(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

Organizational Effectiveness

History

Efficiency and effectiveness were originally coined as concepts in industrial engineering. These concepts eventually came of age during the twentieth century and have since become an important requirement for organizations and the corporate world. Management theorists like Frank and Lillian Gilberth and Frederick Taylor have all designed studies and techniques to improve efficiency in the workplace and come up with ways to prioritize effective business operations.

Work simplification efforts gathered pace during the recent wave for efficient processes and it was during this time that streamlined processes started to pop up in organizations. The concept of effectiveness takes into consideration value creation and customer satisfaction. This concept first became popular in the United States late into the 20th Century. Americans perceived Japanese products, including their electronics and cars, as carrying great value and quality, and hence replicated the efficient processes that the Japanese had introduced to improve effectiveness.

Both words, efficiency and effectiveness, are often treated as synonyms, with certain entrepreneurs thinking of effectiveness as an extension of efficiency. The same goes for words like productivity, proficiency and competency. From a layperson’s perspective, all of these business terms appear to be the same. However, there are certain intricate differences that pop up in more formal managerial discussions.

The words efficiency and effectiveness can take on different meanings as well during formal discussions. In process engineering, guru Lon Roberts defined efficiency to be “the degree of economy with which the process consumes resources-especially time and money”. He distinguished effectiveness as “how well the process actually accomplishes its intended purpose, here again from the customer’s point of view.”

A simpler way to look at both these metrics is by defining efficiency as the effort put toward doing things right, while effectiveness can be described as doing the right things on a consistent basis. A company can do wrong things efficiently, without much reward, because both of these concepts are fully utilized when you do the right thing consistently.

Some process efficiency measures are:

• Cycle time per unit, transaction, or labor cost
• Queue time per unit, transaction, or process step
• Percent on-time delivery
• Inventory turns
• Cost of poor quality per unit of output
• Percent of time items were out of stock when needed
• Resources (dollars, labor) expended per unit of output

Some measures for effectiveness are:

• How well the process and its output meet the requirements of the end user or customer
• How well the inputs from the external suppliers meet the requirements of the process
• How well the output of the sub process meets the requirements of the next phase in the process (internal customers)

The concepts of efficiency and effectiveness have become even clearer with the passage of time. Both of these concepts now play an important role in business operations and are considered significant in the journey toward success. Businesses realized late in the 20th century that success in the modern would come through effectiveness and the general effort to do things right consistently.

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Current Position

In today’s developing world, organizational effectiveness relates to the efficiency of numerous business areas under the umbrella of a single management. Organizations have developed contingency plans to minimize the impact of disruptions on their processes and prioritized efficiency and consistency over volatility.

Businesses in the current world implement and measure effectiveness based on the following metrics:

• Employee performance: Are employees within your organization productive and motivated enough to perform? Do they just perform their bare minimum without putting in the extra effort? Performance usually depends on the effectiveness of employee training in any organization, the tools, management and work environment among other factors.

• Leadership Style: The leadership style in the firm can also impact the overall effectiveness of the organization. How well do the leaders in your firm manage their responsibilities? Leadership quality can significantly impact employee performance, productivity, corporate climate and a number of other business areas.

• Organizational Structure: The next factor to consider here is the structure of your organization. The organizational structure also has a significant impact on the performance of an organization. Most organizations have a democratic, top-down, autocratic or laissez-faire style of leadership or hierarchy. A more democratic organization might have better efficiency due to the autonomy provided to employees.

• Organizational Culture: Organizational culture and behavior are two things that walk hand in hand. Organizational culture is one thing that significantly affects the performance of all members in an organization. A toxic work culture promotes disputes and might not be conducive to growth and effectiveness.

Organizations are leaving a lot of beliefs from the past behind to achieve organizational effectiveness. While effectiveness and efficiency were previously only connected to cutting costs and saving time, they now include a broader discussion on improving responsiveness as well. Organizations are now expected to be responsive, in addition to just being efficient. As a result, the traditional concepts of efficiency are left behind for a more inclusive measure of organizational effectiveness through the addition of responsiveness. Organizations want to be responsive to meet customer expectations in time and give them the kind of service standard they require in the time they require.

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Future Outlook

The future of organizational effectiveness in complex organizations with intricate hierarchies and complex customer expectations would be based on the systems of organizational effectiveness. These systems include:

Leadership

To achieve better results and sustain efficiency within the organization, managers should take the role of leaders and define/redefine key processes within the organization. Execution should be prioritized as well and should be translated into a better understanding of the vision and mission of the organization. For efficiency to be prioritized, leaders should translate vision and values into objectives and strategies, processes and practices into accountability and performance.

Leaders will be required to address three questions here:

1. What unique value do you bring to customers through your vision/value? The unique value is your competitive advantage and helps separate you from the rest.

2. What is distinct about the way you fulfill and satisfy the needs of your stakeholders and customers? Does your strategy support your vision in achieving organizational effectiveness and competitive advantage?

3. Are the elements of your organization designed to help achieve your vision and improve effectiveness?

The answers to these questions can determine future measures toward effectiveness.

Communication

Efficiency is often the end result of improved communication. Every exchange is a potential step toward success. Organizations today realize the importance of strategic communication and are coming up with ways to strategize and implement these steps in an even broader manner. The leadership team should communicate objectives, set plans and align strategies across teams and hierarchies in a clear manner. With better tech advances on the cards, this is bound to become even better over time.

Accountability

Leaders are responsible for translating their strategies and vision into goals and objectives for every employee within the firm. Management by objectives is a popular leadership style to set strategies and is bound to become a norm in organizations over time. Leaders need to add discipline into their processes and ensure that every employee understands their role in organizational effectiveness and is held accountable for lapses.

Delivery

Organizations of the future will develop processes that are locally responsive, internally efficient and globally adaptive. Complexity in delivery processes is a thing of the past as organizations today prioritize simplicity in delivery patterns with an adaptable approach that prioritizes both, responsiveness and efficiency. Operations need to use the most effective techniques in support of major objectives and initiatives.

Performance Assessment

Performance assessment systems of the future will be designed to attract, train, develop and retain the most hardworking and talented employees within your organization. The idea is to achieve organizational effectiveness by attracting the right talent, helping them develop over time and retaining them through a positive culture, leadership style and perks. Organizational effectiveness is only achieved through consistency in employee performance and retention.

Measurement

The measurement processes should develop a positive system of course-correction whenever organizational effectiveness is compromised. Organizations will soon implement concrete measures to facilitate consistent performance, predictable results and quality control. Predictability might sound far-fetched, but is definitely a part of the future of organizational effectiveness.

This framework for the future will help managers of tomorrow view just how they can prioritize and improve their organizational effectiveness.

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Curriculum

Organizational Effectiveness – Part 1- Year 1

1. Part 1 Month 1 Introduction
2. Part 1 Month 2 Analysis Execution
3. Part 1 Month 3 Analysis Results
4. Part 1 Month 4 Work Management
5. Part 1 Month 5 Execution Introduction
6. Part 1 Month 6 Execution Opportunities
7. Part 1 Month 7 Execution Improvements
8. Part 1 Month 8 Execution Sustainability
9. Part 1 Month 9 Planning Introduction
10. Part 1 Month 10 Planning Opportunities
11. Part 1 Month 11 Planning Improvements
12. Part 1 Month 12 Reporting Introduction

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Organizational Effectiveness – Part 2- Year 2

1. Part 2 Month 1 Reporting Opportunities
2. Part 2 Month 2 Reporting Improvements
3. Part 2 Month 3 Forecasting Introduction
4. Part 2 Month 4 Forecasting Opportunities
5. Part 2 Month 5 Forecasting Improvements
6. Part 2 Month 6 CI Introduction
7. Part 2 Month 7 CI Opportunities
8. Part 2 Month 8 CI Improvements
9. Part 2 Month 9 Final Analysis
10. Part 2 Month 10 Analysis Improvements
11. Part 2 Month 11 Final Results
12. Part 2 Month 12 Next Steps

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Program Objectives

The content below represents the Key Program Objectives (KPO) for the Appleton Greene Organizational Effectiveness corporate training program.

Organizational Effectiveness – Part 1- Year 1

Part 01 Month 01: Introduction

The executive leadership team and local management will be participants in the introduction of the organizational effectiveness training program. The objectives of this workshop are to gain an overall understanding of organizational effectiveness, for each participant to understand their role in improving their area or department, be introduced to the objectives of this training, how to perform an analysis using specific analytical tools and how the success of this training is determined.

To generate an overall understanding of organizational effectiveness, the first section of the workshop will focus on when the world began developing organizational effectiveness all the way to the way it is used today. The participants will be given bespoke examples relating to both, their industry and their function within an organization. This section will end with where organizational effectiveness is trending today and what to expect from the future.

The next section of the workshop focuses on the roles each executive manager will play within this training program and what is expected of each of them. This cements the foundation of ownership with each participant of the process and the results of the training. During this section, participants will receive a brief overview of the challenges of change management, work management and management operating systems.

Determining the success of any engagement begins with understanding a baseline or starting point. The last section of this workshop focuses on determining the perceived and actual baseline of current performance. The remainder of this section and the workshop is to demonstrate and train participants on how to conduct analysis using some specific tools that will be made available to them. These analysis tools focus on opportunities in work execution, defining the gap to absolute capacity and barriers to reaching absolute capacity from both, the employee and manager’s points of view. The local management team that will be conducting the initial analyses will be trained in how to perform the analysis, what to look for when conducting the analysis and why what they are looking for is meaningful and impactful.

The assignment between this workshop and the next will be to complete an initial series of analyses that focus on the work execution (employee and manager day in the life studies), defining the gap to absolute capacity and barriers to reaching absolute capacity. Additionally, they will be asked to complete some initial personal assessments that they will receive feedback on from consultants during the next workshop.

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Part 02 Month 02: Analysis Execution

The Analysis Execution module continues the training of the analysis process and begins examining the initial results with the local management teams that executed the analyses. The local management teams will receive feedback on the initial analyses conducted and will be able to share best practices with their peers.

After reviewing the results from the initial analyses, the local management team will receive training on additional types of analyses. These would include work management, flow of work through their departments, skills flexibility assessment, work balancing, work to time ratios and observations. SMED (single minute exchange of dies) may also be taught if applicable to the client.

Additionally, during this section of the workshop, the local management team will be trained on how to spot opportunities in the way the work areas are being managed. They will begin to examine the current culture of leadership and how employees are responding to that leadership. The local management team will be trained in how to both, seek opportunities and how to quantify the impacts.

During the second half of the workshop, the participants will receive training in the subjects of Observations & Lost Time and Facilitative Leadership. The purpose of the Observation workshop is to develop a common understanding of Lost Time. The participants will be equipped with tools that assist in identifying lost time and how to understand the impact Lost Time has on the organization as well as how to resolve lost time issues. The purpose of the Facilitative Leadership workshop is to develop the framework of achieving results through identifying the need to have strong relationships and processes. This model is designed to get to important decisions quicker with a higher level of buy-in.

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Part 03 Month 03: Analysis Results

In the Analysis Results workshop, participants will review the comprehensive results from the 2 months of completing analyses. They will review the outcomes of the day in the life studies. The manager day in the life study is a full day study where the participant shadows the manager or supervisor for an entire day to get an understanding of how they plan their day, how they drive execution through their teams, and how they address operational and personnel issues that arise. The participant will witness how they interact with their teams, how they hold their teams accountable and the culture they are supporting in their departments. The participants interact with the manager or supervisor to understand each situation while not interfering with the day-to-day operations. The output of this study is focused around where the manager or supervisor spends their time, as this indicates their priorities. The studies also highlight the operational, leadership and cultural opportunities that currently exist in these departments. The participant will also highlight some of the positive situations observed during the study.

The employee day in the life study is much like the manager day in the life study as it is a full day study where the participant shadows an individual or group of employees for an entire day to get an understanding of how much work is scheduled for the employees, how they process the work and what issues occur during the course of a day while only interceding when the consultant perceives a safety or quality concern. The participant will witness how they interact with their management, how they are held accountable and the culture they help support in their departments. The output of this study is focused on how employees spend their time and the issues they encounter trying to get their work completed. The studies also highlight the operational, leadership and cultural opportunities that currently exist in these departments. The participant will highlight some of the positive situations observed during the study.

Operational, leadership and cultural observations will be prepared from the participant’s analysis studies and be presented to the executive leadership team and the local management. Special care will be taken not to be specific of indicting any particular individual or group of individuals.

In the last section of this workshop, the approach of the rest of the engagement will be reviewed. This will include covering the 8-step implementation and mindset change required. This will link the reason this engagement was initiated, how the analysis supported the need and where the focus will be to improve the effectiveness of the overall company or organization.

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Part 04 Month 04: Work Management

Work management is the intersection of team and business processes that structure the flow of work in an organization for effective load distribution and project completion. Work management principles apply to the scope of the organization’s project operations, and operate with a motive to schedule tasks in a better and more comprehensive manner.

The cycle of work management starts with identifying the work to be done in the organization and planning and scheduling it for different stakeholders and employees across the organization. The work management cycle, however, does not end here. Follow-up is extremely important to figure out all the factors that are helping and the factors that aren’t.

