Strategy

AttackIQ Deepens Leadership Bench, Appoints Dariush Afshar as VP Business Development and Corporate Strategy

Retrieved on: 
Wednesday, August 21, 2019
Software, Networks, Internet, Data management, Technology, Security, Strategy, Systems thinking, Articles, Strategic management, Cognition, Economy

AttackIQ , the leading, independent player in the emerging market of continuous security validation, today announced Dariush Afshar has joined the companys executive team as vice president of business development and corporate strategy.

Key Points: 
  • AttackIQ , the leading, independent player in the emerging market of continuous security validation, today announced Dariush Afshar has joined the companys executive team as vice president of business development and corporate strategy.
  • Over the course of his 20-year career, Dariush has established himself as a highly effective, value-adding operator, making him the perfect executive to spearhead AttackIQs business development and strategy efforts.
  • He has extensive experience in corporate and strategic business development, including designing, scaling, and managing partner ecosystems of hundreds of cybersecurity partners that deliver substantial value for the business.
  • AttackIQ has distinguished itself with its customer-first approach to an incredibly common, yet unaddressed problem faced by every single business connected to the web.

CymaBay Therapeutics Strengthens Management Team with Appointment of Janet Dorling as Chief Commercial Officer

Retrieved on: 
Monday, August 5, 2019
Articles, Economy, Business, Strategy, Business intelligence, Genentech, Hoffmann-La Roche, South San Francisco, California, Strategist, Analytics, Marketing, Dorling

"Janet is a highly effective commercial strategist with proven experience in building and driving global commercial organizations across multiple therapeutic classes.

Key Points: 
  • "Janet is a highly effective commercial strategist with proven experience in building and driving global commercial organizations across multiple therapeutic classes.
  • She established and honed her strengths in market analytics and strategy over a decade long career at Genentech and Roche.
  • Ms. Dorling brings over 15 years of experience in commercial sales and marketing to CymaBay.
  • As Chief Commercial Officer at Achaogen, Ms. Dorling built a commercial organization and launched the companys first approved product.

Achieve3000 Appoints Industry Leader Meg Roe as SVP of Corporate Operations

Retrieved on: 
Monday, August 5, 2019
Strategic management, Strategy, Systems thinking, Udell, Articles

LAKEWOOD, N.J., August 5, 2019 /PRNewswire-PRWeb/ -- Achieve3000 , the leader in differentiated instruction, has added Meg Roe as Senior Vice President of Corporate Operations.

Key Points: 
  • LAKEWOOD, N.J., August 5, 2019 /PRNewswire-PRWeb/ -- Achieve3000 , the leader in differentiated instruction, has added Meg Roe as Senior Vice President of Corporate Operations.
  • In this executive role, Roe will lead several strategic initiatives, including the National Literacy Summit , development and execution of Achieve3000's corporate strategy, departmental collaboration, and executive communications.
  • "Meg has a reputation for being a results-oriented leader with an acute ability to generate profitable and sustainable results," said Stuart Udell, CEO of Achieve3000.
  • "I'm ready to expand upon the excellent corporate foundation that the Achieve3000 team has already built, and to drive success through strategy."

Mainstreaming disability inclusion across DFID’s work is welcome but progress must continue

Retrieved on: 
Tuesday, July 30, 2019
Education, Segregation, Articles, Humans, Critical pedagogy, Special education, Disability, Department for International Development, Facet, Inclusion, Strategy

International Development Committee publishes Report on DFID's work on disability-inclusive development

Key Points: 

Committee conclusions

    • The Committee supports the Department for International Developments Strategy for Disability Inclusive Development, published last year, as a critical step in boosting disability inclusion.
    • While early progress has been good, much work still remains to be done.
    • Future strategy must be informed by a stronger evidence base and aim towards more ambitious targets.
    • Robust accountability mechanisms, including systems of regular reporting, should be put in place so that delivery can be better assessed.

