netrashetty
MP Guru
Principal Financial Group NYSE: PFG is a publicly traded corporation based in Des Moines, Iowa, USA.
The Principal Financial Group (The Principal) is a global financial services provider which offers a wide range of financial products and services, and is a U.S. leader in 401(k) plans. Headquartered in Des Moines, Iowa, the company has more than 18 million customers worldwide. As of September 30, 2009, assets under management exceeded $280 billion. It was ranked 273rd on Fortune magazine’s list of the 500 largest U.S. corporations (May 2009). It has been consistently awarded the distinction as one of the world's most ethical companies
CEO
Larry Zimpleman
Director
Richard Keyser
Director
Arjun Mathrani
Director
Michael Dan
Director
Gary Costley
Director
Elizabeth Tallett
Director
Jocelyn Carter-Miller
Director
Daniel Gelatt
Director
Sandra Helton
Director
Betsy Bernard
Legal
KS
Strategy, Development & Oper...
Norman Sorensen
Asset Management of Principa...
JM
Insurance & Financial Servic...
JA
Retirement & Investor Servic...
Daniel Houston
COO
Ned Burmeister
Asia
RA
Latin America
LV
CFO
Terry Lillis
CIO of Principal Financial G...
GS
Investment
JL
Marketing of Principal Finan...
MO
Risk Management
EL
Secretary
JH
Health Division
DS
Individual Life & Specialty ...
DS
Retirement & Investor Servic...
GB
Retirement & Investor Servic...
RD
Retirement & Investor Servic...
NE
Retirement Distribution
Timothy Minard
Human Resources
RE
Control
GE
Investor Relations
TG
Treasurer
CLB
Familiarity with Company Processes
Existing employees have in-depth knowledge about the organization's business processes, making it easier for them carry out the implementation work. In comparison, external Black Belts may require more time for understanding the existing processes. If for technical reasons, an organization decides to hire external Black Belts, then it would be wise to hire a Black Belt who has prior experience in a similar organization or industry.
Familiarity with Company Structure
Existing employees are quite familiar with the organizational structure and know exactly whom to contact for suggestions or solving implementation related problems. External Black Belts may not have the same level of familiarity, but they have a natural advantage because it has often been noticed that project sponsors and team members are more receptive to the ideas and suggestions of a professional hired from outside that those offered by existing employees.
Learning Curve in Six Sigma
Although existing employees are well versed with the organization's processes, they might still face difficulties during the implementation process because they have very limited experience of using six sigma tools and techniques. In comparison, external Black Belts are professionals and know that if they do not perform, they will be fired. External Black Belts will certainly deliver the results as long as they get their paychecks.
lthough this sounds like the hit reality TV show on ABC where a family
whose home is in ruins has the opportunity to have their entire house
redesigned, this article argues that the same idea holds true for
organizations today where design, in many ways, is also in ruins and
needs an organizational makeover.
In a fast-paced business environment, many organizations recognize
the need for a strategy that allows their firms to prosper. However, failure
will eventually result when late nineteenth and early twentieth century
structures prevail in these organizations. In his book, Organization
Theory and Design, Richard Daft says, "This structure was quite
effective and became entrenched in the business world for most of the
twentieth century. However, this type of vertical structure is not always
effective, particularly in rapidly changing environments, (87). The
solution for an organization stuck in the past, in terms
of strategy, structure, and leadership, which desires to succeed in the
future, is to adopt the approach of the learning organization.
What sets learning organizations apart from traditional organizations is
that the former's essential value is problem solving, where the latter's is
designed for efficient performance. In his book, The Age of Unreason,
Charles Handy writes, "The learning organization can mean two things,
it can mean an organization which learns and/or an organization which
encourages learning in its people,
The Principal Financial Group (The Principal) is a global financial services provider which offers a wide range of financial products and services, and is a U.S. leader in 401(k) plans. Headquartered in Des Moines, Iowa, the company has more than 18 million customers worldwide. As of September 30, 2009, assets under management exceeded $280 billion. It was ranked 273rd on Fortune magazine’s list of the 500 largest U.S. corporations (May 2009). It has been consistently awarded the distinction as one of the world's most ethical companies
CEO
Larry Zimpleman
Director
Richard Keyser
Director
Arjun Mathrani
Director
Michael Dan
Director
Gary Costley
Director
Elizabeth Tallett
Director
Jocelyn Carter-Miller
Director
Daniel Gelatt
Director
Sandra Helton
Director
Betsy Bernard
Legal
KS
Strategy, Development & Oper...
Norman Sorensen
Asset Management of Principa...
JM
Insurance & Financial Servic...
JA
Retirement & Investor Servic...
Daniel Houston
COO
Ned Burmeister
Asia
RA
Latin America
LV
CFO
Terry Lillis
CIO of Principal Financial G...
GS
Investment
JL
Marketing of Principal Finan...
MO
Risk Management
EL
Secretary
JH
Health Division
DS
Individual Life & Specialty ...
DS
Retirement & Investor Servic...
GB
Retirement & Investor Servic...
RD
Retirement & Investor Servic...
NE
Retirement Distribution
Timothy Minard
Human Resources
RE
Control
GE
Investor Relations
TG
Treasurer
CLB
Familiarity with Company Processes
Existing employees have in-depth knowledge about the organization's business processes, making it easier for them carry out the implementation work. In comparison, external Black Belts may require more time for understanding the existing processes. If for technical reasons, an organization decides to hire external Black Belts, then it would be wise to hire a Black Belt who has prior experience in a similar organization or industry.
Familiarity with Company Structure
Existing employees are quite familiar with the organizational structure and know exactly whom to contact for suggestions or solving implementation related problems. External Black Belts may not have the same level of familiarity, but they have a natural advantage because it has often been noticed that project sponsors and team members are more receptive to the ideas and suggestions of a professional hired from outside that those offered by existing employees.
Learning Curve in Six Sigma
Although existing employees are well versed with the organization's processes, they might still face difficulties during the implementation process because they have very limited experience of using six sigma tools and techniques. In comparison, external Black Belts are professionals and know that if they do not perform, they will be fired. External Black Belts will certainly deliver the results as long as they get their paychecks.
lthough this sounds like the hit reality TV show on ABC where a family
whose home is in ruins has the opportunity to have their entire house
redesigned, this article argues that the same idea holds true for
organizations today where design, in many ways, is also in ruins and
needs an organizational makeover.
In a fast-paced business environment, many organizations recognize
the need for a strategy that allows their firms to prosper. However, failure
will eventually result when late nineteenth and early twentieth century
structures prevail in these organizations. In his book, Organization
Theory and Design, Richard Daft says, "This structure was quite
effective and became entrenched in the business world for most of the
twentieth century. However, this type of vertical structure is not always
effective, particularly in rapidly changing environments, (87). The
solution for an organization stuck in the past, in terms
of strategy, structure, and leadership, which desires to succeed in the
future, is to adopt the approach of the learning organization.
What sets learning organizations apart from traditional organizations is
that the former's essential value is problem solving, where the latter's is
designed for efficient performance. In his book, The Age of Unreason,
Charles Handy writes, "The learning organization can mean two things,
it can mean an organization which learns and/or an organization which
encourages learning in its people,