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(CLP) (WDP1) Virtual Transformation
VIRTUAL TRANSFORMATION – WORKSHOP 1 – VIRTUAL WORKPLACE
The Appleton Greene Corporate Training Program (CTP) for Virtual Transformation
is provided by Ms. Ennis BS Certified Learning Provider (CLP). Program
Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly
Support 4 hours; Program Duration 12 months; Program orders subject to ongoing
availability.
If you would like to view the Client Information Hub (CIH) for this program,
please Click Here
* PROFILE
* MOST
* INTRODUCTION
* EXECUTIVE SUMMARY
* CURRICULUM
* DISTANCE LEARNING
* TUTORIAL SUPPORT
* HOW TO STUDY
* PRELIMINARY ANALYSIS
* COURSE MANUALS
* PROJECT STUDIES
* BENEFITS
* PROFILE
PERSONAL PROFILE
Ms Ennis is a Certified Learning Provider (CLP) at Appleton Greene and she has
experience in Leadership, Digital Transformation and Organization Development.
She has a Bachelor of Science in Mathematics and Education. She has industry
experience within the following sectors: manufacturing; healthcare; hightech;
biotechnology and pharmaceuticals. She has had commercial experience within the
following countries: United States of America; Ireland and India or more
specifically within the following cities: New York NY; Dublin; Hyderabad; Austin
TX and Chicago IL. Her personal achievements include: Six Sigma Blackbelt, Two
time winner of Honeywell Achievement/Excellence award for implementation of
Total Rewards Program iand Intranet Manager Portal launch, Honeywell e-business
and eHR transformation, Goldman Saks 10k Small Business incubator program and
development of Manager Academy platform; 15 years as principal consultant of
ThriveDigital Era helping businesses and leaders prepare for a future unlike the
past. Her service skills incorporate: virtual business transformation (process
improvement) ; executive coaching; leadership development; team building and
change management.
--------------------------------------------------------------------------------
* MOST
MISSION STATEMENT
Ensure participants appreciate the forces fundamentally driving the way we work,
now and in the future, especially when working virtually and digitally. Identify
mindsets, new practices, and digital processes for participants to transform
themselves, their teams, and their organizations for future success. Provide
participants with the processes and tools to successfully lead change and
transform their organizations by adopting modern practices. Layout a journey to
support participants in their leadership development journey to make a positive
difference in the lives of their employees, colleagues, and customers.
--------------------------------------------------------------------------------
OBJECTIVES
1. Define and examine the framework, process, and personal expectations of this
course.
2.Learn the VUCA framework and the leadership response to each component to
effectively lead employees through volatile, uncertain, complex, and ambiguous
situations.
3.Understand the context and aspects of Industry 4.0 to read the world and
develop effective competitive strategies for the future.
4.Identify working from home style and implications for personal communications
for communications mastery communication in a virtual world.
5.Become more conscious of and improve personal presence, specifically in the
domain of virtual communication
6. Improve personal productivity in a virtual environment.
7. Increase personal and team productivity with best practices in email and
meetings
8.Explore and experiment with new ways of collaborating using modern tools,
particularly with asynchronous methods
9.Build Relationships and networks in the virtual workplace and organizations
10.Discover and analyze possibilities for virtual offers. Develop ideas for new
offers to make to colleagues and customers that are innovative, relevant, and
valuable.
11.Learn the fundamentals of leading with influence and leading change.
Experience making a personal/physical change, reflect on the experience and
extend to lessons for influencing
and leading others through change.
12.Create goals and new personal habits required for change and commit to an
individual plan for successful adoption.
--------------------------------------------------------------------------------
STRATEGIES
1.Engage and elicit expectations for the course, introduce reflection and
possibility exercise
2.Present history, context, VUCA framework, and associated leadership behaviors
for each component
3.Illustrate Industry 4.0 phases through video, presentation, and articles,
create learning assessment. Introduce “reading the world” practice
4.Have participants take “working from home” style report, debrief with class
5.Provide coaching for communicating virtually and projecting a leadership
presence over video conference.
6.Provide resources and case studies that exemplify new practices for personal
productivity
7.Assess current practice and develop more efficient and effective communication
practices and collaboration with employees and teams in a virtual workplace.
8.Experiment with asynchronous practices for better productivity
9.Relationships and networks
10.Share case studies of virtual offers and successful pivots from businesses
during the 2020 pandemic.
11.Experience making a personal/physical change, reflect on the experience and
extend to lessons in leading change.
12.Identify new personal habits and change plan (start/stop/modify): Implement a
solid change plan.
--------------------------------------------------------------------------------
TASKS
1.Participants to participate in expectations and possibility exercises through
reflection and sharing in small groups during the workshop.
2.Participants identify specific VUCA response behaviors they need to work on as
a leader and identify particular situations to bring them more into play when
leading a team through volatile, uncertain, complex, and ambiguous situations.
3.Participants to successfully complete the Industry 4.0 quiz and compete with
each other via the leaderboard. Develop a “reading the world” analysis of their
industry/market and company
4.Participant to take the personal assessment, identify new practice based on
learning
5.Participants to demonstrate personal presence, get feedback, and make a plan
for further development.
6.Participants to review resources for productivity and identify at least one
new tool for adoption from the provided list.
7.Participants to assess current practices for meetings and emails. Identify the
most significant time wasters and new methods for engagement.
8.Participants to identify and adopt new asynchronous practices to introduce to
their team. Accelerate the adoption of asynchronous tools for more efficiency
and effectiveness.
9.Participants to develop relationship map and follow through with actions
10.Participants to create a new offer, design based on customer needs, and make
the offer to colleagues or customers relevant to virtual workplace or
marketplace.
11.Participants to experience the difficulty of change and apply learnings to
the philosophy of leading change.
12.Participants to complete their project by identifying and implementing
changes discussed throughout the workshop.
--------------------------------------------------------------------------------
* INTRODUCTION
INTRODUCTION
Welcome to the Virtual Transformation course, where we will establish what it
takes to survive and thrive given the significant shifts we have experienced
within the last generation and, even more notably, this last year as the global
pandemic forced the issue of working remotely. The need to lead employees and
businesses in new ways has been gradually evolving over the last several decades
but sped up dramatically during 2020. The future of work has accelerated. That
means who you are as a leader must rise to meet this challenge. You must
reinvent yourself as a leader, guide your employees through the new expectations
of working in the new normal and transform your processes, operations, and
business strategy for long-term competitive advantage.
Workshop Objective
During this workshop, we will examine what it takes for leaders to be successful
in a virtual environment, identify the capabilities and practices required for
success, and support participants in their transformation journey. We are living
in spectacular times; business and leadership are at a significant turning
point. The great reset- working from home, social equity and relations, and the
economy’s uncertainty- converge as a perfect storm. The silver lining is the
quickened pace of digitization and the new models that characterize the future
of work. Virtual workers are here to stay. In the future, teams will consist of
members working from different locations at different times. The traditional hub
and spoke team led by one manager in one physical place will be a rarity.
Undoubtedly, some of the fundamentals of excellent management and leadership
will persist, but future success will require a shift in mindset and
capabilities. Success in a virtual world requires building an effective virtual
workplace, leading constituents through complex transformation, developing new
offers, and optimizing operations with technology enabled by the fourth
industrial revolution. Although there are benefits to virtual working
arrangements, the inherent distance creates specific challenges for leaders.
When leaders and employees rely on electronic communication to connect and
complete their work, there are more possibilities for misunderstandings,
significant barriers to fostering trust, and greater difficulty in coordinating.
Virtual leaders must BRIDGE THE DISTANCE for themselves, their own team, and
connections to other groups and organizations.
--------------------------------------------------------------------------------
THRIVING IN OUR DISRUPTIVE AND DISTRIBUTED WORLD
This course is for all leaders seeking to lead their employees, teams, and
businesses through the haze of change we face to develop organizations that can
survive and thrive in our increasingly disruptive and distributed world. The
future is accelerating towards us faster than ever; in fact, many aspects of the
future of work arrived on our doorstep in 2020 as we collectively struggled to
figure out how to navigate the pandemic. There isn’t a company or business that
can escape the significant shifts we are undergoing in the business world and
our society today: globalization, technology, remote working, multigenerational
workforces, and cultural issues. These changes impact the local five and dime as
well as Fortune 500 enterprises. We need leaders to guide us into the future,
which will be dramatically different from our past. Making matters even more
complicated, getting ready for the future requires changing the way we work. It
means unlearning what we think we know, being in the uncomfortable space of
having to learn something new to get your job done, and coping with volatility,
uncertainty, complexity all at once.
Research has shown that distributed work can be productive and collaborative.
Things that we could not even imagine doing virtually are now commonplace:
learning, collaborating, coordinating. Leading employers are declaring that they
will never return to the 5 days a week physical workplace, and customers will
demand new interfaces for interactions that don’t require a physical presence.
The virtual workplace is here to stay. We need savvy leaders to guide us
forward.
Virtual Transformation is a one-year leadership program with monthly workshops
that will transform leaders and build resilient teams to adapt, evolve, and
thrive in the new future of work. Each month leaders will learn and cultivate
new ways of working with practical, game-changing concepts that can be
immediately applied to transform themselves, inspire and engage their team to be
more innovative and productive. Through three core phases, leaders will first
focus on themselves, then their team and finally their entire organization.
--------------------------------------------------------------------------------
BRIDGING THE DISTANCE
Our conversations and work will focus on Virtual Transformation. Virtual refers
to the virtual, hybrid, or distributed workplace. Work is no longer a 40 hr week
proposition where you coordinate with employees working just down the hall. The
reality is that there will be distance between you and your coworkers. Physical
space, structural distance in terms of your reporting lines, relationship
distance, and more. Our most pressing challenge is figuring out how to bridge
that distance and make our distributed teams and businesses effective,
meaningful, and rewarding.
Transformation focuses on the work ahead. Leading and managing in the same ways
we have been for the last several decades is not going to work. Leaders must
make personal shifts for future success and bring their teams and businesses
through the journey.
--------------------------------------------------------------------------------
ENVISIONING SUCCESS
Imagine it is a year from now and you have completed this course. What impact
would there be on your business if you had succeeded by:
● Equipping your team to work effectively in our new normal
● Extending your “team” to include a broader group of people with the resources
and willingness to help you achieve your goals.
● Creating new habits and practices for your own personal productivity in a
digital world
● Freeing your team from the yoke of ineffective communication such as email
overwhelm and poor information flow
● Building and sharing your Roadmap to the Future clarifying where you are
going, what’s needed to get there, and who is doing what.
● Practicing and applying the tools in our Transformation Playbook to transform
yourself, your team, and your organization in a substantial way.
● Developing a healthy high impact team and organization that is functioning
well in virtual/hybrid workplace
● Getting a head start on even more digital transformation
● Building your capability as a leader and ability to repeat this success over
and over!
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LEADING INTO THE FUTURE
You will achieve this success by investing time and effort to explore new
domains, shift your thinking, adopt new practices, innovate for your
organization and lead change. In workshop one, we will begin our journey
together, delving into critical success factors.
Reading the World: Explore and understand the world we live in, and interpret
what that means for you, your team, and your business. You will start this
process by completing the preliminary analysis section. It is critical for
anticipating what is next and formulating a plan to deal with the challenges and
exploit the opportunities you see.
Future Shaping: Prepare for a future unlike the past by building the structures,
resources, and practices required to thrive. Embrace today’s challenges and
decide what to do to create a better tomorrow. Ask yourself how you can
proactively shape the things you can control and translate your insights into an
action plan.
Collaborative leadership: Expandyour team and influence, work across boundaries,
building interdependence among peers, colleagues, and stakeholders for alignment
and more inclusive thinking.
Transform yourself, your team, and your organization. Business Transformation is
different from linear process improvement and incremental change. It requires s
whole system transformation that renders what we know as so substantially
different, it is almost unrecognizable. It will feel radical to you and the
people involved in the change. Overcoming resistance and inertia to get the
organization to shift and move requires vision, planning, and persistence. You
will create a strategy to support the team as they transition and adopt new ways
of working.
All of this takes extraordinary leadership. But there is simply no choice. To go
forward, we need leaders who are willing to step up to the challenge. This
course’s mission is to guide you, accelerate your progress, give you a heads up
for the speed bumps, and let you in on the proven best practices for
transforming organizations so that you are well prepared to lead into the
future.
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THE THREE LENSES: YOU, YOUR TEAM, YOUR ORGANIZATION
The Virtual Transformation course will be the catalyst for driving and adapting
to the new workplace’s complexities for you as a leader, your team, and your
business. We begin with a thorough exploration of the virtual workplace, focus
on what leaders must do to transform themselves, and prepare to lead their team
forward to the new normal. It requires disrupting old practices as well as
managing your personal energy and commitment to be as effective and productive
as possible for the challenge ahead. Leaders must shift themselves to the new
realities of work and become experts in leading others through change and move
their constituents towards the future.
After spending time shoring up your leadership mindsets and capability, we will
focus on bringing your team along on the journey. What do they need to do
differently to thrive in the new normal? How do you build a high-impact team in
a distributed world? How do you manage and create accountability in a
distributed world? Developing vital for self-awareness, empathy, and resilience
is critical for all.
Lastly, we will focus on the enterprise or business level. What does it take to
creating an effective virtual workplace? Transform operations and processes to
enable the virtual work and leverage next gen technology? How can we use
real-time data so that operators, managers, and leaders make better decisions?
We will discuss how to develop vital cross-functional collaboration to reinvent
products, services, and customer relationships.
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OPTIMAL RESULTS REQUIRE YOUR FULL PARTICIPATION
As a participant, you will experience world-class virtual learning through a
digital learning model designed to adapt to each participant. Your instructor,
Ms. Ennis, is an expert in digital business transformation, leadership, and
high-impact teams. She will introduce each concept in ways that trigger insights
for you and provide practical ways to put the idea into practice. These
micro-changes add up over time to help leaders change their teams,
organizations, and lives for the better. Through social learning, participants
will learn from each other and build strong relationships with peers who can
continue to learn from one another after the program. Each module includes
interactive exercises and activities. Monthly assignments serve as the
foundation for the course project, a complete business transformation plan for
the virtual workplace and digital marketplace.
There are several phases to your work each month:
1. Preparation – learn the fundamentals so that you can participate fully in the
workshop
2. Conversation – robust dialogue with the course leader and your fellow
participants to gain a deeper understanding and perspective
3. Practice – apply what you learned to achieve small wins and embed the
learning.
4. Sustaining the change – building long term habits and structures to support
ongoing transformation
You cannot do this work in isolation. Your monthly projects will involve
collaborating with your team and stakeholders to build alignment and
interdependent solutions.
Workshop One Preparation:
● Complete the Preliminary Analysis
● Review the Executive Summary
● Review the Mission, objectives, strategies, and tasks required for completion
of Module 1
● Take the assessment on your “working from home” style
● Reflect and document what you intend to achieve in this course and the
predicted impact on your
organization or business.
● Organize your digital learning space
● Be ready to introduce yourself to the cohort with a two-minute introduction of
yourself.
For course completion, you will learn and adopt new ways of working for
yourself, institute new working practices for your team, create a plan to
reinvent your company processes and operations using digital tools. We will
support you with world-class methods you can use and guidance on leading change
and transformation within your organization. Over the next 12 months, we will
work through the following topics, guiding you through a process of reading the
world, identifying new practices and change for each, culminating in a master
plan for the virtual transformation plan for your business.
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* EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
VIRTUAL TRANSFORMATION
The first workshop in our Virtual Transformation course focuses on you as a
leader and the impact you have on the organization. We will examine the forces
that are driving this critical shift, what it takes to lead in a virtual
environment, identify the capabilities and practices required for success, and
build the foundation for the journey you will be taking over the next twelve
months to lead your employees, team, and business through a significant virtual
transformation. We are living in remarkable times; business and leadership are
at a significant turning point. The great reset- working from home, social
equity and relations, and the economy’s uncertainty- converge as a perfect
storm. The silver lining is the quickened pace of digitization and the
opportunity to build a more competitive, effective organization prepared for the
future.
BUSINESS TRANSFORMATION PROCESS
We start with an overview of our framework for accomplishing this work together.
Business transformation is different from process improvement in two significant
ways. First, the starting point must be a future-focused examination of trends
impacting our lives and business, before moving onto the internal analysis and
design phase. We will work with you to expand your awareness, insights, and
ability to connect with what those forces mean for your team, business, and
customers. Secondly, the investment required to transform for success requires
multi-layer, complex change and communication strategies. We will explore this
in-depth and iterate through our five-step transformation process several times
during the course, moving from a focus on you as a leader, to your team, to your
organization and operations to your offers.
VUCA
The acronym VUCA is a powerful way of understanding the challenges of the world
we live in today: it is volatile, uncertain, complex, and ambiguous. It was
coined by the US Army College over 20 years ago to reflect the evolution from
historical warfare and the emerging conditions that characterize our world
today. Consider the shift from WW2 warfare to protecting ourselves post 9/11. We
will discuss each of these components in more detail for clarity on what leaders
can expect, what causes the phenomenon, where it occurs, relevance, and how it
impacts the business ecosphere, your industry, and your specific situation. As
with the military college, the purpose of this section is for you to understand
the mechanics in order to develop strategies that are cohesive with the
realities of our VUCA world, enhancing your likelihood of success. We will also
view Virtual Transformation through the VUCA lens.
VUCA LEADERSHIP RESPONSE
For each of the VUCA challenges, there is a leadership response That is the good
news. Deeply understanding the context provides an opportunity to quickly
recognize when any of the challenges are at play, and respond with an effective
practice that can make the situation workable. We cannot control the VUCA world
we are in, but just as the military has we can create a new playbook to guide us
in territory that is vastly different than it was in the past, adopt new
practices for success. With this knowledge, you will start to rethink what you
need to do to lead your employees through crises like the pandemic and deal with
volatility, uncertainty, and ambiguity as it is almost always a condition of our
situation. You will reflection, and share lessons learned from your personal
experiences seen through this framework and trigger insights on what you need to
do to develop yourself as a VUCA leader.
INDUSTRY 4.0
Today, we are in the midst of the fourth industrial revolution. It began at the
dawn of the new Millennium, catalyzed by our ubiquitous use of the internet and
technology in our everyday work and lives. Virtual transformation is both
enabled and accelerated by the digitization of the last several decades. The
boom in the Internet and telecommunication industry in the 1990s revolutionized
how we connect and exchange information. It also sparked industry-wide paradigm
changes, drastically altering the boundaries of the physical and the virtual
world. Indeed, how would business have ever been able to continue in 2020 during
the shutdown if we had not adopted the core technology that allows us to work
from home, connect with customers anywhere and even manage manufacturing plants
remotely? Those were the advances of Industry 3.0- Digitization. In this
section, we will look back to Industry 3.0 for opportunities to jumpstart our
virtual transformation with existing technology.
Then we will look forward to the future by examining the components of 4.0 to
anticipate what is coming, how it will impact fundamental business structures,
and what we need to do about it. The most provocative and challenging aspect of
Industry 4.0 is that we are still in the midst of it; we don’t know how it all
works out. Compared with previous industrial revolutions, the Fourth is evolving
exponentially rather than at a linear pace. Add to that the turbo boost COVID-19
gave to the remote workforce and the economic, social, and political turbulence,
and we are in for quite a ride.
