The values driven organisation brazil may 2014 uk versionBarrett Academy
This is the English version of a presentation I will be doing to 800 HR professionals in Rio de Janeiro next week. I will also be launching The New Leadership Paradigm and The Values Driven Organisation in Portuguese.
Richard Barrett gave a speech on how to build, measure, and manage a values-driven organizational culture. He argues that sustainable brands need values-driven cultures and that the most successful organizations focus on meeting employees' basic needs and helping them find meaning in their work. Barrett outlines stages of psychological development and argues that employees are motivated by having their needs satisfied. Highly successful companies, like the best companies to work for, engage employees by focusing on their values and needs.
Mindfulness, values and global transformation v2Barrett Academy
This document discusses mindfulness and its role in developing a mindful society. It defines mindfulness as a self-development technique for cultivating present moment awareness of oneself. It asserts that mindfulness supports human development by facilitating personal mastery and soul activation. It contrasts the characteristics of a mindful society with those of a non-mindful society, noting that a mindful society focuses on continuous improvement, environmental protection, and shared values and vision. The document advocates for a new leadership paradigm focused on collaborative, values-driven decision making that considers the well-being of all citizens. It argues that practicing mindfulness is key to developing leaders who can support citizens' self-actualization and evolution of consciousness.
This document discusses the concepts of Evolutionary Coaching. It begins by outlining stages of psychological development and the primary motivations associated with each stage. It then discusses how a coach can help clients understand their own stage of development, identify secondary motivations stemming from unmet needs, and evaluate how supportive their surrounding cultures are. The goal of Evolutionary Coaching is to facilitate full self-actualization by addressing a client's primary motivations and releasing fears and beliefs holding them back from the next stage. Examples of assessment surveys are provided to help coaches and clients determine the client's stage of development and cultural influences.
WBECS Evolutionary coaching pre summit presentationBarrett Academy
The document introduces Evolutionary Coaching, which recognizes that individuals are on an evolutionary journey of psychological development. Coaches need to understand what stage a client is at to help with goals and challenges. Evolutionary Coaching provides context for a client's motivation and what may be blocking their progress. It describes the seven stages of development and their associated age ranges and needs. Later stages involve meeting growth needs rather than just basic needs. Unmet needs from earlier stages can prevent focusing on current needs. Coaches help clients overcome conditioning to discover their true selves and support development. The webinar will explain how to assess a client's stage and influences, and how to determine if their cultures help or hinder growth.
The values driven organisation brazil may 2015 v3Barrett Academy
This document contains the slides from a presentation on creating a values-driven organizational culture. Some key points:
- Values-driven cultures tend to be the most successful because they care about meeting employee and stakeholder needs.
- An organization's culture reflects its leadership's level of consciousness. Measuring culture through tools like a values survey can help manage it.
- Employees are motivated by having their psychological needs met at each stage of development. An organization's values should align with meeting these needs.
- Cultural entropy, or unnecessary work that doesn't add value, impacts employee engagement levels. Lower entropy leads to higher engagement.
- Building a values-driven culture involves assessing current values, prioritizing desired values
The values driven organisation brazil may 2014 uk versionBarrett Academy
This is the English version of a presentation I will be doing to 800 HR professionals in Rio de Janeiro next week. I will also be launching The New Leadership Paradigm and The Values Driven Organisation in Portuguese.
Richard Barrett gave a speech on how to build, measure, and manage a values-driven organizational culture. He argues that sustainable brands need values-driven cultures and that the most successful organizations focus on meeting employees' basic needs and helping them find meaning in their work. Barrett outlines stages of psychological development and argues that employees are motivated by having their needs satisfied. Highly successful companies, like the best companies to work for, engage employees by focusing on their values and needs.
Mindfulness, values and global transformation v2Barrett Academy
This document discusses mindfulness and its role in developing a mindful society. It defines mindfulness as a self-development technique for cultivating present moment awareness of oneself. It asserts that mindfulness supports human development by facilitating personal mastery and soul activation. It contrasts the characteristics of a mindful society with those of a non-mindful society, noting that a mindful society focuses on continuous improvement, environmental protection, and shared values and vision. The document advocates for a new leadership paradigm focused on collaborative, values-driven decision making that considers the well-being of all citizens. It argues that practicing mindfulness is key to developing leaders who can support citizens' self-actualization and evolution of consciousness.
