business (148)

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Transformation of an organization into a Next-generation Learning Organization (NLO) is a challenging endeavor.  The main hurdles include convoluted hierarchies, bureaucratic red tape, delayed decision making, and complicated organizational systems and processes.

To develop a learning organization, leadership needs to trim down bureaucracy and complexities.  They should make the best use of technology to gather holistic real-time data, deploy Artificial Intelligence at scale, and develop data-dri

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The impact that Coronavirus has had varies from country to country. Wherever you are in the world, you’re likely to be given different guidelines and advice on how to stop the spread. What is more clear is that fixing the virus isn't as simple as snapping your fingers. Many experts are saying that it could a year or so before a vaccine is found. 

In the meantime, governments across the world are taking required steps to minimise the spread of the virus and ensure populations remain safe. This mea

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India Plant Shutdown and Resumptions

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  • Indian Oil to Resume Work at Paradip-Hyderabad Pipeline Project

Indian Oil Corporation (IOC) Ltd. has resumed work on its prestigious INR 3800 crore, cross-country Paradip-Hyderabad petroproduct pipeline project in Andhra Pradesh and Odisha. The operations restarted recently after the Central government permitted certain relaxations during the nation-wide lockdown. After the approval from the concerned authorities, the work resumed with limited manpower and necessary precautions. The project is a

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No free lunch was ever served quickly. Traditional supply chain cannot offer both low prices and fast delivery.pic-1-Agility-in-Supply-Chain-Delivery-Design-300x214.jpeg?profile=RESIZE_710x

Online retailing has changed. Before, we see e-commerce companies fulfilling consumer demand from a small number of large-scale warehouses that carried a similar catalog of items. Inventory for low-volume products was maintained in a few locations as possible while maintaining service levels that met customer expectations.

Today, consumers are demanding more than just low prices. Consume

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In today’s digital age, organizations are faced with the changing nature of the demand curve and the element of uncertainty in the pic-1-Digital-Supply-Chain-Strategy-300x200.jpeg?profile=RESIZE_710xsupply chain. For operations teams, the challenge and competitive advantage have become: How well do you respond and execute against ongoing uncertainty.

With the world being so unpredictable, chaos is now the new normal. Timetables and priorities have shifted. A supplier fails to deliver. Demands on supply chains are increasing exponentially. A few years ago, supply

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Enterprises invest in Analytics to improve Decision Making and outcomes across the business. This is from Product Strategy and Innovation to Supply Chain Management, Customer Experience, and Risk Management. Yet, many 8028316454?profile=originalexecutives are not yet seeing the results of their Analytics initiatives and investments.

Every organization putting on investment in Analytics has experienced several stumbling blocks. This differentiates the leaders from the laggards. Analytics-driven Organizations have clearly es

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Business dashboards are important tools to measure key performance indicators and data pertaining to an organization or certain procedure.  Just as a vehicle dashboard is powerful performance management tool in summarizing a performance of a multitude of processes, a business dashboard summarizes the performance or impact of a host of functions, teams, and activities; and assists in strategic planning and decision making.

Business dashboards simplify sharing and analysis of large data, and hel

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The current pandemic crisis has left many countries in a perilous position. Both governments and businesses alike have been severely unprepared for the pandemic, causing issues across the world. This is because many institutions simply do not have the right level of preparations in place needed to deal with an outbreak at the magnitude of COVID-19 (commonly referred to as coronavirus). 

Of course, now it is too late to put these in place and affect the current situation. But once we come out of t

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The business has become more challenging as the global market becomes more demanding. This change in the global market is puttingpic-2-Board-Excellence-Engagement-300x200.jpeg?profile=RESIZE_710x pressure not only on Management but also on the Board. Strategy Development now demands that organizations should not only be effective but there should also be Board Excellence.

Today, the demand has ceased to be about spending more time. Boosting the effectiveness of the Board is not anymore about spending more time. The urgent call now is to focus on changing the na

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Business Process Reengineering (BPR) can be a great success but it can also be a great failure.pic1-Business-Process-Reengineering-Implementation-Guidelines-200x300.jpeg?profile=RESIZE_710x

After months or years of careful redesign, organizations can achieve dramatic improvements in individual processes.  However, a paradoxical outcome has become almost a commonplace. Organizations suddenly find themselves watching the overall results decline. Process costs were reduced by 34% yet operating income stalls.  Claims process time cut by 44% yet profits drop. It seems that organizations are sq

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“The only thing that is constant is Change.” - Heraclituspic1-Leavitts-Diamond-300x194.jpeg?profile=RESIZE_710x

An epidemic of change is happening globally--reengineering, restructuring, and revamping! Workplaces seem to be launching one change initiative after another.  Digital Transformation is happening everywhere. Yet, the hard truth is that many change initiatives fail.

