Having a proper operating model is a key prerequisite of business success, a starting point for making organizational design decisions. The model first works as a spine to frame relevant business processes and governance environments. Second, it brings transparency to organization structure. Third, it allows businesses to create effective motivation systems and management practices. Finally, the model enables companies to pursue a deliberate set of business priorities.
“The soul is here to find its own way -
to do what’s next, to experience.”
- William Ayot
Many businesses face liquidity crises; the list is growing fast and becoming endless. What causes this brutal phenomenon? There are no easy answers. Here we aim to introduce an approach by which leaders can minimize liquidity management risk and enrich the experience of key stakeholders. A sophisticated approach in governing order-to-cash (OTC) process is an essential prerequisite for achieving and sustaining success.
Despite the rapid development of transformation management field theories, tools and techniques, only a handful of change efforts have in fact been successful. We therefore find it necessary to introduce a framework by which leaders can enhance a transformation programme and deliver expected results.
Empirical evidence and academic research show that transformation programmes almost always make problems worse than they already are. No matter how they are framed and organized, transformation programmes regularly fail: outcomes are unpredictable and horror stories are common. What is the solution? How should leaders cope with these problems?
One of the photographers that shapes the future of portrait, fashion, and advertising photography is Rankin. His portfolio includes the portrait of HM Queen Elisabeth II and countless images of Kate Moss, Heidi Klum, and A-List celebrities.
He is one of the most revered photographers in the world. Having captured iconic images that became staples of modern culture, Albert Watson is a person that doesn’t need a long introduction.
Twistarela - unicorn with a beautiful horn,
Kind, warm-hearted and truthful.
An amazing unicorn!
“Like a pilgrim or a mendicant, I have moved on.
I have no right to inhabit your dreams,
to loom like a shadow on your patch of sunlight.”
- William Ayot
A modern trend that is taking over every freelancer is hustling. The mantra is repeated by some of the most popular productivity “gurus.” The more hours you put in, the more outcome you will get. However, following this hours = improvement idea is dangerous for your health, creativity, and ultimately, photography.
When it was winter Pusheen and Stormy were playing in the snow. They had so much fun because they had a snow ball fight and sledded down ice right into fluffy snow.
The NFT craze infuriates me, even though it's great to empower artists,and support a vital part of society through a devastating pandemic.
"Big Magic" has changed my approach to photography, and art in general in more than one way. I rarely urge anyone to do anything; I think it’s too intrusive. But this time I do. I urge you to read this book like it’s The Bible. Here's why.
In this article we are going to explore and show how might the construction of a ‘maieutic machine’ enhance on reporting financial control data in business and project management, support leader to cope with the uncertainties and complexities that surround in a continually changing environment.
Global businesses have a huge impact on nations and communities across the world. These businesses are large and complex, and as such they require special, and often new techniques, tools and management skills to operate successfully.
All types of organisational design influence not only business life but also social and economic life. It may seem that the theory of organisational design has already been established and that leaders can simply follow developments in the field. However, there are complications in both academic and practical areas that should form part of future research.
Kotter (2006) observes, “most major change initiatives – whether intended to boost quality, improve culture, or reverse a corporate death spiral – generate only lukewarm results. Many fail miserably” (p. 1).