VIRTUAL WORKPLACE
Virtual working arrangements have been around for decades for a small group of
employees like sales professionals whose roles by nature depend on them being
more present in the field than the home office. Globalization also sparked
virtual working since teams needed to collaborate across geographies. However,
the true era of the virtual workplace began in March of 2020, as the Covid-19
pandemic forced everyone but essential workers to work from home. We all became
virtual workers. The forced experience went better in many ways than leadership
expected. Physical presence technology like Zoom helped us collectively rise to
the occasion. Businesses innovated their offers to embrace the need for virtual
or “touchless” products and services. We leaped ahead toward the future of work
because of our forced adoption of virtual tools, practices, and mindsets. It
also created vast disruption and the realization that moving forward we needed
to transform the way we work to a virtual model. Amidst all of the uncertainty,
we know that the future workplace will be predominantly virtual.
We can’t put the genie back in the bottle. Many companies like Twitter have
already announced they will allow all of their employees to continue working
remotely. Companies that choose to return to the traditional workplace will
still be faced with managing work from home well into 2021 because of COVID-19.
We also know that technology will disrupt the way we work and use products and
services in ways we can’t even imagine today. Working virtually is enabled by
technology and mandated by the growth that it creates. Industry 4.0 will
continue to drive exponential change, artificial intelligence, a virtual
workplace, and the need to continuously adopt new ways of working to remain
competitive. With self-directed, tech-enabled, globally-connected teams, the
work of managers and leaders will shift. We need to transform the way we
connect, get work done, learn, transact and deliver products to customers, teach
our children, and integrate work and life so that we can live productive and
fulfilling lives.
LEADERSHIP PRESENCE
In 2021 where leadership happens is very different from what you have
experienced in the past. Instead of daily interactions with most of the people
you are working with, you are likely leading the majority of the time over Zoom
or Microsoft teams. Virtual transformation starts with you! How are you shifting
the way you interact and show up to maintain the presence you had working face
to face? Have you taken the time to set up your remote space in a way that lets
you put your best foot forward? In the future, you undoubtedly will need to make
an impact on employees, customers, bosses, and colleagues virtually more of the
time if not most of the time. In fact, your leadership presence will become
something that differentiates you and provides you competitive advantage. In
preparation for the workshop, you will put your best foot forward to introduce
yourself to your cohort colleagues and get some immediate feedback. Together we
will discuss some simple new tools and practices that will quickly help you
improve your performance for the work at hand. Become more conscious of and
improve personal presence, specifically in the domain of virtual communication.
VIRTUAL COMMUNICATION STYLE
Your ability to communicate effectively as a leader is a critical success
factor. Everyone has their own preferences and tendencies. Great leaders are
self-aware of how they communicate, and how their communication style impacts
the different types of people they work with. They also have a keen
understanding of the communication style preferences that produce the best
results. This work is bedrock for leadership and team development. Some of you
may have used an assessment like DISC in the past.
Working virtually dramatically increases the need for communication style
awareness given the lack of physical presence and ability to observe cues. When
working virtually, we need to become more aware of our strengths and weaknesses
and actively manage them. We don’t have our peers, leaders, and other
influencers around us to help point out when we need course-correction. In
addition, time and priority management are vital. Your communication style
provides clues to what you need to create to be successful in a virtual or
hybrid team environment. As prework, you will take the “Working From Home” style
assessment. Your customized report will include suggestions to offer insight
into how you might manage yourself when working virtually for the best results.
We will also discuss how you can use this tool with your team.
MINDSET SHIFTS AND NEW CAPABILITIES
We live in extraordinary times. There has never been a better time to lead or
opportunity to lead from anywhere in the organization. Even before the pandemic,
our world had become VUCA. We are well into the Fourth Industrial Revolution.
Technology will continue to change faster than we can imagine. And the Covid10
pandemic has accelerated the virtual workplace.
How do we move forward and get through? Great leaders. Leaders are needed more
than ever.
Today’s leaders face a dramatically different world moving forward. Transforming
your team or organization starts with transforming how you work and lead. That
entails adopting new ways of thinking, new behaviors, and new practices. If you
have been a strong leader in the past, you will be able to build upon some of
those capabilities to get even better such as communications and building
relationships. In some areas, you need to literally “unlearn” some of your
practices and habits to make room for the new habits of the virtual workplace.
It may be the case that you have to shore up some fundamental leadership
capabilities such as leading change.
So much has been written and researched on Leadership. We have synthesized the
current research on t Modern Leadership and summarized it into four categories:
Personal Impact, Growth Mindset, Teaming/Collaboration, and future focus. During
the workshop, we will discuss specific skills and mindsets required for success
in each area, and give you the opportunity to assess yourself, and identify
areas to develop your leadership capabilities. The great news is that all four
of these leadership areas are skills that you can get better at with effort and
practice.
LEADERSHIP SWOT
A SWOT is a strategic planning tool used to identify strengths, weaknesses,
opportunities, and threats a business, organization, project or competitor may
have. SWOTs are high-level strategic planning tools to help organizations
identify where they’re doing well and where they can improve. Knowing where you
are starting from is essential for any strategic planning perspective. We will
use SWOTs for several different purposes throughout this course, and we start in
this workshop with your leadership SWOT. Using the spirit of this SWOT analysis
– you are going to assess your own leadership skills and abilities. You will be
taking the time, to be honest, and do a check-in with yourself on the quality of
your work, motivations, and future self. This assessment will be critical for
building your personal transformation plan to be an effective leader in the
virtual workplace and have the capability to lead the transformation of your
business.
SEIZE TOMORROW: DESIGNING YOUR FUTURE STATE
Once you have a clear perspective of your current state, we will turn the
conversation to the future. Based on your understanding of the forces that are
impacting our world, how do you need to shift yourself as a leader, the way your
team works, and how your business compete? What is the picture you must paint of
the future to get people to follow you? What do you anticipate based on the
trends you have researched, and how will you prepare for a future, unlike the
past.
INFLUENCING AND LEADING CHANGE
As we note at the start of this executive summary great leaders are needed now
more than ever to help their organizations grow and flourish in the virtual
workplace and economy. As a leader you must hone the ability to influence and
lead change by mastering the fundamental practices that are required for
successful transformation:
1. Bridge the gap between vision and implementation
2. Rigorously plan for the people component
3. Get clear how work will be different
4. Engaged stakeholders for collaboration and creativity
5. Understand and mitigate the impact
6. Embody change leadership and manage transitions
7. Distribute accountability throughout the system
8. Adopt new ways of working and enable employees to succeed using them
9. Build communities for velocity, energy, and capacity for future change
MAKING IT REAL
At the end of each workshop, we will collectively turn our focus into how you as
a leader will make what we have covered real in your organization. By making it
real we mean to apply what you have learned and take action to make a positive
impact. That starts with reflection on what you are going to do differently
yourself and a commitment to change. Also important is how you will bring the
others in your organization into the conversation about what you have learned,
and make requests about what you need from them for success. This will include
not only your formal team but your cross-functional peers. How will you
collectively build the plan to transform yourselves into a virtual organization?
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* CURRICULUM
CURRICULUM
WORKSHOP 1 – INTERNAL ANALYSIS
1. Part 1 Virtual Workplace
2. Part 2 Disrupting Leadership
3. Part 3 Personal Productivity
4. Part 4 Relationships and Trust
5. Part 5 Future Shaping
6. Part 6 Leading Change
7. Part 7 Managing Virtually
8. Part 8 Distanced Accountability
9. Part 9 Virtual Teaming
10. Part 10 Virtual Operations
11. Part 11 Product Reinvention
12. Part 12 Business Transformation
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* DISTANCE LEARNING
DISTANCE LEARNING
INTRODUCTION
Welcome to Appleton Greene and thank you for enrolling on the Virtual
Transformation corporate training program. You will be learning through our
unique facilitation via distance-learning method, which will enable you to
practically implement everything that you learn academically. The methods and
materials used in your program have been designed and developed to ensure that
you derive the maximum benefits and enjoyment possible. We hope that you find
the program challenging and fun to do. However, if you have never been a
distance-learner before, you may be experiencing some trepidation at the task
before you. So we will get you started by giving you some basic information and
guidance on how you can make the best use of the modules, how you should manage
the materials and what you should be doing as you work through them. This guide
is designed to point you in the right direction and help you to become an
effective distance-learner. Take a few hours or so to study this guide and your
guide to tutorial support for students, while making notes, before you start to
study in earnest.
STUDY ENVIRONMENT
You will need to locate a quiet and private place to study, preferably a room
where you can easily be isolated from external disturbances or distractions.
Make sure the room is well-lit and incorporates a relaxed, pleasant feel. If you
can spoil yourself within your study environment, you will have much more of a
chance to ensure that you are always in the right frame of mind when you do
devote time to study. For example, a nice fire, the ability to play soft
soothing background music, soft but effective lighting, perhaps a nice view if
possible and a good size desk with a comfortable chair. Make sure that your
family know when you are studying and understand your study rules. Your study
environment is very important. The ideal situation if at all possible, is to
have a separate study, which can be devoted to you. If this is not possible then
you will need to pay a lot more attention to developing and managing your study
schedule, because it will affect other people as well as yourself. The better
your study environment, the more productive you will be.
STUDY TOOLS & RULES
Try and make sure that your study tools are sufficient and in good working
order. You will need to have access to a computer, scanner and printer, with
access to the internet. You will need a very comfortable chair, which supports
your lower back, and you will need a good filing system. It can be very
frustrating if you are spending valuable study time trying to fix study tools
that are unreliable, or unsuitable for the task. Make sure that your study tools
are up to date. You will also need to consider some study rules. Some of these
rules will apply to you and will be intended to help you to be more disciplined
about when and how you study. This distance-learning guide will help you and
after you have read it you can put some thought into what your study rules
should be. You will also need to negotiate some study rules for your family,
friends or anyone who lives with you. They too will need to be disciplined to
ensure that they can support you while you study. It is important to ensure that
your family and friends are an integral part of your study team. Having their
support and encouragement can prove to be a crucial contribution to your
successful completion of the program. Involve them in as much as you can.
SUCCESSFUL DISTANCE-LEARNING
Distance-learners are freed from the necessity of attending regular classes or
workshops, since they can study in their own way, at their own pace and for
their own purposes. But unlike traditional internal training courses, it is the
student’s responsibility, with a distance-learning program, to ensure that they
manage their own study contribution. This requires strong self-discipline and
self-motivation skills and there must be a clear will to succeed. Those students
who are used to managing themselves, are good at managing others and who enjoy
working in isolation, are more likely to be good distance-learners. It is also
important to be aware of the main reasons why you are studying and of the main
objectives that you are hoping to achieve as a result. You will need to remind
yourself of these objectives at times when you need to motivate yourself. Never
lose sight of your long-term goals and your short-term objectives. There is
nobody available here to pamper you, or to look after you, or to spoon-feed you
with information, so you will need to find ways to encourage and appreciate
yourself while you are studying. Make sure that you chart your study progress,
so that you can be sure of your achievements and re-evaluate your goals and
objectives regularly.
SELF-ASSESSMENT
Appleton Greene training programs are in all cases post-graduate programs.
Consequently, you should already have obtained a business-related degree and be
an experienced learner. You should therefore already be aware of your study
strengths and weaknesses. For example, which time of the day are you at your
most productive? Are you a lark or an owl? What study methods do you respond to
the most? Are you a consistent learner? How do you discipline yourself? How do
you ensure that you enjoy yourself while studying? It is important to understand
yourself as a learner and so some self-assessment early on will be necessary if
you are to apply yourself correctly. Perform a SWOT analysis on yourself as a
student. List your internal strengths and weaknesses as a student and your
external opportunities and threats. This will help you later on when you are
creating a study plan. You can then incorporate features within your study plan
that can ensure that you are playing to your strengths, while compensating for
your weaknesses. You can also ensure that you make the most of your
opportunities, while avoiding the potential threats to your success.
ACCEPTING RESPONSIBILITY AS A STUDENT
Training programs invariably require a significant investment, both in terms of
what they cost and in the time that you need to contribute to study and the
responsibility for successful completion of training programs rests entirely
with the student. This is never more apparent than when a student is learning
via distance-learning. Accepting responsibility as a student is an important
step towards ensuring that you can successfully complete your training program.
It is easy to instantly blame other people or factors when things go wrong. But
the fact of the matter is that if a failure is your failure, then you have the
power to do something about it, it is entirely in your own hands. If it is
always someone else’s failure, then you are powerless to do anything about it.
All students study in entirely different ways, this is because we are all
individuals and what is right for one student, is not necessarily right for
another. In order to succeed, you will have to accept personal responsibility
for finding a way to plan, implement and manage a personal study plan that works
for you. If you do not succeed, you only have yourself to blame.
PLANNING
By far the most critical contribution to stress, is the feeling of not being in
control. In the absence of planning we tend to be reactive and can stumble from
pillar to post in the hope that things will turn out fine in the end. Invariably
they don’t! In order to be in control, we need to have firm ideas about how and
when we want to do things. We also need to consider as many possible
eventualities as we can, so that we are prepared for them when they happen.
Prescriptive Change, is far easier to manage and control, than Emergent Change.
The same is true with distance-learning. It is much easier and much more
enjoyable, if you feel that you are in control and that things are going to
plan. Even when things do go wrong, you are prepared for them and can act
accordingly without any unnecessary stress. It is important therefore that you
do take time to plan your studies properly.
MANAGEMENT
Once you have developed a clear study plan, it is of equal importance to ensure
that you manage the implementation of it. Most of us usually enjoy planning, but
it is usually during implementation when things go wrong. Targets are not met
and we do not understand why. Sometimes we do not even know if targets are being
met. It is not enough for us to conclude that the study plan just failed. If it
is failing, you will need to understand what you can do about it. Similarly if
your study plan is succeeding, it is still important to understand why, so that
you can improve upon your success. You therefore need to have guidelines for
self-assessment so that you can be consistent with performance improvement
throughout the program. If you manage things correctly, then your performance
should constantly improve throughout the program.
STUDY OBJECTIVES & TASKS
The first place to start is developing your program objectives. These should
feature your reasons for undertaking the training program in order of priority.
Keep them succinct and to the point in order to avoid confusion. Do not just
write the first things that come into your head because they are likely to be
too similar to each other. Make a list of possible departmental headings, such
as: Customer Service; E-business; Finance; Globalization; Human Resources;
Technology; Legal; Management; Marketing and Production. Then brainstorm for
ideas by listing as many things that you want to achieve under each heading and
later re-arrange these things in order of priority. Finally, select the top item
from each department heading and choose these as your program objectives. Try
and restrict yourself to five because it will enable you to focus clearly. It is
likely that the other things that you listed will be achieved if each of the top
objectives are achieved. If this does not prove to be the case, then simply work
through the process again.
STUDY FORECAST
As a guide, the Appleton Greene Virtual Transformation corporate training
program should take 12-18 months to complete, depending upon your availability
and current commitments. The reason why there is such a variance in time
estimates is because every student is an individual, with differing productivity
levels and different commitments. These differentiations are then exaggerated by
the fact that this is a distance-learning program, which incorporates the
practical integration of academic theory as an as a part of the training
program. As such all of the project studies are real, which means that important
decisions and compromises need to be made. You will want to get things right and
will need to be patient with your expectations to ensure that they are. We would
always recommend that you are prudent with your own task and time forecasts, but
you still need to develop them and have a clear indication of what are realistic
expectations in your case. With reference to your time planning: consider the
time that you can realistically dedicate towards study with the program every
week; calculate how long it should take you to complete the program, using the
guidelines featured here; then break the program down into logical modules and
allocate a suitable proportion of time to each of them, these will be your
milestones; you can create a time plan by using a spreadsheet on your computer,
or a personal organizer such as MS Outlook, you could also use a financial
forecasting software; break your time forecasts down into manageable chunks of
time, the more specific you can be, the more productive and accurate your time
management will be; finally, use formulas where possible to do your time
calculations for you, because this will help later on when your forecasts need
to change in line with actual performance. With reference to your task planning:
refer to your list of tasks that need to be undertaken in order to achieve your
program objectives; with reference to your time plan, calculate when each task
should be implemented; remember that you are not estimating when your objectives
will be achieved, but when you will need to focus upon implementing the
corresponding tasks; you also need to ensure that each task is implemented in
conjunction with the associated training modules which are relevant; then break
each single task down into a list of specific to do’s, say approximately ten to
do’s for each task and enter these into your study plan; once again you could
use MS Outlook to incorporate both your time and task planning and this could
constitute your study plan; you could also use a project management software
like MS Project. You should now have a clear and realistic forecast detailing
when you can expect to be able to do something about undertaking the tasks to
achieve your program objectives.
PERFORMANCE MANAGEMENT
It is one thing to develop your study forecast, it is quite another to monitor
your progress. Ultimately it is less important whether you achieve your original
study forecast and more important that you update it so that it constantly
remains realistic in line with your performance. As you begin to work through
the program, you will begin to have more of an idea about your own personal
performance and productivity levels as a distance-learner. Once you have
completed your first study module, you should re-evaluate your study forecast
for both time and tasks, so that they reflect your actual performance level
achieved. In order to achieve this you must first time yourself while training
by using an alarm clock. Set the alarm for hourly intervals and make a note of
how far you have come within that time. You can then make a note of your actual
performance on your study plan and then compare your performance against your
forecast. Then consider the reasons that have contributed towards your
performance level, whether they are positive or negative and make a considered
adjustment to your future forecasts as a result. Given time, you should start
achieving your forecasts regularly.
With reference to time management: time yourself while you are studying and make
a note of the actual time taken in your study plan; consider your successes with
time-efficiency and the reasons for the success in each case and take this into
consideration when reviewing future time planning; consider your failures with
time-efficiency and the reasons for the failures in each case and take this into
consideration when reviewing future time planning; re-evaluate your study
forecast in relation to time planning for the remainder of your training program
to ensure that you continue to be realistic about your time expectations. You
need to be consistent with your time management, otherwise you will never
complete your studies. This will either be because you are not contributing
enough time to your studies, or you will become less efficient with the time
that you do allocate to your studies. Remember, if you are not in control of
your studies, they can just become yet another cause of stress for you.
With reference to your task management: time yourself while you are studying and
make a note of the actual tasks that you have undertaken in your study plan;
consider your successes with task-efficiency and the reasons for the success in
each case; take this into consideration when reviewing future task planning;
consider your failures with task-efficiency and the reasons for the failures in
each case and take this into consideration when reviewing future task planning;
re-evaluate your study forecast in relation to task planning for the remainder
of your training program to ensure that you continue to be realistic about your
task expectations. You need to be consistent with your task management,
otherwise you will never know whether you are achieving your program objectives
or not.
KEEPING IN TOUCH
You will have access to qualified and experienced professors and tutors who are
responsible for providing tutorial support for your particular training program.
So don’t be shy about letting them know how you are getting on. We keep
electronic records of all tutorial support emails so that professors and tutors
can review previous correspondence before considering an individual response. It
also means that there is a record of all communications between you and your
professors and tutors and this helps to avoid any unnecessary duplication,
misunderstanding, or misinterpretation. If you have a problem relating to the
program, share it with them via email. It is likely that they have come across
the same problem before and are usually able to make helpful suggestions and
steer you in the right direction. To learn more about when and how to use
tutorial support, please refer to the Tutorial Support section of this student
information guide. This will help you to ensure that you are making the most of
tutorial support that is available to you and will ultimately contribute towards
your success and enjoyment with your training program.
WORK COLLEAGUES AND FAMILY
You should certainly discuss your program study progress with your colleagues,
friends and your family. Appleton Greene training programs are very practical.
They require you to seek information from other people, to plan, develop and
implement processes with other people and to achieve feedback from other people
in relation to viability and productivity. You will therefore have plenty of
opportunities to test your ideas and enlist the views of others. People tend to
be sympathetic towards distance-learners, so don’t bottle it all up in yourself.