This document discusses the concepts of Evolutionary Coaching. It begins by outlining stages of psychological development and the primary motivations associated with each stage. It then discusses how a coach can help clients understand their own stage of development, identify secondary motivations stemming from unmet needs, and evaluate how supportive their surrounding cultures are. The goal of Evolutionary Coaching is to facilitate full self-actualization by addressing a client's primary motivations and releasing fears and beliefs holding them back from the next stage. Examples of assessment surveys are provided to help coaches and clients determine the client's stage of development and cultural influences.
WBECS Evolutionary coaching pre summit presentationBarrett Academy
The document introduces Evolutionary Coaching, which recognizes that individuals are on an evolutionary journey of psychological development. Coaches need to understand what stage a client is at to help with goals and challenges. Evolutionary Coaching provides context for a client's motivation and what may be blocking their progress. It describes the seven stages of development and their associated age ranges and needs. Later stages involve meeting growth needs rather than just basic needs. Unmet needs from earlier stages can prevent focusing on current needs. Coaches help clients overcome conditioning to discover their true selves and support development. The webinar will explain how to assess a client's stage and influences, and how to determine if their cultures help or hinder growth.
The values driven organisation brazil may 2015 v3Barrett Academy
This document contains the slides from a presentation on creating a values-driven organizational culture. Some key points:
- Values-driven cultures tend to be the most successful because they care about meeting employee and stakeholder needs.
- An organization's culture reflects its leadership's level of consciousness. Measuring culture through tools like a values survey can help manage it.
- Employees are motivated by having their psychological needs met at each stage of development. An organization's values should align with meeting these needs.
- Cultural entropy, or unnecessary work that doesn't add value, impacts employee engagement levels. Lower entropy leads to higher engagement.
- Building a values-driven culture involves assessing current values, prioritizing desired values
We Don't Have Souls; We are Souls: Richard BarrettValuesCentre
The document describes Richard Barrett's resources for cultural transformation, including four blogs on topics like values-driven organizations and personal development. It also lists books on cultural transformation from 1968 to present available on websites like Amazon in various languages. The document outlines how to access presentations on cultural transformation from the Values Centre website. It provides contact information for help finding specific resources.
Agile Culture by Jasmina Nikolic and Suzanne DaigleAgile Humans
The document discusses how organizational culture can hinder the adoption of agile practices if the culture is not aligned with agile values. It provides several facts supporting this, such as that culture is more powerful than any other factor in an organization, and that implementing agile requires understanding and nurturing an agile mindset. It suggests approaches for changing culture, including using techniques like the World Cafe method to help teams discuss what agile culture means to them and what they can do to further an agile culture.
This chapter discusses organizational symbols and culture. It explains that symbols reveal and communicate an organization's culture through things like myths, values, visions, heroes, stories, rituals, and ceremonies. Culture provides a basic glue for organizations and is embodied in shared assumptions about how things are done. The chapter also discusses Hofstede's research on national culture dimensions and how understanding culture helps managers better understand and influence organizations.
This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.
Organizational behavior is the study of individual and group performance within an organization, looking at both internal and external perspectives. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill fundamental physiological needs first, and then progress through safety, social, esteem, and self-actualization needs. The theory describes physiological needs as those related to human survival and maintenance, safety and security needs as giving assurance of maintaining a given economic level, and self-actualization needs as fulfilling a person's mission in life.
The document discusses the concept of Evolutionary Coaching. Evolutionary Coaching recognizes that every individual is on an evolutionary journey of psychological development through common stages. A coach's role is to understand where their clients are on this journey in order to address goals and challenges appropriately. The document outlines the typical stages of psychological development from childhood through adulthood, and how an individual's primary motivations and needs change based on the stage they have reached. It also discusses how levels of consciousness and cultural world views influence development. The overall aim of Evolutionary Coaching is to help clients progress by addressing internal and external factors that may be preventing their evolution.
