Culture at arago
We know we need a new kind of people in tech and this is why at arago, we have spent a great deal of time listening to our best and learning from the industry. Here is a description of the culture we are aiming for every day.
This document outlines Team Joy's top 10 most significant lessons in human behavior and organization. It discusses lessons in leadership, motivation, communication, problem solving, perception, the 7 habits of highly effective people, Pinoy cultural values, change management, plan development, personal change, happiness, and attribution. It concludes by outlining the top 10 things Team Joy will do in their businesses and lives, including having cheaper services/products than competitors, clean organization, communication, open-mindedness, accepting failures, applying talents/skills, and flexibility.
The document discusses the concepts of leadership and building a successful team. It provides definitions of leadership as an interactive conversation that pulls people towards personal responsibility and achieving common goals. It also discusses elements of an effective mindset, including desire, commitment, responsibility, hard work, positive believing, persistence, and pride of performance. The document emphasizes that developing a better team starts with improving individuals and having a collaborative, communicative, competent, disciplined, prepared, selfless, and tenacious team.
The document summarizes the core principles discussed at a Core Principles Summit held by a company's Technology Department. The principles focus on hiring and developing great people, delivering outstanding customer experiences, embracing and driving change, creating an enjoyable work culture, encouraging innovation and risk-taking, strong communication, passion for work, honesty and integrity, personal accountability, humility, and living the principles embodied in the company's culture rather than just displaying them. Implementing these principles will require radical change but not overnight, and an openness to change from all.
This document discusses key factors that contribute to building great organizations. It identifies several essential elements, including:
1. Having a strong sense of identity and purpose. Great organizations have a clear sense of who they are and what they stand for.
2. Strategic focus. Great organizations have a strategic focus that provides context for efforts and allows for planning and foreseeing consequences of decisions.
3. Focus on quality, people, and processes. Quality is a competitive advantage defined by clear processes and measurements. Developing people through investment, training, and alignment is essential rather than optional.
4. Managing change effectively. The ability to manage change is critical for organizational and personal success, as denial only makes one
If you want your own business or your organization’s business to grow, you cannot do it alone. It is critical to interact, relate and collaborate with others to form sustaining relationships. And, how you manage both internal and external relationships will determine success or failure for you and your organization.
In NTT Com Asia, we love what we do and do it with L.O.V.E. - Live Our Values Every day! Do share the same values as ours?
To know more, visit us at LinkedIn:
https://www.linkedin.com/company/ntt-com-asia-limited
Limitless Lab is a strategic design and innovation company in the Philippines. Our mission is to enable people to innovate, create possibilities, and challenge the status quo using design.
This document outlines Team Joy's top 10 most significant lessons in human behavior and organization. It discusses lessons in leadership, motivation, communication, problem solving, perception, the 7 habits of highly effective people, Pinoy cultural values, change management, plan development, personal change, happiness, and attribution. It concludes by outlining the top 10 things Team Joy will do in their businesses and lives, including having cheaper services/products than competitors, clean organization, communication, open-mindedness, accepting failures, applying talents/skills, and flexibility.
The document discusses the concepts of leadership and building a successful team. It provides definitions of leadership as an interactive conversation that pulls people towards personal responsibility and achieving common goals. It also discusses elements of an effective mindset, including desire, commitment, responsibility, hard work, positive believing, persistence, and pride of performance. The document emphasizes that developing a better team starts with improving individuals and having a collaborative, communicative, competent, disciplined, prepared, selfless, and tenacious team.
The document summarizes the core principles discussed at a Core Principles Summit held by a company's Technology Department. The principles focus on hiring and developing great people, delivering outstanding customer experiences, embracing and driving change, creating an enjoyable work culture, encouraging innovation and risk-taking, strong communication, passion for work, honesty and integrity, personal accountability, humility, and living the principles embodied in the company's culture rather than just displaying them. Implementing these principles will require radical change but not overnight, and an openness to change from all.
This document discusses key factors that contribute to building great organizations. It identifies several essential elements, including:
1. Having a strong sense of identity and purpose. Great organizations have a clear sense of who they are and what they stand for.
2. Strategic focus. Great organizations have a strategic focus that provides context for efforts and allows for planning and foreseeing consequences of decisions.
3. Focus on quality, people, and processes. Quality is a competitive advantage defined by clear processes and measurements. Developing people through investment, training, and alignment is essential rather than optional.