Work management is important in the organization because it improves performance and because it improves overall organizational effectiveness. Anything that allows your organization to deliver better outcomes in a more comprehensive manner will benefit your project. Better performance eventually leads to better quality deliverables within the budget set by the organization. Work management may also work to reduce redundancies that are unnecessarily taking up money and time.

This is one reason work management is employed by organizations across the world. Getting rid of all activities that do not serve any purpose helps create better projects and propels efficiency forward.

While the details are different from organization to organization, work management processes often share the same elements. A typical work management process will be formed with the following elements:

• Identification: To manage work and increase organizational effectiveness, it is necessary that you first define the scope of the work and how and when it is required. Be thorough and accurate in your identification of work processes.

• Plan: The second step following identification is to plan a strategy for work management. Start by making a time-estimate of just how long it will take you to get the work done with your resources.

• Schedule: Now that you have the work planned out along with a timeline, you have to head toward creating a daily or a weekly schedule to define your responsibilities and workflow. Workflow should be distributed across the organization.

• Document: Documentation leaves a proper trail for everyone in the organization to follow.

Work management is an important attribute for organizations to achieve success in today’s competitive environment. The manual will discover multiple facets in the organization and the impact they have on work/load management.

The work management manual will include details related to the following processes.

• Forward Scheduling
• Backward Scheduling
• Project Management Scheduling
• Critical Path Management
• Work Order Scheduling
• Agile
• Lean
• Theory of Constraints
• Capacity Planning
• MOS Workshop

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Year 1 (Process Development)

Part 05 Month 05: Execution Introduction

While a blockbuster product, a breakthrough technology or a brilliant strategy might put you on the map to success, only thorough and effective execution can help you get the results and success curve you require. Businesses in this extremely competitive global industry should be able to deliver on their intent. Unfortunately, most organizations aren’t well versed in execution, often by their own confession. A majority of all employees in over 500 companies located globally feel that strategic and operational decisions in their organization are seldom translated into action. The execution process is more often than not found lacking, and while the idea itself might be a million dollar one, the execution leaves much to be desired.

Process execution is a companywide process where every employee should have a clear idea of the role they play in the process. Organizations weak in execution often have issues when it comes to communicating roles to employees across the organization. Employees aren’t able to register their responsibilities and are hence unable to feel accountable for their actions or a lack thereof.

Blurring of decisions and autonomy within an organization can make responsibilities vague for everyone involved. Organizations that are particularly young in nature have a hard time developing their execution processes. This is because these organizations are too busy communicating that they forget to assign roles and responsibilities to each member. The problems also don’t show up from the onset. Since the organization is small, everyone knows everyone and there is no difficulty in pointing out who to go to for what task.

For a limited period of time, things work out well for small firms. However, it is when they grow in stature and executives come in that the approval and execution process gets all murky and convoluted. It is extremely unclear for employees to determine where one employee’s accountability begins and another’s ends. Execution also succeeds in organizations where there is limited second-guessing and criticism from all corners. Such actions stall the process and take up ages for work to start. This course manual studies the introduction to execution processes and what’s best for organizations looking to take action.

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Part 06 Month 06: Execution Opportunities

Organizational goals and strategic plans can only be achieved through proper implementation and identification of the right opportunities. How do you ensure that your execution is perfect without any delays and further complications? Through the use of effective opportunities!

Strategy execution is the strategic process in place for recognizing opportunities that can improve your execution. The process comprises of daily systems, operational goals, structures and other measures to step up to every opportunity and to ensure that no chance for change goes to waste.

Even the most thorough strategic plans and objectives can fall flat on their face if they don’t have the right execution strategy to support them. Research suggests that more than 90 percent of all established businesses fail to reach their strategic objectives, which comes down to the failure to recognize opportunities for thorough execution.

The strategic plan is the first step of the execution process and should be formulated and revamped before businesses dive into execution. All decision-makers and stakeholders should reach an agreement or consensus on strategic plans as the business comes together to unearth opportunities that will help carry strategic efforts forward.

The opportunities for process execution will only pop up if the strategic goals and strategies identified by the management team hold true for your organization and can be implemented in the long run. Research identifies that 71 percent of all strategic decisions and executions fail because the strategic decisions behind these executions are second-guessed rather than being based on actual opportunities and requirements. Strategies shouldn’t be considered stagnant; instead, they should be given the headspace to evolve over time, leading to effective execution.

Effective strategies are also achieved through proper communication between all stakeholders in the organization. Opportunities to execute strategies can become even clearer and better with enhanced communication between employees and workers within the organization. Since over 95 percent of all employees do not fully understand the strategy in place within their organization, they are always unable to find opportunities to implement these strategies. Employees are also unable to unearth possible alternative strategies that can help improve implementation and increase the chances of success.

Strategy execution does fall down on the participation of all members from a team along with the managerial staff. Managerial staff should communicate requirements to the team; while the team should make sure they adhere to the challenges and come up with opportunities for implementation. All of these measures are only possible through effective communication and collaboration.

During the course of this month’s coursework, participants will be guided through multiple strategies and tips to unearth opportunities. Finding growth potential to set executable strategies is a companywide process that all stakeholders should participate in. As managers or as employees, participants will be taught the art of opportunity identification and the steps they can take herein to get better results.

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Part 07 Month 07: Execution Improvements

By now, most participants in this course realize that execution is a critical professional skill that they should strive to learn. But they still might be guilty of either underestimating the importance of execution in career importance or of not realizing how the process can be improved without working long hours.

This month’s workshop will take the concept of execution one step forward and focus on execution improvement in the workplace. As employees and as managers, there is a considerable amount of pressure on every stakeholder in the organization to play their part in the execution process. In fact, when senior managers were asked about the importance of execution in an employee’s skill set, they ranked it first on a list of 16 skills. Employees within the organization ranked it fourth within the list. While senior managers do find it more important than any other skill, employees also realize that it does play a role in organizational efficiency.

It is popularly believed that a business is 10 percent strategy and 90 percent execution. Ask senior professionals from multiple industries and they will agree in favor of this notion. All the reading, absorbing and listening that participants are good at needs to be synthesized for proper implementation and improved execution in the workplace.

This month’s course work will look at ways to hold oneself accountable and find lapses that lead to failure in execution. For some reason, everyone in the business world today is pretty adept at identifying issues with other people, but not their own issues. Hence, the most important step in this process is to learn how to hold ourselves accountable.

Additionally, businesses can also create methods where external accountability measures from the outside world take charge. This could be an external member of the bench or someone from outside the organization. In any case, it is necessary that the person in charge of accountability should hold everyone responsible for their actions.

The coursework also focuses on the responsibility of managers to provide consistent and continuous feedback to team members. Feedback can improve the execution process and help oil minor/major chinks in the armor, which would otherwise go unnoticed until the strategy has failed. All good leaders are known for their feedback delivery and their ability to guide employees through the execution process rather than throwing them under the bus. All participants will be taught the art of feedback delivery, along with the ability to register feedback from superiors in a detailed manner. Process execution can only improve through combined effort from everyone involved.

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Part 08 Month 08: Execution Sustainability

After working on improvements within your execution process, this is where the fun starts. Organizations that have established improvements in their execution also need to come up with ways to sustain that progress and to grow their execution process over time.

Managers tasked with implementation should incorporate all observations and data collected during the improvement phase to pave a road map for the initiative. This is the game plan required for a successful execution process that is both, sustainable and durable.

During this phase, the organization seamlessly manages all complications related to major change and comes up with a sustainable plan. A typical sustainability plan should include a mechanism to manage resources, identify resistance measures, work to achieve a conflict management strategy, help with decision making, enhance skills of the working staff and monitor behavioral change among current employees. As resources develop, leadership knowledge and team performance are sustained for longer periods.

The typical components present within the sustainability phase of execution in most organizations include:

• Work Stream – New procedures, processes, skills, and behaviors
• Performance Analytics – Tracks real-time, visual key performance indicators
• Improvement Operating System – A structured framework that overcomes barriers to implementation
• Behavior Change – Targets company culture
• Organizational Development – Strengthens leaders, reinforces new skills
• Training & Skills Development
• Sustainable Results

Organizational effectiveness is best achieved through sustainable execution in the organization, with simple improvement over time. This course will prepare participants to sustain their improvements in the organization and coin concrete measures for effective strategy management. Strategies are best achieved through effective improvements over time in the sustainability process. Sustainable development helps generate positive results and can increase the efficiency of execution measures in the long run.

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Part 09 Month 09: Planning Introduction

Planning is considered one of the most basic managerial functions in an organization. The planning process usually involves establishing goals for the organization, setting objectives for everyone in the firm and determining methods through which these goals and objectives are to be attained by the organization. The planning process is hence a rational approach to achieve desired objectives.

Decision making is an important aspect of planning, as it helps choose the right alternatives for future actions. This course introduces participants to the fundamentals of planning within the organization and helps set a base to choose alternatives with a bright future.

Organizations typically plan for both, short-range and long-range decisions, based on their interpretation of social and political economic trends within the market.

The planning process also involves determining and identifying the different types and volumes of products/resources required from the outside world. These resources are also meant to be allocated in a systematic manner to attain goals and objectives. As managers and as employees, planning is all about identifying cumulative long-term goals and setting a pace at which you proceed to meet that objective.

Planning is an important process in most universally accepted managerial conventions. This introduction to planning also introduces participants to the importance of planning by mentioning its specific techniques and the way to bring a unified sense of direction in the organization through planning measures.

Managers support systematic measures of planning within the organization to gather a sense of direction for every member on the team. This is to effectively manage resources that might otherwise be a cause of conflict for stakeholders in the workplace and to reduce chances of uncertainty. A business plan identifies and lays down a structure for future objectives and helps reduce the impact of uncertainty on business decisions.

There are several practical reasons for planning as well, which will be further elaborated through the use of appropriate examples within the case.

• To distinctively break organizational strategy into a set of manageable objectives for every member of the team
• To provide a systematic and easy guide for all activities in the future
• To further encourage systematic thinking within the organization and to remove communication gaps
• To increase efficient operations and the outcomes generated through them

We will also use this course to identify and highlight the importance of 3 levels of planning, basically known as strategic, operational and tactical planning. Each of these levels of planning has an impact on the goals and objectives of the business. Since planning is highly focused on the future of the firm, participants will also get to know about analysis techniques, such as SWOT Analysis, to provide a framework to identify the future growth potential of the organization, along with threats and weaknesses.

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Part 10 Month 10: Planning Opportunities

Organizations of all types and sizes, from Fortune 500 firms to non-governmental organizations, turn to strategic planning as a means to unearth future opportunities and develop their objectives accordingly. We have previously understood that planning is a means to analyze future predictions and opportunities through the SWOT analysis and form a detailed plan of action to meet those objectives. Strategic planning also gives executives involved in the planning process an opportunity to revamp their definitions of the process and turn toward new options and opportunities.

Various areas in the planning process come up with opportunities to not only improve revenue generation, but to also involve operators and planners for effective strategy formulation. Coordination and collaboration can reap effective rewards for the organization and can open new doors of opportunities with contribution from all stakeholders across the firm.

Performance measures are a strategic part of the planning process and can help organizations create and identify a process for future implementation. Performance measures help determine whether all resources within the organization are being fully utilized.

Plans set within the organization help strategically reinforce the importance of goals and objectives across the firm. This workshop also takes a look at the performance measurement process along with a detailed overview of management by objectives. Organizations and managers look to manage through objectives as a means to identify possible growth potential and enhance results. The planning process can also be used as an excuse to find deficiencies in operations and assess them. Deficiencies help highlight areas where improvements are most needed.

The availability of data in the planning process has further honed the process and made it even more comprehensive than before. Managers today realize the opportunities on display for effective planning and optimization across the board.

This workshop is a comprehensive guide to understanding opportunities in the planning process and working on them to signal continuous growth. Managers and employees alike can attend the course and benefit from the many opportunities they encounter during the planning process. With an understanding of deficiencies and a broad outline of performance measures, all resources are utilized without flaws.

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Part 11 Month 11: Planning Improvements

Strategic plans for your business’s overall success aren’t always a piece of cake. The process is known to be quite complicated and highly strategic. This is why if you want to signal improvements in your planning process, you should go back to ground zero and come all the way back from there to revamp the planning steps and change the results that you get from them.

Striving to improve your planning process includes great emphasis on communicating changes to managers and stakeholders and getting implementation approvals from them. Improvements in the planning process are meant to achieve a greater purpose of better and more streamlined processes.

In this workshop we will introduce participants to process improvements plans and the bottlenecks that are to be eliminated in the process. The identification of these bottlenecks can eventually help businesses:

• Minimize process completion time
• Improve process efficiency and quality
• Eliminate wasted efforts
• Minimize friction in business processes
• Meet regulatory compliance

Businesses today need to be continuously and constantly agile to respond to the rapidly changing internal and external business dynamic. The business environment today requires shifts in the planning strategy to accommodate for the volatile nature of the industry and to ensure that the entrance of new competitors does not damage your market share.

Businesses should, hence, always be on the lookout for ways to improve their processes. Improvements in this regard will result in better quality services and products. Improvements in the planning process also result in better scheduling for the future and better management of operations and demand.

This workshop will also shed some light on using benchmarking techniques to analyze your planning and execution processes with that of your competitors. Find what competitors are doing and realize the opportunities for improvement that you can also follow here.

