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This one is equally helpful for experienced leaders and students first grasping the principles of strategicthinking. The author clarifies the strategic process while guiding the reader through it to create a new strategic mindset. Unusually, he has accolades for both customer service and human resources.
Minimise meetings – Find alternative ways to communicate and/or ensure meetings are kept short by producing papers in advance and showing what decisions are required in meetings. Strategicthinking – Audits, assumptions and alignment (kimtasso.com). Concierge – Available 24/7 to meet all of your needs.
And the strategic need to align marketing objectives to a firm’s strategic intent. The crux of marketing is to anticipate (and meet) client needs whilst maximising profit. But it also prompted discussion about the need for more strategicthinking to change business models and focus on new product and service development.
Stephanie Olson, Strategic Planning and Performance Manager, opened her presentation by sharing the main takeaway: Making strategicthinking part of Raleigh’s organizational culture improved the budget-strategy process. Stephanie emphasized their culture of strategicthinking helped them navigate this in a short amount of time.
And mentions that the CIPD bought out three research reports between 2012 and 2014 describing the impact that neuroscience will have on learning. The author has included some research on the value of skills (e.g. people skills are worth £88 billion to UK industry alone).
(Video) (kimtasso.com) Essential soft skills for lawyers (kimtasso.com) Insights included: Process Clarity of learning aims Processes to capture new learning and training needs Methods to measure satisfaction, effectiveness and impact Technology harnessed with online learning platforms that provide both suggestions and standard content Allow people (..)
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