4. Managing change effectively. The ability to manage change is critical for organizational and personal success, as denial only makes one
If you want your own business or your organization’s business to grow, you cannot do it alone. It is critical to interact, relate and collaborate with others to form sustaining relationships. And, how you manage both internal and external relationships will determine success or failure for you and your organization.
In NTT Com Asia, we love what we do and do it with L.O.V.E. - Live Our Values Every day! Do share the same values as ours?
To know more, visit us at LinkedIn:
https://www.linkedin.com/company/ntt-com-asia-limited
Limitless Lab is a strategic design and innovation company in the Philippines. Our mission is to enable people to innovate, create possibilities, and challenge the status quo using design.
Company culture is the personality of a company and defines what a company is like to work for. Being “TOPS” is what we believe and value – it’s who we strive to be and what we look for in each other. This is our company culture deck.
Learn more about TOPS Software at http://www.topssoft.com
Building enduring leadership - Creating a LegacyMirza Yawar Baig
This document discusses creating a legacy and aligning organizational and individual goals. It emphasizes shifting from a consumption mindset of "what can I get" to a contribution mindset of "what can I do." The document outlines several components of creating a strong organizational culture and legacy, including having a clear sense of identity and purpose. It discusses the importance of strategic focus, focusing on quality and people, and enduring leadership. It provides methods for defining an organization's core values and "covenant" or purpose for existing. The document also addresses measuring and reinforcing cultural moments and managing the anxiety that can come with cultural change initiatives.
This document contains maxims and principles for operating a company. It discusses creating a founder mentality by giving employees ownership stakes to align interests. It emphasizes focusing efforts on innovation over administration and rejecting candidates is discouraged, suggesting making them principals of other companies instead. Complexity theory suggests the future cannot be perfectly predicted. Autonomy and independent work are valued. Quality sleep, inspiring leadership, and data-driven decisions are advocated. Trust between staff and allowing ideas to die through open discussion are principles. Thinking ambitiously and owning assets through equity are encouraged. The document emphasizes various principles for operating and growing a business.
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
Prognos health culture guide 2020 (June update)Bella Allen
This document outlines the culture guide of a company called Prognos. It discusses the importance of defining a company's culture proactively as the company scales. The culture is meant to guide decisions through alignment with principles and values rather than strict rules. The culture focuses on values like collaboration, courage, curiosity and enthusiasm. It also establishes a "Prognos world order" that prioritizes the company's mission, clients, company and employees. The culture aims to create an awesome team of amazing people through hiring the best talent and helping people grow as leaders.
This document profiles Mirza Yawar Baig and outlines his experience, qualifications, clients, and areas of expertise. It discusses setting goals and dreams, the importance of passion, expertise, integrity, and return on investment. It addresses drivers of failure like complacency, not working together, and excuses. It emphasizes taking action and setting SMART goals to achieve dreams and success.
This document provides advice from various entrepreneurs on optimizing a team's productivity. It discusses assembling a winning team by focusing on character over technical skills. It emphasizes the importance of a strong onboarding process to set new hires up for success. It also stresses putting people first by treating all employees equally and developing a culture of entrepreneurship where problems are solved at the front lines. Maintaining a scrappy culture through scale requires hiring the right people and fighting bureaucracy.
Knowledge and Skills are important, but attitude is necessary to evaluate a person's competence in the job.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
The document discusses the importance of workplace ethics for maintaining a productive work environment. It states that a lack of workplace ethics is a major factor affecting the workplace environment. It provides examples of basic workplace ethics that everyone should follow, such as respecting colleagues and superiors. The document suggests that employees who do not follow basic workplace ethics will be unpopular and their capabilities will suffer. Overall, it emphasizes that adhering to workplace ethics is important for individual and organizational success.
SMAC: The Key to Getting Traction with DevOpsDevOps Ltd.
A classic tl:dr for DevOps is the acronym CAMS: Culture, Automation, Measurement, Sharing. I argue this oversimplification is hurting adoption of and causing confusion around DevOps. My presentation is focused around presenting SMAC as acronym for both describing what DevOps is and the recipe for progression from mere familiarity to ingrained practice and change. I'll also introduce the lasting effect of implementation in my experience as a final C - Confidence - the real impact on the bottom line. Starting with culture is a non-starter, starting with sharing just works. The concepts presented align with stories I've seen such as The Phoenix Project and other case studies from HP and Etsy, and summarize personal experience with my own enterprise clients.