This document discusses organizational culture. It defines organizational culture as the ideas, customs, and social behavior within a particular organization. Organizational culture is formed through the philosophies of founders and top management, socialization of new members, and selection processes. Culture exists on three levels - visible artifacts, espoused values, and basic underlying assumptions. Culture provides unity, loyalty, competition, direction, and identity. It is important for building healthy relationships and extracting the best from team members. The key to creating culture is to treat staff how you want to be treated through living the values, defining and documenting them, teaching them, measuring them, and rewarding behaviors that support the culture.
This presentation provides a framework for leadership development within Surf Life Saving Australia (SLSA) and examples of their leadership programs. It discusses that leadership begins with self-leadership and an understanding of oneself. SLSA uses a multi-level approach to develop leadership skills from the club to state to national levels. Their programs focus on building skills like emotional intelligence, management abilities, and developing future leaders.
Organizational Culture: A Key to SuccessKrzysztof Ras
The document discusses how organizational culture is important for success. It defines organizational culture as shared beliefs, values, and norms that guide how an organization operates. Surveys found that most leaders see culture as a competitive advantage but only 10% succeed in changing culture. The document provides tips for establishing a strong culture such as defining standards, demonstrating standards, and demanding standards. It also discusses hiring for cultural fit.
culture and organizational change - important insights from Edgar ScheinNiki Anandi Koulouri
This document discusses organizational culture and change based on insights from Edgar Schein. It summarizes findings from Gallup that 7 in 10 employees are disengaged globally due to poor organizational cultures. A 2013 survey found that while 84% of executives believe culture is critical to success, only 35% think their culture is effectively managed. Schein's model of organizational culture identifies artifacts, espoused values, and basic underlying assumptions. Key insights from Schein are that culture determines strategy, leaders manage culture, culture matters most during problems, and changing culture creates learning anxiety that must be reduced. The document provides exercises to explore an organization's culture.
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
This document discusses organizational culture and leadership culture within credit unions. It begins by explaining that determining the type of culture a credit union aims to foster can be challenging for CEOs and board leaders. The document then explores what organizational culture means, how leaders can shape or change a culture, and 10 key elements that can build an effective boardroom culture, such as commitment to engagement, fostering teamwork, and building curiosity.
A masterclass in evolutionary coaching handoutBarrett Academy
This document provides an overview of a workshop on evolutionary coaching. It discusses what evolutionary coaching is, how it differs from normal coaching, and tools that can be used for evolutionary coaching. The workshop will address what evolutionary coaching is, stages of psychological development, and coaching tools like the Individual Values Assessment and Leadership Values Assessment. It also contrasts performance coaching with evolutionary coaching, which aims to help clients progress through stages of human emergence rather than just improve skills. The document outlines the workshop content and includes diagrams about psychological development stages, cultural evolution, and how values differ across development levels.
1. The document discusses organizational culture and how to lead culture change. It defines culture as the actions, behaviors and beliefs within an organization.
2. High-impact cultures produce direction, alignment and commitment - widespread agreement on goals, coordinated effort to achieve goals, and sustained passion to reach goals.
3. Creating a high-impact culture requires everyone playing a role, with senior leaders stepping up to change themselves and the culture, and informal leaders spreading the culture in their areas.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
Why care about your organisational culture v.1.2Alex Gray
This document discusses the importance of organizational culture and provides tips for assessing and changing culture. It begins by introducing the topic of organizational culture and noting that culture can help or hinder work. It then provides strategies for making a culture more visible, implementing feedback loops to continually assess and adjust the culture, and emphasizes that leadership plays a key role in shaping culture. The document stresses that culture is difficult to change but provides approaches to start influencing culture in a positive direction.
Perry Riggs presented on the power of organizational culture in transformation. He discussed two premises: that culture eats strategy, and that culture can be changed in a managed way. Riggs explored definitions of culture and different approaches to cultural change, including focusing on individuals, teams, and the entire enterprise. He highlighted that cultural transformation is a "wicked problem" that requires engaging the organization through dialogue to find solutions.
This document discusses creating a values-driven organizational culture. It begins by defining values and explaining that they reflect our individual and collective motivations. Values can be positive, like trust and honesty, or potentially limiting, like power-seeking. Our values stem from the needs of our current psychological development stage and any past unmet needs. The document then outlines seven stages of psychological development and the corresponding primary motivations and needs at each stage. It argues that a values-driven culture is most successful because it cares about meeting the needs of employees and all stakeholders. Building such a culture involves measuring an organization's current values, mapping its "cultural DNA", and transforming leadership consciousness.