Business managers face a unique conundrum when it comes to planning. The measure of success for planning processes can only be identified once the process has actually translated into reality. This, however, is a lengthy task that has limited room for improvement within the actual planning stage itself. With the analysis techniques mentioned in this workshop, organizations will be able to perform analysis during the planning process itself and make improvements without having to wait for results to come out.

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Part 12 Month 12: Reporting Introduction

Business reports are essential tools for enterprises in today’s business environment. These tools are required by organizations across the globe, regardless of their size and stature. Business reporting is a means of tracking and analyzing the overall health of the business, while also mentioning areas and opportunities for growth.

Some business reporting is also necessary by compliance standards. Financial reports are considered a legal necessity and the failure to produce one might land most businesses into hot waters on the legal front. These legal laws are determined by the government of the country that the business is headquartered in. Regular reporting internally is also highly necessary and is often regulated by business law. Organizations are required to brief stakeholders of all happenings within the organization. It is through these briefings that shareholders understand the actual earning potential of the organization and work on their investments within the organization.

This workshop aims to provide a comprehensive understanding of business reporting protocols, along with the reports that most organizations are expected to produce. Business reports can be both, important financial and marketing tools, which we will delve deeper into within the workshop.

Reporting is basically done through the use of compiling and reviewing information related to specific areas of the organization including finance, operations, sales and inventory control. The reporting process takes the lead in all business analysis processes to provide the foundation for reviews and assessment. Business managers base their research and assessment of business performance on the results displayed within internal and external business reports.

Business reports provide useful insights for all stakeholders associated with the firm. The reports include information business spending, growth and profits. The analysis formed after going through business reports can help develop future projects, revamp marketing plans and improve decision making processes across the firm.

In this workshop we will study in detail the many reports made by a business for the internal and external stakeholders associated with it. The coursework will also help participants identify techniques and ratios to find useful measures such as profitability, liquidity and financial preparedness based on the output generated by reports.

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Year 2

Part 01 Month 01: Reporting Opportunities

Business reporting is a thorough process that includes multiple steps and documents. While most of these reports are meant for internal use, there are a few that are released for the general public, government, shareholders and other related stakeholders.

Businesses often fail to identify the opportunities for more profits or investments through effective reporting, be it internally or externally. These opportunities are related to the preparation process for reports and the way they are presented in front of stakeholders.

This workshop on reporting opportunities will address the importance of external reports and also come up with concrete techniques and steps to improve and address the opportunities for better presentation of the reports.

Additionally, internal reports play an integral part in facilitating collaboration and communication between all stakeholders. The more stakeholders collaborate and communicate with each other, the better their chances of achieving the strategic objectives set by the firm and taking them to execution.

Internal reporting between departments is also extremely necessary to stop the creation of silos within the organization. Silos kill communication standards between different departments and can lead to operational deficiencies, where different departments are not aligned with each other.

This workshop also considers a more contemporary approach toward reporting opportunities by listing down the many benefits of reporting and communication between internal departments and stakeholders. The effective communication will lead to better overall synergy and results within the firm.

Participants of this workshop will be presented complicated reporting strategies in a simplified and toned-down manner. The corporate world is changing for the better, and reporting and collaboration is an important part of its future.

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Part 02 Month 02: Reporting Improvements

The number of analytics and reporting solutions available to businesses today are just staggering. Businesses can measure almost everything related to every facet of their organization, starting from their sales capabilities, turnover and their reporting standards. Organizations use these reports to churn out reports, dashboards and a lot more to not only keep track of the progress, but to also improve their understanding of internal and external business opportunities.

All the steps businesses take here can become futile and ineffective, as they forget the importance of making improvements in their internal and external reporting procedures. Stakeholders demand are also increasing, and there is a constant pressure on organizations to improve their efforts on the reporting front.

This month’s workshop takes the topic of reporting improvements and looks at it from the perspective of organizational effectiveness. Organizational efficiency can greatly improve in the form of better communication between workers, if there are advanced and comprehensive reporting procedures in place.

Data is undoubtedly one of the most valuable assets available to businesses at its disposal. With the increase in the spread and use of resources such as Big Data and Artificial Intelligence, businesses will rely on data sources around them even more to make comprehensive reports and improve their analytics for both internal and external use. Failure to identify the importance of data is a critical issue facing most businesses and managers today. Dynamic business reports can lead to a significant increase in the actionable insights available to businesses. Actionable insights include all results from data, which can be acted upon to meet results. Identifying these areas early, can comprehensively improve business success and lead to a better bottom line of growth and success. This course will open the eyes of all participants towards opportunities for report improvement and towards the importance of gathering and reporting data from internal processes for the generation of actionable insights.

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Part 03 Month 03: Forecasting Introduction

Forecasting is a technique used by businesses to make informed estimates about the future. Forecasting techniques use historic data and predict market trends to mark future trends. These techniques also determine the direction of future trends and how they can influence results within organizations.

Businesses can utilize forecasting as a means to determine ways to allocate their anticipated expenses and their budgets over a period of time, especially for the future. This analysis is typically based on the demand for goods in the future and how that might impact supply and operation protocols.

Investors and data analysts within the organization use forecasting to determine events that might impact the company, such as sales expectation and share price fluctuations. Even with the widespread implementation of forecasting techniques, many businesses have failed to make authentic forecasts that hold true for the future.

This workshop will harness customer interest and give insights into the forecasting process. The forecasting process is usually broken down into three processes; a careful study of past trends from a historical perspective, a study of future expected trends that may or may not impact demand and a final link between past performance and future trends to predict the future performance of the organization.

These processes are closely linked to each other and are used to form a detailed forecasting plan for the future. This workshop will help introduce participants to the right techniques for tracking past performance and also for developing ways to predict future trends. Once the future trends are predicted, participants can create a forecast plan for the future.

The extremely volatile and disruptive business environment of today has meant that businesses are in a race against time and a number of other factors to create plans for the future. The COVID-19 pandemic was just one example of how significant the impact of major disruptions can be on business performance and results. With effective forecasting measures, businesses can predict future volatility in trends and create a pattern that helps improve strategic results and implementation.

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Part 04 Month 04: Forecasting Opportunities

It is through effective forecasting and detailed predictions that many businesses have established their name in the business world. Forecasting does not only deal with future sales and profit figures, but also gives investors an idea of the return on their investments.

Corporate managers use forecasting to determine the effectiveness of their organization in the future and come up with a detailed plan for future progress. Stock analysts use forecasting to extrapolate the impact of the economy on major trends such as unemployment and GDP. The further out the forecast, the higher are the chances of its failure. Statisticians also utilize forecasting measures to understand the full impact of customer satisfaction and how future measures and trends can improve it.

Forecasting is, hence, spread across multiple dimensions and isn’t limited by implementation. There are multiple avenues governing the implementation and practices of forecasting. Keeping the nature of the forecasts in mind, it is highly necessary that businesses always be on the lookout for effective future opportunities.

Forecasting opportunities can open doors to effective results in the future and can prepare businesses to combat the volatility that is a norm in today’s business environment. This month’s manual will prepare business towards identifying opportunities for better forecasting. The manual will also introduce the concept of opportunity stages in forecasting. This is a strategy in forecasting where the sales and revenue generation team breaks down the sales pipeline into three different processes. Once the sales pipeline is broken into phases, the organization comes up with ways to identify the percentage of sales closed in each stage of the pipeline. This forecasting opportunity and others of the nature will be discussed in the workshop with a special focus on teaching participants the importance they host in our volatile business structure.

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Part 05 Month 05: Forecasting Improvements

The attitude of manufacturers and business managers has changed over the course of the last few years – call it the changing economic conditions around us, the profit pressure on conglomerates or the global competitiveness around us, but things are rapidly changing. Businesses realize that true improvement lies in a mixture of strong brand building, accurate sales predictions and flawless internal processes – a lot of which comes through improved forecasting.

In many organizations forecasting is a process left over to the sales side of the organization. In this side of the organization forecasting is used as a technique to predict the future or more accurately, predict future demand. Problems with the forecasting process can go over time and leave organizations vulnerable to market disruptions. The problem eventually grows when organizations fail to realize that the process can be improved and do not understand the worth of improvements in the forecast process.

Many business managers ponder over the value proposition that comes through improved accuracy. There is currently a clear relationship between forecasting accuracy with key downstream variables such as reduced replenishment levels, improved customer service and lower inventory level. On the effort side, forecast improvement requires an effective environment to re-engineer processes.

Demand forecasting should be a priority for manufacturers and suppliers today, especially if they outsource production. The outsourcing can potentially push lead times up and can kill flexibility if improvements aren’t incorporated. The cost to improve forecasts is on the higher side, but businesses need to build an opportunity cost model that prioritizes forecasting.

Any good business will have a sales forecasting strategy as part of its management strategy. However, most sales forecasts tend to be inexact by their nature. The trick to improvement is to recognize areas where they lack and to turn those areas into pictures of improvement for the overall business.

This workshop helps participants develop a true understanding of forecasts and identifies a roadmap for incorporating improvements within the work they do. The course will use models to demonstrate the flexibility of forecasts and to prepare businesses for the future that is to come.

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Year 2: (Process Implementation)

Part 06 Month 06: CI Introduction

Customer intelligence is an important part of organizational effectiveness and is a measure that organizations are willing to focus on during the current day and age of data. The data revolution has shifted focus primarily towards data in business. The application of business analytics to customer data is known as data mining, and is now an important part of business structure.

This month’s workshop will help put the spotlight on customer data and the intelligence that can be created through it. Businesses use internal and external sources of CI to improve the generation of actionable customer insights.

Internal data for customer intelligence is generated through customer interactions online and offline. This workshop will elaborate the concept of gathering internal customer data and will also look at the compliance side of things. There are multiple regulations in place currently to ensure customer rights and to safeguard personal data. Business intelligence should be performed with an eye on these regulations and to ensure that there aren’t any breaches within these protocols.

External data typically comes through these three categories.

• Personal demographics: Personal demographics include all sources of data such as income levels, debt levels, age and marital status. Such data is usually analyzed to explore buying patterns of all people within specific income brackets.

• Geographic demographics give an idea of data aggregated from different locations. Such data is usually analyzed by firms to explore buying patterns in different areas with particular demographics. A rural area for instance might have people with different characteristics and behaviors online in comparison with an urban area.

• Attitudinal data resources, which includes the information related to how most customers perceive the company. This data is usually gathered through the use of contact centers, surveys or even comments related to products on social media apps. Customers show their approval or disapproval of products through online comments.

Most large scale companies continue to be fascinated and beguiled by the management theories of times gone by. Organizations strictly worship the concepts of economies of scale, price advantage and distribution. These have for long been the mantras of growth for manufacturing companies. But with major advancements today, customer intelligence is the new transformation, and companies should catch on before it’s too late.

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Part 07 Month 07: CI Opportunities

This month’s workshop focuses on how unearth opportunities related to customer intelligence in the organization. Companies do not know their customers anymore. Surely they do know and understand when they last came in, what they ordered and how much they spend on average on their products, but that is just about it. Compare this to the grocery store owner down the road. The store owner knew buying preferences, behavior and a lot more personal details related to each customer. This personal and intimate relationship has watered down over time and we are now at a stage where there is a massive disconnect between organizations and their customers.

We have also discovered that reconnecting with the customer and building new connections is the definite path to success in the business environment today. This requires a 360-degree turn on the viewpoint most business have fostered since ages. Businesses should now be armed with complete knowledge of their buyer’s behavior, financials, sentiments, personal preferences and context. Connections can only be formed once you have these gritty private details available.

You might not know it, but most companies today are already seated on a scattered pile of customer data. The biggest tragedy is that only a meager 5 percent of this customer data is currently being utilized by brands. The biggest problem is more than just this. The biggest problem for traditionalist organizations is that data is so unevenly scattered across their firm that it is almost useless.

The tech challenge most firms face today is to identify opportunities in customer intelligence and come up with ways to integrate disparate data sources including CRMs, ERPs, external sources and accounting information together to build real customer intelligence. This month’s workshop will focus on identifying opportunities and starting a real wave of change towards gradual incorporation of customer intelligence measures. Having a 360 degree view of your customer’s behavior can open numerous avenues for customer retention and new sales potential. Developing this view is a no more a matter of choice but an operational need in the contemporary business environment.

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Part 08 Month 08: CI Improvements

Customer Intelligence is an important part of business analytics as it helps provide you with actionable insights needed for improving business metrics such as retention, revenue, acquisition, churn, repeat purchase and many other related metrics. Customer intelligence is shaped by a number of factors including analytics generation by marketing teams and the why and when of the customer journey.

The data centric economy of today relies heavily on information transmitted over by customers. Businesses that have caught up with the wave of change have realized that customer data comes in numerous forms and not just through what is accessible to them easily. Customer data is the very starting point of analysis, and if you want improvements in your customer intelligence measures, it is necessary that you take concrete steps to improve data collection.

Customer data seldom informs you about the behavior that customers show while purchasing goods and products. In fact, it is at best a measure of simple facts, which need to be put in the analytics rostrum for effective results.