More than Technology - The Culture of DevOpsBob Sokol
This document provides information about a presentation on DevOps culture. It includes details about the speaker, Don Demcsak, and his background. The presentation discusses challenges with traditional IT structures and how DevOps transforms people, processes, and tools to break down silos and enable continuous delivery of updates. It provides examples of metrics used to measure success and cases studies from DevOps implementations.
Presentatie 31-5-2016 PizzasessieXL Apeldoorn
Agile software developent is born because of the missing need for speed of IT. F1 racing gives a clear view on racing, commitment and winning.
Transformation vs adoption agile india 2014 :How to use the Culture ModelEbin John Poovathany
This presentation is about getting to know about the culture models and the impact of that in the agile transformation and adoption. You will get some easy to use and handy tools which can be used to turn around your transformation and Adoption.
Adopting Devops , Stories from the trenchesKris Buytaert
As presented at Baltic Devops in Talllinn ,
Starting with devops is either the most trivial, or the hardest thing to do.
This talk will teach you a number of tricks on how to make life easier for your team. How to work together with your management and how to convince them devops is a relevant thing
The document discusses several key factors for predicting successful startups and companies. The three most important factors are the market, team, and execution. A great market is underserved, growing, and highly fragmented. A great team is hungry, passionate, and has domain expertise. Great execution involves bold ideas, a culture of innovation, quick iteration, listening, and repeating successes. The document also discusses reasons why startups may fail such as a bad idea, poor execution, or outside factors like competitors or disruptive technologies.
This is the presentation that I gave at Agile India 2014 in Bangalore on integrating Lean UX process in to capital markets clients during 2013. Here for historical purposes, and the lessons apply still.
The document discusses rebooting leadership for DevOps success. It emphasizes creating a team that respects each other and shares values to deliver value to consumers quickly and with high quality. The summary focuses on delivering value to consumers through continuous delivery by empowered autonomous teams that collaborate well and share knowledge.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
How to move forward to a DevOps Culture?Derya SEZEN
This document outlines five principles for moving to a DevOps culture: embrace change and experimentation, automate everything, remove waste and decrease oscillations, implement measurement, and promote open information sharing and collaboration. It provides examples of practices like infrastructure-as-code, continuous delivery, and test automation that can be implemented on pilot projects to help adapt the culture. The overall message is that organizations must embrace these DevOps principles and adapt or risk falling behind.
Company culture is the personality of a company and defines what a company is like to work for. Being “TOPS” is what we believe and value – it’s who we strive to be and what we look for in each other. This is our company culture deck.
Learn more about TOPS Software at http://www.topssoft.com
Building enduring leadership - Creating a LegacyMirza Yawar Baig
This document discusses creating a legacy and aligning organizational and individual goals. It emphasizes shifting from a consumption mindset of "what can I get" to a contribution mindset of "what can I do." The document outlines several components of creating a strong organizational culture and legacy, including having a clear sense of identity and purpose. It discusses the importance of strategic focus, focusing on quality and people, and enduring leadership. It provides methods for defining an organization's core values and "covenant" or purpose for existing. The document also addresses measuring and reinforcing cultural moments and managing the anxiety that can come with cultural change initiatives.
This document contains maxims and principles for operating a company. It discusses creating a founder mentality by giving employees ownership stakes to align interests. It emphasizes focusing efforts on innovation over administration and rejecting candidates is discouraged, suggesting making them principals of other companies instead. Complexity theory suggests the future cannot be perfectly predicted. Autonomy and independent work are valued. Quality sleep, inspiring leadership, and data-driven decisions are advocated. Trust between staff and allowing ideas to die through open discussion are principles. Thinking ambitiously and owning assets through equity are encouraged. The document emphasizes various principles for operating and growing a business.
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
Prognos health culture guide 2020 (June update)Bella Allen
This document outlines the culture guide of a company called Prognos. It discusses the importance of defining a company's culture proactively as the company scales. The culture is meant to guide decisions through alignment with principles and values rather than strict rules. The culture focuses on values like collaboration, courage, curiosity and enthusiasm. It also establishes a "Prognos world order" that prioritizes the company's mission, clients, company and employees. The culture aims to create an awesome team of amazing people through hiring the best talent and helping people grow as leaders.
This document profiles Mirza Yawar Baig and outlines his experience, qualifications, clients, and areas of expertise. It discusses setting goals and dreams, the importance of passion, expertise, integrity, and return on investment. It addresses drivers of failure like complacency, not working together, and excuses. It emphasizes taking action and setting SMART goals to achieve dreams and success.
