WHAT GEN Z SAYS: March 2017

OPRAH GAIL WINFREY

23:18

WHO IS OPRAH?

BIOGRAPHY

Oprah Gail Winfrey

Born on January 29, 1954; at Kosciusko, Mississippi, United States to a teenage single mother.

Is an actress, philanthropist, publisher and producer.

She is best known for hosting her own internationally popular talk show The Oprah Winfrey Show from 1986 to 2011.

Dubbed the "Queen of All Media".

Been ranked the richest African-American, the greatest black philanthropist in American history.

CHILDHOOD & EARLY LIFE

Winfrey was named "Orpah" on her birth certificate after the biblical figure in the Book of Ruth.

But people mispronounced it regularly and "Oprah" stuck.

She experience considerable hardship during her childhood.

Claiming to be raped at age nine and becoming pregnant at 14; her son died in infancy.

Winfrey landed a job in radio while still in high school and began co-anchoring the local evening news at the age 19.

After boosting a third-rated local Chicago talk show to first place, she launched her own production company and become internationally syndicated.

CAREER

Winfrey launched the Oprah Winfrey Show in 1986 as a nationally syndicated program.

A global audience and a $2.7 billion net worth.

She transitions from network TV to cable in January to cut the ribbon on the Oprah Winfrey Network (OWN) which is arguably the pinnacle of her career.

STRATEGY

"You can’t build a business by yourself,” says Testa.

Recipe of Oprah’s success are Team, Vision, Values and Leadership.

TEAM

“She really knows how to motivate people.”

Oprah’s people strategy is simple. She invests in top talent, seeks out smart mentors, values her customer and consistently nourishes each relationship.

She carefully selects her top team to assure competence and compatibly, and then stands by them.

She also seeks out mentors that she admires who will offer her guidance.

Oprah is similarly smart not to take her audience for granted.Often incorporates the audience into her content, signaling to them that she is listening.

She notoriously shows her appreciation with gifts.

“Oprah’s Big Give” is a dedicated show in which she gives her favorite things to the entire studio audience; she speaks to them as equals who she cares about greatly.

Not only does the nurturing of each of these relationships inform her success in the present, it sets up her future success.

Investing in loyal mentors, peers, employees and consumers means she has a massive team that will follow her anywhere.

VISION

Oprah’s principal strengths as a leader has been creating a vision of her success, communicating that vision to those around her and being resolute in its execution.

She’s been brave enough to dream big and smart enough to climb step by step.

Oprah crafted a focused brand and then slowly built it out by diversifying its distribution. Her underpinning was the television show.

Next came her company, the production of movies and subsidiary TV shows, multiple charitable foundations, a magazines, a radio channel and a website. OWN will fill 24 hours a day with programming inspired and approved by Oprah.

VALUES

Oprah’s personal values and those that she’s injected into each arm of her business represent the foundation of her success.

Her message of positivist - to “live your best life”- endears her to everyone around her.

Oprah’s continuously is held in the highest esteem because her humor, reliability, optimism, and generosity associate her with a greater good.

She established philanthropic efforts that bettered the world.

She launched the Oprah Winfrey Foundation, a school in South Africa and an audience-mobilizing effort, Oprah’s Angel Network.

A personal dedication to continued reinvention and resilience has kept her brand strong over the decades.

LEADERSHIP

Carefully selects her team

Gathers trusted mentors

Values her customer

Strategically extends her brand

Keep her brand focused

Remains resilience

Demonstrates a social conscience

Communication her vision

Dream big

Rewards employees

“Don’t worry about being successful, but work toward being significant and the success will naturally follow”.

Oprah’s leadership qualities are exemplified in the way that she communicates and relates to people from all walks of life, empathizes with those in need, and the ability to look at issues from various perspectives.

Oprah’s gift to communicate has fans viewing her show in 140 countries which includes 46 million viewers in the U.S. (Conlon, 2008). She has a relaxed demeanor with guests that makes the audience feel they are part of the conversation. Oprah surrounds herself with others that have the competencies she lacks and trusts in them to do what she cannot. She is aware of how influential she is in the world and views it as a responsibility and an opportunity to help others grow intellectually and spiritually.

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ESTEE LAUDER

09:23

WHO IS ESTEE LAUDER?

