...os t 9-606-153 rP REV. MARCH 15, 2007 ROBERT D. AUSTIN yo Jack Carlisle, CIO Jack Carlisle, senior vice president and chief information officer of IZL Corp, flipped the telephone back into its cradle and spun in his chair. As he’d done a thousand times before when he needed to think, he snagged the edge of a file cabinet with one heel, which left him facing out the window. His view of the Manhattan skyline was usually spectacular but today low clouds made it difficult to see landmarks. Carlisle had the distinct impression that the chair had continued to turn, blurring his surroundings. op The person he’d just been talking with was a peer, another SVP. The call had conveyed news that was making its way around the executive suite: Jennifer Pierce, the firm’s Strategy SVP, a long-time confidant of recently departed founder and CEO, Chuck Hansen, had just resigned. No tC Pierce likely had been asked to leave by the new CEO, Jim Giles. Two weeks earlier, the board of directors had asked for Hansen’s resignation in the wake of stock “performance issues” that had materialized in the last eight months. Giles had been the firm’s newly hired COO when the board asked Hansen to leave; according to rumors, the board had forced Hansen to hire a COO. Giles had been with the company for barely a month when the board, presumably frustrated by a big client’s decision to go with an IZL competitor, forced the CEO change. Some speculated that replacing ...
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...psychologist Gary Klein debate the power and perils of intuition for senior executives. For two scholars representing opposing schools of thought, Daniel Kahneman and Gary Klein find a surprising amount of common ground. Kahneman, a psychologist, won the Nobel Prize in economics in 2002 for prospect theory, which helps explain the sometimes counterintuitive choices people make under uncertainty. Klein, a senior scientist at MacroCognition, has focused on the power of intuition to support good decision making in high-pressure environments, such as firefighting and intensive-care units. In a September 2009 American Psychology article titled “Conditions for intuitive expertise: A failure to disagree,” Kahneman and Klein debated the circumstances in which intuition would yield good decision making. In this interview with Olivier Sibony, a director in McKinsey’s Brussels office, and Dan Lovallo, a professor at the University of Sydney and an adviser to McKinsey, Kahneman and Klein explore the power and perils of intuition for senior executives. 3 March 2010 “ My general view would be that you should not take your intuitions at face value; overconfidence is a powerful source of illusions Daniel Kahneman is a Nobel laureate and a professor emeritus of psychology and public affairs at Princeton University’s Woodrow Wilson School. He is also a fellow at the Hebrew University of Jerusalem and a Gallup senior scientist. ” The Quarterly: In your recent American Psychology...
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...Department of Management Information Systems Group London School of Economics and Political Science Working Paper Series 150 Leslie Willcocks, David Feeny and Nancy Olson “The Feeny-Willcocks Governance Framework Revisited: Implementing Core IS Capabilities" October 2006 Department of Management Information Systems Group London School of Economics and Polical Science Houghton Street London WC2A 2AE telephone +4 4 (0)20 7 955 7655 fax +44 (0 )20 7 955 7385 e-mail is@ lse.ac.uk home page http://is.lse.ac.uk/ © the author 2006 The Feeny-Willcocks Governance Framework Revisited: Implementing Core IS Capabilities Leslie Willcocks London School of Economics Willcockslp@aol.com David Feeny Templeton College, Oxford David.Feeny@templeton.ox.ac.uk Nancy Olson Warwick University Nancyox20@aol.com and Abstract In 1998, Feeny and Willcocks published a core IS capabilities framework suggesting four tasks and nine capabilities for any future IT function. This paper revisits the framework, examining the challenges and learning points from its implementation in two organizations from 1997 to 2005. The contrasting cases, studied longitudinally, involved a medium size organization beginning to outsource, and a global manufacturing company that had 10-year $US 4 billion outsourcing arrangements with two suppliers. Longitudinal case research revealed a range of omissions and resulting problems and underlined the importance of: retaining enough architecture planning...