Change Management initiatives fail because of the way organizations view change. Often, change is seen as an isolated process. Organizations tend to focus on only one part of the

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Companies often know where they want to go when it comes to Strategy Development. Companies want to be more agile, quicker to react, and more effective. They want to deliverpic-1-Next-gen-Operating-Model-240x300.jpeg?profile=RESIZE_710x great customer experience, take advantage of new technologies to cut costs, improve quality and transparency, and build value.

Yet, while most companies are trying to get better, the results tend to fall short. One-off initiatives in separate units do not deliver big enterprise-wide impact. Improvement methods that were adopt

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As the last decisive step in customer service, a warehouse ensures cost effective distribution.  Latest technological innovation has turned warehousing into a competitive advantage.  It offers untapped potential for improvement. However, warehousing is a hugely neglected part of global supply chains.  There is inconsistency in picking, packing and shipping orders, storing receipts, and managing inventory and logistics operations.

These and the following roadblocks in the way of smooth warehousing

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Strategy Classic Series: Porter's Five Forces

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Michael Eugene Porter—a Professor at the Institute for Strategy and Competitiveness, Harvard Business School—is widely acclaimed for his unmatched prowess in competitive strategy, strategic planning, global economic development, and the application of competitive principles and strategic approaches.  Renowned as the father of modern day strategy, Dr. Porter is an author of 18 books and a number of articles.

His scholarly writings on management and competitiveness are ranked as the most influentia

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There can be many benefits when it comes to going into partnership for a business. Two minds means more ideas for your business and the potential to grow even more. If the partner is a close friend, it can also be fun to work with them. Partnerships tend to be quite popular in corporate and professional service businesses.

Unfortunately, there can also be downfalls when getting into partnerships. Even if the partner is someone that you trust highly, disputes can be rather unexpected in business p

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Creating a culture that measures productivity objectively is a sensitive matter.  Key Performance Indicators (KPIs) are being employed extensively by organizations across the globe to monitor and track performance.  KPIs provide valuable metadata to improve top-down and bottom-up vertical efficiency.

Analytics-driven firms are aware that KPIs are much more than a tool to evaluate performance.  Utilizing KPIs, they gather valuable insights, create enterprise-wide accountability, and develop a goal

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Every firm will eventually reach the point when it has to professionalize the way it operates. This is done by instituting more rigorous pic-1-Professionalizing-the-FAmily-Business-300x217.jpg?profile=RESIZE_710xprocesses, establishing clear governance, and recruiting skills from outside. Family Business is no different.

In the Family Business Survey, 43% of the companies believe that the need to professionalize the business is a key priority over the next 5 years. But the family firm has another dimension which other companies have to tackle: the family itself.

The issu

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Family businesses are an overlooked form of ownership. Yet, they are all around us. One-third of companies in the S&P 500 index pic-1-Family-Business-5-Dimensions-300x199.jpg?profile=RESIZE_710xand 40% of the 250 largest companies in France and Germany are defined as a family business. A family business means that a family owns a significant share and can influence important decisions.

As family businesses expand their entrepreneurial beginnings, unique performance and governance challenges are encountered. The generations that follow the founder may insist on

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Sustainable, superior returns accrue to companies that focus on what they do best. It is that simple. Yet it is incredibly hard to Business-CApabilities-Coherence-300x189.jpg?profile=RESIZE_710xinternalize. It is a rare company that focuses on what we do better than anyone in making every operating decision across every business unit and product line. Rarer still is the company that has aligned its differentiating internal capabilities with the right external market position.

These companies are called coherent.

Most companies do not pass the coherence test b

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As Western companies are being put under increasing pressure to cut expenses and improve return on assets, the dilemma of whether pic-1-make-or-buy-decision-making-analysis-300x205.jpg?profile=RESIZE_710xto keep key functions in-house or outsource them has taken center stage.

Manufacturing units are being identified with Make-or-Buy Decisions as third-party suppliers in Eastern Europe, China, and other low-cost regions hold out a promise of significant advantage that companies in developed countries can’t offer.

The Make-or-Buy Decision extends beyond manufacturing. It

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