Get out there and share it! It is also likely that your family and colleagues
are going to benefit from your labors with the program, so they are likely to be
much more interested in being involved than you might think. Be bold about
delegating work to those who might benefit themselves. This is a great way to
achieve understanding and commitment from people who you may later rely upon for
process implementation. Share your experiences with your friends and family.
MAKING IT RELEVANT
The key to successful learning is to make it relevant to your own individual
circumstances. At all times you should be trying to make bridges between the
content of the program and your own situation. Whether you achieve this through
quiet reflection or through interactive discussion with your colleagues, client
partners or your family, remember that it is the most important and rewarding
aspect of translating your studies into real self-improvement. You should be
clear about how you want the program to benefit you. This involves setting clear
study objectives in relation to the content of the course in terms of
understanding, concepts, completing research or reviewing activities and
relating the content of the modules to your own situation. Your objectives may
understandably change as you work through the program, in which case you should
enter the revised objectives on your study plan so that you have a permanent
reminder of what you are trying to achieve, when and why.
DISTANCE-LEARNING CHECK-LIST
Prepare your study environment, your study tools and rules.
Undertake detailed self-assessment in terms of your ability as a learner.
Create a format for your study plan.
Consider your study objectives and tasks.
Create a study forecast.
Assess your study performance.
Re-evaluate your study forecast.
Be consistent when managing your study plan.
Use your Appleton Greene Certified Learning Provider (CLP) for tutorial support.
Make sure you keep in touch with those around you.
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* TUTORIAL SUPPORT
TUTORIAL SUPPORT
PROGRAMS
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. They are implemented over a sustainable
period of time and professional support is consistently provided by qualified
learning providers and specialist consultants.
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SUPPORT AVAILABLE
You will have a designated Certified Learning Provider (CLP) and an Accredited
Consultant and we encourage you to communicate with them as much as possible. In
all cases tutorial support is provided online because we can then keep a record
of all communications to ensure that tutorial support remains consistent. You
would also be forwarding your work to the tutorial support unit for evaluation
and assessment. You will receive individual feedback on all of the work that you
undertake on a one-to-one basis, together with specific recommendations for
anything that may need to be changed in order to achieve a pass with merit or a
pass with distinction and you then have as many opportunities as you may need to
re-submit project studies until they meet with the required standard.
Consequently the only reason that you should really fail (CLP) is if you do not
do the work. It makes no difference to us whether a student takes 12 months or
18 months to complete the program, what matters is that in all cases the same
quality standard will have been achieved.
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SUPPORT PROCESS
Please forward all of your future emails to the designated (CLP) Tutorial
Support Unit email address that has been provided and please do not duplicate or
copy your emails to other AGC email accounts as this will just cause unnecessary
administration. Please note that emails are always answered as quickly as
possible but you will need to allow a period of up to 20 business days for
responses to general tutorial support emails during busy periods, because emails
are answered strictly within the order in which they are received. You will also
need to allow a period of up to 30 business days for the evaluation and
assessment of project studies. This does not include weekends or public
holidays. Please therefore kindly allow for this within your time planning. All
communications are managed online via email because it enables tutorial service
support managers to review other communications which have been received before
responding and it ensures that there is a copy of all communications retained on
file for future reference. All communications will be stored within your
personal (CLP) study file here at Appleton Greene throughout your designated
study period. If you need any assistance or clarification at any time, please do
not hesitate to contact us by forwarding an email and remember that we are here
to help. If you have any questions, please list and number your questions
succinctly and you can then be sure of receiving specific answers to each and
every query.
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TIME MANAGEMENT
It takes approximately 1 Year to complete the Virtual Transformation corporate
training program, incorporating 12 x 6-hour monthly workshops. Each student will
also need to contribute approximately 4 hours per week over 1 Year of their
personal time. Students can study from home or work at their own pace and are
responsible for managing their own study plan. There are no formal examinations
and students are evaluated and assessed based upon their project study
submissions, together with the quality of their internal analysis and supporting
documents. They can contribute more time towards study when they have the time
to do so and can contribute less time when they are busy. All students tend to
be in full time employment while studying and the Virtual Transformation program
is purposely designed to accommodate this, so there is plenty of flexibility in
terms of time management. It makes no difference to us at Appleton Greene,
whether individuals take 12-18 months to complete this program. What matters is
that in all cases the same standard of quality will have been achieved with the
standard and bespoke programs that have been developed.
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DISTANCE LEARNING GUIDE
The distance learning guide should be your first port of call when starting your
training program. It will help you when you are planning how and when to study,
how to create the right environment and how to establish the right frame of
mind. If you can lay the foundations properly during the planning stage, then it
will contribute to your enjoyment and productivity while training later. The
guide helps to change your lifestyle in order to accommodate time for study and
to cultivate good study habits. It helps you to chart your progress so that you
can measure your performance and achieve your goals. It explains the tools that
you will need for study and how to make them work. It also explains how to
translate academic theory into practical reality. Spend some time now working
through your distance learning guide and make sure that you have firm
foundations in place so that you can make the most of your distance learning
program. There is no requirement for you to attend training workshops or classes
at Appleton Greene offices. The entire program is undertaken online, program
course manuals and project studies are administered via the Appleton Greene web
site and via email, so you are able to study at your own pace and in the comfort
of your own home or office as long as you have a computer and access to the
internet.
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HOW TO STUDY
The how to study guide provides students with a clear understanding of the
Appleton Greene facilitation via distance learning training methods and enables
students to obtain a clear overview of the training program content. It enables
students to understand the step-by-step training methods used by Appleton Greene
and how course manuals are integrated with project studies. It explains the
research and development that is required and the need to provide evidence and
references to support your statements. It also enables students to understand
precisely what will be required of them in order to achieve a pass with merit
and a pass with distinction for individual project studies and provides useful
guidance on how to be innovative and creative when developing your Unique
Program Proposition (UPP).
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TUTORIAL SUPPORT
Tutorial support for the Appleton Greene ed corporate training program is
provided online either through the Appleton Greene Client Support Portal (CSP),
or via email. All tutorial support requests are facilitated by a designated
Program Administration Manager (PAM). They are responsible for deciding which
professor or tutor is the most appropriate option relating to the support
required and then the tutorial support request is forwarded onto them. Once the
professor or tutor has completed the tutorial support request and answered any
questions that have been asked, this communication is then returned to the
student via email by the designated Program Administration Manager (PAM). This
enables all tutorial support, between students, professors and tutors, to be
facilitated by the designated Program Administration Manager (PAM) efficiently
and securely through the email account. You will therefore need to allow a
period of up to 20 business days for responses to general support queries and up
to 30 business days for the evaluation and assessment of project studies,
because all tutorial support requests are answered strictly within the order in
which they are received. This does not include weekends or public holidays.
Consequently you need to put some thought into the management of your tutorial
support procedure in order to ensure that your study plan is feasible and to
obtain the maximum possible benefit from tutorial support during your period of
study. Please retain copies of your tutorial support emails for future
reference. Please ensure that ALL of your tutorial support emails are set out
using the format as suggested within your guide to tutorial support. Your
tutorial support emails need to be referenced clearly to the specific part of
the course manual or project study which you are working on at any given time.
You also need to list and number any questions that you would like to ask, up to
a maximum of five questions within each tutorial support email. Remember the
more specific you can be with your questions the more specific your answers will
be too and this will help you to avoid any unnecessary misunderstanding,
misinterpretation, or duplication. The guide to tutorial support is intended to
help you to understand how and when to use support in order to ensure that you
get the most out of your training program. Appleton Greene training programs are
designed to enable you to do things for yourself. They provide you with a
structure or a framework and we use tutorial support to facilitate students
while they practically implement what they learn. In other words, we are
enabling students to do things for themselves. The benefits of distance learning
via facilitation are consider. Consequently you should learn how and when to use
tutorial support so that you can maximize the benefits from your learning
experience with Appleton Greene. This guide describes the purpose of each
training function and how to use them and how to use tutorial support in
relation to each aspect of the training program. It also provides useful tips
and guidance with regard to best practice.
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TUTORIAL SUPPORT TIPS
Students are often unsure about how and when to use tutorial support with
Appleton Greene. This Tip List will help you to understand more about how to
achieve the most from using tutorial support. Refer to it regularly to ensure
that you are continuing to use the service properly. Tutorial support is
critical to the success of your training experience, but it is important to
understand when and how to use it in order to maximize the benefit that you
receive. It is no coincidence that those students who succeed are those that
learn how to be positive, proactive and productive when using tutorial support.
Be positive and friendly with your tutorial support emails
Remember that if you forward an email to the tutorial support unit, you are
dealing with real people. “Do unto others as you would expect others to do unto
you”. If you are positive, complimentary and generally friendly in your emails,
you will generate a similar response in return. This will be more enjoyable,
productive and rewarding for you in the long-term.
Think about the impression that you want to create
Every time that you communicate, you create an impression, which can be either
positive or negative, so put some thought into the impression that you want to
create. Remember that copies of all tutorial support emails are stored
electronically and tutors will always refer to prior correspondence before
responding to any current emails. Over a period of time, a general opinion will
be arrived at in relation to your character, attitude and ability. Try to manage
your own frustrations, mood swings and temperament professionally, without
involving the tutorial support team. Demonstrating frustration or a lack of
patience is a weakness and will be interpreted as such. The good thing about
communicating in writing, is that you will have the time to consider your
content carefully, you can review it and proof-read it before sending your email
to Appleton Greene and this should help you to communicate more professionally,
consistently and to avoid any unnecessary knee-jerk reactions to individual
situations as and when they may arise. Please also remember that the CLP
Tutorial Support Unit will not just be responsible for evaluating and assessing
the quality of your work, they will also be responsible for providing
recommendations to other learning providers and to client contacts within the
Appleton Greene global client network, so do be in control of your own emotions
and try to create a good impression.
Remember that quality is preferred to quantity
Please remember that when you send an email to the tutorial support team, you
are not using Twitter or Text Messaging. Try not to forward an email every time
that you have a thought. This will not prove to be productive either for you or
for the tutorial support team. Take time to prepare your communications
properly, as if you were writing a professional letter to a business colleague
and make a list of queries that you are likely to have and then incorporate them
within one email, say once every month, so that the tutorial support team can
understand more about context, application and your methodology for study. Get
yourself into a consistent routine with your tutorial support requests and use
the tutorial support template provided with ALL of your emails. The (CLP)
Tutorial Support Unit will not spoon-feed you with information. They need to be
able to evaluate and assess your tutorial support requests carefully and
professionally.
Be specific about your questions in order to receive specific answers
Try not to write essays by thinking as you are writing tutorial support emails.
The tutorial support unit can be unclear about what in fact you are asking, or
what you are looking to achieve. Be specific about asking questions that you
want answers to. Number your questions. You will then receive specific answers
to each and every question. This is the main purpose of tutorial support via
email.
Keep a record of your tutorial support emails
It is important that you keep a record of all tutorial support emails that are
forwarded to you. You can then refer to them when necessary and it avoids any
unnecessary duplication, misunderstanding, or misinterpretation.
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TUTORIAL SUPPORT EMAIL FORMAT
You should use this tutorial support format if you need to request clarification
or assistance while studying with your training program. Please note that ALL of
your tutorial support request emails should use the same format. You should
therefore set up a standard email template, which you can then use as and when
you need to. Emails that are forwarded to Appleton Greene, which do not use the
following format, may be rejected and returned to you by the (CLP) Program
Administration Manager. A detailed response will then be forwarded to you via
email usually within 20 business days of receipt for general support queries and
30 business days for the evaluation and assessment of project studies. This does
not include weekends or public holidays. Your tutorial support request, together
with the corresponding TSU reply, will then be saved and stored within your
electronic TSU file at Appleton Greene for future reference.
SUBJECT LINE OF YOUR EMAIL
Please insert: Appleton Greene (CLP) Tutorial Support Request: (Your Full Name)
(Date), within the subject line of your email.
MAIN BODY OF YOUR EMAIL
Please insert:
1. Appleton Greene Certified Learning Provider (CLP) Tutorial Support Request
2. Your Full Name
3. Date of TS request
4. Preferred email address
5. Backup email address
6. Course manual page name or number (reference)
7. Project study page name or number (reference)
Subject of enquiry
Please insert a maximum of 50 words (please be succinct)
Briefly outline the subject matter of your inquiry, or what your questions
relate to.
Question 1
Maximum of 50 words (please be succinct)
Maximum of 50 words (please be succinct)
Question 3
Maximum of 50 words (please be succinct)
Question 4
Maximum of 50 words (please be succinct)
Question 5
Maximum of 50 words (please be succinct)
Please note that a maximum of 5 questions is permitted with each individual
tutorial support request email.
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PROCEDURE
* List the questions that you want to ask first, then re-arrange them in order
of priority. Make sure that you reference them, where necessary, to the course
manuals or project studies.
* Make sure that you are specific about your questions and number them. Try to
plan the content within your emails to make sure that it is relevant.
* Make sure that your tutorial support emails are set out correctly, using the
Tutorial Support Email Format provided here.
* Save a copy of your email and incorporate the date sent after the subject
title. Keep your tutorial support emails within the same file and in date order
for easy reference.
* Allow up to 20 business days for a response to general tutorial support emails
and up to 30 business days for the evaluation and assessment of project studies,
because detailed individual responses will be made in all cases and tutorial
support emails are answered strictly within the order in which they are
received.
* Emails can and do get lost. So if you have not received a reply within the
appropriate time, forward another copy or a reminder to the tutorial support
unit to be sure that it has been received but do not forward reminders unless
the appropriate time has elapsed.
* When you receive a reply, save it immediately featuring the date of receipt
after the subject heading for easy reference. In most cases the tutorial support
unit replies to your questions individually, so you will have a record of the
questions that you asked as well as the answers offered. With project studies
however, separate emails are usually forwarded by the tutorial support unit, so
do keep a record of your own original emails as well.
* Remember to be positive and friendly in your emails. You are dealing with real
people who will respond to the same things that you respond to.
* Try not to repeat questions that have already been asked in previous emails.
If this happens the tutorial support unit will probably just refer you to the
appropriate answers that have already been provided within previous emails.
* If you lose your tutorial support email records you can write to Appleton
Greene to receive a copy of your tutorial support file, but a separate
administration charge may be levied for this service.
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* HOW TO STUDY
HOW TO STUDY
HOW TO STUDY
Planning your study environment
Your study conditions are of great importance and will have a direct effect on
how much you enjoy your training program. Consider how much space you will have,
whether it is comfortable and private and whether you are likely to be
disturbed. The study tools and facilities at your disposal are also important to
the success of your distance-learning experience. Your tutorial support unit can
help with useful tips and guidance, regardless of your starting position. It is
important to get this right before you start working on your training program.
Planning your program objectives
It is important that you have a clear list of study objectives, in order of
priority, before you start working on your training program. Your tutorial
support unit can offer assistance here to ensure that your study objectives have
been afforded due consideration and priority.
Planning how and when to study
Distance-learners are freed from the necessity of attending regular classes,
since they can study in their own way, at their own pace and for their own
purposes. This approach is designed to let you study efficiently away from the
traditional classroom environment. It is important however, that you plan how
and when to study, so that you are making the most of your natural attributes,
strengths and opportunities. Your tutorial support unit can offer assistance and
useful tips to ensure that you are playing to your strengths.
Planning your study tasks
You should have a clear understanding of the study tasks that you should be
undertaking and the priority associated with each task. These tasks should also
be integrated with your program objectives. The distance learning guide and the
guide to tutorial support for students should help you here, but if you need any
clarification or assistance, please contact your tutorial support unit.
Planning your time
You will need to allocate specific times during your calendar when you intend to
study if you are to have a realistic chance of completing your program on time.
You are responsible for planning and managing your own study time, so it is
important that you are successful with this. Your tutorial support unit can help
you with this if your time plan is not working.
Keeping in touch
Consistency is the key here. If you communicate too frequently in short bursts,
or too infrequently with no pattern, then your management ability with your
studies will be questioned, both by you and by your tutorial support unit. It is
obvious when a student is in control and when one is not and this will depend
how able you are at sticking with your study plan. Inconsistency invariably
leads to in-completion.
Charting your progress
Your tutorial support team can help you to chart your own study progress. Refer
to your distance learning guide for further details.
Making it work
To succeed, all that you will need to do is apply yourself to undertaking your
training program and interpreting it correctly. Success or failure lies in your
hands and your hands alone, so be sure that you have a strategy for making it
work. Your Certified Learning Provider (CLP) and Accredited Consultant can guide
you through the process of program planning, development and implementation.
Reading methods
Interpretation is often unique to the individual but it can be improved and even
quantified by implementing consistent interpretation methods. Interpretation can
be affected by outside interference such as family members, TV, or the Internet,
or simply by other thoughts which are demanding priority in our minds. One thing
that can improve our productivity is using recognized reading methods. This
helps us to focus and to be more structured when reading information for reasons
of importance, rather than relaxation.
Speed reading
When reading through course manuals for the first time, subconsciously set your
reading speed to be just fast enough that you cannot dwell on individual words
or tables. With practice, you should be able to read an A4 sheet of paper in one
minute. You will not achieve much in the way of a detailed understanding, but
your brain will retain a useful overview. This overview will be important later
on and will enable you to keep individual issues in perspective with a more
generic picture because speed reading appeals to the memory part of the brain.
Do not worry about what you do or do not remember at this stage.
Content reading
Once you have speed read everything, you can then start work in earnest. You now
need to read a particular section of your course manual thoroughly, by making
detailed notes while you read. This process is called Content Reading and it
will help to consolidate your understanding and interpretation of the
information that has been provided.
Making structured notes on the course manuals
When you are content reading, you should be making detailed notes, which are
both structured and informative. Make these notes in a MS Word document on your
computer, because you can then amend and update these as and when you deem it to
be necessary. List your notes under three headings: 1. Interpretation –
2.Questions – 3. Tasks. The purpose of the 1st section is to clarify your
interpretation by writing it down. The purpose of the 2nd section is to list any
questions that the issue raises for you. The purpose of the 3rd section is to
list any tasks that you should undertake as a result. Anyone who has graduated
with a business-related degree should already be familiar with this process.
Organizing structured notes separately
You should then transfer your notes to a separate study notebook, preferably one
that enables easy referencing, such as a MS Word Document, a MS Excel
Spreadsheet, a MS Access Database, or a personal organizer on your cell phone.
Transferring your notes allows you to have the opportunity of cross-checking and
verifying them, which assists considerably with understanding and
interpretation. You will also find that the better you are at doing this, the
more chance you will have of ensuring that you achieve your study objectives.
Question your understanding
Do challenge your understanding. Explain things to yourself in your own words by
writing things down.
Clarifying your understanding
If you are at all unsure, forward an email to your tutorial support unit and
they will help to clarify your understanding.
Question your interpretation
Do challenge your interpretation. Qualify your interpretation by writing it
down.
Clarifying your interpretation
If you are at all unsure, forward an email to your tutorial support unit and
they will help to clarify your interpretation.
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QUALIFICATION REQUIREMENTS
The student will need to successfully complete the project study and all of the
exercises relating to the Virtual Transformation corporate training program,
achieving a pass with merit or distinction in each case, in order to qualify as
an Accredited Virtual Transformation Specialist (AVTS). All monthly workshops
need to be tried and tested within your company. These project studies can be
completed in your own time and at your own pace and in the comfort of your own
home or office. There are no formal examinations, assessment is based upon the
successful completion of the project studies. They are called project studies
because, unlike case studies, these projects are not theoretical, they
incorporate real program processes that need to be properly researched and
developed. The project studies assist us in measuring your understanding and
interpretation of the training program and enable us to assess qualification
merits. All of the project studies are based entirely upon the content within
the training program and they enable you to integrate what you have learnt into
your corporate training practice.
