Referrals are a great source of new business, asking for referrals is one of the most efficient and effective business development activities. Learn how to get referrals from your current client base.
(From bed-stuy.patch.com) Employer matched grants are available through the for small businesses looking to train new or existing exployees or expand their business. The grants are NYC Business Solutions Training Funds, a program of the Department of Small Business Services. Mayor Michael Bloomberg, Deputy Mayor for Economic Development Robert K. Steel and Small Business Services Commissioner Robert W. Walsh announced yesterday the latest round of these funds at a press conference at Terrafina, a wholesale food manufacturer in Sunset Park, Brooklyn, and one of four new grant recipients. “These workforce training grants give hundreds of small businesses like Terrafina the capacity to hire and train New Yorkers and increase their wages,” said Bloomberg. “It’s just one of the things we’re doing to help businesses and New York City’s economy grow, and it’s working.” Read more.
There is increasing recognition that project managers need much more than PM skills in order to succeed. However, that is not yet translating into comprehensive skills development for PMs. How do we change that?
When companies “go global,” they often make the mistake of implanting one system or policy into another culture or country. When they do, there’s a huge gap between mindsets that directly affects whether or not the global initiative will ever be successful. For example A rapidly growing U.S.-bas…
Launched in October 2010, World Action Teams, an international corporate volunteering firm, creates innovative executive development opportunities within emerging markets in Asia, Africa, and Latin America. Its mission is to develop leaders who create value for society by partnering with corporations to design and deliver discovery experiences …
Improving the business impact of training and development efforts is at the heart of a new conference offering from the American Society for Training & Development (ASTD) and the Fort Hill Company. The Learning Transfer Conference will take place April 7-8 in Chicago and in November near Washington, D.C., on a date to be announced shortly. Learning transfer is a key to improving the business impact of training. In an era of increased accountability and the drive for measurable results, learning and development professionals need to have tools that move them from order taker to strategic business partner. The Learning Transfer Conference kicks off what is a 10-week learning program that begins with an interactive 1 day workshop. During the program, attendees will learn to apply the Six Disciplines of Breakthrough Learning to dramatically improve the business impact of training and development efforts, and will interact with the authors of this best-selling and widely-adopted approach to enhancing training’s impact. They will also benefit from online coaching and interaction with the facilitators and other participants for two months after the workshop itself. Attendees will: For more information or to register for the Learning Transfer Conference, visit http://www.astd.org/content/conferences/LearningTransferConference/
(From BusinessWeek.com) Across the globe, two significant workforce trends are colliding to create a critical need for leadership development training over the next 5 – 10 years. A new generation of skilled workers are entering the labor market in droves – many without previous work experience – while a large group of seasoned leaders are approaching retirement (estimates show that employed individuals between the ages of 55 and 64 will increase by 11 million in the U.S. alone by 2010). In the midst of this growing leadership gap, market conditions are making the need for innovative and strategic leaders more critical than ever. How can companies continue to engage, retain and develop high-potential employees when resources are more constrained than ever? Given the current pace of change in business, how can companies put leadership development in context of what’s happening now? The answer: through agile leadership development programs and on-the-job training programs such as Bloomberg Businessweek’s EDGE. EDGE combines the world-class, insightful content found only in Bloomberg Businessweek with a cutting-edge, weekly training guide incorporating interactive and self-assessment learning activities. EDGE synthesizes headlines, news and trends impacting global business and extracts key learning concepts that can be incorporated in leadership development. Our future forward content is developed each week in real-time so that participants are learning about the impact of business decisions as they happen. EDGE is available to corporations to increase their bench-strength and grow their high-potential leaders. Bloomberg Businessweek’s Executive Development Guide & Extract (EDGE) is an innovative leadership development program that can increase your company’s bench-strength and develop your high-potentials. Written by leadership development experts, EDGE offers your employees robust, continuous learning opportunities – giving them a broader business perspective, igniting their thinking and stimulating collaboration. New content each week makes EDGE flexible and scalable – you can use it however learning happens within your organization. EDGE can be integrated into existing programs or used as a foundation to create new ones: * Formal leadership development programs. * Lunch and learn / One hour power hour – Organize “Lunch and Learn” or “Power Hour” training sessions on a regular basis. * Mentoring program – Incorporate key learning’s into networking, mentoring or coaching sessions. * Informal training sessions – Facilitate informal training sessions with peers or direct reports to share articles, EDGE extracts, etc. Bloomberg Businessweek’s EDGE includes: * A one-year subscription to Bloomberg Businessweek for each participant. * One year of the Executive Development Guide & Extract (EDGE) – e-mailed weekly including unique activities and key learning points designed around six articles in the current issue of Bloomberg Businessweek focusing on executive competency areas such as: * Leadership & Management Skills * Strategic Thinking * Personal Skills * Best Practices/Lessons Learned * Global/Technology Trends * Business/Financial Acumen To learn more about integrating EDGE into your corporate learning programs, contact us at: firstname.lastname@example.org
