Seeking information is a vital human activity that contributes to learning, problem solving, and decision making. To best locate knowledge management initiatives, organizations should foster strategic inquiry with powerful questions.
A Business Model Canvas-KILLER. Rapidly Visualize, Prototype, and Test the 3 ...Rod King, Ph.D.
The Business Model Canvas can be considered as a graphic organizer (high level TreeMap) that shows 9 tessellated elements, tiles, or “building blocks” of an archetypal business model. Since the 2009 publication of Alexander Osterwalder and Yves Pigneur’s “Business Model Generation” book, use and popularity of the Business Model Canvas (BMC) have surged worldwide.
The BMC is enthusiastically used by entrepreneurs, startups, established businesses, and non-profit organizations as well as university students, lecturers, and selected scientists from America’s National Science Foundation program. But is the BMC efficiently being used? Is the traditional BMC a “living organism” that would evolve to a higher level or simply become extinct in the jungle of tools for Business Model Planning, Strategy, and Performance Management (BMPSPM)?
As a long-time practitioner of TRIZ (“Theory of Inventive Problem Solving”) and an avid observer of idealized systems, a particular question that interests me is this: Would the BMC evolve towards the “Ideal Final Result (IFR)” by disrupting and cannibalizing itself, that is, by becoming multi-functional while instantly using freely available and/or internal resources at little or no cost? In other words, would the BMC evolve from being “good” to being “great” as an adaptive organism?
So far, evolution regarding the graphic organizer of the BMC has been superficial: the visual structure or BMC Gameboard (blank graphic framework) and how to use it have remained the same. So far, the most popular change to the BMC is by Ash Maurya in his Lean Canvas. In the Lean Canvas, 4 topics (Key Partners, Key Activities, Key Resources, and Customer Relationships) are eliminated while being respectively replaced by topics such as Problem, Solution, Key Metrics, and Unfair Advantage. These changes violate the macro-logic of a business model. The Lean Canvas focuses on operationalizing the Lean Startup method which is a methodology for continuously managing highly risky (innovation) projects. However, the Lean Canvas is inadequate for Business Model Planning, Strategy, and Performance Management; the Lean Canvas does not use a business model as a unit of analysis.
Recently, I presented a list of 10 characteristics of a “great” Business Model Canvas. The traditional BMC scored a 3 (out of 10). The 10 characteristics relate to tasks especially in Business Model Planning, Strategy, and Performance Management as well as Business Model Gamification. The question, then, is: how can we “ideally” transform a good BMC to a great BMC? Ideally, we should make little or no changes to the topics of the BMC and logic of a business model. The Lean Canvas falls short of that ideal.
The presentation below shows how one can “gamificate” (turn into a game) the traditional BMC so that it meets the 10 criteria of a great Business Model Canvas.
http://goo.gl/vWnOHl
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
A Business Model Canvas-KILLER. Rapidly Visualize, Prototype, and Test the 3 ...Rod King, Ph.D.
The Business Model Canvas can be considered as a graphic organizer (high level TreeMap) that shows 9 tessellated elements, tiles, or “building blocks” of an archetypal business model. Since the 2009 publication of Alexander Osterwalder and Yves Pigneur’s “Business Model Generation” book, use and popularity of the Business Model Canvas (BMC) have surged worldwide.
The BMC is enthusiastically used by entrepreneurs, startups, established businesses, and non-profit organizations as well as university students, lecturers, and selected scientists from America’s National Science Foundation program. But is the BMC efficiently being used? Is the traditional BMC a “living organism” that would evolve to a higher level or simply become extinct in the jungle of tools for Business Model Planning, Strategy, and Performance Management (BMPSPM)?
As a long-time practitioner of TRIZ (“Theory of Inventive Problem Solving”) and an avid observer of idealized systems, a particular question that interests me is this: Would the BMC evolve towards the “Ideal Final Result (IFR)” by disrupting and cannibalizing itself, that is, by becoming multi-functional while instantly using freely available and/or internal resources at little or no cost? In other words, would the BMC evolve from being “good” to being “great” as an adaptive organism?