This document provides advice from various entrepreneurs on optimizing a team's productivity. It discusses assembling a winning team by focusing on character over technical skills. It emphasizes the importance of a strong onboarding process to set new hires up for success. It also stresses putting people first by treating all employees equally and developing a culture of entrepreneurship where problems are solved at the front lines. Maintaining a scrappy culture through scale requires hiring the right people and fighting bureaucracy.
Knowledge and Skills are important, but attitude is necessary to evaluate a person's competence in the job.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
The document discusses the importance of workplace ethics for maintaining a productive work environment. It states that a lack of workplace ethics is a major factor affecting the workplace environment. It provides examples of basic workplace ethics that everyone should follow, such as respecting colleagues and superiors. The document suggests that employees who do not follow basic workplace ethics will be unpopular and their capabilities will suffer. Overall, it emphasizes that adhering to workplace ethics is important for individual and organizational success.
SMAC: The Key to Getting Traction with DevOpsDevOps Ltd.
A classic tl:dr for DevOps is the acronym CAMS: Culture, Automation, Measurement, Sharing. I argue this oversimplification is hurting adoption of and causing confusion around DevOps. My presentation is focused around presenting SMAC as acronym for both describing what DevOps is and the recipe for progression from mere familiarity to ingrained practice and change. I'll also introduce the lasting effect of implementation in my experience as a final C - Confidence - the real impact on the bottom line. Starting with culture is a non-starter, starting with sharing just works. The concepts presented align with stories I've seen such as The Phoenix Project and other case studies from HP and Etsy, and summarize personal experience with my own enterprise clients.
More than Technology - The Culture of DevOpsBob Sokol
This document provides information about a presentation on DevOps culture. It includes details about the speaker, Don Demcsak, and his background. The presentation discusses challenges with traditional IT structures and how DevOps transforms people, processes, and tools to break down silos and enable continuous delivery of updates. It provides examples of metrics used to measure success and cases studies from DevOps implementations.
Presentatie 31-5-2016 PizzasessieXL Apeldoorn
Agile software developent is born because of the missing need for speed of IT. F1 racing gives a clear view on racing, commitment and winning.
Transformation vs adoption agile india 2014 :How to use the Culture ModelEbin John Poovathany
This presentation is about getting to know about the culture models and the impact of that in the agile transformation and adoption. You will get some easy to use and handy tools which can be used to turn around your transformation and Adoption.
Adopting Devops , Stories from the trenchesKris Buytaert
As presented at Baltic Devops in Talllinn ,
Starting with devops is either the most trivial, or the hardest thing to do.
This talk will teach you a number of tricks on how to make life easier for your team. How to work together with your management and how to convince them devops is a relevant thing
The document discusses several key factors for predicting successful startups and companies. The three most important factors are the market, team, and execution. A great market is underserved, growing, and highly fragmented. A great team is hungry, passionate, and has domain expertise. Great execution involves bold ideas, a culture of innovation, quick iteration, listening, and repeating successes. The document also discusses reasons why startups may fail such as a bad idea, poor execution, or outside factors like competitors or disruptive technologies.
This is the presentation that I gave at Agile India 2014 in Bangalore on integrating Lean UX process in to capital markets clients during 2013. Here for historical purposes, and the lessons apply still.
The document discusses rebooting leadership for DevOps success. It emphasizes creating a team that respects each other and shares values to deliver value to consumers quickly and with high quality. The summary focuses on delivering value to consumers through continuous delivery by empowered autonomous teams that collaborate well and share knowledge.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
How to move forward to a DevOps Culture?Derya SEZEN
This document outlines five principles for moving to a DevOps culture: embrace change and experimentation, automate everything, remove waste and decrease oscillations, implement measurement, and promote open information sharing and collaboration. It provides examples of practices like infrastructure-as-code, continuous delivery, and test automation that can be implemented on pilot projects to help adapt the culture. The overall message is that organizations must embrace these DevOps principles and adapt or risk falling behind.
5 Steps for a High-Performing DevOps CultureJumpCloud
As DevOps practitioners, we must strive to build an organization that is fast, safe, resilient, and continuously improving to best serve our customers. The results of this ensure quality, create competitive advantage, empower an energized and committed workforce, and uncover the truth.
Here are five steps you can implement for a high-performing DevOps Culture.
