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Sopheon Terug naar discussie overzicht

Sopheon maart 2018

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  2. Gartje 8 maart 2018 14:20

    • Gartje

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    Type bij google gewoon koers sopheon in en je hebt vrij goed de exacte koers, je we zitten al op 6,52
  7. [verwijderd] 8 maart 2018 15:10

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    op 6,60 nu zo te zien... gaat goed zo.
    ben benieuwd over twee weken bij de cijfers en met name de nieuwe klanten en outlook. ik denk zelf dat de koers dit jaar nog dubbele cijfers gaat behalen
  9. Gartje 8 maart 2018 18:08

    • Gartje

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    Niets arie, aan de views en het volume te zien is het wel duidelijk dat mensen in gaan zien dat dit bedrijf nog heel veel groeikansen heeft de komende jaren. Dus gewoon genieten dat je de aandelen op de schap hebt liggen en rustig afwachten wat er gaat gebeuren! Overigens kan lord enki natuurlijk ook wel een punt hebben dat voor de cijfers komen er al veel winst in is gekomen, dus nog twee weken afwachten en dan op naar 2010 met hopenlijk koersen boven de 10 pond!
  13. Gartje 9 maart 2018 11:46

    • Gartje

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    Vreemd fenomeen dat je op een dag 106 duizend stukjes verhandeld en de dag er na nog geen 2 duizend! Het lijkt wel of dat die knakker in Londen gisteren er alles op een dag door heen heeft gejast en de rest van de week uit zijn neus zit te vr...n, gelukkig maakt een dag als gisteren weer een heleboel goed. Fijn weekend allemaal
  16. [verwijderd] 10 maart 2018 09:41

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    Wat te lezenden voor wie het interssant vindt. Misschien dat daarom op 8 maart zoveel stukken zijn omgezet.

    It's time to change your AOP process
    Tick-Tock: Update your AOP Process and Transform your Organization Now

    At many large enterprises, the annual operating planning (AOP) process is entrenched and laborious. It’s like a giant clock that needs to be wound once a year. Does the following sound familiar?

    The executive leadership team meets to review performance results, set the strategic direction, agree on the forecasts, determine goals and objectives, and finalize the strategic business plan for the coming year.
    The executive leadership team hands the strategic business plan over to the directors who then translate that strategy into operational practices for their teams to achieve growth goals.
    The year goes on. Distractions may (not) cause operational practices to stray from the initial plan. Sales may (not) hit targets. The organization may (not) continue ticking along towards the mission set forth months ago.
    The end of the year arrives and the leadership team once again gathers to discuss progress — or perhaps lack thereof — against the past year’s strategy, adjust the strategic direction, agree on the forecasts for the future, and outline another business plan for the coming year.
    Survival of the Fittest Fastest

    In the era of the almighty consumer, globalization and digitization, the old AOP process is no longer a viable option for long-term survival. It’s only a matter of time before a competitor or startup swoops in, buyer behaviors change (again), and/or a new technology causes mass disruption.

    Market leaders are being forced out of their dominant positions because of this disruption. In the 1920s, the average lifespan of an S&P company was 67 years. Today, it’s only 15.1

    The best way to survive an unpredictable environment is to be capable of reacting swiftly to change. The traditional AOP process isn’t enough anymore because strategy needs to:

    evolve throughout the year
    become part and parcel of how you operate on a daily basis
    It’s time to examine how you plan and how you operate and then revamp internal processes so you can respond with agility to market change and consumer demand. This will help you not only to survive, but to thrive in the ever-changing landscape.

    Evergreen Strategy

    Replace the AOP process with quarterly or monthly strategic operating planning sessions and make adjustments based on market demands and forecasts at that time. This change will make corporate strategic direction a dynamic, living entity intimately linked to your organizational capabilities.

    Strategic plans can no longer be static and hidden in a document or binder on a shelf; they must be living, breathing entities that evolve with the organization’s forward direction and defined goals in mind. They need to be reevaluated on an ongoing basis; don’t be afraid to ask the hard questions: Which programs and projects should continue being funded to drive performance? Which initiatives should be killed? What new investments could aid future growth?

    Connecting the Enterprise

    connectedThe next step in transforming your enterprise is to connect teams cross-functionally. Disrupt your own legacy processes and operating models to enable collaboration and fact-based decisions based on a single set of shared, trusted data.

    How it is

    Generally speaking, people are still operating in a disconnected way.