For talent development leaders to gain buy-in from senior executives and be accepted as strategic business partners, we must be able to confidently speak and understand strategy. Our unique position allows us three pivotal roles to facilitate change and influence strategic thinking and execution at the enterprise level. This session will help you identify essential components of your organization’s strategy, including the critical difference between mission versus vision, goals versus…
This session is intended for anyone interested in starting, building, or growing a successful talent development business. You will learn about principles and real-world examples for how to get grounded, manage effectively, and sustainably move forward. Among the topics covered are understanding industry dynamics, knowing what you want, setting the foundation for success, understanding what you own, differentiating, selling and marketing your offer, operating profitably, overcoming barriers to…
This article discusses the importance of development of infrastructure and basic services to support the international businesses. The key theme of the article is that the ecosystem of support services must be put in place to attract foreign investment.
Landscape Restoration for Sustainable Development: a Business Approach from Erasmus University Rotterdam. Integrated landscape management and large-scale landscape restoration should be in every company’s business strategy because in order to …
The process of development and adaption with information technologies is changing, becoming more complicated and complex. Modern businesses not only need function automization, they also need technologies that can change all of it.
Largest independent provider of IT portfolio management solutions expects addition of strong earned value management offering will open new opportunities in the federal government and product development markets.
In this article series, Beth Ouellette talks about her experience working on PMI’s Requirements Management Steering Committee. This group helped to perform the work that eventually created the PMI Professional in Business Analysis (PMI-PBA)SM certification, which officially launched in September, 2014. As Beth explains, the work and planning that goes into the creation of a PMI certification begins long before it’s made public. In Part 1, she shares her background with PMI.
You’re a hardworking, successful business analyst (BA), and have just been told your organization is “going agile.” Perhaps you’ve heard a few details about the types of roles involved in an agile development environment, but nothing that really depicts how a BA fits into this new atmosphere. So what does this shift in your organization mean for you?
The continuously changing nature of the business world has resulted in increased pressure on organizations to continuously develop. Previously, our approach to the changing nature of business has been initiative driven—a series of starts and stops. That is rapidly becoming an outdated model.
This article will describe the different components of a governance model for out-tasked development activities. The goal is to describe a framework that can be relatively easily adapted and deployed if needed. In this case, the framework was implemented for IT-related deliveries, but it can potentially be transferred to other business areas.
Few would argue against continuous training of team members, but many fail to consider how that training will ultimately benefit the organization. By creating an overall L&D strategy, you can maximize your training efforts and see better business results than you may have thought possible.
E-commerce is getting ingrained in business thinking. Customer Relationship Management is no longer just customer service guys. IT departments also need to become adept at CRM because the new thinking says that their users are their ‘customers’ and they should become more responsive and adaptive to business and customer needs.
One third of a typical development project’s budget goes to rework — half of which is traceable to poorly written requirements. Some $80 billion is spent annually developing software against requirements that are never used. Combine those facts with reports showing a majority of projects fail to deliver on early expectations, finish late or come in overbudget, and the picture isn’t pretty. Does the emerging project role of business analyst offer hope for improvement?
With over half of companies using a blended agile and waterfall approach to development, it’s critical to be aware of how an agile approach affects planning and alignment with the overall business strategy. Here are the most common challenges in enterprise agile development–and some tips for how smart companies are navigating the new landscape.
In this article series, Beth Ouellette talks about her experience working on PMI’s Requirements Management Steering Committee. This group helped to perform the work that eventually created the PMI Professional in Business Analysis (PMI-PBA)SM certification, which officially launched in September, 2014. As Beth explains, the work and planning that goes into the creation of a PMI certification begins long before it’s made public. In Part 3, she forms a task force.