Enable DevOps culture through BDD - By including 4th amigo OpsVinay Krishna
This document discusses adding operations (Ops) as the "fourth amigo" to behavior driven development (BDD) conversations. BDD typically involves conversations between three roles: product owners/business analysts, developers, and testers. However, including Ops can help break down silos between teams and improve collaboration. When Ops is involved in scenario identification and analysis, they can provide important perspectives on business priorities, constraints, dependencies and operational requirements. This leads to better defined requirements and tests from an Ops viewpoint before development begins. The benefits include a common language between teams, as well as Developers and Ops gaining knowledge of each other's viewpoints and processes.
The document discusses DevOps culture. It notes that DevOps is about close collaboration between developers and operations, automating infrastructure, and continuous delivery. The goal is to break down barriers and enable both teams to work together seamlessly toward enabling business objectives. DevOps is described as a mindset rather than a set of tools, with the emphasis being on understanding each other and shared goals rather than separate concerns.
DevOps – Culture of continuous delivery & collaborationVinothini Raju
This document discusses DevOps culture and tools. DevOps aims to bring development and operations teams together through collaboration, automation of processes, and continuous delivery. It emphasizes culture over strict processes or tools. Specific tools mentioned include Chef and Puppet for infrastructure automation, Jenkins for continuous integration, and Nagios and New Relic for infrastructure and application monitoring. The document demonstrates a continuous deployment pipeline using tools like Git, Chef, Jenkins, and TestNG.
Creating High Performance teams by using a DevOps culture (FUG presentation)Serena Software
DevOps aims to foster collaboration between development and operations teams through shared culture, automation, measurement, and sharing. A DevOps transformation requires setting goals, gaining executive support, building pilot projects to test new processes, providing training to teams, and evangelizing the benefits of DevOps through communication. Key aspects include establishing a culture of open communication, shared risk, and failure leading to inquiry rather than blame. Starting small with pilot projects allows issues to be addressed before wide adoption.
5 Keys to Building a Successful DevOps CultureMandi Walls
This document provides 5 keys to building a successful DevOps culture: 1) Setting clear and measurable goals, 2) Gaining executive support, 3) Building pilot projects to test changes, 4) Providing training and prioritizing workloads, and 5) Doing outreach and evangelism. It emphasizes that culture change is difficult and requires focusing on behaviors and values over tools. Pilot projects allow practicing new processes in a controlled way before organization-wide adoption. Training, workload prioritization, and addressing dissenters are important for successful adoption of changes. Regular communication and showcasing results helps spread DevOps practices. Patience, executive engagement, and overcommunication are also advised.
The document provides an overview of the culture and values of Cactus, a global business. It describes Cactus as having a client-centric, fast-paced and diverse business that is continually growing. It emphasizes the values of integrity, trust, excellence, innovation, communication and fun. Employees are given freedom but also responsibility, and are expected to have a strong work ethic, focus on quality and meeting deadlines, and be tech-savvy.
This document discusses Netflix's culture of freedom and responsibility. It outlines nine behaviors and skills that Netflix values in employees, including judgment, communication, impact, curiosity, innovation, courage, honesty, passion, and selflessness. It emphasizes hiring and retaining only "high performers" who embody these values. Employees are given freedom but are also responsible for using good judgment and acting in the best interests of the company. The goal is to attract top talent to create the most effective teams possible and ensure long-term success, even as the company continues to grow.
The document outlines the sales culture of a North American company. It defines nine core values including respect for people, consistently innovating, inspiring customer loyalty, and passion. It also describes seven principles such as being grounded and decisive, treating everything as pass-fail, and being strategic partners. A key belief is that responsible people thrive on freedom and are worthy of freedom. The culture emphasizes high performance, making data-driven decisions, rewarding risk-taking, and paying top of the market to attract and retain top talent.
The document discusses principles for leading volunteer organizations with agility. It suggests empowering volunteers by giving them official authority and promoting self-actualization. Volunteers should be self-organizing and leaders should provide simple guidance and get out of the way while holding volunteers accountable for results rather than processes. Key principles include having a compelling vision, providing involvement opportunities, and making it okay to make mistakes in a culture that focuses on outcomes over perfection.
Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
This document outlines an agenda for a training on leadership and management skills. It will cover best practices, the differences between leadership and management, developing people skills, building high-performing teams, dealing with challenges, coaching, and tools for improving performance. Attendees will learn practical tools, insights, and techniques to enable them to lead more effectively, especially under pressure. Communication, developing trust, and creating an environment where people feel valued and can take ownership are emphasized.
