The Portfolio Planning and Ranking (PPR) Project

2012 ◽  
Vol 52 (2) ◽  
pp. 677
Author(s):  
Chris Thompson
Keyword(s):  
Holistic Approach ◽  
Subject Matter Experts ◽  
Business Units ◽  
Development Opportunity ◽  
Governance Systems ◽  
Strategic Goals ◽  
Unit Plans ◽  
Petroleum Development ◽  
Relevant Level ◽  
Portfolio Planning

Origin's upstream business started the Portfolio Planning and Ranking (PPR) Project in late 2010 to align individual petroleum business unit plans with organisational strategic goals. The solution generated by the PPR Project provided Origin's upstream business with a consistent platform for absolute and relative assessment of petroleum development opportunity across the organisation. The rapid growth of Origin's upstream business resulted in several different methods for calculating project economics and assessing the merits of potential opportunities. The use of these varied methods saw the need for a consistent and streamlined approach. Through the PPR Project, Origin's upstream business has improved its ability to objectively and effectively assess its assets and development opportunities. The solution provides a transparent and scalable platform for continuous integration of critical business information at the operational level. It also provides the capability to report at a commercially relevant level. The project's key to the success was a holistic approach that included people, process and systems technology. Also important was effective executive sponsorship and project management, ongoing change management and communication and the active participation of managers, subject matter experts and people affected by the project (targetted stakeholders). The project has effectively provided a bridge between technical and commercial disciplines, enabling Origin's upstream business units to make timely and informed decisions, maintain alignment with and support Origin's strategic goals and maximise resource use. Most importantly, an organisational capability gap has been filled with a system that facilitates efficiency and augments governance systems, yet remains flexible enough to effectively manage Origin's diverse petroleum portfolio.

Bridging the Gap in IMC Education: Where is the Academy Falling Short?

2009 ◽  
Vol 13 (1) ◽  
pp. 73-81 ◽  
Author(s):  
Andrea J.S. Stanaland ◽  
Amanda E. Helm ◽  
Lance Kinney
Keyword(s):  
Planning Process ◽  
Holistic Approach ◽  
Marketing Communications ◽  
Integrated Marketing Communications ◽  
Integrated Marketing ◽  
Power Shifts ◽  
Media Type ◽  
Strategic Goals ◽  
Client Side

Integrated marketing communications isn't new, but it's gaining momentum as power shifts from the marketer to the consumer and as marketers recognize the power and efficiency of taking a holistic approach to engaging consumers… For too long, marketing functions have been vertically organized by media type. This siloed approach is mirrored on the agency side, with rewards based on discipline-specific P&L models. These silos must be torn down…The client-side strategic integrator must involve and lead a team of colleagues who have the responsibility, vision, understanding and commitment to engage in a media-agnostic planning process. And this team of enlightened marketers must be willing to let strategic goals-not historic patterns- drive budget allocations. –Bob Liodice, Advertising Age, June 9, 2008

scholarly journals ESTIMATION OF FINANCIAL STABILITY OF AGRARIAN ENTERPRISES IN UKRAINE

2021 ◽  
pp. 40-52
Author(s):  
Nadia Davidenko ◽  
Natalia Wasilewska
Keyword(s):  
Risk Management ◽  
Financial Stability ◽  
Financial Sustainability ◽  
Enterprise Integration ◽  
Financial Decisions ◽  
Agricultural Enterprises ◽  
Factors Influencing ◽  
Governance Systems ◽  
The Face ◽  
Strategic Goals

In this paper the system of factors influencing the formation of financial solvency was investigated, the financial sustainability of agricultural enterprises of Ukraine was evaluated, and an approach was developed to define and help ensure the financial sustainability of enterprises in the face of contemporary economic and market challenges. According to the research, the main principles for maintaining financial sustainability are: responsiveness to internal and external changes; governance systems; risk management; analysis of financial ratios; real assessment of the financial solvency of the enterprise; integration with the overall management system; orientation towards achieving the strategic goals of the enterprise; use of qualitative methods to inform financial decisions in the face of uncertainty and risk.

Beyond Environment, Economy, and Equity

2017 ◽  
pp. 1633-1647
Author(s):  
Jill Sourial
Keyword(s):  
Climate Change ◽  
Social Justice ◽  
21St Century ◽  
Holistic Approach ◽  
Global Leadership ◽  
Complex Nature ◽  
Distributed Approach ◽  
Governance Systems ◽  
Cultural Dialogue ◽  
Sustainability Framework

Future global leadership requires skills and capacities that go beyond the leadership of one individual or a select few who hold the majority of power and responsibility for making decisions on behalf of their organizations or constituencies. The challenges of the 21st century demand not only a more collaborative and distributed approach, but also one that encourages empathy, resonance, and vulnerability. This chapter focuses on climate change and the capacities needed to address it. A holistic approach to sustainability is often referred to as the “3E's” of Environment, Economy, and Equity. Given the complex nature of the challenges facing our planet and its governance systems, I argue that we have reached a critical point where it is necessary to add a fourth “E” to the sustainability framework. I would call this fourth “E” Empathy, which in very real terms encompasses a broad range of practices such a transformative conflict resolution, valuing diversity, cross-cultural dialogue, reconciliation, consensus building, collaboration, interdependency, negotiation, mediation, civic engagement, democratic governance, and social justice.

