Planning your Slide Presentation


Great slide presentations are visual experiences backed by audio to enhance the drama and make important points. Most slide presentations are audio presentations, in which the spoken word is backed or reinforced by a visual display. There is a big difference between those two approaches.

For business meetings, most managers work out the text of their remarks, then compose slides to fit those remarks by illustrating main points or clarifying concepts. This puts the person doing the presentation into the foreground, and the slides projected onto the screen in the background. There is nothing wrong with this approach, except the final product isn’t imaginative and tends to become dull after a few minutes.

If this is the use to which you wish to put slides, the overhead projector is probably a better choice. Especially if the material on the slides consists of numbers, graphs, tables, or words.

Good slide presentations are more visual than verbal. Or, at the least, the audio portion of the presentation is enhanced by the visuals projected onto the screen.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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Creating and Consuming Knowledge


There are far too many passive consumers of other peoples’ knowledge, and unimaginative users of standard tools. To ensure relevance, individuals and teams should be encouraged to develop their own approaches and understanding. Innovators and market leaders move beyond what is generally known or assumed. They voyage into the unknown, discover new knowledge and create additional competencies relevant to the achievement of their entrepreneurial visions.

 

Learning is dynamic. It is concerned with flows, processes for creating new knowledge. In many companies there is an imbalance between the consumption and development of knowledge. People simply draw down an existing supply without replenishing the well. The value of knowledge can rapidly diminish if it is not developed and kept current and relevant.

 

Winners champion knowledge and sharing. Their balanced scorecard assessments embrace learning, intellectual capital issues, and whether knowledge is being appropriately valued and effectively exploited.

 

Ultimately, a company and its people must outlearn competitors. Effective and collaborative learning can require creative combinations of complimentary approaches, environments, processes and technologies.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

Change and Transformation Losers


Losers adopt a combination of attitudes, approaches and priorities, from a limited vision and a short-term and internal orientation, through cutting corners, to attempts to protect corporate interests, and this locks them into a ‘spiral of descent’. The almost inevitable outcome of their actions and inaction is a struggle to remain viable as a supplier of low-margin commodity work.

Losers become reactive and defensive, get lost in complexity of labyrinthine proportions and the more activities they engage in to break free, the more they become entangled. They introduce changes for changes’ sake. They become neutralized by their lack of imagination and entangled in barbed wire created by their own words and actions. The trick they try to play is to retire or to move on at a high point.

Losers in the battle to become and remain competitive:

·        are ‘in their own space’ and relatively oblivious to the needs of others; they do not anticipate and remain unaware of significant external developments and pressing requirements to change;

  • lack self-confidence and self-worth and hold back, they are different, can be indicative and find it difficult to commit themselves;
  • do not have a compelling rationale and purpose; they are not unique, special or even distinctive;
  • are not noticed by people, they are grey and dull, and hence fail to stand out or have an impact;
  • copy and follow others; they do not innovate or differentiate  themselves from their competitors;
  • respond to events; they react to incoming approaches and invitations to tender;
  • do not prioritize and focus; they fail to address what is important as a result of being distracted by trivia;
  • hoard information and hold on to the reigns of power; they are reluctant to delegate and to trust and involve others;
  • remunerate people according to their seniority and status in the management hierarchy;
  • are driven by internal personal goals and corporate targets rather than by customer requirements;
  • play other people’s games rather than live on their own terms; they become pawns on other people’s chessboards;
  • adopt standard approaches and are rigid and inflexible;
  • follow fashions and have a penchant for fads;
  • search for panaceas and single solutions;
  • define their capabilities in terms of the tangible assets they own and the people they employ;
  • are consumers rather than producers of knowledge, understanding  and intellectual capital;
  • respond unimaginatively and mechanically to business opportunities;
  • rely on traditional ‘hard-self’ techniques and undertake win-lose negotiations;
  • make little effort to learn from either their experience or that of others;
  • hold back and stay aloof; they avoid personal commitments, partnering  arrangements and inter-organizational links;
  • are selfish in relationships and put the minimum of effort into maintaining them;
  • use their customers to achieve their own short-term objectives;
  • are cautious and half hearted in their approach to e-business;
  • mouth generalizations and they indulge in self-deception and spin;
  • live for the moment; they have short time horizons;
  • do little to keep competitors out of their key accounts;
  • leave the building of customer relationships to specialist sales staff;
  • ignore organizations that are supplied by competitors;
  • prize their freedom and independence, they prefer to operate alone;
  • attempt to protect their interests with small print and avoid the assumption and sharing of risks;
  • are secretive and defensive; they build internal and external barriers to create a hard shell;
  • offer other employees general training and development that is viewed as a cost;
  • fail to equip their people to win new business, create new offerings or build customer relationships;
  • are complacent and set in their ways; they are reluctant to think, question and learn;
  • confuse the roles of owner-shareholder, manager and director;
  • fail to distinguish between operational matters and strategic issues;
  • become typecast and locked into certain roles; they tend to end up as commodity suppliers.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact http://www.asifjmir.com