 |
Be the first in receiving new information about infotrac in your email.
|
|
|
|
 |
| |
 |
|
07/06/2010 |
|
Dr. Khadem and Nasr Khadem travelled to Pamplona, Spain to visit with clients and meet CEOs and business leaders
|
 |
|
28/04/2010 |
|
Infotrac/Crecento team participated in a kick-off of company wide implementation of Total Alignment at ARIAN, Navarra's major construction firm
|
|
|
18/02/2010 |
|
Dr. Khadem visited Mexcio city for promotion of Total Alignment
|
|
|
16/02/2010 |
|
Nasr Khadem visitó la Cd. de México para apoyar a clientes existentes en el sector de la construcción y para responder a las demandas para la Alineación Total en el sector de ventas a menudeo de México.
|
|
|
16/02/2010 |
|
El Dr. Riaz Khadem realizó presentaciones a empresas en la Cd. de México quienes ya han implementado Balanced Scorecard para demostrar la compatibilidad y valor agregado potencial de Alineación Total.
|
|
|
03/02/2010 |
|
Initial work on alignment began with two major companies in Pamplona, Spain - in the construction and alterntive energy sectors
|
|
|
27/01/2010 |
|
Infotrac y Crecento!, el representante de Alineación Total en España y Portugal, condujeron diagnósticos de alineación para empresas en el sector de la construcción y el sector energético en Pamplona, España.
|
|
|
 |
 |
|
 |
| |
Infotrac, Inc.
Atlanta, GA USA. |
Tel:
|
+1-404-843-2589 |
| Fax: |
+1-404-506-9621 |
|
|
|
 |
|
|
 |
| |
Successful companies have well defined vision and strategies. Yet, many face challenges in execution. Our alignment process is designed to address this challenge. It begins with constructing a map of vision and strategy we refer to as Vision Indicator Tree and Strategy Indicator Tree. The purpose of this map is to serve as the frame of reference for alignment. Once this map has been created, it guides four areas of alignment: Accountability, Competency, Behaviors, and Compensation. |
| |
|
Perhaps the most crucial aspect of achieving alignment with vision and strategy is the clarification of accountability. We help you define the unique contribution of each person. A customized scorecard or Focus Report is created for each individual containing that person’s key indicators and the key projects impacted by that individual. |
| |
| |
|
The contribution of each individual can be maximized when the jobholder possesses the right competencies. We help your managers identify the skills that match their accountability, evaluate the competency level of each skill, and pursue a plan for development. |
| |
| |
|
While many companies pay lip service to the importance of aligning with values, few ensure that the behavior of each person is congruent with company values. We introduce a process for pinpointing the behaviors aligned with values, and implementing plans to develop them at all levels. The result is a positive change in culture. |
| |
| |
|
Alignment will not be successful unless compensation is linked with contribution. It is a simple concept, but the compensation systems of many companies are not aligned with performance. We introduce a process to directly align compensation with the results obtained by each individual. |
| |
| |
|
|
|
|
|
|
|
| |
 |
|
| |
What percent of your people fully understand and can articulate the vision and strategy of the organization?
What percent of your people have a clear understanding of how they contribute directly to the accomplishment of vision and strategy?
What percent of your people are highly competent in the core skills they need to succeed?
What percent of the behaviors of your people are congruent with the desired culture?
What percent of your people are paid based on their direct contribution to vision and strategy? |
|
| |
|
| |
| |
|