Customer intelligence is the outcome that results from measures put into understanding customer behavior and the data generated as a result of it. Businesses that put these data sources in high quality analysis programs are able to generate quality outcomes.

Businesses are often sitting on mountains of data that isn’t utilized by them. Tech experts in the business world suggest that 80 percent of all data generated by customers barely gets attention from big businesses. This means that the information is never put into action, and there are no improvements incorporated in business processes as a result of the data. Businesses may have a serious outlook toward gathering data, but as long as they aren’t putting that data into reasonable models and tech solutions, they won’t be able to gather the analytics they require. This simple integration process deals with improvements in customer intelligence and is the reason corporations have turned toward tech analytics solutions to improve the measures they take in this regard.

This workshop aims to help participants get a gist of the recent improvements in customer intelligence and analytics. Measures such as the greater implementation of AI in business analytics have improved techniques for better data analysis and customer intelligence. Business managers that are currently at a loss of knowledge related to these changes can greatly benefit from this workshop.

Artificial Intelligence or AI is one of the most popular trends in data analytics today. Businesses have realized just how they can use AI centric processes to analyze and explicate unstructured data. Without the real time analysis of AI models, unstructured customer data is of no use to businesses, be it for analytics or for understanding customer behavior. With the information in this course and the greater implementation of AI models across the business world, our participants will be able to significantly improve their customer intelligence measures after this workshop.

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Part 09 Month 09: Final Analysis

The final analysis of an organization is based on an understanding of the competitive industry as a whole and the internal and external stakeholders linked with an organization. This month’s workshop will provide an in-depth overview of analyses in the modern organization, along with the different techniques that are used for internal and external measurements.

Additionally, the workshop will be linked with opening new avenues for analysis in the firm, keeping in mind the greater reliance on tech improvements and the analytical tools that have emerged as a result of that. The competitive landscape of the market is also rapidly changing around us, and there are a number of companies with new and improved offerings. As a corporate in this competitive environment, your final analysis should also include measures deemed necessary for improvements in your competitive advantage. The competitive advantage can take you places, and if properly prioritized, it can help win you a significant portion of the market. This workshop will help business managers and owners ask questions such as:

• How is our business different than that of our competitors? Are there any major differences, or is it all the same?

• What are general market conditions of the industry we operate in and what kind of future outlook can we expect?

• What is the demand for our services and products in the market?

• What are the opportunities in the industry to reach new customers and build new partnerships?

• What is the tech orientation in your industry and how much do your competitors rely on tech solutions?

• What are some common customer complaints and problems related to the current services and products you offer in your industry?

• What ‘if only’ statements do you think your customers usually make?

With answers to these questions, businesses are better placed to run their own analysis and find a perfect understanding of where they are.

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Year 2: (Process Review)

Part 10 Month 10: Analysis Improvements

This month’s workshop takes the concepts discussed in last month’s training session forward and looks at the different ways businesses can improve their final analysis process. A simple analysis is distributed in both, internal and external factors. Internal modes of analysis look at the factors within your organization, including operational efficiency, the productivity in your manufacturing unit and the current revenue streams generated by your business. External modes of analysis study the external industry around your business and help define the potential of your organization. SWOT, PESTEL and other competitive analyses come within external analysis, as they study the external business environment beyond your own firm.

The competitive analysis performed to evaluate your competition and see where they stand is a continuous process that does not stop with one single analysis. The analysis process needs improvements from time to time to help in the delivery of a competitive advantage for the business in question. Only strengths that satisfy customer needs should be considered as core competencies during this analysis.

Moreover, business analyses are organized at a micro level as well to introduce improvements in different processes. It is highly critical that managers and analysts working on an analysis process have access to the right tools to signal improvements over time. This workshop will look at ways to incorporate technology in the analysis process and make it more comprehensive for everyone to understand. The use of technology in business analysis can prove to be advantageous for future motives as well, as businesses prepare for the future of business analytics.

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Part 11 Month 11: Final Results

Organizational analysis is a vital cog in the wheel of organizational effectiveness and is incorporated with the sole aim of appraising the operations, growth and work environment within businesses today. Undertaking organizational analysis is an important requirement today as it enables businesses to identify potential bottlenecks in their processes and work to remove them in a comprehensive and detailed manner.

Organizing the final results achieved through the analysis process is an important part of implementation in the business world. Important aspects of finalizing the results include strategic evaluation of how the analysis can lead businesses forward.

In this month’s workshop, we take a detailed look at the concept of finalizing outcomes from analysis processes. Customer intelligence or CI can only prove to be beneficial if the results andinsights generated through it are used in an effective manner. This month’s workshop will gear business managers, entrepreneurs, employees and other participants toward preparing results at the end of a detailed analysis process and ensuring that these results are in line with what your customers would expect.

For this very reason, businesses conduct internal and external analyses on a routine basis. The results achieved through analyses can be properly implemented within business processes to improve coordination and operational efficiency. Organizational effectiveness benefits as a result of this increased collaboration, as organizations incorporate these results within their processes.

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Part 12 Month 12: Next Steps

Once the analysis process is over, businesses prepare themselves for the steps that directly follow the intelligence they have gained. Organizational effectiveness is achieved through sustainability in measures immediately following the analysis and implementation process. An organization’s main task is to achieve efficiency and effectiveness in the process of goods being converted into outputs. The very structure of the organization is designed around these tasks, and hence the steps following the organizational effectiveness process are to maintain standardized operations and high standards within these processes for an elongated period of time. The socio technical model of organizational effectiveness determines that the ability of an organization to produce relevant results is determined by its ability to seamlessly perform this core task.

Once the organizational effectiveness process is over, businesses and managers find their operations in pristine condition and might be tempted into delaying future steps. However, the period after organizational effectiveness requires businesses to split their operations into three integrated primary factors: integration of technology, responsiveness in geographic location and efficiency in work shifts.

Integration of technology will help maintain a standard set of operations that are easy to follow for the business in the long run. Organizations are developing their scope on the tech front, because it’s the need of the hour and because it will help them move forward.

Additionally, responsiveness in location allows organizations to seamlessly service customers and core distribution centers without delays. Finally, standardized efficiency in operations will help incorporate efficient manufacturing processes and improve the overall output generated by the organization. This workshop will list effective ways to perform these tasks and to take steps forward after the organizational effectiveness process.

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Methodology

Organizational Effectiveness

This section enables us to understand more about the methodologies and theories which customers and participants are proposed to adopt within their corporate training program. The objectives of this program are to achieve a better sense of organizational effectiveness in light of the changing business dynamic.

The manual is distributed in phases to help take every organization and participant through the development, planning, implementation and finalization processes. Upon finalization, the program will be reviewed, and its success measured.

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Program Planning

Phase 1 is to prepare and prime the organization’s leadership to administer change through ensuring that the right organizational design is in place with clear roles and responsibilities at every level of the organization.

Additionally, during this section of the workshop, the local management team will be trained on how to spot opportunities in the way that work areas are being managed. They will begin to examine the current culture of leadership and how employees are responding to that leadership. The local management team will be trained in how to both, seek opportunities and quantify the impacts.

During the second half of the workshop, participants will receive training in the subjects of Observations & Lost Time and Facilitative Leadership. The purpose of the Observation workshop is to develop a common understanding of Lost Time.

Assessments would be completed to understand the current perceptions of management as well as to understand whether mid-level and frontline management possess the right attitudes and behaviors to implement change.

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Program Development

Phase 2 is to identify and quantify any operational issues that affect the performance of the organization and the individuals working within.Strategic plans for your business’s overall success aren’t always a piece of cake. The process is known to be quite complicated and highly strategic. This is why if you want to signal improvements in your planning process, you should go back to ground zero and come all the way back from there to revamp the planning steps and change the results that you get from them.

Striving to improve your planning process includes great emphasis on communicating changes to managers and stakeholders and getting implementation approvals from them. Improvements in the planning process are meant to achieve a greater purpose of better and more streamlined processes.

This process will complete operational assessments on how the organization is performing, analyze the metrics used to quantify results and how root causes are addressed. Through this phase, the leadership will be enabled to measure the organization by metrics and dashboards that are both, accurate and relevant. Key areas of opportunities will be identified and quantified to drive future operational and profit improvements.

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Program Implementation

Program Implementation is broken down into Phases 3, 4 and 5.

Phase 3

Phase 3 is to implement operational improvements throughout the organization by those employees closest to the issues. Both, frontline management and employees will be empowered to make the necessary changes in both, the process and the method that leads to significant improvements in performance as well as improved employee satisfaction. This includes, but is not limited to, Kaizen events, process observations, process control, line balancing and other process improvement tools. Operational and profit improvements will be tracked to ensure measures and actions yield the desired improvements.

Organizational goals and strategic plans can only be achieved through proper implementation and identification of the right opportunities. How do you ensure that your execution is perfect without any delays and further complications? Through the use of effective opportunities!

Strategy execution is the strategic process in place to recognize opportunities that can improve your execution. The process comprises of daily systems, operational goals, structures and other measures to step up to every opportunity and to ensure that no chance for change goes to waste.

Even the most thorough strategic plans and objectives can fall flat on their face if they don’t have the right execution strategy to support them. Research suggests that more than 90 percent of all established businesses fail to reach their strategic objectives, which comes down to the failure to recognize opportunities for thorough execution.

Phase 4

Phase 4 is for the leaders in the organization to begin using data more often in their decision-making process rather than relying on assumptions, speculations, or their gut. The organization will be coached and trained in leading and lagging indicators to ensure expectations are being met and that quick action can be taken. The organization will learn how to develop key performance indicators and what actions are needed to drive continued improvement. Additional analysis of the scheduling and reporting process will occur to ensure holistic organizational improvements are tracked, trended and achieved.

This phase will harness customer interest and give insights into the use of data in the forecasting process. The forecasting process is usually broken down into three processes; a careful study of past trends from a historical perspective, a study of future expected trends that may or may not impact demand and a final link between past performance and future trends to predict the future performance of the organization.

These processes are closely linked to each other and are used to form a detailed forecasting plan for the future. This workshop will help introduce participants to the right techniques to track past performance and also to develop ways to predict future trends. Once future trends are predicted, participants can create a forecast plan accordingly.

The extremely volatile and disruptive business environment of today has meant that businesses are in a race against time and a number of other factors to create plans for the future. The COVID-19 pandemic was just one example of how significant the impact of major disruptions can be on business performance and results. With effective forecasting measures, businesses can predict future volatility in trends and create a pattern that helps improve strategic results and implementation.

Phase 5

Phase 5 is designed to ensure that the organization has the right leadership design, structure and talent in place to implement change and to sustain improvements into the future. Organizational analysis is a vital cog in the wheel of organizational effectiveness and is incorporated with the sole aim of appraising the operations, growth and work environment within businesses today. Undertaking organizational analysis is an important requirement as it enables businesses to identify potential bottlenecks in their processes and work to remove them in a comprehensive and detailed manner.

Organizing the final results achieved through the analysis process is an important part of implementation in the business world. Important aspects of finalizing the results include strategic evaluation of how the analysis can lead businesses forward.

In this final phase, we take a detailed look at the concept of finalizing outcomes from analysis processes. Customer intelligence or CI can only prove to be beneficial if the results and insights generated through it are used in an effective manner. This month’s workshop will gear business managers, entrepreneurs, employees and other participants toward preparing results at the end of a detailed analysis process and ensuring that these results are in line with what your customers expect.

Supervisory and management skills and expectations will be standardized throughout the organization to the necessary levels. The leadership will be trained to engage in effective communication with their subordinates, set clear expectations, confront all schedule conditions, and to follow up on their people and the process. Succession planning and a talent development bench will be developed to ensure continuity and sustainability of the improvements.

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Program Review

Phase 6 is to review the actions and improvements made during the engagement. Quantified results will be shared with all levels of the organization as well as the difficulties that were overcome. This phase will be a post-mortem of the process where the effectiveness of engagement will be discussed. An executive summary will outline the journey from start to finish. A review of where the client started and where they are today will help them remember why they engaged us in the first place.

This final program review will help measure the success of the program in relation to the objectives expected by independent organizations and their employees.

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Industries

This service is primarily available to the following industry sectors:

Aerospace

History

The origin of the aerospace industry dates way back to the start of the 20th Century, when brothers Wilbur and Orville Wright flew an airplane capable of sustaining flight and being powered. The success of this brief experiment by the Wright brothers was present in the excellent research and engineering protocols followed by them. The breakthrough innovation they had come up with operated through a warping of the wings to provide exceptional control in high attitudes and to allow turns and swings.

The first recorded transaction in the aerospace industry eventually happened in May of the year 1906; two years after the Wright brothers had created history with the first airplane. Their technology was patented, and a handsome sum was paid to the brothers for it. Three years later, in March of 1909, the Short Brothers took initiative and started the world’s first airline assembly line in the Isle of Sheppey in Britain. The manufacturing plan was known as Short Brothers Limited.

The widespread commercial use of aircrafts prompted European superpowers to contemplate their potential on the military front. Germany and France were the first to take lead here, as they began large scale manufacturing of military aircrafts back in 1909. Such was the speed and efficiency of the manufacturing progress, that by the outbreak of the First World War in 1914, France already had a fleet of 2,000 airplanes, 1,500 of which were known to be military airplanes. Germany was second on this list with a combined total of 1,000 military planes. Britain had just started its own initiative and ranked third with 176 planes. The American industry was still far behind its European counterparts and was at a loss of options to make progress.

