Ze'ev Ronen
Business Excellence
Ze'ev Ronen
Business Excellence
Statistics show that 70% of all unemployed people in Israel during the third Coronavirus quarantine were women. The lack of symmetry between men and women in unemployment statistics has gotten worse over the pandemic.
Aviv was the owner and CEO of a company, and led marketing and business development. Most sales and growth were in overseas markets, and Aviv personally managed activity in key countries. He spent a lot of time on marketing trips and knew all the overseas clients and distributors.
One of the first stages of personal coaching is identifying personal goals. Not defining, but identifying. We don’t choose pretty words and decide those are our values only because they look good. Personal values are an inherent part of us.
When you get into a cab, the first question the driver asks you is - where are you going? You probably always have an answer to that. After all, you wouldn't get in a cab without a destination in mind. Yet I meet people, and even businesses, with no goals. And without goals, you can’t have purposeful progress.
While hiking the Israel Trail near Dimona, we often use Patrick’s services, to drive us to the starting point, and from the end point. We found Patrick a year ago, when we were looking for a driver and compared prices. But now we don’t compare the prices Patrick quotes us with other offers. Patrick has excellent customer service. Comes anywhere, always a few minutes early, and is flexible enough to change the time if we’re early or late.
A manager of programs and projects with a rich engineering background and experience in international marketing. Michael has a varied experience with companies in Israel and abroad in different sectors, including military industries, telecom, and energy.
Some of the companies he had worked with include B.V.R, Comverse (including outsourcing in India), Logal, and CES. Specializes in implementing management styles from high-tech to other industries.
An industrial engineer with a B.Sc. from the Technion – Israel Institute of Technology, Dubi has extensive experience of over 35 years in industrial engineering, and as a manager with varied knowledge in different metal, hi-tech and food industries, in factories with over 300 employees.
He was CEO of various companies for over 12 years, and has comprehensive managerial knowledge in all fields, including finance, marketing, sales, and operations. Dubi has worked as a business consultant to managers for many years.
He has considerable experience with leading operational processes and moving from loss to profit.
A Theory of Constrain Yona, leads and teaches improvement teams, including workshops on using managerial data gathering and analysis tools.
Dubi believes the secret is people, and that the key to organizational success is in having the right people for the job.
He is a data systems person and an expert in integrating MRP priority and SAPB1 systems in industrial and commercial organizations.
My name is Batzi Tzur, a wife and mother of 6 living in Yad Binyamin. I have a B.Sc. in Biotechnology Engineering from Ben Gurion University, and a training certificate in public company boards from the Open University's School of Management. I've also taken a fascinating course in investment according to the Benjamin Graham method, where I learned, among other things, how to read the story told by financial records. For the last decade I've worked in management and development. Today I'm a co-CEO of I-Rox, a company with over 200 ultra-orthodox female employees which develops software for large companies. In the Past I founded and managed the Gav HaHar Center for Emergency Medicine, a food lab, various medical centers, and other small companies.
The Coronavirus hit us like an apocalyptic vision. I think that if anyone had raised the possibility of such an event, even in November 2019, we’d have all treated them like a fool. Despite the surprise, globally people adjusted remarkably quickly. It’s enough to look at the parallel development of vaccines, and their approval by health authorities, within 10 months, to understand the revolution in tends of behaviors and thought patterns that occurred over the last year.
I don’t know about your specific company, but usually the first step is layoffs. Most often, labor costs aren’t the biggest expense, but it always seems simplest, fastest, and easiest to fire employees - and if and when sales are back up, recruit new ones. Furthermore, we know there is always latent redundancy, so we assume any reduction in the workforce will lead to greater efficiency.
My First Book: Manage! Best Value Practices for Effective Management
The book brings together a set of tools that every CEO should know, presenting them in a clear, concise and consistent fashion that will leave the reader with comprehensive and useful knowledge to assist them in their careers as managers.
