How to execute a new strategy

How to execute a new strategy

By FRANCIS FONDO

Even at this day and age, many organisations view the launch of a strategic plan as an end to itself. There is normally pomp and celebrations during the launch where the full board, management and staff including, shareholders are in attendance. After the celebrations, everything is left to management to implement. Everyone else retreats to their cocoon hoping results will flow automatically.

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Capitalise on data for productivity

Capitalise on data for productivity

Smart interpretation of data is fast becoming a necessity. The onus is now on companies to leverage on this initiative to realise greater productivity.

By AUGUSTINE OMONDI

Various business organisations and small and medium enterprises across the world in various sectors are increasingly approaching the businesses from a customer-centric perspective, amassing infinite quantities of customer intelligence in the process. But harnessing this data deluge has been a huge challenge. Everyone is aware that big data brings excitement to the organisations but again not everyone is aware that big data sometimes fails to deliver the big insights that were hoped for. Rarely do firms tackle this topic. It would be of a massive benefit to identify a correlation that exist between the big data and the overall corporate performance, the kind of capabilities and investments needed, impact at stake and the most vital levers.

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Business made in Kenya

Business made in Kenya

Asian businessman Maganlal Motichand (MM) Chandaria came to Kenya when he was barely eight years old. He has done business in pre and post independent Kenya under various political regimes and tells CAROLE KIMUTAI about his business journey.

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Riding on Lean Six Sigma for efficiency

Riding on Lean Six Sigma for efficiency

By JAMES RATEMO

Cutting cost of operation and enhancing customer satisfaction are key aspects every company strives to realise in order to remain competitive and profitable. Riding on the Lean Six Sigma (LSS) methodology, the National Bank of Kenya is transforming its processes to better satisfy clients and enhance employees’ experience.

Mr Thomas Gachie, Director, Operations Division at National Bank says the financial institution adopted the globally acclaimed business principle to “provide distinctive client service.” He notes that the bank has never regretted the 2014 decision to go for Lean Six Sigma training offered locally by the Kenya Institute of Management (KIM) in collaboration with Institute of Lean Six Sigma Professionals. “We have attained a faster turnaround time in most of our services. Our account opening now takes three days from one month,” says Gachie.

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Corporate Case Study

Corporate Case Study

Corporate Case - As a manager, you will always be challenged to improve performances, whether business results are good or not.

How are you planning to face this challenge with your organization (or department)? On a personal level, you probably have a serious talent for improvement: how else have you accomplished the leadership position you are in? Success is not something you were born with, it is the result of your personal capacity to learn.

We are positive you are ready for your next success, but is your organization ready? And how would you know?

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The Manager, the struggle within

The Manager, the struggle within

By ANTHONY T. GITONGA

 

Has the thought of throwing in the towel crossed your mind in light of the leadership challenges you face? Do you have specific areas of your managerial role that you struggle with? Relax. You are not alone. Every manager has his or her own battles. Learning to win more of these battles will place you at the top of every great leader’s choice.

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