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BUILDING LONG-TERM SUCCESS (VALUE CREATION (ORGANISATIONS VALUE…
BUILDING LONG-TERM SUCCESS
TIME AND INNOVATION
FOSTERING INNOVATION CULTURE :!?:
CULTURE OF INNOVATION :check:
ENVIRONMENT :check:
REGULAR AND SUSTAINABLE CULTURE :check:
CRITICAL :red_cross:
CREATIVE DESTRUCTION :red_cross:
ORGANISATIONAL SUCCESS AND SOCIAL PROGRESS:check: :check:
CYCLE OF INNOVATION :recycle:
INTRODUCTION :
RAPID GROWTH
MATURITY
DECLINE
LONG-TERM :check: VS :explode:SHORT-TERM :red_cross:
MEDIUM (RELATIVELY NEW)
LONG
(COMPLETELY NEW)
SHORT
(EXTENSION EXISTING)
VIRTUOUS CYCLES:check: VICIOUS CYCLES :red_cross:
POLITICAL CONTEXT: BUSINESS AND MANAGEMENT
POLITICAL CONTEXT
SYSTEM OF VALUES
PUBLIC, VALUE-NTEREST AND POWER
BUSINESS AND MANAGEMENT
RELATIONSHIP
INTERPERSONAL
INTER-ORGANISATIONAL
*LONG-TERM
VALUE CREATION
ORGANISATIONS
VALUE
STAKEHOLDERS
SHAREHOLDERS:
SHORT-TERM RETURNS
EMPLOYEES: GREATER JOB AUTONOMY
OUTSIDE GROUPS: :no_entry: ISSUES
VALUE AND INNOVATION
ALL ORGANISATIONAL MEMBERS
DIFFERENT STRATEGIES TO CREATE VALUE
VALUE ORIENTED-WORKFORCE
VALUE PLAYERS
FOR WORKER OR FOR ORGANISATION :question:
INNOVATION :checkered_flag:
INCREASE
ORGANISATIONAL LEADERS
SHORT AND LONG-TERM VALUES
SHORT
= :red_cross:PLANNING AND INNOVATE FUTURE
LONG
= :red_cross: LOSSES IN THE SHORT
EMPLOYMENT RELATION
HISTORY
PAST
: JOB SECURITY AND STABILITY
NOW
: PRECARIOUSNESS AND CAREER CHANGE
CHALLENGES
:red_cross:
OPPORTUNITIES
:check:
GLOBALISATION
MORE OPPORTUNITIES
ERA
EMPLOYEE MORE PRODUCTIVE
EMPLOYEES
INDIVIDUAL INVESTMENT :red_cross:
INCREASING JOB PERFORMANCE :check:
BETTER LIVES
:red_cross:BENEFIT OF EMPLOYERS
FROM EMPLOYMENT
TO EMPLOYABILITY
RELATIONSHIP BETWEEN
EMPLOYES
EMPLOYEES
:question:
ECONOMIC PERSPECTIVE
MICRO/MACRO LEVEL
ECONOMIC EXCHANGE
PERSPECTIVE
INDIVIDUAL AND COLLECTIVE CONTRACTS
REGULATION PERSPECTIVE
INCLUSIVE VS:explode: PARTICIPATORY
FURTHER INCLUSION
PARTICIPATORY MANAGEMENT
CREATION OF ORGANISATION CULTURE
COLLABORATION
:red_cross:
IDEALISTIC PERSPECTIVE , :question: POSSIBLE :question: :!?:
MANAGEMENT
RESISTANCE TO CHANGE
ALWAYS IS GOOD :question:
:question:
TO SURVIVE AND PROSPER
:no_entry: ALTER IDEAS
WHAT CHANGE IS NECESSARY
IMPROVE AND INNOVATE
PLAN PRESENT AND FUTURE
TAKING ACCOUNT PAST
:explode: INNOVATE WHIT PURPOSE
FOSTER TRANSFORMATION CULTURE
PROMOTE
TIME
EFFECTIVELY
ENCOURAGEMENT
ACCOUNTING FOR VALUES
CREATING VALUE IN LONG TERM
SHAREHOLDER VALUE
CONFLICT :fire:
SAHREHOLDERS
LONG-TERM RESULTS
MANAGEMENT
SHORT-TIME DECISIONS
MEASURING
ISSUES
OBJECTIVITY
INDICATE VALUE
HC VS:explode: FV
HC
:red_cross:
OPP. FOR MANIPULATION
LOSS OF INDICATE VALUE
LOSS OF SOME COST ITEMS
NOR RELEVANT
:check:
CLARE AUDIT TRAIL
OBJECTIVE
FV
:check:
RELEVANT
OBJECTIVE-MARKET PRICE
:red_cross:
SUBJECTIVE (NOT MARKET PRICE)
EXIT VALUESNOT LOGICAL
MARKET PRICE VOLATILE
BROADER PERSPECTIVE
SHARED
PORTER AND KRAMER
FROM CSR TO
CRANE
SHARED VALUES VS CSR
CSR
SHARED VALUES
CREATING SHARED
QUALITY AND IMPROVEMENT
COMPETITIVE POSITION AND
LONG-TERM VIABILITY
COST :!!:
PREVENTION LESS THAN EXPENSIVE
MANAGED IT
QA
QC
PERCEPTION
SLACK TMATRIX
EVERYONE RESPONSIBILITY
OPERATIONAL RISK
:question:
ISSUE--NEGATIVE CONSEQUENCES
ASSESSING IT
RESILIENCE
:question: PROCESSES MORE
:question:MEASURE
:question: MY ORGANISATION
MARKETING IN THE LONG-TERM
RELATIONSHIP
PURCHASES
EXCHANGES
INTERNAL
STAFF
GOOD EXPERIENCE
BAD EXPERIENCE
INNOVATION
LOYALTY
PREPARING FOR ADVERSITY
MANAGEMENT
IMPACT
MACRO AND MICRO ENVIRONMENT
MONITOR AND EVALUATE THE SUCCESS MARKETING
MEASURING
LEADERSHIP AND MANAGEMENT
MANAGEMENT
LEADERSHIP VS MANAGEMENT
LEADERSHIP
DEVELOPING IDEAS
OPPORTUNITIES
INSPIRE
MANAGEMENT
FOCUS IN THINGS
CHANGE PROCESS
PLANS AND CONTROL
MOTIVATION