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...Strategy Development at New Town Council Andy Bailey and Julie Verity The two cases New Town Council and Castle Press, illustrate the process of strategy development within different organisational contexts. Both cases are based on the views of the strategy development process as seen by members of the respective top management teams. The New Town case describes how four members of the top management team view their strategy process. Both cases a reconstructed around two general themes. The process of strategy development and the organisational context in which it takes place. The two cases illustrate differences in the strategy development process, demonstrating that the process of managing strategy development in one organisation may not be the same as, or necessarily appropriate to, and managing strategy development in another organisation. I'm not really comfortable with the way we develop strategy here, but I'm not sure I know how to manage the process to make it more coherent either. CHIEFEXECUTIVE, NEW TOWN COUNCIL, 1995 New Town Council formed one part of a two-tier system of local government responsible for the provision of services within a geographical area of the UK; the other part was the county council. Both authorities operated under Acts of Parliament, with specific duties laid down by these Acts and with central government controlling many of the activities of local authorities. The county council had responsibility for school education...
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...Strategy Development at New Town Council Andy Bailey and Julie Verity The two cases New Town Council and Castle Press, illustrate the process of strategy development within different organisational contexts. Both cases are based on the views of the strategy development process as seen by members of the respective top management teams. The New Town case describes how four members of the top management team view their strategy process. Both cases a reconstructed around two general themes. The process of strategy development and the organisational context in which it takes place. The two cases illustrate differences in the strategy development process, demonstrating that the process of managing strategy development in one organisation may not be the same as, or necessarily appropriate to, and managing strategy development in another organisation. I'm not really comfortable with the way we develop strategy here, but I'm not sure I know how to manage the process to make it more coherent either. CHIEFEXECUTIVE, NEW TOWN COUNCIL, 1995 New Town Council formed one part of a two-tier system of local government responsible for the provision of services within a geographical area of the UK; the other part was the county council. Both authorities operated under Acts of Parliament, with specific duties laid down by these Acts and with central government controlling many of the activities of local authorities. The county council had responsibility for school education, fire and police...
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...Was the invasion of Iraq, justified? That is a question that American society struggles with today. It is a highly debatable issue, with some for and some against. But what led up to it and why did we invade Iraq? In this paper, I will look at the facts, rumors, and mere coincidences that overshadow this highly controversial debate. I will also speak on personal experience, when I was deployed to that region. As we all know, in September of 2001 a great tragedy struck this great nation. On the morning of September 11th, terrorists hijacked four passenger planes. Two of the planes, struck one of the World Trade Center Tower’s. One plane hit the pentagon, while the fourth plane was enroute to Washington D.C., crashed in Pennsylvania. Nearly three thousand people lost their lives in these horrible events. It has been since Pearl Harbor since that large of an attack happened on American soil. President George W. Bush was our Commander-in- Chief, his approval ratings before these attacks were not bad, but not great. His rating, which was done by the Gallup poll was around 55%, give or take. The economy was heading into a recession. How this all comes into play, is the theory that war boosts the economy. Companies are given contracts to build equipment and clothing for the military in return they hire more employees to keep up with the demand. Not only do unemployment numbers decrease, spending increases which help boost an ailing economy. There are a lot of conspiracy theories...
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...9-606-042 REV: MAY 3, 2006 FRANCESCA GINO GARY PISANO Teradyne Corporation: The Jaguar Project Jack O’Brien looked at the clock in his car; it was 7:38 a.m. and he knew he would need some luck to get to his 8:00 a.m. meeting at Teradyne’s Harrison Avenue headquarters on time. Traffic on Boston’s Central artery choked amidst the lingering construction from the interminable “Big Dig.” O’Brien was looking forward to today’s meeting with Teradyne senior executives to reflect on the lessons learned from the Jaguar project, which O’Brien had led for more than three years. The project had been one of the most important efforts in Teradyne’s 45-year-history. It had set out to create an entirely new semiconductor test-system platform. The resulting Ultra Flex system, designed to be flexible enough to allow customers to test a full range of semiconductor devices, was critical to the success of Teradyne’s new competitive strategy. The Jaguar project had marked a culmination of sorts in Teradyne’s eight-year effort to improve its product development process. The Jaguar team had used a number of project management practices, including intensive up-front project planning, formalized tools for tracking project progress, and a more structured development process. Most aspects of the Jaguar project went exceedingly well. All of the major hardware, for instance, had been developed in record time, and with minimal deviation from the plan. The product had met the vast majority of its target specifications...