So far, evolution regarding the graphic organizer of the BMC has been superficial: the visual structure or BMC Gameboard (blank graphic framework) and how to use it have remained the same. So far, the most popular change to the BMC is by Ash Maurya in his Lean Canvas. In the Lean Canvas, 4 topics (Key Partners, Key Activities, Key Resources, and Customer Relationships) are eliminated while being respectively replaced by topics such as Problem, Solution, Key Metrics, and Unfair Advantage. These changes violate the macro-logic of a business model. The Lean Canvas focuses on operationalizing the Lean Startup method which is a methodology for continuously managing highly risky (innovation) projects. However, the Lean Canvas is inadequate for Business Model Planning, Strategy, and Performance Management; the Lean Canvas does not use a business model as a unit of analysis.
Recently, I presented a list of 10 characteristics of a “great” Business Model Canvas. The traditional BMC scored a 3 (out of 10). The 10 characteristics relate to tasks especially in Business Model Planning, Strategy, and Performance Management as well as Business Model Gamification. The question, then, is: how can we “ideally” transform a good BMC to a great BMC? Ideally, we should make little or no changes to the topics of the BMC and logic of a business model. The Lean Canvas falls short of that ideal.
The presentation below shows how one can “gamificate” (turn into a game) the traditional BMC so that it meets the 10 criteria of a great Business Model Canvas.
http://goo.gl/vWnOHl
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
In 2012, The New York Times (Dementia Behind Bars, 2012) wrote that "… the prison system [in the United States] could soon find itself overwhelmed with chronic medical needs". This presentation goes over the main points of this societal area.
"If we cannot now end our differences, at least we can help make the world safe for diversity", said John F. Kennedy. Presenting one's cultural identity reinforces recognition of the sheer diversity of individuals and their groups. Strikingly, even where cultural identity structures are similar, cultural identity mapping can—and usually does—reveal different individual interpretations of where, how, and to what degree a group's culture is represented in the self. Awareness raising and more effort can build intergroup understanding in organizations.
Achieving Impact Through Knowledge Management and Communication in the Hindu ...Olivier Serrat
Access to timely and high-quality research outputs and knowledge products of ICIMOD by member countries and the wider regional and global community will inform, promote, and accelerate learning about and solutions to the challenges facing mountains ecosystems and their people. As a learning, knowledge, and enabling center for mountains, knowledge management and communication must be at the center of everything ICIMOD does.
The Sustainable Development Goals—officially known as "Transforming our World: The 2030 Agenda for Sustainable Development"—are an intergovernmental set of 17 aspirational goals and 169 targets. Building post-2015 on the accomplishments of the Millennium Development Goals, but cognizant also of their shortcomings, they combine economic, environmental, and social goals that now apply to all countries. They were developed in a broad two-year consultation process during which civil society, citizens, academics, scientists, and the private sector of all countries had the opportunity to contribute.
Ramping Up Information and Communications Technology for DevelopmentOlivier Serrat
ADB's ICTD Team Work Plan, 2016–2017 aims to identify ICT options in ADB's operations, diversify ICT portfolios in ADB's operations, develop ADB's capacity for ICT operations, and leverage knowledge partnerships in ICT.
Challenge: Science, Technology, and Innovation and the Triple Bottom LineOlivier Serrat
Science, technology, and innovation have become part of everyday life. However, there are instances where they encourage the use and abuse of natural resources. How might science, technology, and innovation be harnessed for people, planet, and profit to deliver sustainable methods and minimize environmental harm? How might business lend a hand?
The need for 21st century mindsets and protocols has sparked interest in design thinking. That is a human-centered, prototype-driven process for the exploration of new ideas that can be applied to operations, products, services, strategies, and even management.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
In 2012, The New York Times (Dementia Behind Bars, 2012) wrote that "… the prison system [in the United States] could soon find itself overwhelmed with chronic medical needs". This presentation goes over the main points of this societal area.
