Positive cloud is a company that aims to create sustainable value and long-term profit through a positive economy. The company was founded 24 years ago and specializes in projects in India and developing countries. It is made up of 4 partners with complementary backgrounds and skills in areas like project management, public relations, marketing, and team building. The company seeks to work through synergy, responsibility, humility, and innovation to build solutions with clients and move towards a more positive future.
The document discusses Pune, India's information and communication technology (ICT) clusters. It analyzes the clusters using the PESTEL framework, which examines the political, economic, social, technological, environmental, and legal external factors. Politically, India is stable but has some community and income tensions. Economically, India's growth has exceeded France's in recent years, though it has high inflation and interest rates. Socially, there are inequalities in education and health. Technologically, India focuses on patents and faces energy challenges. Environmentally, pollution and climate change pose issues. Legally, the government supports ICT development but regulation is still limited.
Because, unlike most of our subjective feelings and their limited role in life, bhakti is an experience which is the objective source of revitalization for the whole universe! Bhakti is nothing else but the phenomenon of the flow of universal blessing through an individual for the rejuvenation of the entire universe forever!
El documento describe las etapas de la administraci坦n para el establecimiento de un centro de c坦mputo, incluyendo la planeaci坦n, organizaci坦n, direcci坦n y control. Explica que la planeaci坦n incluye niveles estrat辿gicos, de recursos, operativos y de personal. La organizaci坦n crea una estructura jer叩rquica y agrupa actividades. La direcci坦n logra la realizaci坦n de lo planeado a trav辿s de la toma de decisiones y la comunicaci坦n. El control vigila las actividades para asegurar que se desarrollan seg炭n lo planeado y
This document discusses the risks of tanning salon exposure among teens and adolescents. It notes that tanning salon use is common among this age group due to social and cultural factors, and can lead to skin cancer and other health issues. The document then proposes creating an educational video targeting teens on social media to increase awareness of tanning dangers and decrease risky tanning behaviors. It would use humor and statistics to convey risks in a relatable way for adolescents. The video's impact would be evaluated through surveys to teens before and after its release.
La mujer sufre de una rara enfermedad que le provoca un orgasmo cada vez que estornuda. Cuando el hombre le pregunta por qu辿 se estremec鱈a despu辿s de sonarse la nariz, ella le explica su condici坦n. Intrigado, 辿l pregunta qu辿 toma para ello, a lo que ella responde "pimienta", revelando que en realidad no padece tal enfermedad.
El documento habla sobre el D鱈a Mundial del Agua y la importancia de conservar el agua dulce ya que solo el 2% del agua en la Tierra es potable. El objetivo del d鱈a es crear conciencia sobre el r叩pido crecimiento de la poblaci坦n, la industrializaci坦n y el cambio clim叩tico que afectan los sistemas de suministro de agua. Tambi辿n hace un llamado a unir esfuerzos para garantizar el acceso al agua potable para todos ahora y en el futuro.
La cueva de Hang Son Doong en Vietnam, descubierta en 2009, es considerada la cueva m叩s grande del mundo. Mide m叩s de 6 km de longitud, con salas de hasta 200 metros de alto y 150 metros de ancho. A pesar de su tama単o descomunal, la cueva nunca hab鱈a sido explorada completamente debido a su dif鱈cil acceso y a las condiciones peligrosas en su interior. Exploraciones recientes han revelado nuevos ecosistemas y formaciones geol坦gicas 炭nicas.
Presentaci坦 del CEQUIP i del negoci dels Fabricants de B辿ns d'Equip. Realitzada davant del President de la Generalitat de Catalunya el dia 13 de febrer de 2013
Dom Oneres fala sobre a vida dedicada de Irm達 Ang辿lica, membro da Congrega巽達o das Irm達s Franciscanas do Apostolado Paroquial. Ele destaca tr棚s momentos que viveu com ela: quando ela aceitou o cargo de Coordenadora Geral apesar das l叩grimas, quando ela recusou ser candidata a vice-prefeita seguindo seu conselho, e quando um bispo elogiou seu trabalho mission叩rio incans叩vel.
The document introduces Mindtree's new brand platform, including its mission, values, voice, and tagline. The mission is to solve clients' challenges through expertise and dedication. The values are collaborative spirit, unrelenting dedication, and expert thinking. Previously seen as nice and humble, the new voice aims to be seen as strategic, bold, and decisive. The tagline is "Welcome to possible." Implications include knowing the audience, focusing on the core message, using visual communication, and aligning with an active voice.
