Integrated Coastal Zone (Change) Management by Steven ten Have, consultant and partner Ten Have Change Management, and professor of Change Management, VU University Amsterdam.
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Steven ten Have. Integrated Coastal Zone (Change) Management
1. SUSCOD: ICZM & ICZ(C)M
INTEGRATED COASTAL ZONE (CHANGE) MANAGEMENT
DEVELOPING A CHANGE APPROACH:
CRITERIA AND LESSONS LEARNED
NOVEMBER 6, 2013
STEVEN TEN HAVE
13. 13
6 november 2013
Viviane Reding, the EU commissioner for justice, argues that compulsion is the only way to
overcome entrenched discrimination. For a whole year she has tried to cajole companies to take
voluntary measures to promote more women. In March, she posted a “Women on the Board
Pledge for Europe” on her website. This allows companies to promise that women will make up
30% of their boards by 2015 and 40% by 2020. Only seven companies have signed up so far.
Moët Hennessy Louis Vuitton (LVMH), a French luxury-goods maker, added itself rather
ostentatiously on July 12th. But cynics doubt that this owed much to the commissioner's powers
of persuasion. LVMH was only pledging to do what the new French law already obliges it to.
There is a powerful business case for hiring more women to run companies.
They are more likely to understand the tastes and aspirations of the largest
group of consumers in the world, namely women. They represent an
underfished pool of talent. And there is evidence that companies with more
women in top jobs perform better than those run by men only.
14. 14
Vision
Ambition
Contribution
Local
One size fits all
Fit for purpose
Focus
Capacity
Learning experience
Global
Approach
Starting point
Energy
General program
Tailored initiatives
Deliverables & deadlines
Readiness level
6 november 2013
IVORY TOWER
25. 25
In short, quiet leadership is what
moves and changes the world."
6 november 2013
"What usually matters are
careful, thoughtful, small,
practical efforts by people
working far from the limelight.
26. 26
Contribution
Visionary leadership
Servant leadership
Protocols
Simple rules
Owner
Effect
Global
Local
One size fits all
Fit for purpose
Activities
Results („nudge‟)
Focus
Energy
Planning
Purpose
Execution
Interaction
General program
Tailored initiatives
Challenge
Containment
Deliverables & deadlines
Readiness level
6 november 2013
Ambition
Rationale
Vision
Contextual development
Participant
Capacity
Learning experience
Grand design
Approach
Starting point