"If we cannot now end our differences, at least we can help make the world safe for diversity", said John F. Kennedy. Presenting one's cultural identity reinforces recognition of the sheer diversity of individuals and their groups. Strikingly, even where cultural identity structures are similar, cultural identity mapping can—and usually does—reveal different individual interpretations of where, how, and to what degree a group's culture is represented in the self. Awareness raising and more effort can build intergroup understanding in organizations.
Achieving Impact Through Knowledge Management and Communication in the Hindu ...Olivier Serrat
Access to timely and high-quality research outputs and knowledge products of ICIMOD by member countries and the wider regional and global community will inform, promote, and accelerate learning about and solutions to the challenges facing mountains ecosystems and their people. As a learning, knowledge, and enabling center for mountains, knowledge management and communication must be at the center of everything ICIMOD does.
The Sustainable Development Goals—officially known as "Transforming our World: The 2030 Agenda for Sustainable Development"—are an intergovernmental set of 17 aspirational goals and 169 targets. Building post-2015 on the accomplishments of the Millennium Development Goals, but cognizant also of their shortcomings, they combine economic, environmental, and social goals that now apply to all countries. They were developed in a broad two-year consultation process during which civil society, citizens, academics, scientists, and the private sector of all countries had the opportunity to contribute.
Ramping Up Information and Communications Technology for DevelopmentOlivier Serrat
ADB's ICTD Team Work Plan, 2016–2017 aims to identify ICT options in ADB's operations, diversify ICT portfolios in ADB's operations, develop ADB's capacity for ICT operations, and leverage knowledge partnerships in ICT.
Challenge: Science, Technology, and Innovation and the Triple Bottom LineOlivier Serrat
Science, technology, and innovation have become part of everyday life. However, there are instances where they encourage the use and abuse of natural resources. How might science, technology, and innovation be harnessed for people, planet, and profit to deliver sustainable methods and minimize environmental harm? How might business lend a hand?
The need for 21st century mindsets and protocols has sparked interest in design thinking. That is a human-centered, prototype-driven process for the exploration of new ideas that can be applied to operations, products, services, strategies, and even management.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Managing Knowledge: What, How, When, Where, and Who Follow Why
1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian
Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included
in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any
view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
Managing Knowledge: What,
How, When, Where, and Who
Follow Why
Olivier Serrat
2014
2. Quid Knowledge Management?
In context and framed by values,
knowledge is in our minds a fluid mix
of data, information, and experience,
enriched by expert insight, that aids
decision making. In organizations, it is
embedded not just in documents and
repositories but also in norms,
practices, processes, and routines.
Hence, in that environment, the
immediate purpose of knowledge
management is to provide support for
improved decision making; similarly,
its higher objective is to advance
organizational performance.
3. A Problem Well Stated
A problem well stated is half-
solved. Therefore, before we
devise knowledge services and
offer knowledge solutions, we
should make sure they are
connected to mission and
operations: knowledge
management is a means to an
end—that being a more
effective and efficient, "fit for
purpose", organization.
4. Asking Effective Questions
Seeking information is a vital human activity that contributes
to learning, problem solving, and decision making. For this
reason, questioning is a vital tool of human thought and social
interaction with which to open doors to data, information,
knowledge, and wisdom. Powerful questions, typically
beginning with why, what, and how, encompass more people,
more resources, more volume, more time, and more concerns
than those beginning with when, where, and who. (Which is
another low-power question.) Where knowledge management
initiatives fall short, the reason lies in confusion over means
and ends, in other words, failure to ask effective questions
from the onset.
5. The Architecture of a Question
Why
What, How
When, Where, Who
Yes or No Questions
High
Power
Low
Power
6. Fostering Strategic Inquiry
• A question that asks "why" calls for an explanation.
• A question that asks "what" invites a description.
• A question that asks "how" requests an instruction
or procedure.
• A question that asks "when" inquires about time or
duration.
• A question that asks "where" looks for a location.
• A question that asks "who" solicits identification.
To catalyze insight, innovation, and action for knowledge
management, organizations should use effective questions
to (i) assess the current situation, (ii) discover the big
questions, (iii) create images of possibilities, and (iv) evolve
workable strategies.