COLLABORATIVE EVALUATION – GRADING CONTRIBUTION
Project Study – Grading Contribution
Customer Service – 10%
E-business – 05%
Finance – 10%
Globalization – 10%
Human Resources – 10%
Information Technology – 10%
Legal – 05%
Management – 10%
Marketing – 10%
Production – 10%
Education – 05%
Logistics – 05%
TOTAL GRADING – 100%
Qualification grades
A mark of 90% = Pass with Distinction.
A mark of 75% = Pass with Merit.
A mark of less than 75% = Fail.
If you fail to achieve a mark of 75% with a project study, you will receive
detailed feedback from the Certified Learning Provider (CLP) and/or Accredited
Consultant, together with a list of tasks which you will need to complete, in
order to ensure that your project study meets with the minimum quality standard
that is required by Appleton Greene. You can then re-submit your project study
for further evaluation and assessment. Indeed you can re-submit as many drafts
of your project studies as you need to, until such a time as they eventually
meet with the required standard by Appleton Greene, so you need not worry about
this, it is all part of the learning process.
When marking project studies, Appleton Greene is looking for sufficient evidence
of the following:
Pass with merit
A satisfactory level of program understanding
A satisfactory level of program interpretation
A satisfactory level of project study content presentation
A satisfactory level of Unique Program Proposition (UPP) quality
A satisfactory level of the practical integration of academic theory
Pass with distinction
An exceptional level of program understanding
An exceptional level of program interpretation
An exceptional level of project study content presentation
An exceptional level of Unique Program Proposition (UPP) quality
An exceptional level of the practical integration of academic theory
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* PRELIMINARY ANALYSIS
PRELIMINARY ANALYSIS
The world is at a historic crossroads, as economies everywhere attempt to pull
themselves out of a COVID-19-induced hiatus. The damage inflicted has been
horrific in terms of lives taken and livelihoods lost. However, it also presents
an opportunity to rebuild in a more inclusive and responsible way.
Coronavirus-related lockdowns provided a glimpse of what is possible in terms of
limiting pollution, and the pandemic’s human toll illustrated what can happen
when healthcare systems and social safety nets are neglected. Now, it is up to
leaders in the private and public sectors to seize the moment and help create a
more equitable and sustainable society.
THE VIRTUAL WORKPLACE IS HERE TO STAY
Virtual employees have been around for over 30 years. However, today we are
experiencing a sudden and unprecedented level of teams made up of people working
remotely because of the pandemic. Everyone who could work from home began to
work virtually.
Virtual leadership requires leaders to employ a unique set of skills to
coordinate group work and build relationships with followers, whether it be a
1-1 relationship with a remote employee or a set of relationships with members
of a virtual team. A recent survey of leaders reflects a widespread agreement
that virtual leadership requires more from leaders: 87% of leaders—and 92% of
senior executives—agreed or strongly agreed that virtual leadership requires a
different set of skills than face-to-face leadership (Center for Creative
Leadership, 2007).
Since virtual work happens in a different location than the traditional site of
a business, it creates distance between the plant or office, tools, employees,
and management. As a result, both complex challenges and transformational
opportunities arise for companies. Working virtually at scale is enabled by
relatively recent advances in communications and access to information. Virtual
work represents a significant transformation and turning point for business, our
economy, and the way we live.
Over the last twenty years, working virtually has grown in waves. In addition to
freelancers, more corporate employees became virtual. The reality of working odd
hours because colleagues were in time zones across the globe, 9/11 and the SARS
pandemic began to usher in employees and corporations’ willingness to embrace
virtual work arrangements. Sales professionals are traditionally virtual to be
close to customers. However, adoption within other parts of the workforce was
slow, given the inherent complexities and management cynicism about effectively
managing people in a virtual environment.
And then, in March of 2020, the Covid-19 pandemic forced everyone but essential
workers to work from home. We all became virtual workers. The forced experience
went better in many ways than leadership expected. Physical presence technology
like Zoom helped us collectively rise to the occasion. Businesses innovated
their offers to embrace the need for virtual or “touchless” products and
services. We leaped ahead toward the future of work because of our forced
adoption of virtual tools, practices, and mindsets. To prepare yourself for the
course, check out this collection of articles to lead virtually and manage
remote teams.
INDUSTRY 4.0
Industry 4.0, developed by German economist Klaus Schwab, is useful for
understanding the historical context and importance of virtual business and
related trends. In the 18th century, The first industrial revolution enabled
mechanical production powered by water and steam-powered machines. With this
newly found capability to produce goods at scale, small businesses grew from
serving small, local customers to large organizations with owners, managers, and
employees. Industry began to replace agriculture as the economic backbone of our
society. The work was primarily physical, which needed to be done exclusively at
the plant. Employees worked at the factory in their hometown, close by, and
usually during the same hours as their co-workers.
The beginning of the 20th century marked the start of the second industrial
revolution with electricity as the catalyst. Ford established the first assembly
line, turbocharging the mass production of goods. The telephone and telegraph
sparked new communications capabilities that eventually lead to an even more
significant transformation in the way we work. Management techniques such as
division of labor, just-in-time manufacturing, and lean manufacturing principles
refined the underlying processes leading to improved quality and output. The
factory remained the exclusive domain for work to get done. It was not yet
possible to be productive without being at the plant at a scheduled time to
enable workflow.
During the third industrial revolution marked by the invention of computers and
electronics in the 1960s, transistors and integrated circuits enabled the
automation of machines and work processes. This period resulted in reduced
effort, increased speed, greater accuracy, and even workforce replacement in
some cases. The hardware and software industries proliferated, integrating and
transforming management processes such as enterprise resource planning,
inventory management, shipping logistics, product flow scheduling, and tracking
throughout the factory. The modern-day knowledge worker was born; a whole
population segment needed more for their intellect than for physical work. It
was during this period that the virtual worker emerged. New communications tools
and labor specialization translated into outsourcing and freelancers who did not
need close ties to the organization to add value.
The boom in the Internet and telecommunication industry in the 1990s
revolutionized how we connect and exchange information. It also sparked
industry-wide paradigm changes, drastically altering the boundaries of the
physical and the virtual world.
Today, we are in the midst of the fourth industrial revolution. It began at the
dawn of the new Millennium, enabled by our ubiquitous use of the internet and
technology-enabled by the internet in our everyday lives and work. Industry 4.0
is characterized by the fusion of the digital, biological, and physical worlds.
The growing utilization of artificial intelligence, cloud computing, robotics,
3D printing, the Internet of Things, and advanced wireless has put us on the
verge of an industrial revolution that will surpass the impact of previous
industrial revolutions. There is an explosion of new capability to increase work
efficiency, our ability to scale and develop improved products and services.
Industry 4.0 enables personal services and productive work that can be achieved
anytime, anyplace, through any mobile device. Ordering a cab, booking a flight,
buying a product, making a payment, listening to music, watching a film, or
playing a game—can now be all done remotely. Today’s workers can monitor a
machine on a production floor, send out a communication to thousands of
employees at a time, connect with teammates to collaborate on projects, and
access all the information and tools they needed for work using the same mobile
devices that we have come to rely on in our personal lives.
Visit the World Economic Forum for the history and summary of current trends.
TRANSFORMATION
During the Summer of 2020, a survey on social media asked, “Who led to the
digital transformation of your company in the last year? A new CEO? A new chief
digital officer? Or COVID-19?” The overwhelming response was COVID-19.
Digital transformation has moved to the proverbial “burning platform” for every
company in the world. Business leaders must prepare for a future, unlike the
past by embracing the virtual workplace and the global digital marketplace. Key
success factors include:
– Shifting mindsets and building new capabilities for themselves, their teams,
and their organization;
– Developing processes and practices to support and leverage the virtual
workforce;
– Sourcing work and talent globally;
– Transforming to a modern mode of managing humans and the machines and data
that will augment their performance;
– Turbocharging collaboration and creating an agile workforce;
– Adopting Industry 4.0 technology;
– Anticipating the future by understanding trends and the evolution of
industries;
– Innovating new business models, products, and services for competitive
advantage
Given the nature and pace of the change we are facing, success requires no less
than complete organizational transformation. To deliver lasting change,
companies need to take actions that both boost performance and inspire their
people. Browse through the articles on McKinsey’s “Path to True Transformation”
section for perspectives, case studies, and information on how to overcome
derailers.
COMMUNICATION IS EVEN MORE ESSENTIAL IN THE VIRTUAL WORKPLACE
To “Bridge the Gap” caused by the distance in virtual workplaces, leaders must
take their capability to communicate effectively to new heights. This includes
clarity, self-awareness of leadership style, and adoption of modern
tools/channels to enhance 1-1, 1-many, and team-based interactions. There is a
much smaller tolerance for error, it will be harder to pick them up since the
team is not physically together. Communication now must convey critical
information and build relationships and trust. It must be intentional to replace
the serendipity lost with distance. In a successful virtual team, leaders
replace themselves as the team coordinator with a relevant, robust team
communication hub.
LEADING VIRTUALLY ESSENTIALS
Leading in a virtual workplace means shoring up some of the fundamentals of
leadership and unlearning some mindsets and practices to make room for the new
way of leading required for success moving forward. Here are some of our
favorite thought leaders on the topic of leadership
Execution – Larry Bossidy
Daring to Lead – Brene Brown
Leading without Authority – Keith Ferrazzi
Leaders Eat Last – Simon Sinek
Extreme Teaming and Building the Future – Amy Edmonson
Leading Virtually – Trina Hofling
Teamwork Makes the Dream Work – John Maxwell
Seven Habits of Successful People – Steven Covey
Mindset – Carol Dweck
LEADERSHIP DISTANCE
Over the years, there have been several studies and models put forth to
understand the impact that interpersonal distance plays in workplace dynamics.
In 1983 Napier and Ferris put forth a model with several components to aid our
understanding.
– Psychological distance refers to the psychological effects of actual and
perceived demographic, cultural, and value differences between the supervisor
and subordinate.
– Structural distance addresses those aspects of distance that stem from the
physical structure (e.g., the actual physical distance between work locations of
a supervisor and subordinate),
– Organizational structure (e.g., degree of centralization), and supervision
structure (e.g., amount of task contact between a supervisor and subordinate).
Napier and Ferris argue that all of these structural variables are associated
with the amount of supervisor-subordinate interaction that is allowed or
encouraged.
– Functional distance describes the quality of the supervisor-subordinate
relationship, or whether the employee is a member of the supervisor’s in-group
or out-group.
More recently, David Rock of the Neuroleadership Institute has included distance
bias in his SEEDS model. Learn more from this Fortune article.
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* COURSE MANUALS
COURSE MANUALS
COURSE MANUAL 1.1: BUSINESS TRANSFORMATION PROCESS
Each month we will deep dive into a key component of virtual transformation. Our
objective is to transcend incremental process improvement and truly transform
your organization, rendering it dramatically changed from its previous state.
This radical shift is required for future success. As you progress through the
course we will use the following process to transform aspects of your business.
We start with you as a leader, then progress through issues involving your
employees, your team, your network, your products, your operations, and then
finally your business at an enterprise level.
Step 1: Understand external driving forces. It is essential to explore the
global context and meaning of the virtual workplace and core components as our
first step. That means gaining clarity about the forces that have created the
situation and what impact those forces have on business operations moving
forward. We start with the future, to understand how our business strategy,
structure, tools, and culture must be different for success.
Step 2: Assess and analyze the current situation. Next, we will reflect and
document your current state. What is the starting point for our transformation?
What is working, what is not working. Where are the current breakdowns and the
breakdowns that can be anticipated?
Step 3: Identify new practices and structures. Transformation requires new
behaviors, tools, practices, ways of working, and more. Together we will discuss
best practices, innovations, and fundamental shifts so that you and your
organization can prepare for a future unlike the past.
Step 4: Develop a change plan. Virtual transformation requires many layers of
change to the organization. Planning must address behavioral change for
employees and leaders as well as the adoption of new ways of working.
Understanding the impact of these changes on constituents, communicating what
needs to be different, and building effective learning programs is critical.
Step 5: Make it happen. None of it happens quickly, and nothing happens without
change first occurring at an individual level. You will create a plan for
transformation for yourself, your team, and your business. We will create
accountability for you as you go through the course and ensure you are bringing
in others in your organization for a collaborative, cross-functional effort.
EXERCISE 1.1: VIRTUAL WORKPLACE
Reflect and write down responses to the following questions.
• What drew you to this course? Why did you choose to participate?
• What crossroads do you find yourself at with respect to your professional
life, work, career aspirations?
• What new possibilities do you see for yourself?
• In what ways do you see this course helping you?
B. Share your responses with 2-3 colleagues in the breakout room and be ready to
participate in whole group conversations by sharing insights.
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COURSE MANUAL: 1.2 OUR VUCA WORLD
We start our conversation with a review of the fundamental driving forces of
today’s workforce. We will review two frameworks VUCA and Industry 4.0 to
explore their meaning for leaders, connection to virtual transformation, and set
you up to create a plan to address their existence while exploiting the
opportunities they open.
VUCA is a concept that originated with students at the U.S. Army War College to
describe the volatility, uncertainty, complexity, and ambiguity of the world
after the Cold War and particularly after 9/11. Since then, business leaders
have adopted the term to describe the chaotic, turbulent, and rapidly changing
environment that became our new normal. The financial crisis of 2008 disrupted
business models and organizations plunged into similar territory the military
was seeing, technology – social media, demographic shifts, globalization, and
all that was before 2020! Today the VUCA framework has gained new relevance as
we seek to characterize the current environment and the leadership required to
navigate it successfully.
We will address each of the forces identified separately for understanding while
recognizing they are all interrelated and seldom acting independently. Also, it
is often easier to understand what something is NOT. VUCA means we are no longer
working in a stable, predictable, simple, or transparent environment.
Volatility: nature, speed, volume, magnitude, and dynamics of change, not
stable. Think rollercoaster, something that is liable to lead to sudden change,
could change for the worse, turbulent.
Uncertainty: The haziness of reality and the mixed meanings of conditions, not
predictable. Think walking blindly out on a cliff: not established or confirmed,
hard to plan, fraught with uncertainty or doubt, subject to change, inconsistent
or undependable.
Complexity: The confounding of issues and the chaos that surrounds any
organization, not simple. Think of an intricate mosaic: difficult to analyze or
understand, a complex arrangement of concurrent things having interconnected
parts.
Ambiguity: The haziness of reality and the mixed meanings of conditions not
clear. Think dense fog: open to more than one interpretation, misleading,
unclear
Does any of that sound like 2020 or the environment we are all working in right
now?
EXERCISE 1.2 VUCA
Sign on to our interactive survey page and post your response to these
questions.
Have you heard of VUCA before this course?
What does the acronym stand for?
Which of these forces do you find most irritating and unnerving personally?
How about your team? To what extent does each of these impact them?
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COURSE MANUAL 1.3: VUCA LEADERSHIP RESPONSE
The good news is that we can flip the coin. For each of the VUCA conditions,
there is a leadership response. Great leaders confront the reality that we live
in a VUCA world. They lead in ways that enable employees, colleagues, and
customers to be productive amidst the chaos and achieve results and competitive
advantage. To embody this as a leader:
• Combat volatility with vision: look ahead proactively to anticipate change,
and map a course that aligns with the organization’s values and goals.
• Fight uncertainty with understanding: knowing your organization’s strengths
and capabilities will help guide business decisions when time is of the essence
and problems need to be solved quickly.
• Best complexity with clarity: you don’t know what you don’t know, but there
are things you do know. Focus on those so you can control what’s within your
abilities.
• Attack ambiguity with adaptability. In times where you don’t know what to do,
being flexible is your organization.
EXERCISE 1.3: VUCA LEADERSHIP RESPONSE
Pick a letter/force and reflect on an experience that illustrates that force in
action?
What are you currently doing to lead through VUCA?
Map the leadership response with the VUCA force
What can you start/stop/modify to be a more effective VUCA leader?
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COURSE MANUAL: 1.4 – INDUSTRY 4.0
Industry 4.0 is characterized by exponential change, artificial intelligence, a
virtual world, and the continuous need to adopt new ways of working to remain
competitive. With self-directed, tech-enabled, globally-connected teams, the
work of managers and leaders will shift. Culture will need to be driven by
leaders devoted to serving their team’s needs and helping them navigate through
uncertainty to a radically different future driven by machine-man collaboration.
Leaders and managers will be called on to ensure that virtual team members are
coordinated and accountable to each other. The more traditional roles of
recorder, gatekeeper, and process owner will fade away.
Industry 4.0 is characterized by the fusion of the digital, biological, and
physical worlds. The growing utilization of artificial intelligence, cloud
computing, robotics, 3D printing, the Internet of Things, and advanced wireless
has put us on the verge of an industrial revolution that will surpass the impact
of previous industrial revolutions. There is an explosion of new capability to
increase work efficiency, our ability to scale and develop improved products and
services.
Industry 4.0 enables personal services and productive work that can be achieved
anytime, anyplace, through any mobile device. Ordering a cab, booking a flight,
buying a product, making a payment, listening to music, watching a film, or
playing a game—can now be all done remotely. Today’s workers can monitor a
machine on a production floor, send out a communication to thousands of
employees at a time, connect with teammates to collaborate on projects, and
access all the information and tools they need for work using the same mobile
devices that we have come to rely on in our personal lives.
EXERCISE 1.4: INDUSTRY 4.0
Knowledge Assessment or Breakout groups
What overlaps do you see between Virtual Transformation and Industry 4.0
• Where would you put your company on the Industry 4.0 roadmap?
• What specific industry 4.0 trends have you seen in your company or industry?
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COURSE MANUAL 1.5: VIRTUAL WORKPLACE
Virtual workers are here to stay. In the future, teams will consist of members
working from different locations at different times. The traditional hub and
spoke team led by one manager in one physical place will be a rarity.
Undoubtedly, some of the fundamentals of excellent management and leadership
will persist, but future success will require a shift in mindset and
capabilities. Success in a virtual world requires building an effective virtual
workplace, leading constituents through complex transformation, developing new
offers, and optimizing operations with technology enabled by the fourth
industrial revolution.
Although there are benefits to virtual working arrangements, the inherent
distance creates specific challenges for leaders. When leaders and employees
rely on electronic communication to connect and complete their work, there are
more possibilities for misunderstandings, significant barriers to fostering
trust, and greater difficulty in coordinating. Virtual leaders must BRIDGE THE
DISTANCE for themselves, their team, and their connections to other groups and
organizations.
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COURSE MANUAL 1.6: PERSONAL PRESENCE
During this portion of the module, participants will introduce themselves with a
2-minute presentation. We will provide feedback and debrief with crucial tips to
ensure each participant is coming across as professional, strong, adept at using
virtual tools, and has a suitable home office environment. Each participant will
give a one-minute overview of themselves that they prepared in advance.
Participants will observe to learn more about each other, and assess the
participants’ leadership presence. We will do a group debrief identifying
fundamentals that can be addressed to improve personal presence.
EXERCISE 1.6: PERSONAL PRESENCE
• Introduce yourself with a 2 min introduction letting us know who you are as a
leader, and what you see as one of the most important challenges to address
through this coursework.
• As others are introducing themselves, listen in an open way, and note any
feedback you have to provide them to improve their virtual presence.
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COURSE MANUAL 1.7: VIRTUAL COMMUNICATION STYLE
As prework, you took the “Working From Home” style assessment. Everyone has
their own style and tendencies. When working virtually, we need to become more
aware of our strengths and weaknesses and manage them. We don’t have our peers,
leaders, and other influencers around us to help point out when we need
course-correction. Time and priority management are vital. Your report’s tips
are based on your survey responses and offer insight into how you might manage
yourself when working virtually and how you can use tools like this to
understand more about your employee’s and colleague’s styles. Great leaders use
this knowledge to adapt their communication styles to the situation for
effective communication.