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...www.hbr.org Leaders are made, not born, and how they develop is critical for organizational change. Seven Transformations of Leadership by David Rooke and William R. Torbert Reprint R0504D Leaders are made, not born, and how they develop is critical for organizational change. Seven Transformations of Leadership by David Rooke and William R. Torbert COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it. They should, because we’ve found that leaders who do undertake a voyage of personal understanding and development can transform not only their own capabilities but also those of their companies. In our close collaboration with psychologist Susanne CookGreuter—and our 25 years of extensive survey-based consulting at companies such as Deutsche Bank, Harvard Pilgrim Health Care, Hewlett-Packard, NSA, Trillium Asset Management, Aviva, and Volvo—we’ve worked with thousands of executives as they’ve tried to develop their leadership skills. The good news is that leaders who make an effort to un- derstand their own action...
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...SUSTAINABILITY REPORT 2013 INSIDE THIS REPORT... General Standard Disclosures • • Report Profile Strategy & Analysis: Joint Address By Our Chairman And Managing Director Board of Directors Governance Management Team 001 004 006 007 008 • • • Material Issues • • • • • • Practicing Sensible Economics 2013 Inaugural Flights Environmental Consciousness Creating an Inspiring Workplace Community Friendly Organisation Memorable Airport Experiences 010 013 014 018 024 028 034 038 039 Performance Data Glossary GRI Content Index cover rationale Malaysia Airports is Accelerating its Growth Momentum in tandem with the rise in the global economy. With Asia as the concentration point of global aviation growth, we are in a strong position to leverage on this as we have built up our capacity and capability to compete effectively over the years. Being a global airport company with a dynamic portfolio, we are optimistic of success as we have the fundamentals in place to operate as a world-class airport business. Critical components that support this include an efficient airport network and system, a good working relationship with all the stakeholders, an excellent service capability as well as an ample infrastructure capacity to compete with international industry players. These elements put us in good stead in a highly competitive global aviation market and ensure that millions of users and travellers continue to enjoy access to airport facilities and services that are efficient...
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...ofUpdating BNBC 1993 by a G.O. having circular no. Section 8/IM-5/93(part) 812 (28) date:15.09.2008. The Housing and Building Research Institute (HBRI) has been entrusted with thetask of providing secretarial service to the steering committee and managing theimplementation of the project. In response to the Request for Proposal (RFP) from HBRI,Bureau of Research, Testing and Consultation (BRTC) of Bangladesh University ofEngineering and Technology (BUET) submitted Technical and Financial proposals forupdating the code. Consequently an agreement was signed between HBRI and BRTC on the15th of December, 2009 giving the task of updating the Code to BRTC, BUET. In this regard, An Inception Report to update the BNBC has already been approved by the concerned authority (http://www.buet.ac.bd/ce/pdf/Top%20pages_Inception%20Report.pdf). Tokyo University of Science (TUS) under the Global COE program conducted A Lecture Course & Seminar in Bangladesh on 21-23 November, 2010 at Public Works Department (PWD) Auditorium in Dhaka, Bangladesh. In that program, there was a request to the TUS-GCOE Team for their academic recommendations on the updating of the proposed upgraded BNBC (Part-4), referring to firefighting/protection technology and building standards in Japan. Therefore, A Committee named “GCOE Advisory Committee for Updating of Bangladesh National...
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...RECRUITMENT & RETENTION OF THE VOLUNTEER:: RECRUITMENT & RETENTION OF THE VOLUNTEER THE MISSING PIECE OF THE FIRE SERVICE THE MISSING PIECE OF THE FIRE SERVICE August 15, 2002 Prepared By: Franklin Woodrow Wilson II Lieutenant, Central Kitsap Fire & Rescue TABLE OF CONTENTS ABSTRACT ............................................................................................................... iii ACKNOWLEDGEMENTS ....................................................................................... iv INTRODUCTION ...................................................................................................... 1 HISTORY OF THE FIRE SERVICE ......................................................................... 4 RECRUITMENT ........................................................................................................ 6 MARKETING THE FIRE DEPARTMENT ............................................................... 6 ISSUES AND DIVERSITY CHALLENGES ............................................................... 7 CRITICAL AREAS TO INCREASE RECRUITMENT ............................................ 9 COMMUNITY .................................................................................................... 9 SELF ESTEEM ................................................................................................. 10 NEEDS ............................................................................................................ 10 PHILOSOPHY ........