Since American aircraft suppliers and manufacturers had limited or no experience in large scale plane manufacturing, the American government used the experience and expertise of automobile manufacturers to speed up the production of airplanes and engines. This was when the United States army ordered the production of the DH-4 bomber for its own use. However, once the production process was aced, producers like Armistice American started supplying planes to European countries. By the end of the First World War, the United States had built 4,500 DH-4s.

American dominance in aerospace continued much through the First and Second World Wars, before the Soviet Union or modern-day Russia took lead in the space impetus. The launch of Sputnik in 1957 was a historic moment and Yuri Gagarin became the first human to make a first full round of the Earth to reach space. The space race was on, and America finally cemented its authority with the lunar Apollo mission led by Neil Armstrong. The aircraft industry has grown as well, and countries and organizations have recently shifted their focus toward consumer aircrafts over military jets and missiles. Gradual progress through the 20th Century has now brought us to a point in time where commercial aircraft manufacturing is more efficient than ever before.

Current Position

The aerospace industry is currently a mixture of efficient aircraft manufacturers working together for effective product delivery. Major aircraft manufacturers and tier one suppliers have gone into full execution model to meet the record demand coming from customers around them. This overview of current trends in the airspace industry will study key trends and emerging technologies in manufacturing for overall effectiveness.

Companies are currently using analysis tools such as Big Data and AI to predict ways they can follow to improve fuel-efficiency and other related factors. The two major manufacturers in the aircraft production industry – Airbus and Boeing – also use predictive analysis through the use of big data techniques. Their commercial passenger aircrafts come equipped with sensors that detect the need for maintenance in the aircraft. This predictive mode of maintenance is highly necessary for commercial aircrafts, as it helps avert the chances of accidents in the air.

Innovation is what sets the aircraft industry of today apart from its predecessors. These innovations and upgrades are visible in both, materials and systems. The increase in digitization is another factor contributing to the success of innovative measures. The maintenance sector is currently at its very best.

Boeing noted in its 2017 forecast: “As airlines continue to take delivery of new airplanes, advances in airplane technology will drive an increased need for technicians skilled in avionics, composites, and digital troubleshooting.” Digitization will play an integral role in combating this challenge.

Additionally, Airbus – which is now the biggest aerospace manufacturer – has also developed an initiative to incorporate lean methodology and other efficient processes for process improvement. These improvements, coupled with the Mars initiative of Tesla and SpaceX under Elon Musk, have taken the aerospace industry to efficiently new heights today.

Future Outlook

Aviation is more than a hundred years old and has opened new avenues and frontiers for the world to benefit from. The freedom of flight and the space exploration options we now have at our disposal are the first of their kind. These products not only defend our nations, but also serve as an efficient mode of transport.

With a commitment to scientific, manufacturing and engineering expertise within the aerospace industry, consumers can expect more innovation and more frontiers to pop up. Currently, there is a major workforce crisis within the aerospace industry. The United States has made the shift from military centered products to commercial products, which have opened the doors to more specialized roles and professions. There will be an even more intense demand for talent in the industry in the foreseeable future.

We can expect broad advances within the coming years to impact the aerospace industry. These advances will include the use of new materials and energy sources for storage purposes, improvements in digitization and automation measures, the continued proliferation and rise of data sources and the increase in manufacturers’ ability to transmit data and work on it for systematic improvements. Effective organizations in the aerospace industry realize the importance of data transfer and analysis for improvements. The industry 4.0 is expected to drive these development cycles forward.

The pervasive implementation of cloud computing is also expected to make unmanned traffic management possible. This will improve traffic management in the air and open doors to better efficiency and fewer disasters.

Government and industry leaders today are highly motivated by and optimistic of the opportunities and the prospects of autonomy in the aviation industry. This autonomy is expected in both, military and civilian applications where machines and airplanes are expected to perform by themselves. However, significant risks and challenges need to be overcome for these initiatives to succeed.

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Automotive

History

The automotive or automobile industry is an integral part of the global economy today. The modern automobile industry is significantly shaped by its history. The 20th Century has seen many ups and downs in the automotive industry, and the passion of industry operators to achieve innovation has brought the industry to where it stands today.

The auto industry was really a novelty product prior to the 20th century. The first production automobile was created by German inventor Karl Benz and came with rear brakes, four wheels and a fuel tank. It was during the start of the 20th century that cars were marketed to the modern family, with Ford releasing their model T. The model was a significant improvement as it created a demand for automobiles in families around the globe.

The 1920s were even better for the auto industry, as more and more families around the globe started buying their first cars. The Chrysler Corporation started its operations in 1925 and worked with many other small car companies during the decade following it. By 1929, when the Great Depression began and the stock market crashed, organizations across the United States were selling over 5.3 million vehicles a year, globally.

The 1930s saw a drop in sales as the Great Depression had a massive impact on users’ buying power. This buying power, however, came back with a bang in the early 1950s and remained the same through the rest of the year.

After the 1980s, globalization led the auto industry forward and significantly revolutionized the workings within the industry. The high demand for vehicles around the globe, coupled with the low cost of labor in countries like India and China, opened doors for auto manufacturers to outsource their operations. Automakers have followed this trend to date and have taken a leaf out of Toyota’s book to implement the lean production method on a consistent basis.

Current Position

Consumers today find themselves in an unprecedented era of technology with trends related to the auto industry. Safer, connected driving, along with recent innovations in the automotive industry are making the waves.

Currently, consumers are moving away from bricks to clicks. Consumers have shifted their focus online and are now buying vehicles and automobiles online, rather than visiting a physical salesroom. The digital transformation has had a radical change on the industry and has opened new avenues to save costs, manage advertising and sell cars in a cheaper and more effective manner. Manufacturers also see the rise of digitization and the related connectivity it leads to as an opportunity for the future. Infotainment systems are becoming better, and the cars of today are connected through the use of seamless technology models.

Organizations in the automotive industry are also striving toward a vision zero that aims to make all things zero; zero accidents, zero security breaches, zero errors and zero contamination. This might still be a far-fetched idea, but progress has already started, and rapid inroads can be seen.

Cars with modern and developed ADAS systems also work to benefit users in one form or the other. This could be in the form of parking help or lane discipline, but the overall efficiency of vehicles has made driving a lot easier. Most cars come equipped with relevant technology to make communication between the car and driver easier. Car manufacturers believe they are just at the beginning of autonomous measures in the industry and hope to give more autonomy to the car, making driving easier than ever before.

Future Outlook

The automotive industry is just about to enter a period of intense change, the foundations of which have already been put down. Over the course of the coming decade, the automotive industry will come to be known as the mobile industry that enables the transportation of goods and people combined with a number of digital manoeuvres and technologies.

Perhaps the most definite change is in consumers’ buying patterns in urban cities. Consumers without an expansive home with a driveway of their own will not be able to park their vehicles. They’ll be penalized for parking wrong and will be stuck in traffic for much of their commute. This just makes it easier for these consumers to go for less expansive and expensive modes of commute, something like a bike for instance. Cars will soon become a luxury in urban cities with only a few able to afford them. This puts car manufacturers in a predicament as car demand is expected to stall with the cost of making one only going up.

Organizations will use this opportunity to enhance their proliferation of products. The expansion in product type will include options for different budgets and consumers with different requirements for technology. We now have multiple varieties in cars, and these options are just expected to grow further with the passage of time.

A number of tech companies like Apple and Google are also expected to step into the auto market during the future. While they do have innovation and creative designers, the lack of information pertaining to road legalities will haunt them in the long run. Companies like Ford, Mercedes and others have been doing this for 100 years; it is now part of their second nature.

The automotive industry is at a deciding point in its walk into the future with
many modern technologies being rolled out for users. The future of automobiles will see more fuel efficiency, competitive rivalries and a greater range of innovative products for consumers to benefit from.

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Defense

History

Companies operating in the defense industry provide governments and military forces across the world with the military capabilities they need across land, naval, aerospace and other electronic domains. These companies have organized their resources for the future and work closely with strategic partners from the military and government realms for effective defense allocation.

With the changing global dynamics today, every country needs a national defense system. The wave started back in the 20th century, when organizations made a shift to heavier military spending to safeguard their interests and borders. The national defense sector in most countries is characterized through its long research and development cycle, high capital intensity and large-scale economic spending.

Historical events have played a massive role in the budgets allocated by most countries toward defense and military expenditure. The manufacturing capacity and defense supplies of most countries work in coordination with their arm requirements.

The colonists, for instance, first realized the importance of maintaining arms and defense capabilities in the French and Indian wars during 1750 to 1770. These wars taught colonists the importance of maintaining arming capabilities and using them wherever necessary.

Before World War 1, many countries including the United States maintained the philosophy of avoiding any future foreign entanglements. Except for a handful of situations where conflict was unavoidable, the United States was against the idea of sending forces abroad. The demand for defense goods and military equipment increased during World War 1. The United States acted as a strategic military supplier during the war and was responsible for providing equipment to different actors participating in the war.

The facilities of mass production were fairly common in USA’s defense factories, which assisted the country to take center stage in defense production during both, World War 1 and 2.

The League of Nations worked toward disarmament for the period between both the wars, but conflict was brewing and defense expenditure didn’t show signs of going down. Expenditure on military requirements and the defense industry continued through much of the Cuban War, Korean War and the Cold War. It is only fairly recently that the line between military and commercial use has become blurred.

Current Position

A major global shift in defense spending was witnessed at the start of the 1990s. Just three years after the fall of the Berlin wall and the end to insurgencies within the Soviet region, the world saw a drastic decrease in defense spending. Defense spending fell by over a third during the period between 1989 and 1996, putting an end to the growing military expenditure seen during the cold war.

Almost 24 of the 100 largest defense companies across the globe left the industry before the start of 1998. The fall in demand didn’t sit well with their model and they eventually had to leave the market for better opportunities elsewhere. Those that remained within the industry grew larger through a series of mergers and other related acquisitions.

The decline in the world’s spending on military expenditure and the defense industry in general was driven by President Clinton of the United States. The country was spending only half as much on procuring weapons than it was over a decade ago. As the biggest spender and consumer of military goods across the globe, the dwindling interest of the United States was one reason there was a triggering fall in demand.

Government expenditure on the defense industry was then revived in 2005, in the post 9/11 world. The growing regional cases of terrorism coupled with the threat of religious terrorism caused governments across the world to increase their defense spending and revamp their military budgets. The budgetary increase witnessed as a result of 9/11 defined the world’s security and defense expenditure for a long time. Currently, the world is at a stage where defense spending is partially decreasing, and the future is uncertain.

There are certainly a number of problematic uncertainties ahead. From programs, procurement processes and the volatility of international security, the present of defense spending is just as uncertain as its future. Currently, defense contractors are looking to maximize domestic value, invest in the right tech capabilities and develop international markets for growth.

Future Outlook

The year 2020 and the start of 2021 were particularly difficult years for the defense and aerospace industries. The commercial defense industry is significantly impacted by the COVID-19 pandemic but is however expected to get back on its feet with the use of vaccinations and the normalcy of the environment around us. The disruption in the global supply chain model and the shift toward healthcare facilities, especially widespread vaccination trials, has meant that countries have bigger priorities to oversee currently.

To begin with, the future will see a greater implementation of AI within the defense industry. Decision makers would like to be able to collect, sift, collate and analyze tons of information related to advancements in the industry. The use of big data and AI resources will help make this task easier and allow organizations to seamlessly work on data management and result generation.

In a bid to help countries build battle space dominance and a reputation for strength, many organizations are currently focusing on innovation as a means to open new doors and avenues. The United States military is specifically on the lookout for new capabilities that will help build its dominance. Advanced future military grade tools include hypersonic weapons and directed energy lasers. These tools will help countries take calculated risks to open new doors of opportunity.

Additionally, the collaboration between humans and machines is also expected to deliver unprecedented opportunities for the war fighter. The relationship between humans and machines is drastically increasing, opening new doors of engagement and excellence. The people working on projects act as the X factor for strong security and defense across the world. Empowering people to work on creative solutions and bring innovative answers to tough challenges can remove the current barriers found across the world of defense. Organizational effectiveness is very much part of the future of the defense industry as stakeholders grapple with the complex landscape currently around us.

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Manufacturing

History

The history of the manufacturing industry, as we see it today, dates back to the Industrial Revolution of the 19th Century. It was during this industrial revolution that organizations came up with effective and efficient ways to turn raw materials into finished goods. The secondary industry was invented during the Industrial Revolution, as the world came to terms with the processes of the future. The period of the revolution also marks the move from labor-centric processes to more capital-intensive processes – artisans were eventually turned into wage laborers.

The shift toward the manufacturing industry and the secondary processes in general was streamlined through improvements in the steam engine and other related technologies. Companies worked on the concept behind the steam engine and used its model for power generation to form their own processes as well. The change increased the volume of finished goods that an organization was able to produce during a typical day. Besides just doing this, the shift toward capital intensive processes meant that organizations were also able to produce more without requiring more workers. Fewer workers could get work done through the use of machinery. For instance, the use of mass-production and assembly line manufacturing requirements reduced the need for businesses to engage in part customization.