Working From Home Assessments
Here is a summary of each of the different communication styles and suggestions
to improve personal effectiveness given that style. Use your personal assessment
to understand your customized suggestions for your great success in a virtual
environment.
Direct: Create a Clear Structure
Without clear instructions and check-ins, direct people can go off the rails and
move at a breakneck pace. Direct communicators like task-oriented work and
achieving high goals they set for themselves, but their tendency to bounce
around on tasks can cause their team members to feel left in the dust.
Solution:
• Use a scheduling team tool like Basecamp or Monday to layout entire projects
that break down into tasks. That way, High Ds can stay on tasks and work at
their rapid, preferred pace without leaving their team behind.
• Encourage everyone to share exactly what parts of projects they’re working on,
and build these checkpoints into projects. If reporting is just another step in
the process, it won’t feel intrusive to Direct communicators while still
remaining efficient.
Reflective: Over-Communicate for Excellence
Low Ds hate conflict and prefer to keep the peace. This can be a struggle on a
hybrid team, where some team members can benefit from face-to-face communication
while others can only rely on video chat and text chat. When communication isn’t
happening in-person, low Ds can panic and become anxious.
Solution:
• While much of this anxiety must be self-managed, you can prevent
miscommunication in the first place. Make sure to schedule one-on-ones with your
Reflective team members and express gratitude to them on a regular basis.
• Offer constructive criticism but follow it up with a reassurance that their
hard work is noticed. This is important for all team members, but especially for
low Ds, who will not go out of their way to get feedback or ask for feedback.
Outgoing: Better Bonding = Better Work
Outgoing communicators have a high I score, which means they are
people-oriented, talkative and driven by interaction. High Is have likely
suffered heavily while remotely; without water cooler talk, coffee breaks,
office inside jokes, and regular chances to connect with others, Outgoing
communicators wither. They also are at risk of leaving others out
unintentionally if they work with some team members in-person.
Solution:
• Have team bonding that is actually fun. Zoom cocktails have lost their appeal
to many, so don’t make your team gather in the same way they do for meetings.
Try playing a collaborative online game like Among Us or Overcooked, or have a
lunch-hour watch party for a show your team loves.
• Something entirely unrelated to work will help everyone feel like they’re
together again. That feeling goes a long way with Outgoing communicators.
Reserved: Focus On Clarity
While you’re thinking of the miscommunication that happens in hybrid teams,
Reserved communications are definitely feeling that pressure. They are highly
analytical individuals, and that eye to detail can cause them to read too much
into written messages or even the small things like emoji choice in Slack.
Solution:
• Many people got used to remote communication in 2021, but that doesn’t mean
they’re ready for hybrid teams. Make sure all team members are receiving the
same amount of attention and information when tackling projects, noting
successes, and giving feedback. Avoid sarcasm or any kind of figurative language
that can be misinterpreted over chat.
• Reserved communicators won’t go out of their way to ask for clarification or
more feedback, but when they receive those things, it enforces what they know
about their work situation and will help them feel more secure.
Predictable: Slower Pace, Increased Anxiety
Steady communicators prefer a slow pace, defined responsibilities, and clearly
outlined expectations. The pace can clip on a hybrid team, and there might be
anxiety around reaching out to clarify expectations, especially if part of the
team is remote and part is in-office.
Solution:
• Steady people want the opportunity to think through their projects multiple
times, with their team and on their own. Make sure that expectations and
instructions aren’t just delivered verbally; follow up with an email with
deliverables and utilize your project management software. It might feel like
overkill at times, but this process will save you a lot of time when your High S
teammates can make sure they’re on track on their own.
• Make sure to get their input on the schedule of a project as much as possible.
If you’re simply dictating due dates and project pace, your Predictable team
members will feel overwhelmed and ignored; ask them what feels reasonable for
deliverables and come to a compromise. This work upfront is worth it for success
throughout the project and will increase their engagement in their work.
Dynamic: Moving Too Fast
Dynamic people, or Low Ss, love jumping from idea to project to task, without
slowing down. This high-energy approach can cause problems when the obstacles of
a hybrid team come into play — different time zones, working away from chat, not
able to pop into someone’s office for the answer they need quickly.
Solution:
• Even if instant chat is an option, people can’t always immediately reply.
Establish communication requirements and preferences early on in your working
relationships on hybrid teams, i.e “Slack me for regular requests, email for
more formal questions, and text me in an emergency”.
• These expectations will help lessen the anxiety about being ‘on’ all day for
the rest of your team, but they will help Dynamic communicators prepare for how
and when they get information from others. Also, make sure your Low Ss have
plenty of tasks to work on at once, so they can jump around without disrupting
other projects.
Precise: Adjusting to Others
Compliant communicators (High Cs) enjoy rules and clear expectations but don’t
love hashing things out with others. This means they can overly rely on tools
like chat and email while avoiding phone calls and video chat. This can cause a
disconnect with other communicators who need some face time, and if they work on
a hybrid team, they can retreat even further without regular team interaction.
Solution:
• Use different communication formats for different purposes. If you have a
quick question, shoot off a chat, but use video chats for project launch
meetings and one-on-ones. Remember that helping your High Cs push themselves out
of their comfort zones will have positive benefits for their growth and their
standing within your team!
• That being said, let Precise communicators select their preferred
communication method as often as possible. Lessening sources of stress are key
to increasing engagement, and the less friction on your hybrid team, the better.
Pioneering: Too Free Spirited
Pioneering communicators have a low C score, and they love forging their own
path, but that can lead to troubles with a hybrid team. If they are enjoying the
flexibility of working from home a little too much, the team might not be able
to grab them at crucial moments. Their flexibility with communication formats
and style might also confuse and discourage more rigid peers.
Solution:
• If you’re a low C and need time to think, plan, or simply get stuff done, mark
it on your calendar clearly. If your best work comes after hours or before
you’re on the clock, indicate that on your calendar and don’t be afraid to let
your team know that preference. However, you need to be available on your ‘on
hours’, so don’t check out, but do communicate your process and find a middle
ground.
• If you’re managing a Pioneering communicator, help them figure out their
communication cadence and productivity. Take advantage of their free-thinking
and outside-the-box approach to find creative solutions, but remind them that
paying attention to their team members is just as important.
Succeed With All Communication Styles
Overall, there are 3 things you need to do for success with all communicators on
hybrid teams.
1.Over-Communicate: With your team partially at home and in-office, you need to
make sure that everyone is always on the same page. Make sure the information
they need is available over the phone, in-person, and over your shared project
management system. If it feels like overkill, you’re doing it right.
2.Over-Clarify: A lot of people experienced high levels of anxiety and
uncertainty when transitioning to remote work, and that uncertainty can carry
over into working on a hybrid team. Offer consistent feedback and make sure that
your team has the channels they need to express themselves and any concerns.
Clear up KPIs and reinforce job descriptions (the benchmarking process can be
particularly helpful for this task!).
3.Over-Appreciate: When we say over-appreciate, we don’t mean that you need to
be full of simpering praise all of the time. It’s important to remember that the
risk of disconnect and disengagement is higher for hybrid teams if they are not
managed properly. Use the knowledge you have about each of your team members’
preferences to show them you appreciate their hard work and effort.
Hybrid teams are the future of the workplace. Use your knowledge of your team’s
communication styles to help them succeed in their roles as soon as possible.
EXERCISE 1.7: VIRTUAL COMMUNICATION STYLE
Read and reflect on your report. Identify one thing you will either start, stop
or modify to be more successful in leading virtually.
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COURSE MANUAL 1.8: MINDSET SHIFTS AND CAPABILITIES
Success in the virtual workplace requires new capabilities and shoring up
traditional capabilities like communications and building relationships. So much
has been written and researched on Leadership. We have synthesized the top
research on Modern Leadership here. And captured it in four capability groups:
Personal Impact, Growth Mindset and Resilience, Taming and Collaboration, and
Future Focus.
As we go through each of these. We invite you to reflect on the topics. We want
to trigger you to think through each of them as it relates to yourself. Many of
the words you’ll hear will sound like common sense, resist the urge to think to
yourself “I know that already.” Lean in and consider where you can learn more
and make a bigger impact. The great news is that all four of these leadership
areas are skills that you can get better at with effort and practice. This is
the heart of a growth mindset.
In a virtual workplace, leadership happens at all levels of the organization. A
distinction of virtual leadership is that employees don’t work for a manager in
the same location. It can even mean that employees don’t formally work for you.
Which description represents your leadership situation at the moment?
• Do you lead through your own personal excellence and contributions?
• Are you a thought leader, influencer, or catalyst for change?
• Do you lead cross-functional projects?
• Are you a manager with direct reports?
• Do your direct reports lead their own teams?
Let’s go into each of the capabilities in more detail:
Personal Impact is living your vision and values with integrity, owning what
needs to get done, It includes Leading others with your ideas, example, and
commitment to the organization’s success. The key skills to develop are
accountability, purpose and vision, thought leadership role modeling and
followership.
Growth Mindset and Resilience is seeing possibility, believing in your own,
other people’s, and the organization’s ability to GET BETTER. moving forward
despite difficulties and setbacks. Your ability to process adversity and bounce
back quickly. A growth mindset is quickly becoming the core of leadership
development and may have started studying this within your organization.
Resilience refers to having the self-awareness and management to move past the
speed bump quickly and without getting derailed. The key skills to develop are
Willingness to put in the effort, take on challenges and take smart risks,
belief in the “power of Yet,” Feedback mastery, and the ability to manage your
emotions and reframe thinking.
Teamwork and collaboration focus on Identifying essential collaborators and
quickly getting up to speed on what they know so you can work together to get
things done. It starts with creating connection and synergy which yields greater
outcomes from working together than working alone. Success in this domain also
means breaking free of organizational silos and geographic boundaries to work
together, share resources, and take mutual responsibility for the whole. Key
skills include building strong relationships and networks, aligning others
around a shared purpose, adopting modern collaboration tools for the virtual
workplace, and working across boundaries.
Future Focus consists of understanding future trends and their meaning for the
organization, experimenting, and advocating new ways of doing things. And
identifying a roadmap for leading your tribe to a successful future. Key Skills
include reading the world and adapting, Innovation, colonizing the future,
Influencing and leading change,
EXERCISE 1.8: MINDSHIFTS AND CAPABILITIES
Assessment and Breakout Room Conversations
Rate yourself as we debrief each of the Future capabilities, and share your top
3 and bottom 3 in your small group conversations.
• What opportunities do you have to transform as a leader, what would the impact
be?
• Where can you share this learning with your team?
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COURSE MANUAL 1.9: LEADERSHIP SWOT
To be successful in today’s market and build a competitive advantage for the
future, business leaders need to leverage every asset they have. This means they
must be aware of their own strengths, capabilities, and passions, as well as the
strengths and capabilities of their employees. Once you are aware of these
assets, successful business leaders arrange the roles and responsibilities of
the organization to make the most of them.
Developing a personal SWOT (Strength, Watchouts, Opportunities, Triggers) is a
way to be clear on focus on what are your strengths and where you have an
opportunity to improve. It will allow you to reflect and understand what are
your emotional triggers and become more aware, so they won’t impact you
negatively.
This is a self-reflection assessment, there are no right or wrong answers. As
you go through the questions in each section, think about your emotional
triggers, what are the situations that trigger you and hijack your emotions. In
this process you will identify the Strengths you possess, Watchouts to be aware
of, the Opportunities that exist for you to take advantage of, and the Triggers
that might hijack your emotions and impact your actions. On the template, answer
the following questions:
Strengths
• What activities do you do well/excel at?
• What relevant knowledge, experience or natural capability do you bring to your
role?
• What are your personality strengths?
• What activities do you have a passion for?
• What do others see as your strengths?
• Which strengths are required for success in your role?
Watchouts
• What could you improve?
• What are your limitations?
• Do you ever show up for others in a negative way?
• What causes negative moods?
• Where do you feel over committed?
Opportunities
• How can you turn your strengths into opportunities?
• What knowledge or experience could you gain to address current weaknesses?
• What resources do you have available to you to increase your capacity to act?
• How can your peers help you?
EXERCISE 1.9: LEADERSHIP SWOT
Once you complete your SWOT take the time and reflect on your answers. Remember,
no one else will see this, so make sure you were totally honest.
Strength:
• Are there any surprises?
• Are you confident in your strengths? Would others agree?
• Are you using your strengths to their fullest potential?
• Are these the right strengths for someone in your role?
Watchouts:
• How often do you experience a watchout during work?
• Are you now more in tune to your watchouts?
• How will this change how you work?
Opportunities:
• What are some specific steps you can take to make a change?
• Who do you need to reach out to for assistance?
Triggers:
• How often do these triggers happen at work?
• Do these impact how you work with others?
• What are some ways you can regulate or “get back to clear”
Now, develop a plan. Solidify each action, what steps do you need to take to
make a change? Who do you need to work with? How will you track your progress
and success? Give yourself achievable actions and a timeline. Share this with a
peer or your manager to keep yourself accountable.
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COURSE MANUAL 1.10: LEADING CHANGE FRAMEWORK
This section is designed to provide an introduction to the key concepts
influencing the success or failure of change implementation efforts and to apply
them to the change initiatives relative to the virtual workplace and new normal.
Every month during this course we will take a deep dive into another element of
successful change leadership, and you will move through your own change plan as
part of your ongoing project.
Leading change is 80 percent people management (establishing direction,
aligning, and motivating), and 20 percent content (problem-solving, planning,
and organizing.) Most change efforts fail because sufficient attention isn’t
given to the powerful people that dramatically affect the final results.
Expectations can play an important role in generating motivation for change.
Managing change requires extensive attention to managing the expectations of
those who need to change. The degree of difference between what I expected would
happen and what I am now faced with is directly correlated to the degree of
resistance I will have to the change effort.
Follow this process to make change real.
1.Change Planning and Mobilization
The discipline of considering impacts before rushing into action. Leaders need
to clarify specific objectives, scope, timing of the intended change. This is
accomplished through conversations about the impacts the change will have on the
organization at an enterprise, program, and employee level. The goal of this
phase is to develop specific strategies for successful implementation, ensuring
there are real structures for sustaining the change.
Tools and Strategies for Change and Mobilization:
• Blueprint
• Gap Analysis
• Impact & Exposure Map
• Integration with other initiatives
• Assessments
• NewSDoG
2.Change Leadership and Agility
Embed change agility into the organizational DNA for present and future success.
One thing is for certain, more change will be coming. Our goal is to wire the
organization for success now and in the future. This is achieved through the use
of proven and consistent tools and practices – a playbook for leading change.
Leaders are mentored and given the tools to develop the capability for leading
change.
Last but not least, prime the organization for change and identify behaviors
required for an agile, adaptive culture.
Tools and Strategies for Change Leadership and Agility:
• Leading Change learning curriculum
• Emotional Intelligence
• Instituted tools & practices
• Clear expectations & distributed accountability
• Conversations for Change
3.New Capabilities and Ways of Working
Transform how work is done. During this phase, work is done to identify and
build the needed competencies and behaviors required for success. Create new
structures for development and sustained change. Then focus on preparing for the
future of work.
Tools and Strategies for New Capabilities and Ways of Working:
• “Professional of the future” competencies and career path model
• Talent Review and acquisition plan
• Aware/Adopt/Adapt/Use model
• NewSDoG
4.Engagement
Accelerate change and make the most of the organization’s human capital.
Engaging all constituents affected by the change to ensure their support,
commitment and adoption of new ways of working is the accelerator for change. We
will work to help you increase urgency, collaboration, and creativity throughout
the teams and organizations impacted.
Tools and Strategies for Engagement:
• Stakeholder analysis
• Strategic planning
• Engagement events
• Assessing and monitoring
• Creating communities
• Two-way communication
• New technology
Critical Success Factors:
• Clearly understand the expectations of the “targets” of the change and have a
robust communications plan.
• Take the actions necessary to ensure adequate capacity within the organization
to absorb the change by managing demand.
• You must have a balance between all three elements of the triple constraints –
When any of the three legs shifts, so must the others.
• Ensure a comprehensive change effort rather than one focused on one component
of the STAR model.
• Build commitment with good planning on the front-end – Rework is expensive and
frustrating for the organization.
• Ensure a balanced solution (50% tools/50% consequences).
• Obtain adequate sponsorship. (Resource AND consequence management.)
• Use of a structured change model such as impACT helps frame the change effort
and guide actions.
ImpACT change management process:
1. Achieve a Shared Vision: Guides you as you establish the business case,
confirm the need for change, and develop a shared vision of what the future will
be once the change is implemented.
2. Create Commitment and Plans: Helps you plan to close the gaps between where
you are today and where you need to be by mobilizing commitment and planning the
change.
3. Take Action and Sustain the Change: Helps you manage the implementation of
your action plans, monitors your progress, and describes actions you’ll take to
sustain the change. (This phase is most helpful to the team well after the plan
is already executed.)
EXERCISE 1.10: LEADING CHANGE FRAMEWORK
Try to write with your non-dominant hand. What is the experience like? How can
you relate it to change?
Get started on your Project work by reflecting on these questions.
What is the problem you are trying to solve?
What is the opportunity if the change is made?
What happens if you do nothing?
Who is the customer for this change effort?
From the customer’s point of view, what does success look like?
How will we know when we’ve been successful?
What is the one-sentence vision of success?
What are the metrics to measure our success?
What is in scope or out of scope?
What are the assumptions about this change project?
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COURSE MANUAL 1.11 SEIZE TOMORROW: DESIGNING YOUR FUTURE
Once you have a clear perspective of your current state, we will turn the
conversation to the future. Based on your understanding of the forces that are
impacting our world, how do you need to shift yourself as a leader, the way your
team works, and how your business compete? What is the picture you must paint of
the future to get people to follow you? What do you anticipate based on the
trends you have researched, and how will you prepare for a future, unlike the
past. Using appreciative inquiry we will begin to articulate your desired state,
and what you need to build and develop to achieve that vision.
EXERCISE 1.11 SEIZE TOMORROW: DESIGNING YOUR FUTURE
Each participant will select a visual from the Center for Creative Leaderships
Visual explorer set. The exercise is to create a metaphor from the vision to
answer the questions and articulate your thoughts on…
What is your vision of a transformed virtual workplace?
What do you need to do/build as a leader to be successful in that future?
--------------------------------------------------------------------------------
COURSE MANUAL 1.12: MAKING IT REAL
At the end of each workshop, we will collectively turn our focus into how you as
a leader will make what we have covered real in your organization. By making it
real we mean to apply what you have learned and take the action required to make
a positive impact. That starts with reflection on what you are going to do
differently yourself and a commitment to change. Also important is how you will
bring the others in your organization into the conversation about what you have
learned, and make requests about what you need from them for success. This will
include not only your formal team but your cross-functional peers. How will you
collectively build the plan to transform yourselves into a virtual organization?
Now it’s time to create an action plan. You don’t want to settle for only
inspiration. You want your inspiration, combined with your determination, to
create transformation. You’ll create your action plan in four steps.
The first step is a start | stop exercise. If you’re going to start or embrace
new attitudes, perspectives and behaviors, then you need to stop other
attitudes, perspectives, and behaviors. In the start |stop section, list the
things you know you must stop doing. Write down any attitudes, perspectives, or
behaviors that relate to you, your boss, your organization, your team, or your
personal life including family and friends. What paradigms and practices do you
realize are either untrue or unhelpful? Record all of these in your stop list.