    Functional groups work in their own environments and follow their own processes, armed with their own tool sets. Communication with others outside their functional unit is often chaotic, time consuming and inefficient.

    This friction prevents organizations from moving forward rapidly. Successful innovation and execution of innovation strategy requires execution across all functions and coordinated decision-making based on common, reliable information.

    How it could be

    An interconnected enterprise brings together people, systems and information. It enjoys transparency and visibility to strategic goals, processes and outcomes. Teams operate together fluidly, often with shared toolsets, to increase efficiencies. It connects the right people to enable team members to contribute to the success of a program or project regardless of department, title or location.

    The interconnected enterprise increases user engagement and builds morale by making contributor’s work more meaningful and impactful. This is done by communicating the “why” for team members: individuals can see how their projects fit into the broader corporate strategy and how their contributions help support overall growth.

    Enabling cross-functional communication and decision-making is no easy task. It requires a commitment to change and a renewed approach to day-to-day activities in the cross-functional teams.

    Facts Drive Decisions

    Closely monitoring project and initiative progress against strategic and financial objectives gives decision-makers the visibility they need to make informed decision when choosing whether they want to start, continue, or stop investing in projects. The information these decisions are made with should come from the daily work and collaboration of team members.

    At the end of the day, your leadership team wants to analyze reliable facts and make informed decisions. If a project is going to fail, it’s best if it fails fast. Cut your losses. Reassess. Prioritize. Then make decisions as to what your next set of investments will be.

    Tick-Tock: You Don’t Have Time to Lose

    In theory, this seems plausible. But in practice, it can be overwhelming. As the enterprise moves to faster review and planning cycles, the need for a single, centralized and interconnected dataset that is visible to all key stakeholders becomes increasingly clear. Transformation requires not only changing operating models and how teams perform their daily work, but it also requires a platform for the corresponding knowledge management and cross-functional collaboration. The right technology is paramount for making the smartest decisions to remain relevant in a turbulent marketplace and successfully accomplish your goals.

    Don’t let your outdated AOP process and operating methodologies slow you down. You have too much to lose. The time for transformation is now.



    Related Resources:

    Ebook: How to Select an Enterprise Innovation Management System
    Resource Library: Strategy Execution
    Resource Library: Digitize Innovation
    Whitepaper: Aligning Product Portfolios with Strategic Plans


    Interested in driving change? We’re happy to help, you can contact us at Sopheon.

    Interested in finding the right tool? Learn more about Accolade®, which helps organizations communicate strategy down and across the organization, manage portfolios, measure outcomes, collaborate cross-functionally, and then communicate information back up the chain of command so leaders can make fact-based decisions.



    Sources

    1 Professor Richard Foster, Yale School of Management

    Print Friendly, PDF & EmailPrint
    March 8th, 2018
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    About the Author: Brooke Boeser
    Brooke Boeser
    Brooke is the Content Marketing Manager at Sopheon and is passionate about social media, content creation, digital marketing and innovation management.

    Gr Trinko
  17. [verwijderd] 10 maart 2018 12:44

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    quote:

    Bertus S schreef op 9 maart 2018 17:41:

    ING meldde zojuist dat koers 6.60 is bereikt...........

    Bertus S.
    hoi bertus,
    vroeg de ING jou gegevens ook van je paspoort of ID kaart, als je wou inloggen in je beleggings side?
  19. [verwijderd] 10 maart 2018 15:45

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    quote:

    trinko schreef op 10 maart 2018 15:31:

    Sproet, vragen ze inderdaad naar! heeft met nieuwe regels te maken midi 2 of zoiets heb gebeld. Alles klopte

    gr Trinko
    hoi trinko,
    ik heb ook eerst gebeld hoor naar INGbank, er werd door de ING bevestigt dat het klopte, ik ga tuurlijk niet in de blind zomaar me paspoort of IDkaart nummer weggeven.
    het is trouwens eenmalig,zodra ze de gegevens hebben opgeslagen, heb je er geen last meer van, en kan je gewoon zoals altijd inloggen op je beleggings side.
  20. Bertus S 11 maart 2018 11:38

    • Bertus S

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    quote:

    sproetje schreef op 10 maart 2018 12:44:

    [...]
    hoi bertus,
    vroeg de ING jou gegevens ook van je paspoort of ID kaart, als je wou inloggen in je beleggings side?
    Yep

    Bertus S.
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