A sense of urgency - in order for the business to grow, it has to have a sense of urgency and refrain from procrastination. It has to act fast and not be left behind by new business. Plan and act are the keywords.
Building a guiding coalition - a business cannot stand alone. It needs people to help it grow. We have to interact with others who may be able to help us with ideas and purpose.
Form strategic visions and initiatives - we have to know what we want in the future and must act to become that future.
Enlist a volunteer army - get someone knowledgeable and enthusiastic to start going with the future vision of the company.
Enable action by removing barriers - Have a straight vision of what you want for your business, don't look at the different direction that will just hamper your growth. Do strategies, visioning and have focus.
Sustain Acceleration - when you are gaining your goal, don't stop. Just continue to grow and make the most of every opportunity.
Institute Change - Be adaptive to the changing world. Upgrade and go with how things flow without sacrificing your goal.
Answer:
They're very simple creatures, though: a sponge doesn't have a respiratory system, a digestive system, or a circulatory system. Instead, sponges rely on the flow of water through their bodies to bring them food and oxygen and carry waste away.
Explanation:
Answer:
C) Expected return
Explanation:
The expected return is the profit or loss an investor anticipates on an investment that has known or anticipated rates of return (RoR). It is calculated by multiplying potential outcomes by the chances of them occurring and then totaling these results.
A really good return on investment for an active investor is 15% annually. It's aggressive, but it's achievable if you put in the time to look for bargains. You can double your buying power every six years if you make an average return on investment of 12% after taxes and inflation every year.
Answer:
to a large extend
Explanation:
Remember Semler's business was a marine-pump business, which he transformed into a multi national business.
He did so by:
- democratizing his workplace, which could be done in other types of organisations.
- changing his own leadership style by giving workers more control. Thus even in other types of organisations positive leadership style changes could be successful.
Answer:
Yes, If not more important than the internal post-project meetings.
Explanation:
The end of the execution phase of a project is not actually the completion of a project because there must be verification by both the executioner company and the customer or sponsor who awarded the project.
The verification of whether the execution of the project was done according to pre-execution standards set in the project planning phase in terms of 'project scope' 'project time' and 'project cost' will have to be done by the company as a way of self-assessment but ultimately by the sponsor. It is arguable that the sponsor is the stronger voice in the project execution assessment stage because 'he who pays the piper dictates the tune'.
The reasons why such post-project evaluation meeting with the customer is important is that:
1. Project Scope: The customer has to certify that the benefits to be delivered by the project are actually been delivered, which is the reason why the project was awarded in the first instance.
2. Project Time: The customer will have to agree that the project has been carried out within the agreed time-frame, and there will be no penalties for delay in execution of the project. Penalties for time-delay in project execution could carry significant consequences as the customer could trigger the liquidated damages clause in the contract.
Project Cost: Another point of consideration is whether or not the project has been done within budget.
All of these considerations have to be made between both parties before a successful project handover.