This document outlines the table of contents for a paper on organizational culture and leadership. The document covers topics such as the influence of leaders on culture, how culture is created, characteristics of organizational culture, how culture affects leadership, and the importance of trust and leadership in culture. It also compares traditional American and Indian leadership styles and discusses how culture shapes leadership and vice versa.
We Don't Have Souls; We are Souls: Richard BarrettValuesCentre
The document describes Richard Barrett's resources for cultural transformation, including four blogs on topics like values-driven organizations and personal development. It also lists books on cultural transformation from 1968 to present available on websites like Amazon in various languages. The document outlines how to access presentations on cultural transformation from the Values Centre website. It provides contact information for help finding specific resources.
Agile Culture by Jasmina Nikolic and Suzanne DaigleAgile Humans
The document discusses how organizational culture can hinder the adoption of agile practices if the culture is not aligned with agile values. It provides several facts supporting this, such as that culture is more powerful than any other factor in an organization, and that implementing agile requires understanding and nurturing an agile mindset. It suggests approaches for changing culture, including using techniques like the World Cafe method to help teams discuss what agile culture means to them and what they can do to further an agile culture.
This chapter discusses organizational symbols and culture. It explains that symbols reveal and communicate an organization's culture through things like myths, values, visions, heroes, stories, rituals, and ceremonies. Culture provides a basic glue for organizations and is embodied in shared assumptions about how things are done. The chapter also discusses Hofstede's research on national culture dimensions and how understanding culture helps managers better understand and influence organizations.
This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.
Organizational behavior is the study of individual and group performance within an organization, looking at both internal and external perspectives. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill fundamental physiological needs first, and then progress through safety, social, esteem, and self-actualization needs. The theory describes physiological needs as those related to human survival and maintenance, safety and security needs as giving assurance of maintaining a given economic level, and self-actualization needs as fulfilling a person's mission in life.
The document discusses the concept of Evolutionary Coaching. Evolutionary Coaching recognizes that every individual is on an evolutionary journey of psychological development through common stages. A coach's role is to understand where their clients are on this journey in order to address goals and challenges appropriately. The document outlines the typical stages of psychological development from childhood through adulthood, and how an individual's primary motivations and needs change based on the stage they have reached. It also discusses how levels of consciousness and cultural world views influence development. The overall aim of Evolutionary Coaching is to help clients progress by addressing internal and external factors that may be preventing their evolution.
This document discusses organizational culture. It defines organizational culture as the ideas, customs, and social behavior within a particular organization. Organizational culture is formed through the philosophies of founders and top management, socialization of new members, and selection processes. Culture exists on three levels - visible artifacts, espoused values, and basic underlying assumptions. Culture provides unity, loyalty, competition, direction, and identity. It is important for building healthy relationships and extracting the best from team members. The key to creating culture is to treat staff how you want to be treated through living the values, defining and documenting them, teaching them, measuring them, and rewarding behaviors that support the culture.
This presentation provides a framework for leadership development within Surf Life Saving Australia (SLSA) and examples of their leadership programs. It discusses that leadership begins with self-leadership and an understanding of oneself. SLSA uses a multi-level approach to develop leadership skills from the club to state to national levels. Their programs focus on building skills like emotional intelligence, management abilities, and developing future leaders.
Organizational Culture: A Key to SuccessKrzysztof Ras
The document discusses how organizational culture is important for success. It defines organizational culture as shared beliefs, values, and norms that guide how an organization operates. Surveys found that most leaders see culture as a competitive advantage but only 10% succeed in changing culture. The document provides tips for establishing a strong culture such as defining standards, demonstrating standards, and demanding standards. It also discusses hiring for cultural fit.
culture and organizational change - important insights from Edgar ScheinNiki Anandi Koulouri
This document discusses organizational culture and change based on insights from Edgar Schein. It summarizes findings from Gallup that 7 in 10 employees are disengaged globally due to poor organizational cultures. A 2013 survey found that while 84% of executives believe culture is critical to success, only 35% think their culture is effectively managed. Schein's model of organizational culture identifies artifacts, espoused values, and basic underlying assumptions. Key insights from Schein are that culture determines strategy, leaders manage culture, culture matters most during problems, and changing culture creates learning anxiety that must be reduced. The document provides exercises to explore an organization's culture.