One such organization that popularized the concept of mass production in the early 20th century was Ford Motor Company. The use of computer-controlled systems along with electronic equipment helped increase the synchronization and precision of operations by the organization. This enabled companies to implement a high-tech manufacturing process that enhanced the scope of operations.

The last few centuries have seen unprecedented developments in the manufacturing industry, with many organizations adopting clear processes that prioritize efficiency. The flexibility and responsiveness of using tech input within manufacturing processes has actually helped reinstate user confidence and opened the doors to multiple advancements in the future.

Historical evidence gathered through the rise of the manufacturing industry also points to the link between manufacturing and growth within the economy. Economists have historically come up with a set of reasons manufacturing growth can act as a catalyst for future economic growth.

The first explanation focuses on the special properties that come under the domain of manufacturing, while the second perspective looks at the influence these properties have on the economic growth and performance of a specific country. Manufacturing is hence known to provide broader and a more intense set of opportunities for implementation across the board. The learning opportunities currently in place within manufacturing production processes can enhance tech advancements in this line of work and achieve future results.

In the second use case pointed above, economic growth is heavily dependent on the argument that every economic sector or industry has the ability to cause a pull or push impact on the economy as a whole. For instance, the sale and purchase of productive inputs under manufacturing firms will impact and change the rest of the system. The role of manufacturing in economic growth has been hidden from none, as governments and economies use rations to ascertain this role. The Manufacturing Value Added or MVA ratio evaluates manufacturing output through the lens of GDP.

Current Position

The COVID-19 pandemic has had a massive impact on the manufacturing industry and on the ability of most organizations to flawlessly carry out their operations without any delays in production. The lockdowns caused as a result of the COVID-19 pandemic have also revealed the extent to which the supply chain industry is impacted by external factors and just how hard it is to make predictions.

Almost all manufacturers across the globe are currently contending and dealing with the challenges that have come upon them due to the pandemic. Small and midsize enterprises remain the most vulnerable due to the limited nature of their experience and their inability to maintain a positive ROI or working capital for long.

Large size manufacturers hold a significant advantage over smaller operators and are expected to breeze through the predicament of the COVID-19 pandemic without any major repercussions.

The United States’ manufacturing industry faces two major challenges that can disrupt its organizational effectiveness. The first is the need to build competitiveness and level up with global manufacturers, especially those that operate for small and medium-sized United States’ enterprises. The global competition levels are at an all-time high and local manufacturers within the United States are looking for ways to challenge that perspective.

Additionally, the manufacturing industry is also on the cusp of a serious disruption at the hands of the digital transformation. The world around us is digitally transforming and the EBIS skills and digital survey has identified that firms using digital avenues within the EU and the United States are forging ahead of other firms that do not utilize the digital world in the way they should. Old school manufacturing firms with less than 50 employees and those that are more than 10 years old are more likely to remain digitally non-active.

Future Outlook

Industry 4.0 is upon us and has brought with it a number of exciting opportunities for customers to become a part of. Manufacturing technologies like artificial intelligence, advanced robotics and the internet of things currently determine the progress toward Industry 4.0 and are known to be of high importance in this day and age.

As the general prerequisites of success change, there are manufacturing hubs that lead the change to the digital world. Today’s global manufacturing hubs in North America, Europe and East Asia lead the progress toward a more digitalized future, while manufacturing sites in other low-income areas like Africa lag behind in this regard. Many middle-income countries with a penchant for economic growth, particularly the emerging Asian economies of today, have great scope to build competitive advantage by coupling the digital economy with their already efficient labor resources.

The United States, East Asia and Europe currently lead the global manufacturing industry and are further advancing their lead through advancements in robotics and other technologies related to Industry 4.0. These advancements have raised the prospects of additional investments for manufacturing development in these regions.

As per data from 2017, almost 75 percent of all robot sales were concentrated in Korea, China, Japan, United States and Germany. United States and China have also taken the lead in the deployment of artificial intelligence in manufacturing processes to increase efficiency and add pace to processes.

Technology is a major part of the future for the manufacturing industry and is expected to lead the wave of change in the times to come. The baton of change is currently being passed around by the already established players of the region, but it will soon land in the hands of other less developed manufacturing regions, as they see the benefits on offer.

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Energy

History

The energy sector has seen a transformation that started from wood and now sees us utilizing renewable sources of energy. Ever since the first humans started burning wood to produce fire, energy has become an essential source for humans, which they cannot possibly live without. Timber was easily accessible to our forefathers and it satisfied the need for heating, cooking and other related tasks. With the technological advancements in coal production, we saw work toward the steam engine. Coal mining became a popular avenue ever since the inception of techniques that used coal as a source to produce energy.

It was in 1769 that Watt produced the first steam engine, which did not only assist transportation, but also kick started the move toward the industrial revolution. It was more than 100 years later, in 1875, that the French built the first ever power plant in the world. The plant was powered by coal and laid the foundations for a brighter and securer future.

The progress of human civilization and the requirements for more accessibility accelerated the pace and progress of the coal industry. Coal surpassed wood as the primary source of energy in the 1780s, accounting for the largest share in the energy mix. The shift from wood to coal was finally actualized and humankind experienced the convenience of coal power plants.

It was in 1886 that Damler took the initiative of the coal engine forward and changed it with the first internal combustion engine. This was the very first time that oil and gas were used to produce energy as we now see it. This stimulated a rapid increase in the market for oil and gas energy, opening new doors for producers and miners. The release of the internal combustion engine was followed by progress in refining technologies, geological theory, drilling and completion. These tech advancements drove sales for the oil and gas industry forward and enhanced production by significant standards. Accordingly, years of progress brought the share of oil and gas in the primary energy market to over 50 percent back in 1965. This marked the change from coal to oil and gas as the primary sources of energy in the market.

These historic changes have outlined progress in the energy sector and have opened doors for a number of related industries, including mining and many others of the sort.

Current Position

While the COVID-19 predicament is a health crisis before anything else, it has significantly impacted a number of other industries related to the virus as well. Several countries have reported drastic decreases in their energy consumption and manufacturing patterns, indicating that the global energy sector is not in its perfect shape as of now.

Beyond the immediate and most visible impact of COVID-19 on the health sector, the crisis has also significantly impacted global economies and their energy usage patterns. Data released from mid-2020 suggested that countries in full lockdown experienced a drastic 25 percent decrease in their energy demand. Additionally, there was an 18 percent decline in energy consumption among other countries with partial lockdowns.

Global demand for energy fell by up to 5 percent in 2020, with the greatest impact being seen in March and April of the year, when confinement measures were at their peak.

Global coal demand was the most to suffer during this period, as it posted a fall of 8 percent in the first quarter of 2020, in comparison to the same quarter of 2020. Additionally, oil demand saw a substantial dip as well, as demand fell by some 5 percent to reach new lows. The impact of the pandemic on the gas sector was slightly more moderate in comparison to the other sectors as the industry noted a 2 percent fall in demand.

Another noticeable factor to consider here is that the demand for renewable energy sources wasn’t just left untouched, but also saw significant improvement over the last year. This improvement could be a sign of times to come as consumers and countries make the shift toward more renewable forms of energy. While demand has dipped a bit in recent times, the energy sector has prevailed through the ongoing pandemic and has given effective results.

Future Outlook

While the future of the energy sector cannot be pointed in one single direction, there is consensus on the fact that the energy sector is on the cusp of major change. The response of power companies to changes in the regulatory environment, evolving customer needs, the structure of asset portfolios and the level of technology adoption within the industry all point toward a favorable future.

The future global economic, social, technological, political and environmental changes create a diverse future outlook for operators within the energy market. It is expected that the future will see the growth of unconventional energy resources, lower population growth, rapid tech development, widespread urbanization growth, decarbonization plans, climate change and associated environmental concerns.

Economic growth is a key area behind the increase in energy demand. Higher economic growth is usually associated with high energy demand and greater dependence on energy sources. Energy plays an important role in the sustainability of long-term economic growth. In comparison to both, capital and labor requirements within an economy, energy plays a bigger role and is considered extremely important.

The energy sector itself is heavily dependent on developments on the tech front. These technological changes will determine the future of the energy sector and the progress that is to be made through it. Tech developments within the field of renewable energy have also opened doors to a more diverse energy portfolio of the world. Renewable sources of energy are known to be conducive in limiting greenhouse emissions, which are known to be a major cause of global warming and the depletion of the ozone layer. The share of renewable energies within the total primary consumption sector of the world will increase from 9.5 percent in 2015 to 63 percent in 2050. This drastic and rapid increase in the percentage is a sign of what the future will hold and the final shift from oil and gas sources to renewable energy.

Energy demand management will play a key role in controlling energy supply and managing environmental issues of the future. The global demand for energy is expected to rise and more renewable sources of energy will fill in.

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Locations

This service is primarily available within the following locations:

New York

History

The city of New York has been the commercial hub of activity within not only the United States, but pretty much all over the globe. The first native New Yorkers were known as Algonquin people, who fished, farmed and hunted in the area between the Hudson and the Delaware region. The modernization of New York City started when the Europeans began to explore the region in the 16th Century. It was in the year 1624 that the Dutch West India Company sent some 30 families over to New York who lived in a society known as the Nutten Island.

The city developed under the Europeans and soon became a commercial hub within the United States. It was during the 19th century that the city of New York became recognized as one of the most important ports of the United States. Planters from the South would send their crops to the docks on the East River, from where they were shipped over to the mills of Manchester and other industrial cities within the UK. The industries from Manchester would then ship their finished goods back to New York when work on them was completed.

The status of New York as the trading capital of the United States was limited in nature due to the limited ways of carrying goods from the agricultural hinterlands of the north and the west. The work on a 363-mile canal began in 1817, which connected the Hudson River to Lake Erie. The canal came to be known as Erie Canal and work on it was finally completed in 1825. It was then that the city of New York came to be known as the trading capital of the United States.

It was however during the 20th Century that New York City became the city and the marvel we know it as today. The 20th century saw great development across American cities, and New York was no exception. The construction of suburbs, interstate highways and high-rise buildings encouraged people to move to the city in the search for investment and employment opportunities. Manhattan soon became the advertising capital of the world and this was where advertising and PR agencies popped up to define modern marketing and PR as it is.

The post-war era brought in an economic boom and the city of New York prospered under that boom. By the 1960s, television sets were relatively common in homes and marketers had shifted their focus onto them.

Current Position

The city of New York was significantly impacted by the disaster of September 11, 2001. 9/11, as it is now known across media circles, saw the deadliest terror attack in the history of the United States, as two fighter jets rammed into the tallest buildings within the city – the twin towers of the World Trade Center. Not only were the buildings destroyed during the attack, but more than 3,000 people were killed as a result of it.

The city did not, however, fall into the repercussions of the attack and is still a primary area of business and financial activity within the United States. The tourism industry in New York City has recently peaked as the city sees over 40 million tourists from across the globe visiting it for tourism purposes.

Today, roughly 8 million people live in the five boroughs of New York City. More than one-third of these 8 million are known to be born outside of the United States. The diversity that New York has to offer is exceptional, which indeed marks it as a futuristic market of diverse people and opportunities.

The economy of New York City plays a primary role in the regional and municipal economy of the United States. Currently, commercial activity within the city is anchored by the Wall Street located in Lower Manhattan. The Wall Street is known to be the financial center of the world and is home to both, New York Stock Exchange and NASDAQ – both of which are known to be the largest stock exchanges in terms of market capitalization and overall trading activity.

Finance, technology, health care, real estate and insurance are all major parts of New York City’s economy. The city is known to be the nation’s hub for mass media, publishing and journalism. The marketing boom of the 20th century also sees New York City as the current capital of advertising with Times Square acting as the perfect conduit for a landmark based on advertising marvels.

A number of Fortune 500 companies today are headquartered in the city with the fashion industry recently reaching its peak. The city’s fashion industry employs over 180,000 people with employees earning over $11 billion in annual wages.

Future Outlook

The COVID-19 pandemic hit the city of New York hard. Deaths and cases reached their peak around mid-2020, as the healthcare structure of the state came shattering down. However, one cannot believe everything they see on the news; NYC is going nowhere.

The Big Apple definitely was the epicenter of the COVID-19 crisis, but redemption is part of the New York spirit. New Yorkers have always been able to spring back from disasters, stronger than ever before. The terrorist attacks of 9/11 were expected to kill the city’s diversity, but it is just as strong as it ever was, without any major repercussions on the city’s spirit. The resilience of New York meant that the real estate market within the city only saw a momentary dipfor just 6 months after 9/11, before it eventually bounced back. Resiliency is known to be the trademark of the Big Apple, with gritty, ambitious and hardworking individuals.

The tech industry within New York is expected to experience a long-lasting boom in future periods. All of Facebook, Google and Amazon have pledged to launch their brands in the state and Madison Avenue is still the hub of all major advertising campaigns in the world. It is also expected that Manhattan will soon because the world’s biggest media hub with a strong focus on healthcare employment.

The Fed and the Treasury department realize the bright future of New York City and are ready to inject trillions of dollars in the state’s economy to help it reach the future growth objectives in mind, and to also recover from the momentary halt due to COVID-19. Once the pandemic is behind us, and New York City steps into the future, there will be no denying the bright future that is in store for this grand city.