7. Questions to Focus Collective
Attention on a Situation
What question, if answered, could make the most difference to the future of
our specific situation?
What is important to us about our specific situation and why do we care?
What draws us to this inquiry?
What is our intention here? What is the deeper purpose (the big "why") that
is really worthy of our best effort?
What opportunities can we see in our specific situation?
What do we know so far or still need to learn about our specific situation?
What are the dilemmas and opportunities in our specific situation?
What assumptions do we need to test or challenge in thinking about our
specific situation?
What would someone who had a very different set of beliefs than ours say
about our specific situation?
8. Questions to Connect Ideas and Find
Deeper Insight
What is taking shape? What are we hearing underneath the variety of
opinions being expressed? What is in the center of the table?
What is emerging here for us? What new connections are we making?
What has real meaning for us from what we have heard? What has surprised
us? What has challenged us?
What is missing from this picture so far? What is it that we are not seeing?
What do we need more clarity about?
What has been our major learning, insight, or discovery so far?
What is the next level of thinking we need to progress to?
If there were one thing that has not yet been said to reach a higher level of
understanding and clarity, what would that be?
9. Questions to Create Forward
Movement
What would it take to create change in our specific situation?
What could happen that would enable us to feel fully engaged and energized
about our specific situation?
What is possible here and who cares? (Rather than "What is wrong here and
who is responsible?")
What needs our immediate attention to move forward?
If our success were completely guaranteed, what bold steps might we choose
to take?
How can we support one another in taking bold steps? What unique
contribution can we each make?
What challenges might come our way and how might we meet them?
What conversation, if begun today, could ripple out in a way that creates new
possibilities for the future of our specific situation?
What seed might we plant together today that could make the most
difference to the future of our specific situation?
10. The Why of Knowledge Management
Diverse motives can drive knowledge management
initiatives. Most frequently, they aim to:
• Achieve shorter product (or service) development cycles.
• Boost internal and external network connectivity.
• Harness intellectual capital.
• Increase knowledge content in the development and
provision of products and services.
• Leverage the expertise of people across the organization.
• Manage business environments so staff can access insights
that are appropriate to their work.
• Promote creativity, innovation, and organizational learning.
• Solve intractable problems.
11. The What of Knowledge Management
A business model is the core
design, the logic, that enables
an organization to capture,
create, and deliver value to
meet explicit or latent needs
(and in so doing derive some
form of profit). Most business
models pay attention to five
interrelated elements: (i)
markets, (ii) products and
services, (iii) processes, (iv)
people, and (v) economics.
One popular typology
identifies nine elements.
Customer Segments
Value Propositions
Channels
Customer Relationships
Revenue Streams
Key Resources
Key Activities
Key Partnerships
Cost Structures
12. The What of Knowledge Management
If an organization's business
model is the theory of its
business, targets for
knowledge management
initiatives can be identified in
light of the organizational
configuration and the norms,
practices, processes, and
routines that draw from it.
Business Structure
Organization
Supply Chain
Products and Services
Customer Service
Customer Experience
Administration
13. The How of Knowledge Management
In step with the motives that drive knowledge
management initiatives, the perspectives that
conduce them are:
• Technocentric, with a focus on how
information and communication technology
can enhance knowledge generation and
sharing.
• Organizational, with a focus on how an
organization can be designed to better
facilitate knowledge processes.
• Ecological, with a focus on how to foster the
dynamic evolution of knowledge interactions
between entities.
14. The How of Knowledge Management
• Business activities—to advance key elements of the
business model.
• Communities—to empower knowledge-based
communities and networks of practice operating within
and across organizational units.
• Content management—to operate and improve the
processes and technologies that support information
databases.
• Intellectual capital—to manage the human, relational,
and structural components of organizations.
• Knowledge benchmarking—to gauge knowledge
management capabilities and practices against
international good practice and raise performance.
The motives that drive knowledge management initiatives
are reflected in 10 main areas of activity:
15. The How of Knowledge Management
Cont'd
• Knowledge capture—to identify and harvest explicit and tacit
knowledge.