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
This document discusses organizational culture and leadership culture within credit unions. It begins by explaining that determining the type of culture a credit union aims to foster can be challenging for CEOs and board leaders. The document then explores what organizational culture means, how leaders can shape or change a culture, and 10 key elements that can build an effective boardroom culture, such as commitment to engagement, fostering teamwork, and building curiosity.
A masterclass in evolutionary coaching handoutBarrett Academy
This document provides an overview of a workshop on evolutionary coaching. It discusses what evolutionary coaching is, how it differs from normal coaching, and tools that can be used for evolutionary coaching. The workshop will address what evolutionary coaching is, stages of psychological development, and coaching tools like the Individual Values Assessment and Leadership Values Assessment. It also contrasts performance coaching with evolutionary coaching, which aims to help clients progress through stages of human emergence rather than just improve skills. The document outlines the workshop content and includes diagrams about psychological development stages, cultural evolution, and how values differ across development levels.
1. The document discusses organizational culture and how to lead culture change. It defines culture as the actions, behaviors and beliefs within an organization.
2. High-impact cultures produce direction, alignment and commitment - widespread agreement on goals, coordinated effort to achieve goals, and sustained passion to reach goals.
3. Creating a high-impact culture requires everyone playing a role, with senior leaders stepping up to change themselves and the culture, and informal leaders spreading the culture in their areas.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
Why care about your organisational culture v.1.2Alex Gray
This document discusses the importance of organizational culture and provides tips for assessing and changing culture. It begins by introducing the topic of organizational culture and noting that culture can help or hinder work. It then provides strategies for making a culture more visible, implementing feedback loops to continually assess and adjust the culture, and emphasizes that leadership plays a key role in shaping culture. The document stresses that culture is difficult to change but provides approaches to start influencing culture in a positive direction.
Perry Riggs presented on the power of organizational culture in transformation. He discussed two premises: that culture eats strategy, and that culture can be changed in a managed way. Riggs explored definitions of culture and different approaches to cultural change, including focusing on individuals, teams, and the entire enterprise. He highlighted that cultural transformation is a "wicked problem" that requires engaging the organization through dialogue to find solutions.
This document discusses creating a values-driven organizational culture. It begins by defining values and explaining that they reflect our individual and collective motivations. Values can be positive, like trust and honesty, or potentially limiting, like power-seeking. Our values stem from the needs of our current psychological development stage and any past unmet needs. The document then outlines seven stages of psychological development and the corresponding primary motivations and needs at each stage. It argues that a values-driven culture is most successful because it cares about meeting the needs of employees and all stakeholders. Building such a culture involves measuring an organization's current values, mapping its "cultural DNA", and transforming leadership consciousness.
This document outlines the table of contents for a paper on organizational culture and leadership. The document covers topics such as the influence of leaders on culture, how culture is created, characteristics of organizational culture, how culture affects leadership, and the importance of trust and leadership in culture. It also compares traditional American and Indian leadership styles and discusses how culture shapes leadership and vice versa.
This document discusses how to create and sustain an organizational culture. It identifies that organizational culture is shaped by selection of employees, actions of top management, and socialization of new employees. The key components of a sustainable culture are a shared purpose, compelling vision, core values, and traditions. A case study outlines five steps to shape culture: aligning culture and strategy, focusing on critical behavioral shifts, honoring existing strengths, integrating formal and informal interventions, and measuring cultural evolution. An example of Google's culture emphasizes how it strives to maintain an open startup culture through weekly meetings, office design, and employee diversity and interests.
Measuring Culture Change: Understanding Cultural and Systems-change Dimension...Sustainable Brands
This document discusses measuring and transforming organizational culture. It begins by defining culture as the values, beliefs, and behaviors reflected by organizational leaders. Four dimensions of leadership/energy are identified: physical, emotional, intellectual, and spiritual.
Values are described as shorthand for individual and collective motivations. Both positive values like trust and potentially limiting values like power are discussed. Stages of personal and organizational leadership development moving from self to team to larger organization are presented.