The document introduces Mindtree's new brand platform, including its mission, values, voice, and tagline. The mission is to solve clients' challenges through expertise and dedication. The values are collaborative spirit, unrelenting dedication, and expert thinking. Previously seen as nice and humble, the new voice aims to be seen as strategic, bold, and decisive. The tagline is "Welcome to possible". Employees are encouraged to spread awareness of the new brand identity on social media.
Teamwork and building relationships are core values that allow the organization to develop creative solutions and deliver value beyond expectations through continuous learning and innovation. With over 50 years of collective experience, leadership is shown through vision, integrity, courage and ensuring customer expectations are exceeded.
Equipping Managers to Engage: Getting ConnectedJitka Holt
油
This document outlines an agenda and materials for a two-day employee engagement course for managers. The agenda includes assessing organizational engagement, defining the manager's role in building connections, creating conditions for engagement across the organization and individually, and providing ongoing support. The materials provide frameworks for understanding organizational health and the types of organizations, the manager's role in engaging at cognitive, affective, behavioral and spiritual levels, and creating conditions for communication and engagement at both the organizational and individual level through leadership, communication, development and support.
The workbook provides templates and prompts to guide self-reflection exercises around topics like personal purpose and vision, understanding human nature, identifying problems in the system, generating breakthrough ideas, and developing an impact model. Users are prompted to fill in blanks and answers to thought-provoking questions in order to develop insights that could form the basis for social or environmental initiatives.
This document introduces Executive Learning Center (ELC) as a partner for organizational change and talent development. ELC offers diverse and global solutions through collaborators and a core team. Their values include respect, appreciation, and freedom. ELC seeks to be a partner of choice by understanding client needs and providing meaningful, game-changing solutions. ELC's team believes in openness, excellence, aligned values and principles. They possess expertise to work with clients and seize new opportunities. ELC designs change processes and facilitates leadership development, executive coaching, developing a global mindset, and unleashing creativity and innovation. The company was founded in 2005 by Julia Feng and Ramil Cueto with a vision of providing effective learning solutions guided by
Working across borders is becoming an increasingly complex experience. Succeeding in a global organization requires a specific set of virtual, cross-cultural and communication skills which ensure that working relationships thrive and all business objectives are surpassed.
This presentation examines best practices for managers with cross-border roles who want to succeed in complex global companies.
+27 (0) 82 777 7777
Website: www.novation2050.co.za
Postal Address: PO Box 123, Cape Town 8000
Physical Address: 123 Main Road, Claremont, Cape Town
Thank you for your interest in my services. I look forward to discussing how I can assist you.
Shahid Solomon
Keeping Commitments in the Organization- Are We Two-Faced?tinahodson
油
This document discusses paradoxes that can hinder organizational performance. It examines three paradoxes: 1) an organization may not value behaviors it says are valuable, 2) leaders and staff want the same thing (progress) but may not ensure employees understand expectations and how to achieve progress, and 3) an organization may treat outside customers with greater care than colleagues. It provides leadership actions to address each paradox, such as ensuring values reflect real behavior, employees understand expectations and how to achieve progress, and removing barriers that hinder performance by regularly asking employees what's not working and what they need to be effective. The document aims to help leaders identify areas for improved performance and make positive changes.
This document summarizes a consulting company's approach to organizational success and development in 3 stages:
1) Setting a clear vision and gaining stakeholder commitment to guide the journey.
2) Developing a strategic plan and supporting people through change to move the organization forward in the right direction.
3) Maintaining momentum with leadership, teambuilding, and a learning culture to ride waves of success and continually seek new horizons.
This document summarizes a consulting company's approach to organizational success and development in 3 stages:
1) Setting a clear vision and gaining commitment from key stakeholders to move in the right strategic direction.
2) Providing tools and processes to maintain momentum through change and turbulence, including leadership development, team building, and change management.
3) Continually evaluating performance and preparing for future growth by fostering a culture of innovation and blue-water thinking.
Culture Change For Changing Times Family Firm InstituteAndrea Simon
油
At the Family Firm Institutes Global Conference held this past week, October 17-20 in Brussels, Belgium, I was privileged to deliver a speech and workshop on Culture Change for Changing Times, designed for family firms. The conference was well attended from around the globe by family firm leaders and those who consult, coach and provide professional guidance for family firms.