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...QUALITY INSPECTED 6 REPORT DOCUMENTATION PAGE Form Approved OMB No. 0704-0188 Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188) Washington DC 20S03. 1. AGENCY USE ONLY (Leave blank) 6. March 1998 Master's Thesis FUNDING NUMBERS TITLE AND SUBTITLE An Assessment of the Shipboard Training Effectiveness of the Integrated Damage Control Training Technology (IDCTT) Version 3.0 AUTHQR(S) Stephen J. Coughlin 7. 2. REPORT DATE 3. REPORT TYPE AND DATES COVERED PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. Naval Postgraduate School Monterey CA 93943-5000 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) PERFORMING ORGANIZATION REPORT NUMBER 10. SPONSORING/MONITORING AGENCY REPORT NUMBER 11. SUPPLEMENTARY NOTES The views expressed in this thesis are those of the author and do not reflect the official...
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...57% of employees recommend this company to a friend 796 Employee Reviews Bottom of Form Review Highlights Pros: * "Great environment combined with a perfect work-life balance" in 49 reviews * "Great work environment/culture which makes it a fun place to work" in 45 reviews * "Good benefits; Good company to work for till profits started to slide off" in 36 reviews * "Lots of great people at the company, learned a lot and inspired my career in technology" in 33 reviews * "Good pay, great management, I felt like the work I was doing was important for the company" in 30 reviews Cons: * "No work life balance, limited career advancement, lack of good benefits of tech companies" in 20 reviews * "Senior management (C-Level) does no communicate down to employees well" in 27 reviews * "Poor management decision making processes - not innovative" in 18 reviews * "Upper management doesn't listen to people lower down that actually know what they're talking about" in 15 reviews * "Many bad/useless middle management built up over the years but the layoff did some clean up" in 13 reviews Reviews Dec 8, 2013 “Loved the company and the people.” Software Development Manager (Former Employee) Rolling Meadows, IL I worked at BlackBerry full-time for more than 5 years Pros – BlackBerry was a great company with great people. I still believe the technology is the best in the industry and is only lagging due to customer...
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...CITY GOVERNMENT OF NAGA City Planning and Development Office Comprehensive Development Plan, 2011-20 RESOLUTION ADOPTING THE CDP Resolution No. 2011-___ “ADOPTING THE 10-YEAR COMPREHENSIVE DEVELOPMENT PLAN OF THE CITY OF NAGA” Whereas, the Comprehensive Development Plan (CDP) sets the city government’s strategic directions for the next 10 year action and details its priority sectoral and cross-sectoral programs and projects consistent with the vision for “Maogmang Naga”; Whereas, the formulation of the CDP involved the participation of various stakeholders in the community in its various stages, from visioning, situational analysis, and the development of policy responses and interventions to development challenges facing city; Whereas, the CDP represents the collective aspiration, needs and priorities of the local society and therefore enjoys broad-based support; Whereas, the CDP is the city government’s call to all its constituents, resource institutions and stakeholders, both in and out of Naga, to be its proactive partner in the city’s continuing progress and sustainable development; Now therefore, on motion duly seconded, be it Resolved, as it is hereby resolved, to adopt the Comprehensive Development Plan, 2011-20, of the City of Naga. ii FOREWORD Naga, the “Heart of Bicol” that aspires to become a happy place for its people, is at the crossroads. The fastest growing city in Bicolandia, it faces the internal challenge of maintaining high level of human...
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...A Weak Link at Biological Vaccine Science Catching the Value of Supplier Management The purpose of this case is not to discuss effective or ineffective actions of individual actors in a specific situation, but to highlight the managerial challenges of supplier relationship management. It has been built from the observations of multiple situations in multiple companies then integrated in a fictitious setting, with fictitious characters. ©Michel Philippart 2012 - IRIMA 1 BVSx Profile BVS (Biological Vaccine Science) is a small, independent division (5% of revenues of the mother company) of a large pharmaceutical firm. It is based in Luxembourg, while its parent, a German company, is running its operations from Hamburg. BVSx was, for many years, the forgotten child of the group: vaccines were perceived as a very low margin business, compared to traditional pharmaceutical components, and more subject to litigation. It had been kept independent to allow an eventual spin-off. It is managed by a charismatic leader who has grown BVSx for the last 30 years, going through multiple mergers without ever integrating with its large parents and now working on securing his place in history before his retirement in Tuscany. Today BVSx is a strong number 2 in its field. The division’s profitability has been between 10 and 20% consistently, which has insured its relative independence from its corporate parent. The division has always been riding mainly on a scientific success in a...
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