The document then outlines tools for measuring and mapping organizational culture, including identifying the distribution of values across seven levels of consciousness from survival to service. Case studies apply these tools to analyze current and desired cultures. Finally, approaches for shifting culture through personal and systemic transformation are
The document discusses organizational culture and cultural transformation in the context of adopting Agile practices. It provides definitions of organizational culture and describes common challenges to cultural transformation, such as diversity, traps like "Agile myopia", and conflicts between individual and team priorities. The document advocates building a good culture through understanding the current culture, recognition programs, encouraging innovation, valuing relationships and trust. It references models for managing cultural change like Kotter's 8 steps and Management 3.0.
Cultural transformation in Agile Projectschotachakri
The document discusses organizational culture and cultural transformation in the context of adopting Agile practices. It provides definitions of organizational culture and describes some common challenges to cultural transformation, such as diversity, traps like "Agile myopia", and cultural conflicts. It then offers suggestions for building a good culture, including understanding the current culture, recognition programs, encouraging innovation, and emphasizing relationships and trust. The Kotter change model and Management 3.0 model are also referenced in relation to transforming culture.
Is the pyramid working ? what kind of organizations is providing autonomy, innovation, engagement ? How to transform current leadership values and organizational structures into situational leaders with organic decision making.
Organizational culture has been identified as a mediating variable in this study. There are many
terms used by different researchers to denote organizational culture. Similarly, there are many
definitions of organizational culture. This report mainly focuses on Organization Culture and
Behavior on Chaudhary Group, a leading company based in Nepal. The report gives
information based on analysis of workplace culture in Chaudhary Group, how they deal with
the positive and negative impacts of organization culture prevalent in the company, followed
by the conclusion including challenges that the company will face in the time to come.
Based on study and findings from various sources, culture at CG includes areas like creating
value for customers, nation, entrepreneurship, humility, etc. that play vital roles in causing
positive and negative impact and how CG behaves within and outside the company. Overall,
there are many positive as well as negative impacts that affect how the CG operates.
All in all, we can say that CG has its own strengths, weaknesses, opportunities and threats that
are determined by CG culture.
Agile Gurugram 2016 | Conference | What's your Cultural DNA ? - A Talk by Lal...AgileNetwork
The document discusses organizational culture and cultural transformation in the context of adopting Agile practices. It provides definitions of organizational culture and describes some common challenges to cultural transformation, such as diversity, traps like "Agile myopia", and conflicts. The rest of the document offers suggestions on building a good culture, including using Kotter's change model and Management 3.0 principles. It emphasizes the importance of leadership, vision, and team in cultural transformation.
Organizational communication (chapter 5)HelvieMason
1) Organizational culture refers to the shared assumptions, values, and beliefs that guide behavior and provide meaning within an organization. It is communicated through stories, language, rituals and other symbolic elements.
2) Organizational culture is intangible but is reflected in tangible elements like dress code. It affects human behavior by providing frameworks for how members interpret events.
3) An organization's culture involves values, symbolic elements, interactive elements like rituals, contextual elements from its history/location, and role elements like heroes and outlaws. Culture shapes behavior more than managers can change it.
Similar to ACB presentation on spiral dynamics (20)
Business transformation trends and smart methodologyParticipium
The document discusses business transformation trends for 2020 and beyond, focusing on three dimensions: the business environment, time horizon, and key business themes. It examines the challenge of balancing exploration and exploitation through ambidexterity at both the leadership and organizational structure levels. The document also provides questions and considerations for organizations undergoing transformation to help scope needs, model approaches, activate plans, review progress, and tweak strategies over time.
Lean Startup is alive and kicking ! In this presentation, we look at the trends that started in 2016 and will pursue in 2017. This presentation was given on the occasion of the Lean Startup Belgium #LEANSTARTUPBE New Year's drink
FI Presentation on Lean Startup by Carl Danneels Plethon Feb24 2015Participium
Carl Danneels gave a presentation on Lean Startup methodology. Some key points included:
- Lean Startup is a method for developing businesses and products based on iterative experimentation and validated learning.
- The Business Model Canvas is a template used to develop and document business models.
- Startups should "fail fast, fail quick, fail often" through minimum viable product testing to validate hypotheses.
- Metrics should focus on "pirate metrics" like activation rate rather than "vanity metrics" like downloads.