Beyond Environment, Economy, and Equity

2015 ◽  
pp. 321-334
Author(s):  
Jill Sourial
Keyword(s):  
Climate Change ◽  
Social Justice ◽  
21St Century ◽  
Holistic Approach ◽  
Global Leadership ◽  
Complex Nature ◽  
Distributed Approach ◽  
Governance Systems ◽  
Cultural Dialogue ◽  
Sustainability Framework

Future global leadership requires skills and capacities that go beyond the leadership of one individual or a select few who hold the majority of power and responsibility for making decisions on behalf of their organizations or constituencies. The challenges of the 21st century demand not only a more collaborative and distributed approach, but also one that encourages empathy, resonance, and vulnerability. This chapter focuses on climate change and the capacities needed to address it. A holistic approach to sustainability is often referred to as the “3E's” of Environment, Economy, and Equity. Given the complex nature of the challenges facing our planet and its governance systems, I argue that we have reached a critical point where it is necessary to add a fourth “E” to the sustainability framework. I would call this fourth “E” Empathy, which in very real terms encompasses a broad range of practices such a transformative conflict resolution, valuing diversity, cross-cultural dialogue, reconciliation, consensus building, collaboration, interdependency, negotiation, mediation, civic engagement, democratic governance, and social justice.

Business Intelligence Competency Centers

2012 ◽  
pp. 68-82
Author(s):  
Daniel O’Neill
Keyword(s):  
Case Studies ◽  
Real World ◽  
Business Intelligence ◽  
Short Term ◽  
Strategic Information ◽  
Essential Component ◽  
The Core ◽  
Business Units ◽  
Strategic Goals

Enterprises today continue to invest in business intelligence (BI) initiatives with the hope of providing a strategic advantage to their organizations. Many of these initiatives are supporting the tactical goals of individual business units and not the strategic goals of the enterprise. Although this decentralized approach provides short term gains, it creates an environment where information silos develop and the enterprise as a whole struggles to develop a single version of the truth when it comes to providing strategic information. Enterprises are turning toward a centralized approach to BI which aligns with their overall strategic goals. At the core of the centralized approach is the business intelligence competency center (BICC). This paper details why the centralized BICC approach should be considered an essential component of all enterprise BI initiatives. Examining case studies of BICC implementations details the benefits realized by real world companies who have taken this approach. It is also important to provide analysis of the two BI approaches in the areas of BI process and BI technology/data and people relations. The findings indicate the benefits of the centralized BICC outweigh the deficiencies of the decentralized approach.

Business Intelligence Competency Centers

2011 ◽  
Vol 2 (3) ◽  
pp. 21-35
Author(s):  
Daniel O’Neill
Keyword(s):  
Case Studies ◽  
Real World ◽  
Business Intelligence ◽  
Short Term ◽  
Strategic Information ◽  
Essential Component ◽  
The Core ◽  
Business Units ◽  
Strategic Goals

Enterprises today continue to invest in business intelligence (BI) initiatives with the hope of providing a strategic advantage to their organizations. Many of these initiatives are supporting the tactical goals of individual business units and not the strategic goals of the enterprise. Although this decentralized approach provides short term gains, it creates an environment where information silos develop and the enterprise as a whole struggles to develop a single version of the truth when it comes to providing strategic information. Enterprises are turning toward a centralized approach to BI which aligns with their overall strategic goals. At the core of the centralized approach is the business intelligence competency center (BICC). This paper details why the centralized BICC approach should be considered an essential component of all enterprise BI initiatives. Examining case studies of BICC implementations details the benefits realized by real world companies who have taken this approach. It is also important to provide analysis of the two BI approaches in the areas of BI process and BI technology/data and people relations. The findings indicate the benefits of the centralized BICC outweigh the deficiencies of the decentralized approach.

scholarly journals Ecosystem of the fishing industry in the digital economy

2020 ◽  
pp. 85-95
Author(s):  
А.Я. Яфасов ◽  
А.А. Меркулов ◽  
Р.К. Поляков ◽  
Ф.Г. Майтаков
Keyword(s):  
New Technologies ◽  
Raw Materials ◽  
Ecosystem Approach ◽  
Fishing Industry ◽  
Shipbuilding Industry ◽  
Business Units ◽  
Management Processes ◽  
Strategic Goals ◽  
Production Capacities ◽  
Sea Area