A is our org two-faced webinar may 11 2012 -tinahodson
油
Greg Bustin presented on the paradoxes that can hinder organizational performance. He examined three paradoxes - that organizations do not value behaviors they say are valuable, that leaders and staff want the same thing (progress) but may not be aligned, and that organizations treat outside customers with greater care than internal colleagues. For each paradox, he suggested three leadership actions to improve performance and alignment. The presentation provided frameworks to analyze organizational identity, culture, values, and accountability. Bustin offered a free assessment tool to webinar attendees to evaluate their culture of accountability.
This document provides brand guidelines for the Egyptian Pharmaceutical Students' Federation at the Egyptian Russian University. It includes their verbal identity with their story, mission, values, and marketing strategy. It outlines their visual identity including their logo, color system, typography, imagery, and other branding elements. It provides templates for social media, merchandising, and acknowledges those who contributed to developing the brand manual over the years.
El documento habla sobre el D鱈a Mundial del Agua y la importancia de conservar el agua dulce ya que solo el 2% del agua en la Tierra es potable. El objetivo del d鱈a es crear conciencia sobre el r叩pido crecimiento de la poblaci坦n, la industrializaci坦n y el cambio clim叩tico que afectan los sistemas de suministro de agua. Tambi辿n hace un llamado a unir esfuerzos para garantizar el acceso al agua potable para todos ahora y en el futuro.
La cueva de Hang Son Doong en Vietnam, descubierta en 2009, es considerada la cueva m叩s grande del mundo. Mide m叩s de 6 km de longitud, con salas de hasta 200 metros de alto y 150 metros de ancho. A pesar de su tama単o descomunal, la cueva nunca hab鱈a sido explorada completamente debido a su dif鱈cil acceso y a las condiciones peligrosas en su interior. Exploraciones recientes han revelado nuevos ecosistemas y formaciones geol坦gicas 炭nicas.
Presentaci坦 del CEQUIP i del negoci dels Fabricants de B辿ns d'Equip. Realitzada davant del President de la Generalitat de Catalunya el dia 13 de febrer de 2013
Dom Oneres fala sobre a vida dedicada de Irm達 Ang辿lica, membro da Congrega巽達o das Irm達s Franciscanas do Apostolado Paroquial. Ele destaca tr棚s momentos que viveu com ela: quando ela aceitou o cargo de Coordenadora Geral apesar das l叩grimas, quando ela recusou ser candidata a vice-prefeita seguindo seu conselho, e quando um bispo elogiou seu trabalho mission叩rio incans叩vel.
The document introduces Mindtree's new brand platform, including its mission, values, voice, and tagline. The mission is to solve clients' challenges through expertise and dedication. The values are collaborative spirit, unrelenting dedication, and expert thinking. Previously seen as nice and humble, the new voice aims to be seen as strategic, bold, and decisive. The tagline is "Welcome to possible." Implications include knowing the audience, focusing on the core message, using visual communication, and aligning with an active voice.
The document introduces Mindtree's new brand platform, including its mission, values, voice, and tagline. The mission is to solve clients' challenges through expertise and dedication. The values are collaborative spirit, unrelenting dedication, and expert thinking. Previously seen as nice and humble, the new voice aims to be seen as strategic, bold, and decisive. The tagline is "Welcome to possible". Employees are encouraged to spread awareness of the new brand identity on social media.
Teamwork and building relationships are core values that allow the organization to develop creative solutions and deliver value beyond expectations through continuous learning and innovation. With over 50 years of collective experience, leadership is shown through vision, integrity, courage and ensuring customer expectations are exceeded.
Equipping Managers to Engage: Getting ConnectedJitka Holt
油
This document outlines an agenda and materials for a two-day employee engagement course for managers. The agenda includes assessing organizational engagement, defining the manager's role in building connections, creating conditions for engagement across the organization and individually, and providing ongoing support. The materials provide frameworks for understanding organizational health and the types of organizations, the manager's role in engaging at cognitive, affective, behavioral and spiritual levels, and creating conditions for communication and engagement at both the organizational and individual level through leadership, communication, development and support.