Chair's comments


    Stephen Twigg MP, Chair of the Committee, said: “It is pleasing that the Government has reacted positively to this agenda - and to previous recommendations from us - and developed a strategy for disability inclusion that has the potential to make a real difference. By instilling disability awareness as a central facet of all aid strategy, alongside dedicated programmes, a concerted effort can be made to deliver against the ‘no one left behind’ challenge.
    This is far from job done however and it is crucial that DFID see this as the first step in a long-term process. The challenges it seeks to address are complex, and can vary significantly from nation to nation, so it must develop strategies from a solid evidence base that clearly demonstrates how varying approaches perform.
    The programmes and solutions that are developed should address every facet of life, not simply removing barriers but supporting people with disabilities to thrive. It should enable every child to go to school, every adult to participate in economic and social life.
    The International Development Committee will be watching the progress of this crucial work closely to see if reality matches ambition.”

Key findings

    Further information

    Mainstreaming disability inclusion across DFID’s work is welcome but progress must continue

    Retrieved on: 
    Tuesday, July 30, 2019
    Education, Segregation, Articles, Humans, Critical pedagogy, Special education, Disability, Department for International Development, Facet, Inclusion, Strategy

    International Development Committee publishes Report on DFID's work on disability-inclusive development

    Key Points: 

    Committee conclusions

      • The Committee supports the Department for International Developments Strategy for Disability Inclusive Development, published last year, as a critical step in boosting disability inclusion.
      • While early progress has been good, much work still remains to be done.
      • Future strategy must be informed by a stronger evidence base and aim towards more ambitious targets.
      • Robust accountability mechanisms, including systems of regular reporting, should be put in place so that delivery can be better assessed.

    Chair's comments


      Stephen Twigg MP, Chair of the Committee, said: “It is pleasing that the Government has reacted positively to this agenda - and to previous recommendations from us - and developed a strategy for disability inclusion that has the potential to make a real difference. By instilling disability awareness as a central facet of all aid strategy, alongside dedicated programmes, a concerted effort can be made to deliver against the ‘no one left behind’ challenge.
      This is far from job done however and it is crucial that DFID see this as the first step in a long-term process. The challenges it seeks to address are complex, and can vary significantly from nation to nation, so it must develop strategies from a solid evidence base that clearly demonstrates how varying approaches perform.
      The programmes and solutions that are developed should address every facet of life, not simply removing barriers but supporting people with disabilities to thrive. It should enable every child to go to school, every adult to participate in economic and social life.
      The International Development Committee will be watching the progress of this crucial work closely to see if reality matches ambition.”

    Key findings

      Further information

      Mainstreaming disability inclusion across DFID’s work is welcome but progress must continue

      Retrieved on: 
      Tuesday, July 30, 2019
      Education, Segregation, Articles, Humans, Critical pedagogy, Special education, Disability, Department for International Development, Facet, Inclusion, Strategy

      International Development Committee publishes Report on DFID's work on disability-inclusive development

      Key Points: 

      Committee conclusions

        • The Committee supports the Department for International Developments Strategy for Disability Inclusive Development, published last year, as a critical step in boosting disability inclusion.
        • While early progress has been good, much work still remains to be done.
        • Future strategy must be informed by a stronger evidence base and aim towards more ambitious targets.
        • Robust accountability mechanisms, including systems of regular reporting, should be put in place so that delivery can be better assessed.

      Chair's comments


        Stephen Twigg MP, Chair of the Committee, said: “It is pleasing that the Government has reacted positively to this agenda - and to previous recommendations from us - and developed a strategy for disability inclusion that has the potential to make a real difference. By instilling disability awareness as a central facet of all aid strategy, alongside dedicated programmes, a concerted effort can be made to deliver against the ‘no one left behind’ challenge.
        This is far from job done however and it is crucial that DFID see this as the first step in a long-term process. The challenges it seeks to address are complex, and can vary significantly from nation to nation, so it must develop strategies from a solid evidence base that clearly demonstrates how varying approaches perform.
        The programmes and solutions that are developed should address every facet of life, not simply removing barriers but supporting people with disabilities to thrive. It should enable every child to go to school, every adult to participate in economic and social life.
        The International Development Committee will be watching the progress of this crucial work closely to see if reality matches ambition.”