Проведен сопоставительный анализ стратегий развития морской деятельности до 2030 года, судостроительной промышленности до 2035 года и рыбохозяйственного комплекса до 2030 года, свидетельствующие о необходимости стратегических перемен в этих секторах экономики России. Целью работы является условия формирования отраслевой государственно-частной экосистемы на примере рыбохозяйственного комплекса России для перехода от экстенсивного к интенсивному развитию. Рассмотрены ключевые факторы развития рыбной отрасли, связанные с продовольственной безопасностью страны: формирование государственно-частной экосистемы, синхронизированное обновление рыболовного флота и производственной базы на основе развития новых технологий, цифровизация производственных и управленческих процессов, непрерывное повышение знаний и компетенций работников отрасли. Показано, что каждый из перечисленных факторов не достаточен для достижения стратегических целей, но одновременная их реализация обеспечивает запуск волновых процессов, способных поднять рыбную отрасль на новый уровень развития. Государственно-частные экосистемы на уровне порта, региона, отрасли строятся по принципу «матрешки». Выделение рыболовного судостроения в самостоятельный сектор гражданского судостроения, углубление переработки сырья и оптимизация распространения готовой продукции с использованием экосистемного подхода позволят заполнить пробел в морской экономике - обеспечить системное пространственно-производственное планирование, создания в концепте «Морская акватория – Приморская территория» сетей бизнес - единиц, объединенных в экосистемы единой целью рациональной добычи, безотходной переработки и доставки потребителю высококачественной продукции на основе водных биологических ресурсов с минимальными транзакционными издержками. A comparative analysis of the strategies for the development of maritime activities until 2030, the shipbuilding industry until 2035 and the fishery complex until 2030 has been carried out, indicating the need for strategic changes in these sectors of the Russian economy. The aim of the work is the conditions for the formation of a sectoral public-private ecosystem on the example of the fishery complex of Russia for the transition from extensive to intensive development. The key factors in the development of the fishing industry related to the country's food security have been considered: formation of a public-private ecosystem, synchronized renewal of the fishing fleet and production capacities based on the development of new technologies, digitalization of production and management processes, continuous improvement of knowledge and competencies of industry workers. It is shown that each of the above factors is not sufficient to achieve strategic goals, but their simultaneous implementation ensures the launch of wave processes that can take the fish industry to a new level of development. Public-private ecosystems at the level of the port, region, industry are built on the principle of "nesting dolls". Allocation of fishing shipbuilding into an independent sector of civil shipbuilding, deepening the processing of raw materials and optimizing distribution of finished products using the ecosystem approach will fill the gap in the maritime economy - to provide systematic spatial and production planning, create networks of business units in the concept "Sea area - Primorskaya territory", united in ecosystems with a single goal of rational extraction, waste-free processing and delivery of high-quality products to consumers based on aquatic biological resources with minimal transaction costs.

scholarly journals Integrated management of an organization: from strategic management by goals to a system of key performance indicators (the case of a large production company).

2020 ◽  
Vol 18 (3) ◽  
pp. 59-71
Author(s):  
Elena G. Kalabina
Keyword(s):  
Performance Indicators ◽  
Integrated Management ◽  
Holistic Approach ◽  
Key Performance Indicators ◽  
Management Tools ◽  
Business Units ◽  
Development Goals ◽  
Large Production ◽  
Management Functions ◽  
Production Company

The article explores the possibilities of using integrated management of an organization as a concept of a holistic approach to the implementation of basic management functions, taking into account the organization's development goals and building metrics of key performance indicators on the example of a large production company in the field of electric power in the context of modern conditions. The theoretical roots and modern understanding of the management paradigm of integrated management are revealed. The author has diagnosed problem areas during the transition to integrated management, including the selection of an irrelevant set of key performance indicators for business units and their inconsistency with the goals of its development, information incompatibility of the source data for establishing key performance indicators for business units, incorrect data collection and processing, insufficient development of methodological support for calculations, heterogeneity of information flows for establishing key performance indicators, taking into account the accepted organizational structure of the company. The current conditions for using the integrated management tools of an organization with a focus on developing rules and procedures for using key performance indicators are identified. It is established that implementation of integrated management in the company associated with the transition from correct formulation of the development goals of the organization, its business units to a diversified set of key performance indicators for evaluation of the employee organization that requires the use of adequate software support and system administration. On the example of a large production company in the Ural region, a practical example of prototyping the use of integrated management is considered and an algorithm for its sequential implementation for one of the company's business units is proposed.

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