The workbook provides templates and prompts to guide self-reflection exercises around topics like personal purpose and vision, understanding human nature, identifying problems in the system, generating breakthrough ideas, and developing an impact model. Users are prompted to fill in blanks and answers to thought-provoking questions in order to develop insights that could form the basis for social or environmental initiatives.
This document introduces Executive Learning Center (ELC) as a partner for organizational change and talent development. ELC offers diverse and global solutions through collaborators and a core team. Their values include respect, appreciation, and freedom. ELC seeks to be a partner of choice by understanding client needs and providing meaningful, game-changing solutions. ELC's team believes in openness, excellence, aligned values and principles. They possess expertise to work with clients and seize new opportunities. ELC designs change processes and facilitates leadership development, executive coaching, developing a global mindset, and unleashing creativity and innovation. The company was founded in 2005 by Julia Feng and Ramil Cueto with a vision of providing effective learning solutions guided by
Working across borders is becoming an increasingly complex experience. Succeeding in a global organization requires a specific set of virtual, cross-cultural and communication skills which ensure that working relationships thrive and all business objectives are surpassed.
This presentation examines best practices for managers with cross-border roles who want to succeed in complex global companies.
+27 (0) 82 777 7777
Website: www.novation2050.co.za
Postal Address: PO Box 123, Cape Town 8000
Physical Address: 123 Main Road, Claremont, Cape Town
Thank you for your interest in my services. I look forward to discussing how I can assist you.
Shahid Solomon
Keeping Commitments in the Organization- Are We Two-Faced?tinahodson
油
This document discusses paradoxes that can hinder organizational performance. It examines three paradoxes: 1) an organization may not value behaviors it says are valuable, 2) leaders and staff want the same thing (progress) but may not ensure employees understand expectations and how to achieve progress, and 3) an organization may treat outside customers with greater care than colleagues. It provides leadership actions to address each paradox, such as ensuring values reflect real behavior, employees understand expectations and how to achieve progress, and removing barriers that hinder performance by regularly asking employees what's not working and what they need to be effective. The document aims to help leaders identify areas for improved performance and make positive changes.
This document summarizes a consulting company's approach to organizational success and development in 3 stages:
1) Setting a clear vision and gaining stakeholder commitment to guide the journey.
2) Developing a strategic plan and supporting people through change to move the organization forward in the right direction.
3) Maintaining momentum with leadership, teambuilding, and a learning culture to ride waves of success and continually seek new horizons.
This document summarizes a consulting company's approach to organizational success and development in 3 stages:
1) Setting a clear vision and gaining commitment from key stakeholders to move in the right strategic direction.
2) Providing tools and processes to maintain momentum through change and turbulence, including leadership development, team building, and change management.
3) Continually evaluating performance and preparing for future growth by fostering a culture of innovation and blue-water thinking.
Culture Change For Changing Times Family Firm InstituteAndrea Simon
油
At the Family Firm Institutes Global Conference held this past week, October 17-20 in Brussels, Belgium, I was privileged to deliver a speech and workshop on Culture Change for Changing Times, designed for family firms. The conference was well attended from around the globe by family firm leaders and those who consult, coach and provide professional guidance for family firms.
A is our org two-faced webinar may 11 2012 -tinahodson
油
Greg Bustin presented on the paradoxes that can hinder organizational performance. He examined three paradoxes - that organizations do not value behaviors they say are valuable, that leaders and staff want the same thing (progress) but may not be aligned, and that organizations treat outside customers with greater care than internal colleagues. For each paradox, he suggested three leadership actions to improve performance and alignment. The presentation provided frameworks to analyze organizational identity, culture, values, and accountability. Bustin offered a free assessment tool to webinar attendees to evaluate their culture of accountability.
This document provides brand guidelines for the Egyptian Pharmaceutical Students' Federation at the Egyptian Russian University. It includes their verbal identity with their story, mission, values, and marketing strategy. It outlines their visual identity including their logo, color system, typography, imagery, and other branding elements. It provides templates for social media, merchandising, and acknowledges those who contributed to developing the brand manual over the years.
This document provides brand guidelines for the Egyptian Pharmaceutical Students' Federation at the Egyptian Russian University. It includes their verbal identity with their story, mission, values, and marketing strategy. It outlines their visual identity including their logo, color system, typography, imagery, and other branding elements. It provides templates for social media, merchandising, and acknowledges those who contributed to developing the brand manual over the years.