Then, in light of that stop list, think about the attitudes, perspectives, and
behaviors that you want to start implementing. The start column should again
include perspectives, paradigm shifts, and key practices you now want to embrace
in your quest to become a more effective and engaging leader. This start | stop
exercise will help you to leave behind the things that are untrue and unhelpful
while focusing on the things that will make a difference moving forward.
Build upon your start | stop list as you move to section two. In this exercise,
you will identify your top priorities. Who do you want to start leading more
effectively – your boss, your team, your direct reports? Are there certain
projects, places, or situations where you know you could lead with greater
clarity of purpose? Identify these goals and priorities as well as the people
who will hold you accountable, the paradigm shift needed, and your next best
step.
The third section centers on inviting others. In this exercise, you will share
your action plan (specifically your start | stop list and top priorities) with
at least two others. We suggest you start with your boss and a colleague. Invite
these people to give feedback about your action plan. Are you on the right
track? What aspects need adjustment so you can craft the best action plan
possible? Ask for their support and encouragement. Most importantly, ask them to
hold you accountable and to regularly review your action plan with you, helping
you to seize the opportunities for growth.
Now, as you look at your action plan, what are your most immediate next steps?
Identify what you can start doing tomorrow, or next week, to put your action
plan into practice. Write out clear perspective shifts, behaviors, and practices
you are going to specifically start implementing to move your action plan from a
lofty ideal to reality.
EXERCISE 1.12: MAKING IT REAL
Reflect on and share something you need to start, stop or modify.
What was your biggest insight from today’s session?
1. START/STOP EXERCISE
If you are going to embrace new practices, you must leave behind old ones. What
do you need to start doing? And stop doing? Make a list. In light of all the
hard work you’ve done in this model and the insights that have been triggered
about what you already know. You will create an action plan to put into
practice. You’ll use the information you have gathered, including input from
face-to-face interactions, to complete the exercise below.
2. TOP PRIORITIES EXERCISE
In light of your Start/Stop Exercise, identify your top priorities. How do you
want to start recalibrating your ideas and strategies around “purpose” within
your organization?
3. INVITING OTHERS IN
Decide who’s the best to keep you encouraged and accountable. There are several
keys to choosing an accountability partner:
• choose a person with whom you can be yourself,
• has your best interest at heart, is willing to meet with you frequently and
• is willing to speak the truth.
You are not looking for a lot of voices here, but rather just a couple that you
trust and who can offer clarity and accountability. List the people below you
will invite into this conversation and by when.
4. NEXT STEPS
Identify what you can start doing tomorrow, or next week, to put your action
plan into practice. Write out clear perspective shifts, behaviors, and practices
you are going to specifically start implementing to move your action plan from a
lofty ideal to reality.
--------------------------------------------------------------------------------
* PROJECT STUDIES
PROJECT STUDIES
Please complete the following exercises reviewed during our workshop prior to
workshop 2.
• Develop your statement of Purpose/Values in the context of the virtual world
and our new normal
• Identify 3 articles to further research topics discussed including VUCA, 4.0
and leading virtual teams
• Move forward with your virtual team by Recontracting. Share article “Let’s Not
Go Back to Work, Lets Go Forward” and hold a recontracting session with your
team.
• Map out your Change Plan using the ImpACT Model and worksheets (See Manual 11)
• Use the Making it Real exercises
o Have conversations with peers, direct reports, managers and other stakeholders
o Identify personal behavioral change (start/stop/modify)
o Complete your action plan for this module
--------------------------------------------------------------------------------
* BENEFITS
PROGRAM BENEFITS
MARKETING
1. Virtual workplace
2. Customer experience
3. Market growth
4. Product innovation
5. Predictive insights
6. Increased productivity
7. Competitive advantage
8. IOT production optimization
9. Return on investment
10. Future readiness
MANAGEMENT
1. Change leadership
2. Improved communication
3. Empowered employees
4. Continuous improvement
5. Increased collaboration
6. Global localization
7. Augmented intelligence
8. People leadership
9. Optimized functions
10. Innovation
HUMAN RESOURCES
1. Performance culture
2. High impact teams
3. Great workplace
4. Virtual workplace
5. Healthy organization
6. Engaged employees
7. Growth mindset
8. Manager excellence
9. Personalized development
10. AI driven
CLIENT TELEPHONE CONFERENCE (CTC)
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CLIENT TESTIMONIALS
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Consultancy
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UNITED STATES
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different international locations and this has proven to be a masterstroke and
consolidates their unique global positioning."
Verified by Endorsal.io
G. ROBINSON
UNITED STATES
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"Mr. Robinson supported the Atlas Mine Site Committee with design services at
the Atlas Mine Area Superfund Site near Coalinga, California, on land owned by
the U.S. government and private parties. The site consists of three open pit
asbestos mine surfaces, stockpiles of asbestos waste material, an abandoned mill
building, and surface debris. The consent decree entered into by the U.S. EPA
and the Atlas Mine Site Committee members required the grading of asbestos,
demolishing and disposing of the mill, constructing drainage control structures,
conducting a re-vegetation pilot project, and implementing an operation and
maintenance (Q&M) program. He reviewed the existing site database and the
proposed conceptual remediation plan. then conducted a geotechnical field
investigation of the site to generate information necessary for design of the
remediation structures. Based on the investigation, recommended several changes
to the conceptual and drainage plan that resulted in a more efficient and
cost-effective remedial design. prepared the final remedial design documents
that formed the basis of the construction bid package. In addition to the design
specifications, prepared the Operation and Maintenance Plan, the Construction
Quality Control Plan, the Project Schedule, and the Worker Health and Safety
Plan. He also conducted an evaluation of asbestos toxicity, potential exposure
pathways, and sensitive population evaluations associated with the mine in
California., critically reviewed methodologies used by EPA subcontractors for
air modeling, ambient air monitoring, surface-water modeling, and assessment of
site-specific exposure to asbestos fibers.
https://www.appletongreene.com/clp-cih-sales-generation"
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MR. SHORTT
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
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"While at McKesson in product management: Mr. Shortt, along with the quality
control and development teams, contributed to being one of the first platforms
to achieve Meaningful Use 2 certification for Health Information Systems. Mr.
Shortt designed and trained numerous product enhancements driven either by
market demands or regulatory requirements.
https://www.appletongreene.com/clp-cih-organizational-optimization"
Verified by Endorsal.io
L. GARNIER
FRANCE
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"Any product or service is only as good as the support process which accompanies
it. The Appleton Greene programs are well structured and well delivered, but it
is the quality and availability of continuous support which makes the programs
durable. Appleton Greene is excellent at developing and implementing time
management procedures for program support. We appreciate that the time of
qualified learning providers and accredited consultants is valuable and the
strict guidelines within which support is provided enables us to obtain support
whenever we need it, but it is structured in such a way as to ensure that it is
always productive."
Verified by Endorsal.io
J. CONNELL
UNITED STATES
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"Mr. Connell was responsible for managing the Alliance between Jacobs and Coors
Brewing executing and delivering a significant project portfolio over a 4-year
period. During his tenure, the project team significantly improved the
multi-project execution methodology and outcomes for the brewing, packaging,
utilities and infrastructure projects in multiple breweries and project
locations throughout the USA. This enabled the client to achieve its expansion
objective by the successful execution of the various capex, opex and sustaining
capital projects in the portfolio. The Value Engineering (VE) program that was
applied, yielded approximately 20% savings of total installed cost for the
client. https://www.appletongreene.com/acs-project-excellence"
Verified by Endorsal.io
K. SPENCE
UNITED STATES
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"There is no doubt that we are becoming more structured in everything that we do
since we started implementing Appleton Greene's processes. We started off with a
program in our customer service department, but we have now implemented a
variety of different programs within 5 departments. The programs are incredibly
reasonble given what you are able to achieve with them. The consultants and
learning providers that we have worked with are very professional, well trained
and very personable. Good experience all round and easy to measure ROI."
Verified by Endorsal.io
H. PATEL
UNITED STATES
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"Sierracin - This privately owned aerospace firm was established in the 1950’s
and sanctioned by the US government as one of a select group of suppliers to the
armed forces. The campus included research, process, and production operations,
which expanded to a new Special Technology Group in 1990’s. Mr. Patel reported
to the President of the Special Technology Group (STG) as the Senior Consultant
responsible for supporting the commercial, military, and after-market business
cells. His role as the leader of the teams in this group was to integrate all
business cells to increase operational efficiencies and enhance our research and
development standing within the facility and our clients. The site was
re-establishing itself as a premier contractor to the US government and
commercial airlines. Our experienced employees had retired and influx of new
engineers and technologists that were hired did not possess the prerequisite
project management skills to achieve this objective. The President of the STG
(direct report to owner of Sierracin) introduced a site goal to improve upon
this with project management methodology, site wide lean manufacturing training,
green and black belt certification. His work enabled scientists, controls and
robotics engineers, process engineering, throughout the design, plan, build,
launch of product on 11 aircraft transparency production lines across 24/6
business cells for Boeing, Lockheed, Northrup, McDonnel Douglas, Airbus. The
projects assigned were challenged by weekly government audits to ensure
compliance to MIL-SPEC. Mr. Patel received a secret clearance to continue work
with our military clientele to design processes, test methodologies and failure
analysis, some of which were benchmarked at PPG Aerospace. His main contribution
was to strengthen our governance structure by introducing operational and
scientific discipline within the group by empowering and coaching to communicate
effectively across business cells.
https://www.appletongreene.com/acs-business-process-improvement"
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JP ARQUETTE
FRANCE
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"Nous avons rencontré Appleton Greene à un moment où nous recherchions un
fournisseur. Le fournisseur avait mis en œuvre 3 ou 4 programmes avec Appleton
Greene et nous avons reçu de très bonnes critiques avec chacun d'eux. Nous avons
pris connaissance d'un programme de transformation d'entreprise spécialisé dans
les acquisitions et avons décidé de l'essayer et nous avons été ravis des
résultats. Cela nous a fourni une approche structurée de la planification, de la
mise en œuvre et de la gestion de l'acquisition, ce qui a été très bénéfique
pour les deux sociétés. Je pourrais parler toute la journée des avantages
individuels, mais il suffit de dire que je réutiliserai le programme lors de
notre prochaine acquisition."
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MS. WHITBECK
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
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"Ms. Whitbeck was a great help while she was working with us! She played a vital
role in the complex implementation of a member service initiative encompassing
all of our US Warehouses. She effectively worked toward our organizational plan
by meticulously mapping out our processes to maximize efficiency, effectiveness,
and ease of use. At each phase of the project, Ms. Whitbeck was rigorous in
helping us identify value gaps and refine our framework. She was also able to
highlight and mitigate potential risks and system failures. Even more
importantly, Ms. Whitbeck quickly adapted to the Costco culture and environment,
which facilitated bringing all of our team members and stakeholders at each
level together. She ensured that everyone’s needs were addressed in our new
program process. Overall, Ms. Whitbeck approaches her work carefully and with
cheerful aplomb. https://www.appletongreene.com/clp-cih-sales-strategy"
Verified by Endorsal.io
MR. AREVALO
MEXICO
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"El programa de Planificación Colaborativa demostró ser la piedra angular de
nuestro éxito en las Américas, lo que nos permitió identificar a las partes
interesadas clave tanto interna como externamente y operar de una manera que
beneficiara a todos. Como empresa de logística, esto no solo es importante para
nuestros clientes, también es importante para nuestros proveedores, porque uno
depende del otro. Nos permitió tomar mejores decisiones y contar con la
aceptación y el compromiso de todos los interesados."
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MR. ANTONGIOVANNI
UNITED STATES
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"Mr. Antongiovanni was brought into help our new CFO. He quickly helped us
assess the current team and make improvements. He also helped to improve the
effectiveness of the team and helped us to focus our recruiting efforts when
looking for new members. The improvements allowed for a reduction in overall
costs while improving the team dynamics.
https://www.appletongreene.com/clp-cih-financial-leadership"
Verified by Endorsal.io
MR. GREENE
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
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"Ray-Ban, was a great place to practice the techniques of productivity. Sunglass
business was growing at around 20% a year for four years. State-of-the-art R&D
technology led to new products, an acquisition contributed, additional and more
modern equipment at two manufacturing plants was installed, two more facilities
were added including a maquiladora plant. The main assignment was “don’t let us
run out of capacity”. Employees understood the products of the company and their
reputation in the marketplace for style and quality, which definitely
contributed to motivation."
Verified by Endorsal.io
H. POLANSKI
POLAND
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"We started off with the Appleton Greene Public Relations program something like
20+ years ago and have now implemented the Brand Repositioning, Product
Development, Cultural Integration and Lean Management programs. It really helps
that all of the workshops follow the same structure because we are used to this
and the project studies ensure that each part of the processes are properly
implemented. Well designed, well implemented and well supported."
Verified by Endorsal.io
MR. LYNCH
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE
UNITED STATES
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"Mr. Lynch has played an important role in my professional leadership
development as CEO. I identified Mr. Lynch and selected him to work with our
organization due to his wide expertise and global experiences. His work with me
had significant impact on the performance of my organization, as well as the
many organizations collaborated with pursuing competitiveness. First, Mr. Lynch
coached us in building skills and competencies to be able to think strategically
in a global context; be able to articulate an inspiring vision across cultures;
and make wise choices amid complexity and uncertainly. Further, coached me in my
role to put these competencies and methodologies into practice as I led global
teams, built collaborative and dynamic networks and grew my organization and its
leadership to expand across Canada and complete globally. Next, Mr. Lynch helped
build and develop deeper competencies to build and lead collaborative networks
to better provide strategic direction, facilitation, and the development of
transformational frameworks. This work was undertaken with major industry
leaders, many of whom were competitors. I was able to develop, through Mr.
Lynch’s coaching, strong facilitation skills to develop collaborative approaches
and solutions that built strong commitment and engagement among each of the
stakeholders. And by addressing challenges through awareness building and
innovation, we designed collaborative solutions and pilot projects to
demonstrate and measure success and enhance capacity building; each of the
projects saw higher than anticipated success.
https://www.appletongreene.com/clp-cih-collaborative-excellence"
Verified by Endorsal.io
M. MACEACHERN
UNITED STATES
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"Mr. MacEachern delivered a tremendously valuable leadership program for our
organization. Not only was the content practical and valuable, the break-out
sessions were critical for practicing the leadership skills in a safe setting.
The design of the program caused us to collaborate with other leaders across our
nationwide organization. Mr. MacEachern used examples from his own extensive
experience and these examples helped to bring the content to life. His passion
for leadership made me want to become a better leader myself.
https://www.appletongreene.com/clp-cih-coaching-engagement"
Verified by Endorsal.io
MS. PENTERMAN
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
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"Ms Penterman has been invaluable to Timbalaya in helping us think through our
strategy, product development, funding goals, and rollout into the USA market.
Her 20+ years as a professional in arts and culture, along with her strategic
yet pragmatic approach has been extremely helpful. Personally, she also exudes
kindness, generosity and helpfulness. It’s been a true delight to work with
her."
Verified by Endorsal.io
J. LUMB
UNITED STATES
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"Hewlett Packard - HP’s optical storage business unit desired to improve its
performance by getting closer to customers to enable tailoring of solutions that
matched regional customer experience expectations and improve profitability.
Utilizing regional market and total customer experience analyses, Mr. Lumb's
program helped HP’s business unit to design and transition its business unit
model from a centralized global model to a global technology hub and 3 solution
strategy/solution delivery-focused regional business units (Americas, APAC and
EMEA). During this transformation, clear cross-functional roles,
responsibilities, processes, information flows, and metrics were well defined
and implemented. The end results were better regionalized products and processes
optimized to deliver and did deliver superior performance in each region.
https://www.appletongreene.com/clp-product-lifecycle"
Verified by Endorsal.io
J. WOOLTON
UNITED KINGDOM
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"The Appleton Greene Investment Management program provided us with a more
structured way to look at our investments. As a Financial Service and Insurance
company, investments are an integral part of our profitability model. The IM
program helped us to break down our investment portfoilio into individual profit
centers, which were easier to manage and review. It helped us to recognize and
focus upon the investments that had lower risk and greater return. The IM
program would benefit any organization."
Verified by Endorsal.io
MS. ENNIS
UNITED STATES
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"This program bring a lens to your business that will help you focus on the
things that matter and the essentials that will move you and your organization
forward. The instructors provide excellent counsel and creative business
solutions to complex issues. They will quickly identify your issue through
insightful questions and provide the support to develop the capabilities,
processes and technology required for success in the future. I am always amazed
at the way the team can take a situation that I am wrestling with, and like
solving a Rubik’s cube, untangle the problem in a simple straight forward way
that makes the resolution obvious.
https://www.appletongreene.com/clp-cih-virtual-transformation"
Verified by Endorsal.io
MR. MACEACHERN
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
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"Mr. MacEachern, together with his small team of leadership experts, delivered a
world-class leadership development program. It became somewhat of a cornerstone
of our leadership program, and we put hundreds of leaders through, including
VP’s, directors, managers, and front-line leaders in multiple divisions. By
embedding these proven leadership practices into our performance management
process, it reinforced these leadership behaviors, and they became part of our
culture. The result was a significant uplift in our employee engagement in the
divisions that participated.
https://www.appletongreene.com/clp-cih-coaching-engagement"
Verified by Endorsal.io
DR. HOUSE
UNITED STATES
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"Dr. House is the Association of California Water Agencies (ACWA) energy
consultant, representing 500 water agencies which are responsible for over 90
percent of the water delivered in California and is the California Rural Water
Association (CRWA) energy specialist, representing over 1,100 rural water and
wastewater systems. He works for the California Public Utilities Commission as
an expert witness on transmission issues and their water-energy expert. He is
the Energy and Efficiency Trainer for the National Rural Water Association
(NRWA). He is also an investment management expert consultant in the water and
energy areas for: Gerson Lehrman Group-GLG Scholar Program; eWork Markets; Price
Waterhouse-Vantage Marketplace; Roundtable Group; Standard & Poor’s Society; and
the Coleman Research Group. He has been responsible for the training and
installation of over 25 small hydroelectric facilities in Southeast Asia. I
would have no hesitation in recommending him.
https://www.appletongreene.com/acs-sustainable-development"
Verified by Endorsal.io
J. OLSON
SWEDEN
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"The Learning & Development program helped us to be more structured about the
way that we planned, developed, implemented and managed our own corporate
training programs internally. As a service industry, our employees are our
biggest asset and we therefore invest heavily in training and continuous
improvement. But many of our programs had become stale and outdated and if we
tried to outsource training, then the programs did not generally encompass what
we wanted them to. The Appleton Greene L&D program helped us to overhaul all of
the programs that we had, introduce some new programs and implement our programs
more effectively. We now feel that we have a tried and tested structure in place
to ensure that we are much more proactive about the training that we provide
internally. The Appleton Greene L&D process is now embedded within our
organization and will continue to ensure that everything that we do here is
measured regularly and improved."
Verified by Endorsal.io
MR. ROBINSON
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
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"Mr. Robinson provided project management coordination for the evaluation of
weathering effects on 200-300 foot high rock pile stability. Activities included
developing standard operating procedures for field and laboratory activities.
Responsibilities included serving on the Weathering Index and Modelling
committees and providing support for the development of a robust data and
document database to support various Principal Investigator research
activities."
