><p style="text-align:center;"><span class="font-size-3">Enrique Suarez Presenting:</span></p><p></p><p class="center" style="text-align:center;"><strong><span class="font-size-3">Jeremy Corbyn’s Economic Vision</span></strong></p><p class="center" style="text-align:center;"></p><p class="center" style="text-align:center;"><span class="font-size-3">Source:</span></p><p class="center" style="text-align:center;"><span class="font-size-3"><a href="http://www.globalresearch.ca/author/stephen-lendman" target="_blank">Stephen Lendman</a></span></p><p class="center" style="text-align:center;"></p><p class="center" style="text-align:center;">Global Research, September 27, 2015</p><p></p><p><em>America, Israel and Britain are the developed world’s most unequal countries. Wealth disparity in all three are extreme and widening – government-sponsored hellishness for their ordinary citizens, finding it increasingly harder to get by on stagnating low incomes, reduced benefits and rising cost of food, shelter, healthcare and other essentials.</em></p><p>Western governments overall are dismissive of their needs – serving monied interests exclusively.</p><p><a href="https://d3n8a8pro7vhmx.cloudfront.net/jeremyforlabour/pages/70/attachments/original/1437556345/TheEconomyIn2020_JeremyCorbyn-220715.pdf?1437556345" target="_blank"><span>Corbyn’s economic vision</span></a> is polar opposite, promoting equity, fairness and justice entirely absent in today’s Britain. Labour leadership will “build a strong, growing economy that works for all, not by increasing poverty,” he said.</p><blockquote><p>Austerity is a political choice not an economic necessity. There is money available. After all, the government has just given tax breaks to the richest 4% of households.</p><p>Where there are tough choices, we will always protect public services and support for the most vulnerable.</p><p>But in an economy that works for all, we will be able to ask those with income and wealth to spare to contribute a little more.</p><p>You just cannot cut your way to prosperity so Britain needs a publicly-led expansion and reconstruction of the economy, with a big rise in investment levels.</p><p>We must ensure that those with the most, pay the most, not just in monetary terms but proportionally too.</p></blockquote><p>Britain needs a serious debate on how wealth is created, Corbyn stresses. Discount the myth about tax cuts and other incentives for wealthy investors and corporate interests benefitting everyone.</p><p>Ending the austerity “straightjacket” is vital. Britain must focus on building a “rebalanced economy based on growth and high quality jobs” – assuring workers share equitably in wealth creation, Corbyn stresses.</p><p>It’s time to end a system harming working households, unemployed or underemployed people, the disabled, Britain’s youths with no future prospects, public sector workers and services, he explained.</p><p>Closing the deficit and austerity policies are tired old excuses for one-sided business as usual, favoring privileged elites exclusively.</p><p>“This is why I stood in this race,” said Corbyn – “(b)ecause Labour shouldn’t be swallowing the story that austerity is anything other than a new facade for the same Tory plans,” endorsed by Labour leadership under Tony Blair and Gordon Brown, hardline hawkish conservatives masquerading as pro-labor.</p><p>Deficits aren’t reduced by cutting vital services. Bringing them down to manageable levels requires fostering balanced, equitable, sustainable economic growth – featuring high-pay, good benefits jobs creation, benefitting everyone in society equitably and fairly.</p><p>Since Tony Blair’s destructive agenda, Britain saw the longest period of inflation adjusted falling wages since the 19th century, disastrous investment policies, a higher balance of payments deficit, offshoring high-pay, good benefit jobs, replaced by fewer numbers of rotten ones.</p><p>Main Street Depression conditions affect ordinary Brits – like their American counterparts, victims of out-of-control greed, benefitting wealth and power interests exclusively.</p><p>“If there are tough choices, we will always protect public services and support for the most vulnerable,” Corbyn stressed. “(W)e will ask” well-off Brits to contribute more – working for a more equitable society, including “an economy that works for all.”</p><p>It’s fundamentally unbalanced, inequitable, unfair, unjust and unsustainable long-term. “You cannot cut your way to prosperity,” Corbyn explained.</p><p>He urges quantitative easing for people instead of banks and large investors. End policies favoring corporate subsidies and tax breaks. Use the tens of billions of pounds saved for public investment – in infrastructure, transportation, education, healthcare and other vital services.</p><p>Establish a National Investment Bank for this purpose, a public bank for a better future for all Brits. Taxation should be progressive. Corporate and wealthy interests should pay their fair share.</p><p>“At a time when schools and hospitals are struggling for funds, it is grotesque that some of the richest individuals and most profitable businesses are dodging their responsibilities,” said Corbyn. “Paying tax is not a burden. It is the subscription we pay to live in a civilized society.”</p><p>“Our tax system has shifted over the last generation from taxing income and wealth to taxing consumption; and from taxing corporations to taxing individuals.”</p><p>A race to the bottom followed. “Labour must make the tax system more progressive,” said Corbyn. Businesses and individuals earning the most should pay the most proportionately to their incomes.</p><p>Unenforced tax avoidance must change. It’s costing Britain around 120 billion pounds annually – enough to double the National Health Service budget or give every Brit two thousand pounds. Corbyn’s tax policy includes:</p><ul><li>“The introduction of a proper anti-avoidance rule into UK tax law.</li></ul><ul><li>The aim of country-by-country reporting for multinational corporations.</li></ul><ul><li>Reform of small business taxation to discourage avoidance and tackle tax evasion.</li></ul><ul><li>Enforce proper regulation of companies in the UK to ensure that they file their accounts and tax returns and pay the taxes that they owe.</li></ul><ul><li>Lastly, and most importantly, a reversal of the cuts to staff in HMRC (revenue & customs) and at Companies House, taking on more staff at both, to ensure that HMRC can collect the taxes the country so badly needs.”</li></ul><p>Corbyn concludes, saying Britain’s society and economy are hugely imbalanced. A strategy “for a more highly skilled, productive economy” working for everyone is essential. Government leadership is required to assure it.</p><p>Otherwise, “we have the casino economy and the chaos of underinvestment, debt bubbles, and grotesque inequality between rich and poor, and a widening regional inequality.”</p><blockquote><p>Our vision is of an economy that works for all, provides opportunity for all, and invests in all – rich and poor, north, south, east and west.</p><p>It means we judge our economy not by the presence of billionaires but by the absence of poverty; not only by whether GDP is rising, but by whether inequality is falling.</p><p>Labour must become the party of economic credibility AND economic justice” – a “more equal and more prosperous society that only a Labour government in 2020 can deliver.</p></blockquote><p>Corbyn’s voting record since entering Parliament in June 1983 reflects his rhetoric. Bernie Sanders is polar opposite – talking like Corbyn, voting with Democrats 98% of the time, supporting their pro-war, pro-business, anti-populist agenda.</p><p>Corbyn as British prime minister in 2020 would offer real change, benefitting all Brits equitably and fairly.</p><p></p></div>