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London

History

The city of London has tons of history from when it was founded by the Romans in 43AD to where it stands now. The city remained under the control of the Romans until the fifth century AD, when the Roman Empire finally fell and their rule ceased to exist within the United Kingdom. During the third century, Londinium – the name given to the city by the Romans – had a population of over 50,000 which was owed much to the port located within the city. After the fall of the Roman Empire, London became the capital of the Kingdom of Essex.

Being a port city known for its grand stature and opening to the west, London was always a hit among people from all over Europe and the globe. The Vikings attacked the city of London numerous times during the ninth century, which led to the settlement of Danish citizens around the suburbs of the city. These Danish residents brought with them aspirations and business ideas, which they put into practice in the city of London. As a result of these business practices, London was soon transformed into the very first urban center of England. The emergence of trade along with the opening of new businesses and central avenues helped push the image and perception of London forward. Local, as well as foreign, residents realized the potential of the city and started engaging in commercial activities.

During the fourteenth century, London’s ever-developing port became a European hub for the distribution of goods coming from off-shore companies. These activities were strengthened during the fifteenth century, thanks, in part, to the boom in the local textile industry.

The sixteenth and seventeenth centuries saw London commercially benefitting from the maritime trade expansion and centralized policies of the Tudors and those continued by the Stuarts. London was known to have over 500,000 residents in the mid-seventeenth century, which was quite astonishing for that era.

The Great Fire of 1666 significantly damaged the walls and structure of London, leading to irreparable loss. But the hub of the city was finalized in over 10 years due to the quality of construction and the masterpieces of architect Christopher Wren. London eventually became the capital of theatrical activities, museums and societies of the English social life with a lot happening during a typical month or day.

London took its first financial step forward in the foundation of the Bank of England in 1694. The foundation of the Bank of England laid the forming stones for the second central bank of the world. The Industrial Revolution saw a massive rise in employment and commercial activity within the city as millions of people came over. London was divided into multiple segregated boroughs in 1963 to make management easier and to ensure proper allocation of funds, which significantly decreased the overall population of the region.

Current Position

Commercial activities in London are currently dominated by the service industries, including financial services and other sectors. London is not just the capital of the United Kingdom but is also known as one of the leading financial centers in the world. It is also a command center for the global economy and plays a pivotal role in global economic progress.

London is known to generate over 22 percent of the GDP of the United Kingdom, with almost 841,000 private sector businesses based in London alone at the start of 2013. The number of businesses based in London is more than in any other region or county of the United Kingdom.

It was after the Second World War that London shifted to a primarily services-based industry. The emergence of London as a services industry is based on the following factors:

• English is the native language of the region, which is also a dominant international language for most businesses.

• London was the capital of the expansive British Empire. All colonies within the Empire recognized London as a services and financial hub.

• The central time zone of London allows it to act as a bridge between both, the United States and Asian markets. It is also conveniently located in the services-heavy market of Europe, which allows for bigger and better growth measures.

• The strong foreign policy of the United Kingdom has significantly contributed to the rise of London as an economic hub. The United Kingdom currently maintains strong relationships with a number of countries in Asia, Middle East and Africa – particularly countries located within the Commonwealth of Nations.

• English contract law is commonly used by businesses across the world, which makes London a legal hub.

• Heathrow Airport acts as the perfect link between strategic countries.

The financial exports of London are rated among the best in the world which makes it a significant contributor to the United Kingdom’s balance of payments account. London is second only to New York City when it comes to cities with the best financial competitive center. The booming real estate industry also helps the construction industry make London a hub of commercial activity in the region.

Future Outlook

As the city of London hobbles through what’s left of the COVID-19 pandemic, questions are being asked about the future of the city. Some speculate that the future of the economy lies in dispersed economic activity, rather than being concentrated in some centralized hubs. The debate over whether we have reached peak London has grown over time and there are now speculations on whether the city has anything left to offer or not.

Even before the COVID-19 pandemic showed its first signs, economic activity and city life within London were coming to a stall. London’s global standing has been faltering for a while, as there are multiple doubts now about the future business environment that the city has to offer to residents.

The future, if we were to go on the last few years, will consist of a cocktail of low wages, stalled productivity, and high rents; putting pressure on Londoners and leaving them under the severe line of poverty. London is currently in a vulnerable state of bother, but there is also great opportunity for city administrators to reshape the perspective of the city and deliver a new narrative to residents and populations all over the globe.

The City of London Corporation has drawn up its own plans for London in 2025, which are focused on creating the right environment and holding on to all current businesses and people, while attracting new ones. The future of London hinges on the quality of life the city can offer. London in its vulnerable state has lost its footing to other more developed cities, but there is still room for redemption if the management can improve the quality of life and work on a better lifestyle for residents.

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Beijing

History

With the exception of a few minor interruptions, the city of Beijing has been the capital city of China for over eight centuries now. In prehistoric times, the area around the city of Beijing was located by some of the earliest humans on earth. Fossil remains of the Peking man from 1939 showed signs of humans that lived around 770,000 years ago. While long periods of Beijing’s history haven’t been reported, there is significant literature with a focus on the commercial history of the region ever since the fourteenth century.

It was during the fourteenth century that the city of Beijing came under the control of the Ming Dynasty. The Ming Dynasty overthrew the Mongols and established a period of progress within the city. Beijing grew to an even grander scale under the Ming than it had done under the Mongols. The city walls, palaces, moats and temples within the city were built in the 15th Century, whereas the old city of Dadu was demolished during this period.

Progress in construction and trade continued for Beijing until the 20th century, when it finally started its progress toward a modern city. Beijing was the political center and capital of the Republic of China until 1928 when it was renamed Beiping and the capital was moved to Nanjing. After years of fighting between Chinese and Japanese forces, Beijing was won back by Chinese forces in the year 1949. The People’s Republic of China was formed in the year 1949 and Beijing, with its old name restored, was made capital of the state.

Urban development and commercial activities were at their peak in Beijing during the period between 1950s and 60s. This development further widened the streets and led to the creation of functional districts that worked under the modus operandi of a modern city. The economic reforms of the 1980s significantly changed the face of Beijing and sped up progress within the city. New residential centers and retail buildings emerged across the city and many new commercial hubs were developed by the government within the city.

The shopping centers and retail outlets were greeted by the emergence of a consumption-oriented middle class, which was also seen in other neighboring regions such as Singapore, Hong Kong and Seoul. The 2008 Olympics saw Beijing improve its transport and living standards to accommodate global stars, which saw a further increase in livability and commercial activity.

Current Position

The city of Beijing is among the most developed and prosperous cities in China today. The city is currently known as a post-industrial economy, which means there is an abundance of organizations from the tertiary sector. The tertiary sector produces around 76.9 percent of the total output in Beijing’s economy. The secondary sector, or the construction and manufacturing industry, produces 22.2 percent of the output, while the primary sector is responsible for 0.8 percent of output through mining and agriculture. The economy of Beijing tripled from the year 2004 to 2012, owed to the success of the Beijing Olympics in 2008 and the rising stature of the city as a global hub for services. The city of Beijing is concentrated with state-owned enterprises in the national capital and has more companies from the Fortune 500 headquartered in the city than any other city in the world. Beijing is also described as the billionaire capital of the world, with most billionaires in the city, after it moved past New York in the year 2016. Finance is one of the most important industries in the city as many state-sponsored finance firms are headquartered here. Beijing is host to 54 of the Fortune 500 companies and is the best in the world for this count.

The development of Beijing at a rapid pace has, however, created a number of problems for its residents. Beijing is popularly known for its smog and also for its frequent power saving programs run by the government. Major industries within the city of Beijing have been asked to either reduce their emissions or leave the city, because the quality of air is already extremely poor. The rising culture of entrepreneurship and creativity defines the success of Beijing as a global powerhouse, but a lot still needs to be done to cover the environmental degradation.

Future Outlook

While Beijing is currently one of the most economically prosperous cities in the world, there is still a push to improve its standing and grow even more with time. Some of the points that Beijing is working on in its future outlook include a push to improve standards across various industries, from manufacturing to agriculture. The city wishes to implement and incorporate a new generation of biotechnology standard system and information technology, which will improve commercial activity and open the doors to more financial prosperity.

The state is also working on developing infrastructure products in and around the city of Beijing to disperse the growing population and ensure quality standard of living. For instance, Xiongan is located at a distance of two-hours south of the city of Beijing. The development projects in Xiongan will make it a new metropolis after President Xi Jinping picked the site as the future of Beijing and the city of the future.

The city of Beijing is also speeding up measures to support the development of public cultural industries and services. The construction of convention and community centers will help re-establish the depleting cultural beliefs in residents and propel cultural unity upwards.

Tech innovation is also a high priority area for the future outlook of the city. The emergence of scientific and technological innovation centers will help push multiple projects forward and will open new doors to success and innovation.

The next 5 years will also see a boost in the construction and real estate industries as new housing schemes with 1.5 million projects will be constructed in Beijing to offer more houses on rent. The city of Beijing is quickly pacing forward and the commercial plans for the future seem promising.

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Chicago

History

“It is hopeless for the occasional visitor to try to keep up with Chicago. She outgrows his prophecies faster than he can make them.” – Mark Twain, 1883.

The city of Chicago was all but 46 years old when Mark Twain penned his thoughts about the rapidly changing nature of the city and the pace of commercial activity within the region. Ever since then, the city of Chicago has grown by over 100 folds and has developed from a small trading post located at the mouth of the Chicago River into one of the most strategic commercial hubs in the United States and the world. The city has quadrupled in population as well and has amazed the rest of the world with its ability to change with time and to reinvent its commercial hub for the better.

Chicago continues to be a city that many people from different and diverse backgrounds call their home. Before it came to be known as the city we know it to be today, Chicago was home to a number of indigenous people, a legacy which to date continues to frame the relationship that people have with the city, its land and the environment within.

Today, the city of Chicago has become a global center of trade and commerce with commercial activities deeply rooted within the core of the city, and all of that comes from years of sparkling history, which makes the city what it is today.

Chicago was traditionally the homeland to theHoocąk (Winnebago/Ho’Chunk), Jiwere (Otoe), Nutachi (Missouria), and Baxoje (Iowas); KiashMatchitiwuk (Menominee); Meshkwahkîha (Meskwaki); Asâkîwaki (Sauk); Myaamiaki (Miami), Waayaahtanwaki (Wea), and Peeyankihšiaki (Piankashaw); Kiikaapoi (Kickapoo); Inoka (Illini Confederacy); Anishinaabeg (Ojibwe), Odawak (Odawa), and Bodéwadmik (Potawatomi) people.

The first signs of commercial activity in Chicago were seen during the 1770s, when a trader named Jean Baptiste visited the city with his wife and family. The trader saw the potential the city held and leveraged that potential to signal prominent increases in trading activities and commercial centers.

Finally incorporated as a city in the year 1837, Chicago was strategically located in a way that would help it benefit from the westward expansion of the United States. The completion of the Michigan and Illinois Canal in the year 1848 saw the creation of a link between the Mississippi River and the Great Lakes. However, this canal was soon rendered obsolete due to the use of railroad tracks and other networks. Today, almost 50 percent of the total United States freight passes through the city of Chicago as the nation is also known as the busiest aviation center, thanks to the O’Hare and Midway International Airports.

Chicago’s retail and manufacturing sectors developed significantly during the 20th century, thanks to the development of the Midway railroad network. Not only was Chicago one of the biggest rail hubs in the region, but it also saw a lot of shipping traffic. Commodities such as coal, iron and lumber were brought to Ohio and Chicago for processing and manufacturing.

Commercial booms were also seen in the real estate and construction industries of the city, as it saw rapid development during the 20th century. The Great Depression and other events of the nature mildly stalled progress of the boom, but Chicago recovered to maintain the speed at which it was developing.

Current Position

Besides the aesthetic skyscrapers, churches and steeples, the Chicago skyline has long been dominated by smokestacks emitted by the city’s rampant manufacturing industry. The city’s position as a rail hub and busy port, discussed in the section above, helped aid its position in the Midwest as a strategic location. A number of products would pass through the city of Chicago, and manufacturing facilities were set to transform raw materials into finished goods through value addition.

The city is known for producing light manufactured goods such as candy, food products, pharmaceuticals, soap, scientific instruments, communication equipment, automobiles, refined petroleum, steel and other petroleum products.

The city is also a major printing and publication center today with a number of major printing presses operating from here. While Chicago has failed to attract the market dominance it sought in the automobile manufacturing sector, the country has had relative success in all other industries through the 20th and 21st century. The military boom of the Second World War saw defense factories in Chicago producing a bulk of the country’s total military output.

Manufacturing still remains a significant component of the region’s economy, but its importance and stature has diminished a bit. Many companies sought new labor markets up south and west in the Sun Belt, since they promised cheaper operations and cost savings. In addition to this, the abundant multistory factor buildings located in the congested districts of the city did not attract investors and factory owners anymore. The congested facilities could not compete with suburban parks and new factory units that had sprawling plants connected to the expressway for responsive delivery. The manufacturing sector of Chicago has shown signs of depletion during the past couple of decades and jobs within the market aren’t as lucrative as they once were.