"I didn't get here by dreaming or thinking about it. I got here by doing it."-Estee Lauder

Biography:

Estée Lauder

Born in July 1, 1906; at Corona, Queens, New York City.

was an American businesswoman

Had 2 children, Leonard, Ronald

She was the co-founder, along with her husband, Joseph Lauter (later Lauder) of Estée Lauder Companies, her eponymous cosmetics company.

At age 95 (or 97), Lauder died of cardiopulmonary arrest on April 24, 2004 at her home in Manhattan

Childhood & Early life:

Her father owned a hardware store and the family used to live in store.

Store was the first place where Estee acquired the basic sense and elements of business.

After graduating from Newtown High School, she focused on her uncle's business. She named one of his blends Super Rich All-Purpose Cream and began selling his products to her friends.

In 1953, Lauder introduced her first fragrance, Youth Dew, a bath oil that doubled as a perfume.

Lauder was a subject of a 1985 TV documentary, Estée Lauder: The Sweet Smell of Success. Explaining her success, she said, "I have never worked a day in my life without selling. If I believe in something, I sell it, and I sell it hard."

Career:

Estée Lauder started her own beauty company in 1946. Her business, which includes such product lines as Estée Lauder, MAC Cosmetics and Clinique, continues to thrive to this day.

Selling over in 120 countries and generating revenues of billions of dollars per year.

She ran in elite social circles, attending parties thrown by the likes of Nancy Reagan

STRATEGY:

She landed her first department store order for her cosmetics. Saks Fifth Avenue ordered $800 in her products, which sold out in two days. Lauder also originated the practice of giving a free gift with purchase marketing strategy around this time.

Lauder’s best idea was to cooperate with famous department stores in the country such as Saks, Blooming Dales and Macy’s, etc.

That approach gave the company a high prestige and it convinced customers in high quality of the products.

Designed a global strategy to retain market share and maintain market leadership in its prestige cosmetics brands.

Leadership was identified as a key driver of this strategy

- an enabler of innovation and attraction

- and retention of talent

Start with, developed a leadership strategy, a leadership competency framework for three leadership levels, and leadership success profile

Estee launced a program for its executives (managing directors and direct report)

The company then developed a bespoke leadership program “E3” for the other layers of leadership.

The leadership program has been highly impactful for participants, 60% of whom were successful in changing their behavior and operating at a high level

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RASHMI SINHA

09:21

WHO IS RASHMI SINHA

Rashmi Sinha is an Indian-American businesswoman and CEO of San Francisco-based technology company SlideShare, the best place to share your presentations on the web. In 2012, Fortune named her No. 8 on its Most Powerful Women Entrepreneurs list. In 2008, Rashmi was named one of the World's Top 10 Women Influencers in Web 2.0 by Fast Company. Rashmi Sinha is a designer, researcher, and entrepreneur. She get married with Jonathan Boutelle, who is the co-founder and CTO of SlideShare. Rashmi has a Ph.D. in Cognitive NeuroPsychology from Brown University which she took computer science courses and had some exposure to the HCI (human-computer interaction) way of thinking.

She fell in love with the web and realized that many issues that web technologists think about are problems of human psychology once she moving to UC Berkeley for a PostDoc where she switched her focus to HCI. Deciding that she wanted to build products, she cofounded Uzanto which did design consulting during the day and built MindCanvas (online games meet online surveys) at night! Her appetite for products was whetted and SlideShare is her next venture.

Rashmi, her husband and also her older brother, Amit Ranjan established SlideShare where people can share their presentations online. It took six months of development. More than 9 million presentations have been uploaded to SlideShare since it was launched in 2006.

She believes that a good software comes from a true collaboration between developers and designer. Since she cofounded Uzanto, she made up her mind into creating SlideShare. SlideShare that has been build is meant to be used for entrepreneur to share slides among the others easily. Other than that, SlideShare users can interact the contents by rating, commenting and sharing them to other places. This website has 16 million new registered users every month and became one of the largest slide hosting sites in the world.

Moreover, SlideShare was called to be the World's Top 10 tools education and e-learning in 2010. While in 2012, SlideShare was acquired by LinkedIn for reportedly $119 million and Rashmi as co-founder and become the head of the acquired company.

