The International Tang Soo Do Federation (ITF) was founded in the early spring 1984 by Choong Jae Nim (Master) Chun Sik Kim, practitioner of the Tang Soo Do martial art.
The Federation has set guidelines to maximize the benefits of the art for all students. These guidelines include the technical aspects of Tang Soo Do, and the methods of instruction for every Kyo Sa (instructor) world-wide. This consistency allows students the option of training at any Tang Soo Do dochang (dojo in Japanese) while visiting other areas. This also ensures that Tang Soo Do will continue to be taught in its original form.
The Federation hosts the yearly National All Martial Arts Championship event in Pittsburgh, PA, and also hosts the International Tang Soo Do World Championship, held globally.
The Federation has set guidelines to maximize the benefits of the art for all students. These guidelines include the technical aspects of Tang Soo Do, and the methods of instruction for every Kyo Sa (instructor) world-wide. This consistency allows students the option of training at any Tang Soo Do dochang (dojo in Japanese) while visiting other areas. This also ensures that Tang Soo Do will continue to be taught in its original form.
The Federation hosts the yearly National All Martial Arts Championship event in Pittsburgh, PA, and also hosts the International Tang Soo Do World Championship, held globally.
Business transformation implies fundamental and complex organizational changes within as well as across companies alongside the value chain; business transformation can also radically alter the company's relations with the wider economic and societal environment. Examples of business transformation types are business process outsourcing, business model changes, mergers, acquisitions or cross functional and inter- and intra-organizational restructuring.
What are the challenges?
Business transformation programs and projects are complex, multi-faceted and risk-taking efforts. Many examples also indicate the increasingly radical nature of business transformation. In addition, companies often have to handle several business transformation projects at the same time. Surprisingly, management executives deem their companies' transformation capacities as relatively low and many complex transformation projects fail. or necessities that arise from a globalized workforce, business leaders have to innovate coherent strategies to attain a sustainable competitive advantage. It is not sufficient to respond to dramatic changes in the competitive environment by relying on activities that have worked in the past. In turn, strategy and goals of the business transformation program have to be aligned with the company's strategy in order to properly address opportunities and risks caused by the driving forces. In addition, any transformation effort needs to take into account the organization's capabilities, resources and competencies, not only to create change, but also to ensure that its inherent advantages are not eroded or destroyed by the changes.
When realizing a business transformation program, a skillful team has to be built, including managers with appropriate qualifications and relevant functional, methodological and leadership skills. In general, a business transformation program comprises several (sub-) projects with strong interdependencies that have to be constantly monitored and harmonized (program management). Expected benefits have to be described, their baseline measured and clear responsibilities for the delivery defined; already during the projects the realization of benefits has to be tracked. BT often requires radical redesign of business processes. The transformation of business processes often makes changes to the company's information systems necessary, and, consequently, demands the development of a new IT strategy and effective IT Governance. Business Transformation also goes along with changes of culture, norms or values and therefore requires specific measures to convince and involve the employees, for example in culturally diverse regions or in the context of IT implementation, and retain key talent in the organization. A major issue during a transformation is also learning on both individual and organizational levels (learning and knowledge management) with a particular focus on the building leadership capabilities. The motivation of employees, which can be managed through incentive and goal systems, is also a relevant factor. In addition to the involvement and motivation of employees, further stakeholders, people and organizations have to be managed as they have both an interest in and influence on the program and the organization, (stakeholder management).
After the completion of a transformation program its results have to be evaluated: it has to be assessed to what extent the defined goals and expected benefits have been realized. Moreover, the transformation has to be sustained through ongoing efforts.
As shown, there exists a plethora of management disciplines that contribute in different ways to organizational transformations. Many of these disciplines have achieved sufficient levels of maturity in terms of underlying theories, methods, tools, techniques and observable best practices. While all of these disciplines can be regarded as necessary and important for business transformation management, none of them will be sufficient for successful large-scale business transformations. The root cause for this is the isolated development process and the narrow contribution of each discipline.
What is Business Transformation Management? (BTM)
Unlike the integration of functional domains, the integration of management disciplines is conceptually still in its infancy. This constitutes the most important challenge, but also the most significant opportunity. When striving for excellence in business transformation a series of challenges and questions need to be addressed by academics, consultants and senior executives.
Guiding questions:
1. How can the management disciplines relevant for a business transformation be identified and prioritized?
2. What constitutes a general business transformation management approach that integrates and extends proven management disciplines? What are the interfaces between the different methodologies?
3. What are the emerging properties of such a management approach that go beyond the sum of the single disciplines, i.e. what are the unique features of business transformation management that are not covered by any of the existing management disciplines?
4. What are different types of transformation efforts and their inherent characteristics?
5. How can such a BTM be customized in the context of a specific business transformation type?
6. What is the impact of soft factors such as culture, underlying values and assumptions on a BT program's overall success? How can such factors be influenced in favor of a transformation program's sustained success?
7. What type of transformation manager is needed to drive transformation initiatives? (leadership skills, values, attitudes …)
8. How can an organization adequately fill the talent gap resulting from BT initiatives?
9. What governance approaches facilitate successful business transformation management?
10. What are the requirements of business transformation management in terms of architectures and software solutions?
This series of incomplete research questions demonstrates the significant demand for internal and external providers of integrated Business Transformation Management approaches.
What are the challenges?
Business transformation programs and projects are complex, multi-faceted and risk-taking efforts. Many examples also indicate the increasingly radical nature of business transformation. In addition, companies often have to handle several business transformation projects at the same time. Surprisingly, management executives deem their companies' transformation capacities as relatively low and many complex transformation projects fail. or necessities that arise from a globalized workforce, business leaders have to innovate coherent strategies to attain a sustainable competitive advantage. It is not sufficient to respond to dramatic changes in the competitive environment by relying on activities that have worked in the past. In turn, strategy and goals of the business transformation program have to be aligned with the company's strategy in order to properly address opportunities and risks caused by the driving forces. In addition, any transformation effort needs to take into account the organization's capabilities, resources and competencies, not only to create change, but also to ensure that its inherent advantages are not eroded or destroyed by the changes.