• Knowledge culture—to embed a knowledge management ethos
and knowledge behaviors into working practices.
• Knowledge partnerships—to contribute knowledge, experience,
resources, and connections, and participate in two-way
communications with key clients, audiences, and partners.
• Knowledge retention—to safeguard knowledge, especially before
staff leave and during periods of organizational change.
• Knowledge transfer—to convey knowledge, especially good
practice, among and between its various sources and forms.
16. The How of Knowledge Management
To note,
approaches
in the 10
main areas of
activity are
increasingly
modulated
by:
• Adaptive management, inspired by the
ideal of the learning organization
• Adoption of a wide variety of
modalities that govern rather than
manage
• Attention to social networks
• Convergence
• Open content, with possibilities to
reuse, revise, remix, and redistribute
• Stronger emphasis on influence, not
knowledge per se
• Transition from storage and retrieval of
information to active engagement with
knowledge seekers
17. The When, Where, and Who of
Knowledge Management
By fostering strategic inquiry into why,
organizations can focus collective attention
on a situation, connect ideas and find
deeper insight, and create forward
movement to deliver the what and how of
knowledge management initiatives. The
when, where, and who flow from these
high-power questions, with the important
caveat that the span of knowledge
coordination should be as close as possible
to relevant knowledge domains.
Distributing leadership is a key success
factor in managing knowledge, be that
with reference to well-structured, ill-
structured, or wicked problem solving.
18. Success Factors in Knowledge
Management
To sum up, powerful questions will best locate knowledge
management initiatives across an organization's business
model and satisfy eight common success factors:
• The motives that drive knowledge management are clear.
• A rationale for knowledge management initiatives is stated.
• Initiatives are connected to both mission and operations.
• Knowledge mobilization is planned for sustainability.
• Objectives are set at the right level.
• Work is conducted from combined technocentric,
organizational, and ecological perspectives.
• Roles, functions, and responsibilities are defined.
• Progress is sped by experimentation.
19. Beyond Strategy to Purpose
In the high-growth environment that followed the Second
World War, senior Management looked to strategy, structure,
and systems for much-needed discipline, focus, and control.
Today's globalized economy is different: technological,
competitive, and market changes, fronting overcapacity, are
the norm in most businesses. In response, large organizations
aim for softer, more organic models built on the development
of purpose, process, and people, reflected in the eight success
factors in knowledge management.
20. Beyond Strategy to Purpose
The New Model
• Purpose
• Processes
• People
The Old Model
• Strategy
• Structure
• Systems
21. Further Reading
• ADB. 2008. Notions of Knowledge Management. Manila.
www.adb.org/publications/notions-knowledge-management
• ——. 2009. The Roots of an Emerging Discipline. Manila.
www.adb.org/publications/roots-emerging-discipline
• ——. 2009. Asking Effective Questions. Manila.
www.adb.org/publications/asking-effective-questions
• ——. 2009. Enhancing Knowledge Management Strategies.
Manila. www.adb.org/publications/enhancing-knowledge-
management-strategies
22. Further Reading
• ADB. 2010. Crafting a Knowledge Management Results
Framework. Manila. www.adb.org/publications/crafting-
knowledge-management-results-framework
• ——. 2010. Enriching Knowledge Management Coordination.
Manila. www.adb.org/publications/enriching-knowledge-
management-coordination
• ——. 2012. Business Model Innovation. Manila.
www.adb.org/publications/business-model-innovation
23. Videos
• ADB. 2011. Building a Knowledge-Centric Organization:
Organization, People, Knowledge, and Technology for
Learning. Manila. vimeo.com/72471320
• ——. 2012. Harvesting Knowledge. Manila.
vimeo.com/67185512
• ——. 2012. Showcasing Knowledge. Manila.
vimeo.com/67185514
• ——. 2013. Managing Knowledge in Project Environments.
Manila. vimeo.com/77666878
• ——. 2013. The Empowerment of ADB-Hosted Communities of
Practice. Manila. vimeo.com/77752558