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ANITA RODDICK

09:20

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HUMAN RESOURCES MODEL

09:19

PROPOSED CONCEPTUAL FRAMEWORK
AUTHOR: Yusrinadini Zahirah Md Isa @ Yusuff
Azizi Abu Bakar
Shuhymee Ahmad

This framework represents the proposed theoretical framework for this study. In detail, the propose framework contains 5 constructs which microfinance as financial capital and entrepreneurial competencies play as independent variables while women entrepreneurs‟ performance is the dependent variables. This study also investigated the interaction effect of social capital as mediating variable and self-efficacy as moderating variable on the relationship towards
women entrepreneurs‟ business performance.

The thin line illustrates the mediating role of
social capital in microfinance – women entrepreneurs‟ business performance. It indicates that microfinance affects women entrepreneurs‟ business performance through social capital.
Thus, social capital has a relationship with both microfinance and women entrepreneurs‟
business performance.

The tick line shows the direct relationship between entrepreneurial competencies and women entrepreneurs‟ business performance where entrepreneurial competencies is believed to have a direct impact on women entrepreneurs‟ business
performance. The moderating effect of self-efficacy on the relationship between entrepreneurial competencies and women entrepreneurs‟ business performance is showed by
the dotted line.
This means that entrepreneurial competencies – women entrepreneurs‟ business performance is dependent on self-efficacy and it affects both entrepreneurial competencies and women entrepreneurs‟ business performance.

AUTHOR: M Strebler, M Thompson, and P Heron
This framework sets the context and the boundaries within which skill and competency for women entrepreneur based systems are applied by employers. It also enables us to review the available research evidence and identify the research gaps. Three main aspects are crucial from a set equality perspective :

The types of pay and training systems based on skills and competencies in women entrepreneur are transparent and fair in their implementation as well as in their design and philosophy.
The skills and competencies used can be assessed objectively, consistently and are representative measures of woman job performance.
The pay and training decisions are related to woman differentials in job performance and the outcomes are perceived to be equitable.

The assessment and measurement of the skills and competencies demonstrated by both men and women relies to a large extent on the judgement of individual line managers. Since the advantage of lists of skills and competencies is that they provide a common language to describe the required level of job performance.

AUTHOR: Shamsul Hana Abd Rani and Norashidah Hashim
The conceptual framework shows the relationship between competency and women entrepreneurial success. The involvement of women in nations labor force nowadays is very important for the economic and national development and also to transform the country from being developing to developed country. Moreover, the involvement of women is so important to mobilise the economic model that indirectly creating more opportunities for them through involvement in entrepreneurship which is more competitive and profitable.

Therefore, competency that contribute to success among women need to be recognised as it will help them to be effectively in accessing business opportunity which then leads them grow their business. By gaining of competency that will influence the success or performances among women entrepreneurs, Malaysian women entrepreneurs will be able to broaden their business successfully in globalised environment.

AUTHOR: Seuwandhi B. Ranasinghe

Early Childhood Experiences:

The impact of childhood experiences, the impact of family background, siblings, birth order, and relationship with parents which will influenced their decisions later in life.

Psychological Characteristic

Characteristics relating to successful entrepreneurial women such as need for achievement, propensity to take risk, self-confidence in achieving the targets they have set for themselves.

Entrepreneurial Competencies:

Entrepreneurial competencies refer to unique managerial abilities such as managing employees, decision making style and their unique abilities in conducting their business and employees competitively.

Formal and Informal Learning:

Formal learning relating to learning through formal courses and informal learning relating to learning through experience and association of people and so forth.

External Support

The support received externally to the entrepreneur; obtain by way of family, friends, government organizations, financial institutions and other institutional support.

Entrepreneurial Success:

Success is determined based on the recognition received for the woman entrepreneur for their outstanding achievement from the Women’s Chamber of Industry and Commerce in Sri Lanka.

AUTHOR: SANDIP SARKAR

The study shows that 8 factors have been identified which are contributing to success of women entrepreneurs. Those are Access to technology, Interpersonal Skill, Business Feature, Training and Motivation, Social security and freedom, Assistance and easy regulation, Family support and quality assurance, Risk encountering. From the finding a framework of factors contributing to the success of women entrepreneurs in Bangladesh can be emerged.

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WHAT IS COMPETENCY ?

VIVY YUSOF

OPRAH GAIL WINFREY

ESTEE LAUDER

RASHMI SINHA

ANITA RODDICK

HUMAN RESOURCES MODEL

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