When realizing a business transformation program, a skillful team has to be built, including managers with appropriate qualifications and relevant functional, methodological and leadership skills. In general, a business transformation program comprises several (sub-) projects with strong interdependencies that have to be constantly monitored and harmonized (program management). Expected benefits have to be described, their baseline measured and clear responsibilities for the delivery defined; already during the projects the realization of benefits has to be tracked. BT often requires radical redesign of business processes. The transformation of business processes often makes changes to the company's information systems necessary, and, consequently, demands the development of a new IT strategy and effective IT Governance. Business Transformation also goes along with changes of culture, norms or values and therefore requires specific measures to convince and involve the employees, for example in culturally diverse regions or in the context of IT implementation, and retain key talent in the organization. A major issue during a transformation is also learning on both individual and organizational levels (learning and knowledge management) with a particular focus on the building leadership capabilities. The motivation of employees, which can be managed through incentive and goal systems, is also a relevant factor. In addition to the involvement and motivation of employees, further stakeholders, people and organizations have to be managed as they have both an interest in and influence on the program and the organization, (stakeholder management).
After the completion of a transformation program its results have to be evaluated: it has to be assessed to what extent the defined goals and expected benefits have been realized. Moreover, the transformation has to be sustained through ongoing efforts.
As shown, there exists a plethora of management disciplines that contribute in different ways to organizational transformations. Many of these disciplines have achieved sufficient levels of maturity in terms of underlying theories, methods, tools, techniques and observable best practices. While all of these disciplines can be regarded as necessary and important for business transformation management, none of them will be sufficient for successful large-scale business transformations. The root cause for this is the isolated development process and the narrow contribution of each discipline.
What is Business Transformation Management? (BTM)
Unlike the integration of functional domains, the integration of management disciplines is conceptually still in its infancy. This constitutes the most important challenge, but also the most significant opportunity. When striving for excellence in business transformation a series of challenges and questions need to be addressed by academics, consultants and senior executives.
Guiding questions:
1. How can the management disciplines relevant for a business transformation be identified and prioritized?
2. What constitutes a general business transformation management approach that integrates and extends proven management disciplines? What are the interfaces between the different methodologies?
3. What are the emerging properties of such a management approach that go beyond the sum of the single disciplines, i.e. what are the unique features of business transformation management that are not covered by any of the existing management disciplines?
4. What are different types of transformation efforts and their inherent characteristics?
5. How can such a BTM be customized in the context of a specific business transformation type?
6. What is the impact of soft factors such as culture, underlying values and assumptions on a BT program's overall success? How can such factors be influenced in favor of a transformation program's sustained success?
7. What type of transformation manager is needed to drive transformation initiatives? (leadership skills, values, attitudes …)
8. How can an organization adequately fill the talent gap resulting from BT initiatives?
9. What governance approaches facilitate successful business transformation management?
10. What are the requirements of business transformation management in terms of architectures and software solutions?
This series of incomplete research questions demonstrates the significant demand for internal and external providers of integrated Business Transformation Management approaches.
Researchers at Lancaster University are working on a research project that aims to develop and test a new web-based self-management intervention for bipolar disorder called 'Living with Bipolar' The study is based at The Spectrum Centre for Mental Health Research within Lancaster University, which was established in February 2008.
The research centre aims to "conduct research to develop, test, disseminate and implement psychosocial interventions for mental health problems".
Purpose
Researchers argue that there is evidence many people with Bipolar Disorder want psychological therapy and that it works well for a great deal of people. However, not everyone is able to access to psychological therapy in the NHS, meaning not everyone is able to receive this kind of help.
A potential web-based self management intervention would possibly increase access to psychological therapy, which means people can access a service without having to be on a waiting list.
Methods
Three year's funding from Mersey Care NHS Trust will allow researchers to operate their research through the use of focus groups and a randomized controlled trial.
The research centre aims to "conduct research to develop, test, disseminate and implement psychosocial interventions for mental health problems".
Purpose
Researchers argue that there is evidence many people with Bipolar Disorder want psychological therapy and that it works well for a great deal of people. However, not everyone is able to access to psychological therapy in the NHS, meaning not everyone is able to receive this kind of help.
A potential web-based self management intervention would possibly increase access to psychological therapy, which means people can access a service without having to be on a waiting list.
Methods
Three year's funding from Mersey Care NHS Trust will allow researchers to operate their research through the use of focus groups and a randomized controlled trial.
ClubbersTV is a community-based music channel broadcasting in the United Kingdom. It features dance music videos and is based on the Clubland artists. The channel launched on 12 October 2008. It can be found on LiveStream and their own website ClubbersTVmusic.com
On 1 April 2009, ClubbersTV had a relaunch with a new aim: "To help promote up and coming DJs and to also keep people in the know with the biggest and best raves and biggest parties in the UK and worldwide".
The channel is run by Nathan May Online.
The website closed down on 25 April 2009 due to staffing issues and maintenance costs that were not being raised through donations.
Programs
*The Request Show
*Clubbers Top Ten Charts
On 1 April 2009, ClubbersTV had a relaunch with a new aim: "To help promote up and coming DJs and to also keep people in the know with the biggest and best raves and biggest parties in the UK and worldwide".
The channel is run by Nathan May Online.
The website closed down on 25 April 2009 due to staffing issues and maintenance costs that were not being raised through donations.
Programs
*The Request Show
*Clubbers Top Ten Charts