Powerpoint Library - Puzzles

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The document is a template for a puzzles library containing multiple pages that can be replaced with custom text. The template includes instructions to replace the placeholder text with original text to create personalized puzzles for different topics. Sections of repeating text can be modified as desired to develop puzzles and activities on various subjects.

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More Information: https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482 Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques. Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency. Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year. The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases: Understand the Baseline Identify and Implement Opportunities

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More Information: https://flevy.com/browse/flevypro/leadership-competency-model-3661 Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others. This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.

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More Information: https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722 A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them. A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact. The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics. Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions: Assertiveness Cooperativeness These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations: Competing Accommodating Avoiding Collaborating Compromising Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...

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More Information: https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765 Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts. Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts. With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service. Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth: Quantified Value Proposition (QVP) Value-based Selling Coordinated Account Management Negotiation Preparation Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...

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More Information: https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895 Changing the behaviors of people is the foremost issue with every transformation initiative. Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general. Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines. Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure. An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards. The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives: What should be the focus of the Nudge unit? Should the Nudge unit be placed at the headquarters or at the business unit level? Which resources be made part of the Nudge unit? What are the critical success factors to consider for the unit? How to communicate the results and early wins? What should be done to tackle skepticism and resistance to change? Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors

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More Information: https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182 Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns. Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents. Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire. 5 Patterns of Business Model Scalability Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers. To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability: Operate with multiple distribution channels Eliminate typical capacity limitations Outsource capital investments to partners Allow customers and partners assume multiple roles in the business Create platform models Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...

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More Information: https://flevy.com/browse/flevypro/shareholder-value-traps-5239 Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization. Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth. This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions: Who creates the most value for the organization? Who among the stakeholders typically secure the best deals from the organization? Who is the victim of having the worst deals from the organization? Who among the stakeholders is potentially untrustworthy? Are there any intermediaries or stakeholders fulfilling their personal agendas? Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked: Ignoring cash-flow driving stakeholders while distributing cash Miscalculating reaction from stakeholders Supporting under-performing units Conceding to willful vulture capitalists Misjudging intermediaries role in transactions Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...

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