Verified by Endorsal.io
DR. POPA
CANADA
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"Dr. Popa is one of the most competent clinical research professionals I have
ever met. He knows and utilizes the principles of ICH and GCPs in all of his
work. His site management ability is excellent; his sites love working with him
and he is able to get results very easily. Dr. Popa is every project manager’s
dream! He is an extremely hardworking and dedicated team player. He is always
willing to assist with any task to meet project timelines. He has also brought a
wealth of skills in many areas that proved to be significant assets to the team
as a whole. His medical background along with in-depth understanding of clinical
research as a whole only enhances his abilities to handle any task that is given
to him. It was a true pleasure to work with him and I hope to have the
opportunity to work with him in the future. Dr. Popa would most definitely be a
tremendous asset to any organization.
https://www.appletongreene.com/acs-business-administration"
Verified by Endorsal.io
P. SCHWARTZ
UNITED STATES
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"A successful product needs to engage customers in such a way as it stimulates
the imagination. Appleton Greene has managed to achieve this with it’s corporate
training programs. They are developed by individuals who are clearly passionate
and believe in what they do and this enthusiasm is transferred through our
employees into business process improvements."
Verified by Endorsal.io
MR. CONNELL
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
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"Mr. Connell was responsible for managing the Alliance between Jacobs and Coors
Brewing executing and delivering a significant project portfolio over a 4-year
period. During his tenure, the project team significantly improved the
multi-project execution methodology and outcomes for the brewing, packaging,
utilities and infrastructure projects in multiple breweries and project
locations throughout the USA. This enabled the client to achieve its expansion
objective by the successful execution of the various capex, opex and sustaining
capital projects in the portfolio. The Value Engineering (VE) program that was
applied, yielded approximately 20% savings of total installed cost for the
client.” https://www.appletongreene.com/acs-project-excellence"
Verified by Endorsal.io
L. WHITBECK
UNITED STATES
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"Boeing - I am honored to clearly and emphatically state my absolute confidence
in Ms. Whitbeck. She has earned my sincere respect and admiration. She is the
epitome of exceptional personal and professional ethics, inspiring complete
trust and confidence. In a single word, “insightful” is often and easily applied
to Ms. Whitbeck as a consultant and trainer. She gathers facts and data, while
rejecting complacency to reveal blinders that were holding our team back. She
understands the human element in the equation which facilitates a transparent
and empowered working relationship. She has a comprehensive knowledge of sales
strategy, techniques, and psychology. She helped us map and then build an
effective streamlined methodology and process. She challenged every team member
in the best way to grow and reconnect with their passion to be of service. Ms.
Whitbeck easily works across multi-functional departments within organizations,
bringing us together to define realistic strategies for achieving our goals for
growth in sales and profits. She quickly understood our needs and has been
instrumental in assisting us implement refinements to our thinking, processes,
and customer journey. https://www.appletongreene.com/clp-cih-sales-strategy"
Verified by Endorsal.io
P. SHORESH
UNITED KINGDOM
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"The Appleton Greene Human Capital program is really a must for any organization
that is a service industry or has a large HR department. We have to be able to
measure all human activity and performance in financial terms and the HC program
achieves this without making people feel like a financial resource."
Verified by Endorsal.io
T. JOHNSON
ACCREDITED SENIOR CONSULTANT (ASC), APPLETON GREENE
UNITED STATES
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"I reached out to Ms. Johnson for support when newly promoted to bank manager
and navigating some other big goals, like finishing a book. In our time
together, she helped me prioritize objectives at the bank and also helped me
create a structure and writing process for completing a book, something that had
been on my list for a long time. This was a good investment for me on a
professional level and a personal level; I really wanted to have more balance
between work and life, and Ms. Johnson helped me strategize ways to be
disciplined about my commitment to both.
https://www.appletongreene.com/acs-collaborative-teaming"
Verified by Endorsal.io
J. THOMPSON
UNITED KINGDOM
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"Appleton Greene has detailed information guides for every program and service
and this makes it much easier to understand what you are being asked to buy.
Also very happy with all of the consultants and learning providers that we have
had from Appleton Greene."
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MR. BELMONT
UNITED STATES
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"Ambit Energy - The organization was the forefront on energy savings for
struggling consumers paying for utilities. This business was a favorite provider
for people that believed in what it offered. Obviously, many people were later
drawn by its mission for helping customers save on gas and electricity: whereas
developing customers. As an independent consultant, Mr. Belmont embodied the
practice of informing consumers on how to save on a good utility plan: using
preferable rates given by the company (for certain locations). Rates were
compared to what the consumer was currently paying. It was a historic moment
when gas and utility giants became deregulated: allowing small companies to
become secondary providers. Customers had benefited from its services and a
friend. Fortunately, this became an example of what customers favored: knowing
that someone benefited from the plan as well. The application was practical.
Teaching clients about the plan became easier: which indirectly increased the
organizations client base. We saw savings after the first payment."
Verified by Endorsal.io
MR. LUMB
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE
UNITED STATES
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"Mr. Lumb helped Seagate to achieve the goal of developing their external and
network attached storage business unit. Utilizing the market analysis,
competitive analysis, and solution strategy and delivery processes, Seagate
redefined their solution strategy and solution delivery processes to deliver new
versions of Seagate’s FreeAgent flagship family, price-sensitive Seagate
Expansion products families, expanded the product line to include Seagate’s
first ever digital video product, and introduced a new SMB-focused BlackArmor
network-attached storage and direct-attached storage solutions portfolio,
including 24+ month roadmaps for each solution portfolio.
https://www.appletongreene.com/clp-product-lifecycle"
Verified by Endorsal.io
L. JEWSON
UNITED KINGDOM
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"In an unpredictable world, the Corporate Sustainability program by Appleton
Greene helps us to steer from the helm. It helps us to weather any storm that
comes our way and to negotiate the challenges that we face on a daily basis. It
also helps us to be more at one with the environment and to plan for alternative
resources. The program provides useful processes that analyse and challenge the
status quo and enable us to source alternative ways of doing things. This is a
crucial responsibility for any manufacturing business today and the CS program
keeps us on point."
Verified by Endorsal.io
MR. BOLAND
CERTIFIED LEARNING PROVIDER (CLP)
UNITED KINGDOM
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"Mr Boland worked with remarkable success in his entrusted tasks and he
contributed considerably to the success of the company. His personal conduct was
faultless, as regards system and effort, and was marked with high timeliness. He
was equally regarded by the Board, employees and colleagues, and fulfilled his
responsibilities effectively and successfully, with a high degree of loyalty. He
orientated his staff towards goals and success. He was an acknowledged partner
and leader due to his technical knowledge and team guidance.
https://www.appletongreene.com/acs-process-excellence/"
Verified by Endorsal.io
J. WHITE
UNITED STATES
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"Charter Communications - With supply chain operations spanning across the
country after a mega merger, the Supply Chain Planning and Analytics Team was
having issues in forecasting, reporting, and analyzing Customer Premise
Equipment (CPE) to maintain healthy inventory levels. Part of the root cause
stemmed from the lack of data uniformity and the absence of standardized
processes to drive the effective use of CPE. As a leader of the organization, my
primary goal was to have the right people, doing the right things to create the
right environment. We engaged Ms. White to help us solve challenging and
interesting business problems through rigorous data analysis and predictive
modeling. This included working with complex databases, conducting research to
identify data issues, and proposing solutions to improve data integrity. We
achieved the desired bottom line results in less than a year. Ms. White is a
highly experienced supply chain professional with a deep understanding of
operations who has demonstrated her ability to maintain focus and deliver
sustainable results. I highly recommend her. Our experience has been excellent,
and the results speak for themselves."
Verified by Endorsal.io
M. AKWULE
SOUTH AFRICA
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"Being a participant in Appleton Greene's Social Responsibility program in South
Africa encouraged me to become a Learning Provider myself. I loved the way the
program brought everyone together and helped companies to integrate more with
the local communities they served. I became so empowered by this experience that
it gave me the confidence to develop my own program with an already established
and enthusiastic market in South Africa."
Verified by Endorsal.io
S. MAURIN
UNITED STATES
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"The Market Intelligence program opened up new markets for us that we never
thought we would ever service. From our base in Miami we are able to service a
large part of South America now, including Argentina, Chile, Mexico and mainly
Brasil. We have also established a new distribution center in Sao Paulo. The MI
program helped us to understand the different nuances of each market and the
supply chain process that needed to be put in place. Companies spend and waste a
lot of money when trying to enter new markets and when you consider the cost of
the MI program, we saved an awful lot of money that would have been spent on
clearing the path. The right information is mission critical."
Verified by Endorsal.io
M. ENNIS
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
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"Ms. Ennis has implemented a highly productive business management brainstorming
and accountability process. Together, we systematically discovered and track
implementation of new ideas to accelerate growth and improve customer service.
The programs uniquely combine diverse business perspectives with razor-sharp
focus on my own business. Ms. Ennis is a great business steward and knows how to
direct many companies by assisting them to make clear decisions when trying to
overcome obstacles.
https://www.appletongreene.com/clp-cih-virtual-transformation"
Verified by Endorsal.io
MR. FAIGEN
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
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"Consumer Industry, CEO Of Robotics Company While we were a pioneering leader in
our field, we became overly reliant on technological innovations and equated
these with product innovation. New Product Business taught us how to redeploy
our highly talented professionals to be more aware and sensitive to emerging
customer needs, which in turn shaped our technological advances into winning
commercial products. We moved from measuring success by the number of patents we
achieved and the leading-edge technologies we packed into our products to an
entirely new set of learning metrics that tell us how fast we are progressing
each day and how sharply we will hit our target market.
https://www.appletongreene.com/clp-cih-new-product-business"
Verified by Endorsal.io
P. SIGLER
UNITED KINGDOM
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"Tremendous Sales Outsourcing program. Would recommend this to anyone with a
sales department. There are so many good sales generation, lead generation,
telemarketing and after sales organizations now, that it just does not make any
sense any more to do things in house. It is far easier to scale up or down
whenever you need to, your costs are variable instead of fixed, so less risk and
the AGC-SO program helps us to manage it all effectively."
Verified by Endorsal.io
MS. GOODHEAD
UNITED KINGDOM
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"Most businesses become complicated over time, particularly if they are
successful. I have owned 7 companies during my career and can assure you that
succession planning is not something that you should just consider when you are
planning retirement. It enables you to transition from one company to another
and is a part of being an entrepreneur. The Appleton Greene Succession Planning
program works because it simplifies all of those complications and puts things
in place to facilitate a seamless transition. It is now being implemented with
all of my companies simultaneously. I always like to know what my exit strategy
is."
Verified by Endorsal.io
S. BROWN
UNITED STATES
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"It is definitely a major advantage that Appleton Greene is able to provide
tangible products to their clients. It is easy for clients to identify with
their services, they can see them, understand them and engage with them.
Appleton Greene tenaciously sticks to what they know and do best, corporate
training. This ensures that there is never any conflict of interests."
Verified by Endorsal.io
MR. MEUCHEL
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
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"Mr. Meuchel has been instrumental in helping me set up my business properly and
implementing systems and processes to simplify and keep it running smoothly. His
feedback and coaching has helped me free up time and maintain some sanity while
navigating entrepreneurship, which isn’t easy to do and can sometimes feel
overwhelming. He listens and then suggests great solutions for the challenges
and issues that arise for not only first time but also seasoned entrepreneurs.
The biggest impact has been sharing his knowledge of time management skills
which are unmatched and helping me develop my own unique processes to keep me
consistently on track and productive.
https://www.appletongreene.com/clp-cih-balancing-entrepreneurship"
Verified by Endorsal.io
G. CROWLEY
UNITED STATES
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"Performance improvement has to be the core objective of any training program.
At Appleton Greene, this is achieved by ensuring that each program incorporates
the implementation of a tangible business process. As they say, processes drive
business, but it is always people who drive processes. Therefore, this kind of
productive and interactive training is mission critical for any company that
trades internationally."
Verified by Endorsal.io
MR. CHINAGLIA
ACCREDITED SENIOR CONSULTANT (ASC)
ITALY
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"Mr. Chinaglia helped to established the Asian business model (legal and
operational) to conduct business in Hong Kong, South East Asia, China and India
focusing on the China market. Selection and screening of distribution agents.
Implementation of performance targets. SaliceDirect reporting line to the owner
and CEO of the business. Turnover $50, FTE’s 35, agents in 10 countries, 3
office3, own plant in China South with 100 employees. Direct reports 10. In Hong
Kong start-up of an operational and commercial company: creation of the Asian
sales force and opened a China-based manufacturing facility.
https://www.appletongreene.com/acs-transitional-growth"
Verified by Endorsal.io
M. LOPEZ
CUBA
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"The Agriculture industry is usually consumed with time management. Everything
has a predetermined shelf life. Interestingly enough however, Appleton Greene
achieves time sensitive performance by slowing things down. It allows companies
to implement and benefit from each part of the service process while working
through the programs, instead of having to wait until they are completed. The
result is that you do not necessarily care too much about how long the programs
take to implement, because the benefits are being realized all of the way
through."
Verified by Endorsal.io
L. GRAHAM
SWITZERLAND
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"A successful product needs to engage customers in such a way as it stimulates
the imagination. Appleton Greene has managed to achieve this with it’s corporate
training programs. They are developed by individuals who are clearly passionate
and believe in what they do and this enthusiasm is transferred through our
employees into business process improvements."
Verified by Endorsal.io
L. HENDRICKS
UNITED STATES
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"As a Material Consultant, he was responsible for creating and updating supplier
releases, ensuring on time delivery of production material, and supplier
performance. In his role as a SAP Consultant, he played an instrumental role in
transitioning legacy processes and procedures to the SAP environment and
developing the SAP cycle process for the plant. Additionally, he effectively
scheduled and managed the daily cycle count process, coordinating the activities
of 4 cycle checkers across a 24×7 operation. He was always willing to offer his
assistance and had an excellent rapport with the many constituents served by
Production Control & Logistics, including production, suppliers, material
handling, and other stake holders. I would highly recommend him."
Verified by Endorsal.io
DR. VALCHEV
UNITED KINGDOM
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"Deutsche Bank - Dr. Valchev has an excellent understanding and expertise of
financial simulation and valuation models along with a thorough mathematical and
analytical foundation. He is also very good in working across teams. When it
comes to building risk models, he has clearly designed cutting edge models to
compute exposures of path dependent trades across all asset classes. Dr. Valchev
has distinguishing ability to design models and methodologies in credit risk
space. I had the pleasure to work with him as part of the Credit Risk
Methodology Group at Deutsche Bank in 2006/2007. He is a very dedicated
professional with a strong theoretical and practical background in Risk
Management. These skills, coupled with his strong sense of ethics and
professional conduct, make him a very strong candidate and I highly recommend
him. Dr. Valchev is a strong risk management professional with deep knowledge of
counterparty credit risk specifics and derivatives modelling. He is always
looking to the solution without losing the big picture of his sight.
https://www.appletongreene.com/acs-investment-consulting"
Verified by Endorsal.io
MS. STOLL
ACCREDITED SENIOR CONSULTANT (ASC), APPLETON GREENE
UNITED STATES
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"It was such a pleasure to work with Ms. Stoll to deliver Safcos customer
satisfaction surveys. She is incredibly talented, organized, and always brings a
level of positivity to every conversation. Her experience in customer insight
and retention is unparalleled and I appreciate all of the help she provided to
our Marketing team. Ms. Stoll is without a doubt an incredibly valuable asset to
any company she is a part of.
https://www.appletongreene.com/acs-customer-service-experience"
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MR. AGUADO
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
GERMANY
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"Mr. Aguado has conducted 15 online trainings for over 200 participants from
different management levels and areas. The trainings were very professional and
convincing from the initial preparation to the execution. Dr. Kusterer. (Migros
Industrie) https://www.appletongreene.com/clp-cih-effective-coaching"
Verified by Endorsal.io
MS. JACEWICZ
CERTIFIED LEARNING PROVIDER (CLP)
UNITED KINGDOM
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"Ms. Jacewicz successfully designed, procured, mobilised, and implemented
service delivery model for the Siemens sustainability showcase building. “The
Crystal” included cutting edge building management systems and associated
“green” infrastructure that required re-think of traditional facilities and
asset management concepts. At its core, the Target Operating Model design
required the team to shift their focus from business function activities to
cross-business functions delivery. Under the “One FM” umbrella, team members,
regardless of their background shared knowledge about building management
systems configuration, error thresholds and escalation parameters. Extensive
training, knowledge exchange and participation in commissioning activities
empowered the delivery team to take ownership of day-to-day activities in the
round the clock service delivery model. Everyone’s engagement and shared
interest to keep the building configuration parameters synchronised and balanced
provided comfort environment for the occupiers and great customer feedback. The
team commitment and collaboration strengthened implementation of asset
management best practice methodologies in line with ISO5500x series. Enhanced
training and gained knowledge provided skills for detailed planning of workflow
and therefore permitted cost control and setting up strong risk management
approach to systems failure. Thorough understanding of building systems and
ability to analyse data and information from various sources improved
operational decision making. Supported by asset verification and alignment of
asset data, to set up asset management information system, improved physical
asset performance leading to development of complex Life Cycle replacement
strategy to ensure continuity of the building services and their configuration
management. https://www.appletongreene.com/clp-cih-rapid-transformation-system"
Verified by Endorsal.io
G. BISS
UNITED STATES
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"Mr. Biss’ ability to teach is another part of his DNA. He takes great pride in
making everyone around him better. His depth and breadth of reading and basic
life skills provides a solid foundation and enables thoughtful ideas to help
either solve someone’s problem or just help them improve.
https://www.appletongreene.com/clp-cih-cultivating-potential"
Verified by Endorsal.io
MR. SIANO
UNITED STATES
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"Business transformations are difficult, especially when policies, procedures,
processes and culture are well entrenched. Mr. Siano worked with the senior team
to develop marketing operations processes, data processes, technology strategy
and tactics to transition from product centric to customer centric organization.
Additionally he helped us quantify opportunities and put in place procedures for
us to continue the work on our own. He provided exceptional leadership,
direction and support to the extended teams encouraging collaboration. Mr. Siano
excels at helping firms develop the big picture, synthesize it down into a
business case and then providing executive leadership to the team to execute the
vision. https://www.appletongreene.com/acs-marketing-transformation/"
Verified by Endorsal.io
MR. SIANO
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
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"As the lead strategist and consultant on a major marketing, sales, and service
alignment initiative, Mr. Siano led the alignment of sales and marketing
processes to shorten sales cycle, create shared revenue generation goals, and
ensure that customer experience is consistent with brand across all media
channels. The initiative required the mapping buyer journeys for all customer
profiles around SalesForce.com deployment and reviewing and fine tuning
processes for customer handling. He enabled the division to be able to refine
our processes, handle the project management duties and lead our own change
management. The results speak for themselves. Pipeline velocity increased by 5%
and lead close rate by 4%.
https://www.appletongreene.com/acs-marketing-transformation/"
Verified by Endorsal.io
DR. MEEKS
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
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"Boeing is a top-tier commercial aerospace and defense contractor. Dr. Meeks
spent a dozen years building advanced imaging satellite systems, and in the case
of Boeing Space Systems, he was part of a multi-vendor, multi-billion dollar
satellite constellation development program for a major government acquisition
program. Performing in a Systems Engineering SME role and providing engineering
management leadership, Dr. Meeks successfully lead and/or supported key tasks
pertaining to constellation orbit design and validation. He also supported and
lead analytical teams for a variety of integrated system of systems performance
testing to verify and validate system requirements were met ‘as built.’
https://www.appletongreene.com/acs-technology-innovation"
Verified by Endorsal.io
K. BOLAND
UNITED STATES
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"Fortum - Mr Boland is a great coach, trainer and a consultant. He works easily
with top management all the way to first line employees. He has high ethics and
has a high motivation in helping you with whatever questions you have regarding
business and process improvement. I’ve worked with him for a couple of years
within the areas of business process management and lean six sigma. He was our
company’s key trainer and coach. I can recommend him to anyone interested in
improving the skills and competences related to process improvement and lean six
sigma! https://www.appletongreene.com/acs-process-excellence/"
Verified by Endorsal.io
J. BALDWIN
SWITZERLAND
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"Having implemented a number of Appleton Greene programs successfuly during the
last 10 years or so, we started implementing their Crisis Management program as
soon as the Pandemic hit us. As a supplier in the Aviation industry our business
effectively came to a standstill. We started to focus on alternative income
sources to keep us going and restructured our core business activities. We felt
as if we were doing something constructive and it helped us to feel in control,
when everything that was happening around us was out of control and this was
very important for our wellbeing. As opportunities started to present
themselves, we were ready for them and as things started to get back to normal,
we were stronger, leaner and better placed to spring forward when required to do
so. As we enter a period of growth we are better placed to cope with it and to
take full advantage."