The document provides an outline for a training on managing creativity in the workplace. It includes an agenda for the day with times allocated to activities like introductions, explaining concepts like the four stages of creative process and foursight profiles, exercises for generating ideas and evaluating them, and providing feedback on the training. The goal is to help participants understand how to incorporate creativity into their work and build a creative climate within their organization.
Curious about our what its like to be part of our team? Get a glimpse into our values, culture and some of the things that make this office a Great Place to Work for our Sydneysiders. Consider a career at Publicis Sapient and start your journey to creating real impact for some of the worlds biggest brands.
Curious about our what its like to be part of our team? Get a glimpse into our values, culture and some of the things that make this office a Great Place to Work for our Melbournians. Consider a career at Publicis Sapient and start your journey to creating real impact for some of the worlds biggest brands.
Nick Jankel shares his journey from running profitable companies focused on consumerism to pursuing social innovation and entrepreneurship. He discusses the transition from Enterprise 1.0 focused solely on profit to Enterprise 2.0 which uses business as a vehicle to benefit people and the planet. Jankel advocates recalibrating the world towards thriveability by connecting head, heart and hand in service of people and the planet. He offers tools and training to teach others how to innovate and collaborate effectively to co-create a better world.
Future Considerations is a global consultancy that develops leaders, strengthens relationships and helps organisations find direction and purpose in complex business environments.
Simply put, we work with our partners to transform their leadership, teams and organisations by applying leading edge thinking to business reality and effect deep personal change as a conduit for organisational change, and vice-versa.
This is a quick powerpoint slide deck of who we are and what we are able to offer. If youd like to know more contact me at peter@futureconsiderations.com
1.
Positive cloud
Lets fly together towards a positive economy
Louise Briot, H辿lo誰se Dubois, R辿my Durfort, Pauline Maridat
2. Story board
References
Where do we go?
Synergy
Where do we Responsibility
come from? Humility
Innovation
Our name
Our history
Our background
Where do we come from ? Where do we go? References
3. Where de we come from?
Our name
Positive economy On a cloud
Creation of Freedom, water,
sustainable life
value
Network,
Long term emergence
profit
Where do we come from ? Where do we go? References
4. Where do we come from?
Our history
A 24 year-
Specialized Positive
old 4 partners
in India cloud
experience
Where do we come from ? Where do we go? References
5. Where do we come from?
Our background
A cloud of complementary skills
R辿my H辿lo誰se Pauline Louise
Durfort Dubois Maridat Briot
DEVELOPING SUSTAINABLE
PROJECT PUBLIC RELATIONS
COUNTRIES MARKETING
MANAGER EXPERT
STAKES SPECIALIST SPECIALIST
Public relations
Carbon Team building specialized in Marketing
assessment skills manager sustainable consultant
development
Where do we come from ? Where do we go? References
6. Where do we go?
A cloud of value
Where do we come from ? Where do we go? References
7. Where do we go?
Synergy
Complementary Competitive
For us
For you
backgrounds and synergy advantage
leads to more efficient work Collaborative work
leads to new solutions
4 parnters with
complementary skills
Working together to
the same goal Your
satisfaction
Where do we come from ? Where do we go? References
8. Where do we go?
Responsibility
New world, new stakes, We all have to face
For us
For you
new opportunities our responsibilities
The world is a complex We evaluate the
system consequences
Every partner has to be regarding ethic in a
responsible and engage complex system
himself
Where do we come from ? Where do we go? References
9. Where do we go?
Humility
Listen to the customer and We dont have THE
For us
For you
create together a solution solution
Have humility in everyday But well build
working life and in all relevant solutions
relations
with you & for you
Growing ethical stakes
Where do we come from ? Where do we go? References
10. Where do we go?
Innovation
Being coherent with the A huge source of
For us
For you
target potential solutions :
R&D investment in new technologies of
innovating mechanism information &
One person is only communication, new
dedicated to innovation horizons
Change, evolution, go
further
Where do we come from ? Where do we go? References
11. References
Our different clients in India an in developing countries
Where do we come from ? Where do we go? References
12. Thank you for your attention!
Any questions?
R辿my Durfort
1, rue L辿o Delibes
37000 Tours
Remy.durfort@positivecloud.com
www.positivecloud.com
Contact