- A case study was presented on developing sustainable apartments by iteratively testing business model hypotheses.
FI Presentation on Lean Startup by Carl Danneels Plethon Feb24 2015Participium
Carl Danneels gave a presentation on Lean Startup methodology. Some key points included:
- Lean Startup is a method for developing businesses and products based on iterative experimentation and validated learning.
- The Business Model Canvas is a template used to develop and document business models by outlining key elements like value proposition and finances.
- Startups have a high failure rate, so the Lean Canvas and frequent testing of business hypotheses is important to "fail fast" and pivot the business model as needed.
- Case studies of startups were presented to illustrate lessons learned, such as ensuring there is customer demand before building a product.
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
This document discusses several important concepts and skills including open-mindedness, self-discipline and structure, patience, learning, respect, trust, risk awareness, harmony, and working with Summer Wincentive Plethon Consulting.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
1. How to use Spiral Dynamics
to tackle cultural issues
BRUSSELS, AGILE CONSORTIUM
Feb 6th, 2020
2. “Organizational Culture is at
odds will Agile Values”
Source : “The State of Agile Report 2019” (Version One)
#1 challenge experienced when
adopting and scaling Agile :
3. Our talking points :
3
Agile/Lean Values
vs. Value Systems
How Values drive
Behaviour, Culture
and Structure
Transforming – the
Smart Way (using
Spiral Dynamics)
5. “Organizational Culture
is at odds will Agile Values”
5
“Our current organizational Culture reflects
the dominant Value System of our Leaders”.
“The dominant Value System of our Leaders
is at odds with Agile/Lean Values”
8. I fill out my personal development plan because...
…my colleagues do it and I want to belong to the team
…if I do it right I get a raise
… my boss tells me to do so
…I helps me to be successful and make a career
…I like to work on my own development
… it helps me to contribute to the purpose of our organization
10. A bit of history on Spiral Dynamics
Dr. Don E. Beck Chris C. Cowan Fréderic LalouxClare Graves
Reinventing
Organizations
(2015)
Hierarchy
of Needs (1943)
30 Years
of Research
(‘52-’86)
Spiral Dynamics
(‘75-’96)
Abraham Maslow
19. assessments
19
Personal Values
What values are people
driven by?
Personal values report
and group profile
Change
How do people fit into
their life / workplace?
Personal change report
and group profile
Culture & Structure
What values drive the
current culture? What
change is desired?
Personal culture report
and group profile
20. People are forced to adopt the
values of the organization
Values Alignment vs. Values Design
The organization utilizes the
qualities of the variety of
values that drive the people
21. 21
STEP 1. Personal Profile : Acceptance & Rejection
AGILE VALUES
INFORMAL AUTOCRATIC HIERARCHICAL RESULT
ORIENTED
EGALITARIAN ORGANIC
AcceptanceRejection
22. 22
STEP 2: Personal Profile : Balance & Bias
AGILE VALUES AGILE VALUES
Under pressure Aspiration
SELF (48%) GROUP (52%)
23. 23
Personal Profile
Culture Profile Structure Profile
STEP 3 :
Current
Culture
& Structure
INFORMAL AUTOCRATIC HIERARCHICAL RESULT
ORIENTED
EGALITARIAN ORGANIC
MVP1 : NON-PROFIT WITH
MORE SELF-ORGANIZATION
Boundary Conditions
24. Structure
Current Desired
STEP 4 :
Desired
Future
MVP2 : FOR-PROFIT,
RESULT ORIENTED
Boundary Conditions
(Group) Personal Profile
26. Change profile
Measures harmony or friction between person and life
conditions
Indicates changes between value systems
26
STEP 5 :
Evolve/Empathise
27. 27
ACCEPTANCE
& REJECTION
MAPPING OF
VALUES
BALANCE &
BIAS
CURRENT
CULTURE &
STRUCTURE
DESIRED
FUTURE INCL.
BOUNDARY
CONDITIONS
EVOLUTION
AND
EMPLOYEE
CHALLENGES
The ABC of Cultural Transformation,
Driven by Employee Engagement
29. Key take-aways
29
Think of Value
Systems instead of
Values
Integral Change
includes Values,
Behaviour, Culture
& Structure
Co-design the
desired Culture &
Structure with your
team