Verified by Endorsal.io
T. JACEWICZ
GERMANY
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"The Appleton Greene Global Outsourcing program helped us to be forward thinking
about creating new business partners and how to manage them proactively. We now
have strategic partners stretched over 3 continents and this means that we are
more competitive, more profitable and our business is much more sustainable."
Verified by Endorsal.io
A. AGUADO
CERTIFIED LEARNING PROVIDER (CLP)
GERMANY
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"Clarity, structure and emotional intelligence combined impressed me the most
when attending the Coaching Workshop that Mr. Aguado developed at hosted. It
enabled me to adopt new ways of working with my team and significantly
accelerated the development of my team members.
https://www.appletongreene.com/clp-cih-effective-coaching"
Verified by Endorsal.io
M. ROBERTS
UNITED STATES
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"US Army - Crisis Management. Ms. Roberts was the driving force that created our
Strategic Communication Office from scratch, developing the processes and
procedures and educating the command. Her efforts ensured key communications to
allies in the Pacific had all words and images aligned with the desired
messaging. She played an integral role in securing Chinese acceptance of aid for
the first time in this command’s history. Her work enabled the command to
project a powerful, yet helpful presence within the Pacific Rim Theater to
assist and train our allies in keeping the area secure from regional threats."
Verified by Endorsal.io
J. KLOTZ
GERMANY
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"Due to globalization, many of our departmental teams are located in a number of
different geographical locations worldwide, it is therefore imperative that
processes are implemented on a global scale to incorporate corporate strategy.
The fact that Appleton Greene has trainers and consultants internationally, with
specific geographical and industry knowledge is a bonus because this helps them
to facilitate international teams and groups to achieve common goals."
Verified by Endorsal.io
MR. HODGKINSON
UNITED STATES
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"Performance improvement has to be the core objective of any training program.
At Appleton Greene, this is achieved by ensuring that each program incorporates
the implementation of a tangible business process. As they say, processes drive
business, but it is always people who drive processes. Therefore, this kind of
productive and interactive training is mission critical for any company that
trades internationally. https://www.appletongreene.com/acs-retirement-planning/"
Verified by Endorsal.io
M. TULL
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
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"I was fortunate to meet Ms. Tull 8 years ago at a women’s networking event. I
was attracted to her warmth and genuine demeanor. She radiates success! I have
attended several of her events and have referred my clients to her
programs/workshops. Ms. Tull not only hosts online interviews with top-notch
leaders, she also, offers online courses, organizes intimate retreats, speaks to
business leaders and entrepreneurs and is actively engaged in the community. I
am continually impressed with her commitment to her clients- she is a GIVER! I
highly recommend you engage with Ms. Tull on at least one of her many platforms.
The value you receive from her knowledge, strategy, systems and connections are
priceless! She is a diamond shining in a field of wannabee coaches and
consultants. Ms. Tull is the real deal
https://www.appletongreene.com/clp-cih-women-empowerment"
Verified by Endorsal.io
MS. FEINHOLZ
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
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"Our bottom line result from working with Ms. Feinholz: completely reorganized
our work flow processes, increased production capacity 35%, reduced cycle time
40% and department headcount 25%, increased order fulfillment 30%… realizing
$500,000 in annual savings from operations.
https://www.appletongreene.com/clp-cih-quantum-leadership"
Verified by Endorsal.io
MR. THOMSON
CERTIFIED LEARNING PROVIDER (CLP)
CANADA
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"Providing accurate delivery of radiotherapy to cancer patients is paramount to
both their health and safety. MDX introduced a radiotherapy QA system, complete
with hardware and dedicated software, that significantly reduced error rate and
helped to streamline patient processing for daily therapy. The system provided
3D versus 2D representation of treatment delivery when captured by the hardware
prior to patient delivery. This gave a more precise representation to the
medical physicist when calculating associated dosage. The hardware could also be
adapted to present in up to 21 planes giving even more definition of the
delivery path by the radiotherapy system. System cost was also comparable or
less than competitive hardware systems, which also did not offer dedicated
software for review and planning. The result was an easily deployed, superior
system that was partnered with the world’s largest radiotherapy treatment
company."
Verified by Endorsal.io
J. MCDONALD
UNITED STATES
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"I have always loved learning, it has always been like a hobby for me. Whoever
my employer is I am always the first to take part in any training that is
available. You always learn something. For me, training was always a way to
absorb new ideas, to think in an innovative way and to gain invaluable
knowledge. My first exposure to an Appleton Greene program was with my previous
employer. I was taken back by the fact that the program was used as a vehicle to
implement a tangible process within the organization. There was only one
workshop every month and this enabled me to integrate what we had learned before
moving onto our next workshop. This ensured that each part of the process was
actually implemented. I was really impressed with this and had not seen anything
like it before. My current employer has implemented 2 Appleton Greene programs.
They work in moreorless the same way, even though the subject matter is
different, which gave me a head start and I was able to absorb and implement far
more as a result. Undoubtedly the most productive programs I have been involved
in."
Verified by Endorsal.io
DR. MEEKS
UNITED STATES
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"Sigma Health Consulting is a niche healthcare/healthcare technology consulting
firm in the Washington, DC area providing healthcare delivery and healthcare
technology consulting services to the Veteran’s Administration (VA), US
Department of Defense, and various commercial health networks and facilities
from time to time. Dr. Meeks provided health care technology consulting and
portfolio product management SME in supporting Sigma’s VA customer in a variety
of roles and expectations. He most recently provided technology management
expertise as a project/product manager guiding a portfolio of interactive
patient-facing and/or provider-facing web & mobile health apps for VA providers
and Veterans. https://www.appletongreene.com/acs-technology-innovation"
Verified by Endorsal.io
M. ASHADE
UNITED STATES
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"Infosys - While at Infosys there were 2 major initiatives that I championed
that would be of great benefit to other clients. One was implementing a system
that would help reduce our DSO (Days of Sales Outstanding). A key factor in this
was change management which was to remodel our internal system and team
structure while also working with the client and advising them on how to help us
to become jointly aligned. Due to this, I was able to reduce our DSO which
ranged from 65-120 days on a quarterly basis to approximately 45 days. This of
course greatly improved our cash flow for a $100M+ Book of Business in our
practice. I then was tasked with evangelizing this to our other practices to
help with their DSO Improvements as well. The second Initiative was to help with
our practice’s overall Account Management and Operations structure. This
involved improving sales forecasting (Went from a 15% delta in pre-quarter
forecast vs end of quarter booked business to less than 5%), Also due to
improved Account Planning, was able to help grow a key account from $0 to $25M
per year over a 2-year period and won an Account Management Award for this in
2013-2014 (Awarded to the top 5 out of 8,000 sales professionals company-wide).
Was also able to improve our hiring practice which improved our net revenue loss
of $5M per quarter due to not being able to staff client engagements to less
than $1M per quarter. This was a 80% improvement that resulted in a net gain of
$16M per year to our top line.
https://www.appletongreene.com/acs-business-operations"
Verified by Endorsal.io
MS. DRABENSTADT
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
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"Ms. Drabenstadt dramatically improved efficiency and effectiveness of
Application Support, resulting in $4.5 million in IT savings over 4 years. Using
Kanban to manage the backlog of support requests, business satisfaction and
partnership improved dramatically. Led data migration from legacy system to new
platform; implemented Managed Services outsourcing for functional IT Support;
completed Data Center remediation, Virtual Desktop roll-out, Server
Virtualization, Network Integration, Unified Communications Roll-out,
Multi-Functional Device roll-out, equipment upgrades for all staff. Dramatically
improved services levels while decreasing operational costs and risks.
https://www.appletongreene.com/clp-cih-leading-it-transformation"
Verified by Endorsal.io
DR. VALCHEV
ACCREDITED SENIOR CONSULTANT (ASC)
SWITZERLAND
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"It was a great pleasure to work with Dr. Valchev at Emirates NBD. According to
my experience with him, Dr. Valchev was the most knowledgeable and experienced
quantitative expert in our banks risk department. Thanks to his great technical
skills and due to his pro-active management style my team was able to develop a
highly efficient work relationship with him and his team. Dr. Valchev validated
a series of pricing models and market data models for us in the most
professional manner which reduced the time for the model
development/implementation process by more than 50%. I wished he would have
stayed longer with us instead of moving on with his own company. I can only
recommend him – a very valuable man."
Verified by Endorsal.io
S. ERICKSON
UNITED STATES
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"Filmtec Corporation - We brought Mr. Erickson in as a consultant to help us
improve our operations during the early transition right after The Dow Chemical
Company bought us. He quickly showed us his capabilities as he worked across
multi-functional departments. He brought cohesiveness and a level of knowledge
and expertise that were missing in the organization. He was an active part of
the business management team which consisted of sales, marketing, and finance
managers of Dow. This team was responsible for running and growing the business.
He assimilated well into the team. He was an instrumental part of the team in
improving our business capacity that helped the company grow by over 300% in
less than five years. He interacted well with all levels of personnel, from Dow
executives to the people on the floor. We appreciate all he did to help us make
the purchase of FilmTec the success it was.
https://www.appletongreene.com/clp-business-optimization"
Verified by Endorsal.io
MR. JUDITH
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
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"Mr. Judith is one of those people that are hard to find. The kind of person
that brings high energy and powerful skill sets to everything he does. He is
able to drive results by motivating others to stretch for higher goals and
accomplish new benchmarks, and making it all seem like serious fun. I think of
him as a business “Maestro” who creates an atmosphere that allows people to
perform at their very best. Anyone would be blessed to have him on their team.
https://www.appletongreene.com/acs-entrepreneurial-leadership"
Verified by Endorsal.io
P. LOWE
GERMANY
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"Any product or service is only as good as the support process which accompanies
it. The Appleton Greene programs are well structured and well delivered, but it
is the quality and availability of continuous support which makes the programs
durable. Appleton Greene is excellent at developing and implementing time
management procedures for program support. We appreciate that the time of
qualified learning providers and accredited consultants is valuable and the
strict guidelines within which support is provided enables us to obtain support
whenever we need it, but it is structured in such a way as to ensure that it is
always productive."
Verified by Endorsal.io
P. FAIGEN
UNITED KINGDOM
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"Managed outsourcing is the key to successful manufacturing these days. It would
appear that the same principle applies to good education. The high points of my
MBA and DBA were the opportunities to interact with industry specialists and
successful business leaders. Appleton Greene recognizes this and is developing
an impressive catalog of tangible programs and encourages learning providers to
outsource to specialist consultants and business leaders as much as possible.
This helps to bring the programs to life in the real world and engages and
challenges employees."
Verified by Endorsal.io
R. LYNCH
UNITED STATES
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"As Senior Director of Global Purchasing at Procter and Gamble we owned our
sourcing methodology and managed the businesses in our flagship business units.
Prior to Mr Lynch’s engagement, P&G had just failed in its efforts to install a
Supplier Relationship Management System for a number of reasons – poor strategic
partner selection criteria, cross-business unit disagreements, changing business
needs, and a reward system that rewarded number of strategic relationships
instead of number of appropriate relationships. Mr. Lynch’s approach dealt with
the systems architecture, best practices, and tools to deal with these kinds of
problems. Initially I felt this would be the typical consultant and training
engagement, but as we got to know each other, it became a powerful strategic
relationship. His concepts and implementation approaches were able to be tweaked
to be good fit with Procter’s culture and his advice was so valuable that once
the Corporate approaches were installed he became a resource for several diverse
cross functional business units (Diapers, Feminine Protection, Health Care,
Beauty Care, Fabric and Home Care, and Information Technology) to tailor his
approaches to their unique needs while maintaining a common platform across the
entire company. This helped us create an approach that was both decentralized
and centralized without undue conflict. His intellectual capital about strategic
fit between companies became part of our long term supplier innovation and
supply base methodology, and also enabled numerous P&G/supplier Connect and
Develop successes for new products. This engagement lasted for several years,
even after my retirement from P&G.
https://www.appletongreene.com/clp-cih-collaborative-excellence"
Verified by Endorsal.io
T. JOHNSON
UNITED STATES
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"Microsoft - Ms. Johnson helped me get clear about top priorities and skills as
a leader. She helped me navigate some difficult relationships within my own
functional area. Each time we met, my confidence grew stronger, learning how I
contribute to the success of my team using my natural talents. Through our
sessions together I was able to take steps to ensure my professional relevance
ten years out while improving the relationship in my team. Satisfaction in this
area improved by 75% during our time together. On a personal level, by
understanding my own strengths, I was able to have a better relationships with
my daughter and my mother, so the work we did together had a positive ripple
effect. https://www.appletongreene.com/acs-collaborative-teaming/"
Verified by Endorsal.io
L. WILKES
UNITED STATES
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"We implemented the Business Expansion program through Appleton Greene across
all departments several years ago. We realized that we had the market interest
to achieve significant growth over a short period of time and we wanted to
ensure that we were well prepared. The program provided us with a clearly
defined process which could be implemented within all departments simultaneously
and this really helped us to achieve buy-in and commitment from key stakeholders
throughout the organization at the same time, which was invaluable. We still use
the same multi-departmental process today."
Verified by Endorsal.io
L. MICHAELS
CANADA
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"The Business Modeling program ensures that our business models are constantly
reviewed and updated. It is just about the most important function of every
business. As a Venture Capital company we were used to implementing the program
with new investments. It never occured to us to continue implementing it within
our successful client portfolio, but once we started doing so, our success rate
and ROI increased substantially, because less was being left to chance. I would
recommend this program to any business, particularly well established ones."
Verified by Endorsal.io
P. BLAIN
UNITED KINGDOM
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"The Financial Transformation program helped us to prepare the finance
department for an impending merger. I have been through two mergers and this was
by far the easiest. The program helped us to be and feel in control at every
stage and this reduced the stress considerably. It enabled us to turn weaknesses
into strengths and threats into opportunities and the organization was much
better placed as a result. Anyone going through a merger should use this."
Verified by Endorsal.io
F. CHINAGLIA
ITALY
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"Olivetti SpA - P&L responsibility for the Office Automation Business in the
EMEA region (7 subsidiaries) including IDS and OEM’s (International Direct Sales
& Original Equipment Maker). Co-ordination and management of all Marketing &
Sales activities within the division. Division reorganization from loss making
(losing €10m) to profitability. Improved business performance through sales
expansion and cost cutting. Turnover €300 m, FTE’s 300, Direct reports 10.
Within 12 months was promoted from General Manager for Direct International
Sales to Vice President of Sales and EMEA Director. In Olivetti he restored
business profitability in 2 years; merged different country markets; opened new
subsidiaries in emerging markets and closing some in WE and implementation of a
strict cost cutting program in the Division.
https://www.appletongreene.com/acs-transitional-growth"
Verified by Endorsal.io
S. GROSS
UNITED STATES
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"Relationship management is a critical success factor for any b2b service
company and the Appleton Greene Relationship Management program improved our
processes beyond recognition. We have always prided ourselves on being good at
managing client relationships, but you can always improve, always. The cost of
not improving is enormous and RM was a real game changer for us. We became more
objective, more client-led and more able to satisfy our client needs by
constantly improving the resources available to us. We have changed from being a
very good band into an orchestra."
Verified by Endorsal.io
K. TOWNSEND
UNITED KINGDOM
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"We have implemented the following Appleton Greene programs so far: Marketing
integration Brand management Economic planning Negotiations process Marketing
communications Market entry The thing that I like about all AGC programs is that
they are well structured, incorporate process and each one features a strong
value proposition. This is because each program is developed, tried and tested
within established organizations. It is a winning formula for mutual success."
Verified by Endorsal.io
MR. SIANO
UNITED STATES
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"Mr. Siano led multiple business transformation projects and advised the CMO,
Senior VP of CRM and their staffs on digital marketing, CRM, customer
experience, customer contact strategy, loyalty, Next Best Action, and marketing
operating model. Additionally, he led teams that were enhancing marketing
technologies, including data, successful integration and deployment of Campaign
Management, DAM, MRM and retention/loyalty solutions. He was able to correct
initiatives that were severely behind schedule and over budget. The disciplined
approach to technology and process improvement led to a reduction of marketing
and sales costs of 10% while simultaneously increasing rate of return on
marketing expenditures by 3%.
https://www.appletongreene.com/acs-marketing-transformation/"
Verified by Endorsal.io
MR. ANTONGIOVANNI
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
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"Mr. Antongiovanni was hired to assist the President with turning the company
around and integrating into ITW processes. The company had failed several
internal audits. He assessed the current team and reset expectations. He
developed existing resources and brought in new talent based on updated employee
expectations. This process included our international accounting teams in Europe
and China. https://www.appletongreene.com/clp-cih-financial-leadership"
Verified by Endorsal.io
J. BOWEN
UNITED KINGDOM
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"The Appleton Greene Strategic Implementation program enabled us to successfully
facilitate the mission critical part of the strategic process, with a fluid
system that provided us with the flexibility to engage stakeholders during the
process. The support that we needed was always there and our Learning Provider
and Consultants were superb throughout. Excellent program."
Verified by Endorsal.io
MR. THOMSON
CANADA
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"Mr. Thomson assisted Helena Laboratories in introducing a diagnostic protein
separation system to the hospital clinical laboratory that significantly changed
a time consuming and long-standing labor-intensive process. Through complete
automation, patient samples were prepared and separated in much less than time
than traditional process and the lab technologist was free to undertake other
tasks while the process ran. Not only was overall process time reduced, but the
quality of the finished product was far superior to competitive, traditional
methods and most importantly, the repeat rate was reduced to less than 1%, based
on review by the clinical chemist and pathologist. Although the cost per test
was higher, given capital purchase of the hardware and software to run the
system, the payback period for a traditional laboratory was between 6 to 12
months, based on sample volume. The system was so successful, it was adopted by
large private clinical laboratories where sample processing was in the 10,000’s
per month. https://www.appletongreene.com/clp-cih-corporate-positioning"
Verified by Endorsal.io
MR. ERICKSON
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
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"Mr. Erickson has helped our company immensely over the last year. He helped me
step back from the daily grind of just running our business to define realistic
strategies to grow our business. He first focused on the fundamentals of our
business operations, such as cash management, sales, and financial goal-setting.
Our foundation was not as solid as I thought it was and our weaknesses were
keeping us from reaching our full potential. Mr. Erickson ‘s persistent focus
finally opened my eyes to how important mastering these fundamentals is to
growing the business I want to have. One year later, we are on course for
achieving our goals for growth in sales and profits by more than our 35% target.
More importantly, I have regained my enthusiasm for running the business and
feel like I am in control of our future. With respect to a return on our
investment, he definitely exceeded my expectations.
https://www.appletongreene.com/clp-business-optimization"
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4.9/5
154
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Appleton Greene & Co is rated 4.9/5 from 154 reviews & testimonials.
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