Contrary to the drop in the manufacturing prominence of the city, the city’s services sector has experienced a stark increase. The service sector now employs over one-third of the city’s total population and is host to a number of jobs. Chicago remains second only to the city of New York as the financial hub of the nation. The banks in the region make it a favorite for investment and financial services. Investors have now recognized the potential of Chicago for investment purposes and financial services and are now approaching the city for those means. The city has come a long way with regards to financial automation and efficiency, much of which is owed to the merger of financial resources with tech ventures. The Fintech industry is currently booming across the nation and has opened doors to excellent advancements.

The services industry of the city has also seen a drastic increase on the back of some excellent tourist and recreational services. The city of Chicago has witnessed a rapid boom in recreational services as the industry is now employing a major chunk of the workforce in the city. Additionally, tourists from all over the globe visit the city to enjoy the hospitality and recreational services on offer. The frequency of tourism has depleted due to COVID-19 restrictions, but they are bound to get back on track soon.

Future Outlook

The new decade is upon us, and while progress has been slow with the ongoing pandemic, the city of Chicago can expect a number of new tides and turns during the course of this year. Recent political changes in the system have meant some uncertainty about the fiscal and commercial future of the region. Questions and uncertainties are rampant in the city of Chicago and there are a lot of questions being asked about what the future might look like for the city.

The truth about Chicago’s future is that the city will show positive responses in most indicators concerning the city’s economy and commercial outlook. The region’s unemployment rate is at a record 50-year low and the demand for office spaces is strong, even with the widespread repercussions of the COVID-19 pandemic. New office spaces are coming online, and vacancy rates are extremely low.

As per recent research by the Wall Street Journal, real estate sales have declined by over 50 percent during the last twelve months. This is the sharpest decrease among all metros, among the 50 largest. While this shouldn’t be considered a true indication of a dire economy, it does however paint a poor outlook for the future of real estate in the region.

Job growth for Chicago is expected to be higher than the national average, with the Central Business District accounting for most of the jobs given to highly educated young people. Leisure and hospitality are two areas where job growth is more than the national average.

The continued population stagnation and the falling labor resources are however not good signs for the future. The slow decline of population among Hispanic and Black people does suggest that things aren’t very well for everyone. Strong planning is required here to maintain the inclusivity of the region and leverage the shift toward the services sector as a metric for future growth.

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Tokyo

History

The city of Tokyo, which was previously known as the city of Edo, has existed for centuries and has been inhabited since ancient times. The fishing hub of Edo was renamed the city of Tokyo in the year 1868, after which it has become the economic, cultural and political center of the region and one of the world’s most populous cities of the 20th Century.

The metropolitan area of Tokyo is by far the largest commercial, industrial and financial center in the entire nation of Japan. Many renowned domestic and international financial companies and businesses are headquartered in the central business hub of Tokyo. The city is also considered the wholesale center for the whole of Japan, as goods from the entire country make their way to the region and are wholesaled and distributed to other regions, not only in Japan, but globally as well. Light and labor-intensive industries have dominated the city’s commercial landscape, most notably the printing and publishing of goods along with the manufacturing and processing of electronic equipment.

The city has a creative touch and feel to it, which can in part be traced to the fact that it was destroyed down to the ground twice during the last 100 years – first due to the Great Kanto earthquake of 1923 that shook every corner of the city, and then a couple of decades later by the horrendous bombing of United States’ forces in the World War II. Each of these catastrophes forced Japanese to bury the history of the region and rebuild it from scratch, reimagining neighborhoods, infrastructure, transportation systems and even the social dynamics of the city. It is a resilient city that breathes on, even in the most complicated situations, and does not lose hope. The city continues to grow and move onwards, even in the face of complications and challenges.

During the 1950s, the city of Tokyo was rebounded and grew congested and dense beyond measure. This is one of the reasons behind its commercial success: the creative mess that flows from cramming together people of different backgrounds and ages strips away the barriers of opportunities and ideas. Residents of Tokyo have long lived their lives in rhythms of the Morse code, following the same routine and working in the same patterns. The commercial success of the region can be attributed to its strategic location as the opening to the East, but also to the resilience, efficiency and determination of the people that led to the ideation of some amazing management concepts such as Lean and Kanban.

Current Position

Tokyo, the capital of Japan, is currently one of the largest economic zones in the world. It is known to be an enormous market with opportunities for all kinds of businesses, industries and sectors. As a hub of international business and information, Tokyo is one of the cities that is leading the change into the future.

Last year, the city of Tokyo saw around 24 million people visit the capital of Japan. This was before the pandemic struck and traveling became almost impossible. The government of Japan was aiming for 25 million foreign travelers as part of their Tourism Industry Promotion plan, and 2019 was a major step toward that.

The capital city of Japan is host to a number of industries with a high concentration of corporate headquarters within the metropolitan area. The high standard of efficiency creates a hive of economic activity which propels the city forward and takes it to the heights that it aspires to achieve.

Tokyo presents an innovative face of opportunity as 99 percent of all firms and establishments within the city are small and medium enterprises, SMEs as they are called. These small and medium companies come with sophisticated technology plans and superior productivity standards. They can significantly contribute to the success of the region and help the city reach the status that it truly deserves.

The city of Tokyo also offers amazing subsidies to financial corporations from other countries. These subsidies are meant to cover up half of the total expenses that these companies will oversee to meet the following:

• Expenses necessary for consultation with experts

• Fee paid to experts and service providers for services such as registration and acquisition of the license for engaging in the financial instruments’ business and consultation on legal and tax matters

• Personnel recruitment costs

• Fee paid to fee-charging employment placement business providers

There are currently more than 660,000 businesses located in the city of Tokyo. These businesses amount for 10 percent of Japan’s total employment and employ a whopping 9.6 million people in the region. Furthermore, over 3,000 of all companies within the state of Japan, capitalized at 1 billion Yen or more, have their headquarters in the city of Tokyo. More than 75 percent of all foreign companies within the state of Japan also have their headquarters in the city. The city is hence home to headquarters from a number of global companies with presence all over the world.

Tokyo is strategically located in Japan with a network of highways including the Tohoku Expressway, Tomei Expressway, Joban Expressway and Kanetsu Expressway radiating from the city and connecting it to the rest of the country. The city has two nearby airports with frequent international operations for tourists and commercial visitors.

Future Outlook

The global intensifying competition in cities and metropolitans over the globe has put additional pressure on the city of Tokyo to enhance its position and attractiveness in the future. Cities all over the world were impacted by the unprecedented financial crisis of the COVID-19 virus and may not be able to envision a future outlook yet.

The capital of Japan has already been called the city of the future with analysts and experts calling it the Most Innovative City of the world, edging out both New York and London. The city has embraced smart technology and is going through multiple waves of innovation in leadership and business ideas.

Japan’s uniqueness and Tokyo’s smart culture lies in the cultural fascination Japanese have toward automation and robots. Evident from the interest shown in Astro Boy in 1952 to Gundam in the early 2000s, the residents of Japan have left no stone unturned in their fascination toward robots and linked parts. Looking ahead, experts suggest that Tokyo will continue its innovative and smart outlook well into the future and increase automation in industries ranging from healthcare to fisheries and forestry.

The new vision of a smarter Tokyo is labeled as Japan 5.0 and does have a few minor glitches on the way. As per Japan’s Cabinet Office’s Council for Science, Innovation and Technology, the country currently faces complications in the form of a lack in quality and quantity of IT human resources. The rigid socioeconomic structure and the lack of globalization in the region could be factors contributing to stagnation in growth patterns. The Tokyo Olympics hangs in the distance with no conclusive date announced yet. But from what we can see and tell, the city of Tokyo is well prepared for what’s to come not only in the Olympics, but in the foreseeable future as well.

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Program Benefits

Testimonials

A Company from the Manufacturing Industry

“This organizational effectiveness manual has been nothing short of brilliant for our organization. Coming from the manufacturing industry, efficiency in operations is a necessary requirement that we cannot simply live without. This organizational effectiveness manual mentions ways for us to not only prioritize and improve effectiveness in the organization, but to also do so through the use of effective strategies and tools.

To begin with, the manual starts from how to perform analysis within the organization and how to take it forward from there. Analysis is a key point of discussion in all organizations today, and it holds just as much value for us. The important point to note here is that the manual takes you through the different steps of analysis for different months of the year. We first start with a thorough understanding of analysis techniques, and then move on to implementation and evaluation of the insights generated in the process.

Ours is a manufacturing entity and it has hence suited us well to perform routine analysis based on the insights generated from this course manual. The analysis we perform have helped us unearth a number of minor and major operational flaws in our machinery and have also assisted us in finding the bottleneck – the slowest machine in the operational mechanism that dictates the time taken for a batch or flow.

Besides the analysis, we have also found the implementation of ideas extremely useful. Our manufacturing facility is not short of ideas, but we are often found lacking when it comes to implementation of ideas. With these tips for implementation, we rest assured that there is no stone left unturned for proper implementation of ideas related to change in manufacturing processes. Our manufacturing facilities are a lot more efficient having incorporated the changes acquired from this manual.”

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A Company from the Retail Sector

“The retail sector is progressing by leaps and bounds, and there is a massive demand within organizations to provide increased efficiency for better results and outcomes. Our customers expect us to meet their requirements day in and out without leaving room for minor inefficiencies.

The need for organizational effectiveness is felt more than ever in the retail sector today, which is why almost all managers from different divisions in our organization went through this course to enhance their understanding of the subject matter.

Our retail outlet has generated a number of positive responses as a result of this course manual. We appreciate the detailed sections on analysis at the very start of the course. Analysis and work management are important parts of our retail outlet and we need them to perform a wide array of tasks and to maintain efficiency over sustainable periods of time.

Besides analysis, our team was able to benefit from the sections on customer intelligence. Now, customer intelligence is the very future of the retail market and retailers have to understand customer preferences, if they are to give them the best they can offer. Organizations cannot possibly think of satisfying customer requirements without looking into their needs and giving them a blend of everything.

The customer intelligence improvements and measures highlighted in this manual are definitely a dime a dozen and have helped us take our retail endeavours forward. We understand the importance of customer behavior in dictating retail decisions and are in the process of incorporating techniques that will help improve the overall service standards. Customer intelligence through data analytics is the way forward and is definitely the future of retail and other industries. Our systems are now developed in handling the retail behavior of consumers and giving the exact brand of service that they have come to expect from us.”

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A Company from the Services Sector

“It is often perceived that organizations in the services sector do not feel the need for organizational effectiveness as much as other organizations in the manufacturing and operations sectors. However, our firm was going through cases of inefficiencies and it was a necessity for us to find a solution that would not only limit those inefficiencies but also break the strut and provide a solution for the future.

This organizational effectiveness manual holds just as true for us as it does for the rest of the industries and organizations. The services industry has developed by leaps and bounds during the last few years and there is a bigger focus on efficiency within it. Customers reign supreme and organizations are looking for ways to gather as much intelligence as they can on consumer behavior and patterns.

This manual, specifically the sections on customer intelligence, has made it easier for our personnel to prioritize the customer and target their interests using interactive techniques and strategies within the market. We understand that customer behavior plays an important role in shaping customer purchase decisions and have hence come up with a detailed plan of action for the future.
Customer intelligence cannot succeed without the incorporation of the right tech solutions. This manual has been the guiding light for our tech solutions and has shown our firm the way forward when it comes to implementing changes in the tech structure of our organization.”

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A Company in the Supply Chain Industry

“The supply chain industry today is at a crossroads of disruption. The volatility in the industry means that operators always have to be on their toes to limit complications and ensure success. As a logistics firm,we wanted to implement a thorough mechanism for reporting and forecasting. Reporting is an important part of our business and is necessary for passing on information to stakeholders including our customers and their clients.

As a result of the information in this manual, we are able to maintain solid reports and can take the process forward. Additionally, the forecasting process has helped us in planning and streamlining future forecasts. The volatility in the supply chain market is a cause of concern for all operators in the industry. With so much volatility and the high number of disruptions, we are at a fight against time to ensure proper deliverables and meet targets. The availability of forecasting protocols and techniques through this manual has educated our team and opened the doors for future progress.

Finally, the analysis improvements mentioned in this manual have helped our team members perform thorough evaluations of all concerned sectors related to the organization and take concrete measures for improvements inside and outside the firm. We do realize the importance of these improvements and just how they can increase overall organizational effectiveness in the long run.”

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A Company in the Aviation Maintenance Industry

“The digital revolution has significantly changed the world and the way industries look at change measures and improvements in their operations. The aviation maintenance industry is one such area that has seen immense change due to the emergence of digital elements.

We now have a number of solutions centered on Big Data and Artificial Intelligence that make management easier for everyone within the industry. These new and data centric methods of analytics have made it easier for aircraft engineers and maintenance experts to keep an eye on the overall efficiency of their final output.

This manual was of great help for us in the aviation maintenance industry because it was at par with the new inventions and improvements in the world around us. The manual contains a number of specific references that are related to the digital improvements in maintenance and other sectors surrounding us. As a result of this manual, we have been able to improve our work management and are also able to incorporate new technologies in a more comprehensive manner. The digital world is here and informative manuals such as this one can help organizations train their employees and take them one step forward.”

More detailed achievements, references and testimonials are confidentially available to clients upon request.

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