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Block 3 Building long term success. - Coggle Diagram
Block 3 Building long term success.
Time and innovation
Business incubators and start up accelerators
Block 3 Session 10: Operational risk
10.1 What is operational risk?
Sources of operational risk
10.2 Assessing risk
10.3 Operational resilience
10.4 Managing operational risk
Planning for short, medium and long-term success
Thinking critically about time and innovation
The circles of innovation
Critically exploring the circles of innovation
Fostering a sustainable innovation culture.
Joseph Schumpeter on creative destruction
David Harvey on creative destruction
Are you the perfect ‘always on’ worker?
Critically reflecting on sustainable innovation today
Putting your idea in context – the politics of business
The politics of business and management
The politics of business and management
Political astuteness skills
Activity 2.2: Political astuteness skills
Sharing your political astuteness experiences
Activity 2.3: Sharing your political astuteness experiences
Building long-term success
Block 3 Session 3: What is a ‘value player’ and how do you become one?
What does value mean?
Organisation and value
Box 2: Lessons from companies that put purpose ahead of short-term profits
Activity 3.1: Value and innovation
3.3 Innovation strategies for creating value
Box 3: Will 3D printing revolutionise manufacturing?
Activity 3.2: The innovation value chain
3.4 Becoming a value player
Block 3 Session 4: Introducing employment relations
Introducing employment relations
4.3 Toward inclusive and participatory employment relations
Activity 4.3: Employment relations
Block 3 Session 5: Opportunities and challenges of employment relations
The empowerment era
5.2 From employment to employability
Box 3: Full employment not full employability
5.3 New challenges, new opportunities
Activity 5.2: The challenges and opportunities of modern employment relations
Block 3 Session 7: Accounting for values – Creating value in the long term
7.1 Shareholder value
Activity 7.1: Creating shareholder value
7.2 Measuring issues
Activity 7.2: Measuring value creation
7.3 Measurement choices
7.4 The problem with historical cost accounting
Block 3 Session 6: Change management
6.1 The need for change
6.2 What is change management?
Activity 6.1: Long-term change management
6.3 Constructively engaging with resistance to change
Activity 6.2: Organisational change
6.4 Creating sustainable transformation
Activity 6.4: Sustainable transformation
Block 3 Session 8: Accounting for values – A broader perspective
8.1 Creating shared value
8.2 The ecosystem of shared value
Block 3 Session 9: Quality and improvement
9.1 Why is quality important?
9.2 How can quality be managed?
9.3 Perceptions-based quality models
The quality gaps model
9.4 The evolution of continuous improvement
9.5 Strategic improvement
Creating an importance-performance matrix
Block 3 Session 11: Marketing in the long-term – relationship marketing
11.1 Relationship marketing
Maintaining long-term relationships
Business-to-business relationships
11.2 Internal marketing
The impact of staff on relationship marketing
Block 3 Session 12: Marketing in the long-term – managing crises and measuring success
12.1 Preparing for organisational threats and improvement
12.2 Crisis management
12.3 Measuring success
Block 3 Session 13: Leadership and management
13.1 What is leadership?
13.2 Identifying leadership
13.3 Training for leadership
13.4 What makes for good leadership?
Block 3 Session 14: Leadership and motivation
14.1 Leadership and motivation
14.3 Culture in relation to leadership
14.2 Motivational theories
14.4 Gender and leadership