Partoo values people and aims to provide meaningful impact, a strong collective environment, and personal development. Its values of impact, simplicity, high standards, curiosity, fun, and empathy define who gets hired and promoted. The company seeks to recruit and retain talented people through its warm culture, employee empowerment, positive impact, and culture of excellence. It also has a flexible work policy and social/environmental responsibility initiatives to attract and inspire talent.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
This document provides 7 secrets or principles for succeeding at Make School. It summarizes them as:
1. There are no stupid questions - employees should feel comfortable asking questions without judgment.
2. Assume negligence, not malice - when conflicts arise, assume people did not intend harm and address issues maturely.
3. Embody a growth mindset - focus on personal and professional growth over time rather than past mistakes.
4. Create the change you want to see - employees can drive change through experimentation and demonstrating effectiveness.
5. Trust yourself and others to own projects and make decisions - distributed ownership allows more work to get done.
6. A manager's role is to
The document provides an overview of the culture guide for a company called Prognos. It discusses establishing a culture as the company scales to ensure decisions made align with the company's principles and values. The culture is meant to guide employees with autonomy and trust.
The summary defines key aspects of the company's culture, including living by its core values of being passionate, collaborative and lifelong learners. It also outlines the "Prognos World Order" which prioritizes the company's mission, clients, company and individual self. The culture aims to create an awesome team with amazing people who are high performers and help each other grow.
This document provides an overview of negotiation training offered by PSL. The training covers objectives, best practices, common mistakes, tactics, strategies, difficult situations and people, and ways to position for better outcomes. Attendees will learn practical tools, insights, and skills to improve performance, especially under pressure. PSL works with clients to build customized training that meets their specific business and people development goals.
Leadership and personality Trait managmentAntony Francis
This document provides information about leadership training. It defines leadership as empowering group members to work together toward a common goal or vision. It lists skills commonly possessed by leaders such as being committed to a vision, communicating effectively, and problem solving. It discusses traits of good leaders such as having the desire to lead, commitment to the organization's mission and vision, and integrity. It also covers different leadership styles like autocratic, democratic, bureaucratic, and charismatic leadership. Finally, it discusses how to lead teams effectively through approaches like delegating tasks and mentoring other members.
1) The document discusses building teams through organizational networking to reduce internal conflict and foster team development.
2) It argues that effective networking involves making connections between people known to the network members for mutual benefit, without expectation of personal gain.
3) Building strong teams requires understanding group dynamics, listening skills, and creating interdependence through respect, trust and cooperation between organizational members.
HR has historically demanded a seat at the executive table where strategic business decisions are made. Getting the seat and actively playing a strategic role in the success of the business are both challenges in their own right. As a former CHRO, Tim reveals what the role is really about and what it was like to be in the boardroom. Tim will share insights into the business skills a CHRO should have and the challenges HR must face and find flexible solutions for once it reaches the top of the leadership hierarchy.
Tim Savage, Former Chief Human Resource Officer, Jumeirah Group
The document discusses finding and using one's voice to inspire and lead others. It begins by outlining the pain of people feeling unfulfilled at work, and proposes the solution is transcending negative mindsets like ego and competitiveness. It then discusses discovering one's voice through gifts like free will and different types of intelligence. Expressing one's voice involves developing energy into vision, discipline, passion and conscience. The leadership challenge is enabling people to realize their potential by contributing their talents and passion. Leaders must model the four intelligences and empower others while holding them accountable. The document emphasizes the importance of trustworthiness, communication, and blending voices to find third alternatives. It discusses pathfinding a shared vision and executing through alignment,
Successful organizations require strong leadership, strategic planning, and a focus on quality. Leaders must set a clear vision and direction by defining the organization's mission, goals, and values. Strategic planning is essential to analyze the competitive environment, identify strengths and weaknesses, and develop innovative solutions. Effective communication, conflict resolution, and an emphasis on continuous learning and improvement also contribute to success. Overall, the document emphasizes that leadership, strategic thinking, and maintaining a positive culture are key principles for any organization to thrive.
The document outlines the culture guide of the company Prognos. It describes establishing a set of cultural values and principles to guide the company as it scales. The values include being collaborative, courageous, curious, enthusiastic, driven, and a superstar. Additional dimensions of the culture discussed are living by the values, having an "awesome team with amazing people," alignment and autonomy, and individual growth. The goal is to align the growing company around its cultural principles rather than implementing strict rules as it expands.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
82. We aim to have top notch people, so you are most likely not much better than the rest. If you still think so you probably have a personality disorder