We all recognize the importance of benefits realization management. But benefits are identified and derived from the business case. Without a realistic business case, benefits realization management is hardly worth the effort. A development process based upon an iterative model and the use of best practices can increase the quality and trustworthiness of the business case.
E-Business applications are changing the face of the business and are impacting the groups within corporations that were previously unaffected by traditional IT applications. New development tools and techniques are changing the way IT applications are built and implemented. This calls for a paradigm sift in the project management approach, too.
In the webinar Eight Steps to Designing New Products for Business to Business Customers, Larry Micek took us through eight steps on how we can improve new product development success rates. The session was packed with information, and here are the questions and answers that came out of that session.
How can mature project business management practices and processes add value to the enterprise’s operations? While the answer may vary, one example lies in how project management roles and methods can improve the chances of successful development of products or services by an organization.
To rise above the competition requires tenacity, veracity and intangibles that organizations need to respect, comprehend and practice. Business success is cultivated through sound project management practices, which include business rhythm, organizational intangibles, organizational development, project production, project delivery and a project management team. These key ingredients, when working together, guarantee project success.
In this article series, Beth Ouellette talks about her experience working on PMI’s Requirements Management Steering Committee. This group helped to perform the work that eventually created the PMI Professional in Business Analysis (PMI-PBA)SM certification, which officially launched in September, 2014. As Beth explains, the work and planning that goes into the creation of a PMI certification begins long before it’s made public. In Part 2, she helps build the foundation for a new certification.
How to Become an Organizational Development Consultant. People become consultants because their knowledge and experience in certain fields empowers them to become experts that others turn to in times of change. Business development…
How you manage and develop your business’s organization and employees will have a big impact on your success. Find out how to strengthen your workforce, increase effectiveness, and promote a positive workplace culture.
By now, little convincing needs to be done regarding the relationship between great (even good) leadership and improved business performance. Whether it is anecdotal stories or fact-based research of how great leaders built up their organizations or sustained strong business results, there aren’t many arguments against…
Several recent studies demonstrate that a majority of North American employers plan to increase their investments in training and development in 2008, citing employee attraction and retention as key factors rather than just the cost of doing business. Other studies show that this phenomenon is likely to be repeat…
The SCALE process is designed to make sure that talent development professionals ask the right questions and obtain the necessary information to make the best decisions given our priorities and resources.
“Have job, but will relocate” appears to be the mantra for the current crop of business leaders, whose eyes are trained on long-term success. Eighty-two percent of senior leaders around the world are willing to move to a different region, state, or country for their next work opportunity, according to the results of the…
Lately there has been much talk in the talent development industry about the business of learning, getting aligned with the business, and business metrics. However, many organizations still struggle in this area, and to a large degree, we as an industry are still just talking. It’s high time that we turn that talk into action. To instill confidence that the learning organization…
Executive development is a multi-billion dollar business endeavor and a critical component to an organization’s long term growth and survival. Organizations invest significant resources to develop today’s leaders into tomorrow’s executives, often with little information on what other organizations have found to be successful (or unsuccessful). A new study by ASTD, sponsored by Booz Allen Hamilton, examined how organizations handle executive development, how much they spend on the programs, who is involved, how are the participants selected, what makes these programs most effective, success stories and lessons learned. [more]One of the key findings of this study was that the executive development “playground is dominated by the big kids.” Most Larger organizations with substantial resources are much more likely to have an executive development program than smaller firms. Most organizations have one of two distinct approaches to executive development: either ‘heavy’ or ‘light’. Executive development programs in firms with high revenue and multinational or global operations are more likely to be characterized as heavy programs. The study found that an organization with a heavy program likely: Companies with only a national reach often have light executive development programs. A company with a light program can be characterized by: Furthermore, organizations with heavy programs reported much better organizational performance than organizations with light programs. The full report, Executive Development: Strategic and Tactical Approaches, contains more in-depth and expanded findings, including best practices and actionable recommendations from ASTD and responding organizations. Source: Executive Development: Strategic and Tactical Approaches (ASTD/Booz Allen Hamilton) Click here to learn more about ASTD Research.