      Key findings

        Further information

        KM² Commended by Frost & Sullivan for Its Diversified Growth Strategy in the Contact Center Outsourcing Market

        Retrieved on: 
        Monday, July 22, 2019
        Articles, Business, Economy, Product management, Strategic management, Innovation economics, Michael Porter, Strategy, Innovation, Product differentiation, Porter's five forces analysis, Productivity

        KM2 targets niche verticals and emerging market spaces and demonstrates high productivity and savings within a range of services.

        Key Points: 
        • KM2 targets niche verticals and emerging market spaces and demonstrates high productivity and savings within a range of services.
        • These close working relationships make operations highly flexible, and add a personal touch that helps enhance dialogue and facilitate course changes," said Sebastian Menutti,Senior Industry Analyst at Frost & Sullivan.
        • "Overall, due to its competitive differentiation based on sustainable growth strategies, KM2 Solutions is richly deserving of Frost & Sullivan's 2019 Competitive Strategy Innovation and Leadership Award."
        • Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today's market participants.

        KM² Commended by Frost & Sullivan for Its Diversified Growth Strategy in the Contact Center Outsourcing Market

        Retrieved on: 
        Monday, July 22, 2019
        Articles, Business, Economy, Product management, Strategic management, Innovation economics, Michael Porter, Strategy, Innovation, Product differentiation, Porter's five forces analysis, Productivity

        KM2 targets niche verticals and emerging market spaces and demonstrates high productivity and savings within a range of services.

        Key Points: 
        • KM2 targets niche verticals and emerging market spaces and demonstrates high productivity and savings within a range of services.
        • These close working relationships make operations highly flexible, and add a personal touch that helps enhance dialogue and facilitate course changes," said Sebastian Menutti,Senior Industry Analyst at Frost & Sullivan.
        • "Overall, due to its competitive differentiation based on sustainable growth strategies, KM2 Solutions is richly deserving of Frost & Sullivan's 2019 Competitive Strategy Innovation and Leadership Award."
        • Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today's market participants.

        Fallon Appoints Kara Buckner Managing Director And Chief Strategy Officer

        Retrieved on: 
        Thursday, July 18, 2019
        Strategy, Chief strategy officer, Corporate governance, Strategist, Buckner

        MINNEAPOLIS, July 18, 2019 /PRNewswire/ -- Kara Buckner returns to Fallon to manage the agency and lead strategy as managing director and chief strategy officer.

        Key Points: 
        • MINNEAPOLIS, July 18, 2019 /PRNewswire/ -- Kara Buckner returns to Fallon to manage the agency and lead strategy as managing director and chief strategy officer.
        • Appointed by CEO Rocky Novak, Buckner will help define and implement a modern, strategic vision for the agency.
        • "Kara is a world-class strategist, brand builder, and trusted client partner who knows how to motivate people and inspire powerful ideas," said Novak.
        • As managing director of the Minneapolis office, Buckner will report to Novak working closely to evolve the organization, elevate its account strategy, and engineer strategic capabilities that drive breakthrough work and growth for the agency's clients.

        Topia Expands Leadership Team with Two Customer-Focused Executives

        Retrieved on: 
        Tuesday, July 16, 2019
        Articles, Product management, Business, Strategy, Design, Innovation, Disruptive innovation, Strategic management

        "The market is ready for Topia's innovative and disruptive technology that can facilitate mobility on a strategic level," Mastin said.

        Key Points: 
        • "The market is ready for Topia's innovative and disruptive technology that can facilitate mobility on a strategic level," Mastin said.
        • I'm excited to be part of the team bringing Topia's innovation to the market."
        • "Second, the leadership team is phenomenal.
        • By enabling organizations to tie global mobility management to broader talent and business strategy, Topia is defining the GMM software market.