Accelerated Evolution Consulting: describing why you would need to retain us to transform your business; the context and the purpose for your business transformation
This document introduces the 5M action framework for managing and leading change. The framework consists of 5 dimensions: Mindful and Mobilising (actions taken with awareness of complexity and mobilizing intelligence of others), Maps and Masks (planning while recognizing plans are hypotheses and adopting roles to influence others), and Mirrors and Reflection (creating feedback mechanisms while accepting unexpected outcomes). The framework is designed to help support change efforts by providing principles for planning, taking experimental action, and reflecting on results in a complex, uncertain environment where change is continuous and resistance can come from within.
My presentation to the 2012 50 Best Managed companies in Canada conference, on employee engagement. Please contact me if you want to learn more or have me take you through the presentation.
This document provides an overview of organizational culture and its impact on work behaviors. It discusses how culture comprises underlying beliefs developed through successful responses to past crises. An example of cultural beliefs in one organization is presented, and how those beliefs can lead to schizophrenic, unhelpful behaviors among managers and staff like rudeness, sycophancy, caution. The implications are that it is important to understand the existing culture and positive values around success, trust, empowerment in order to effectively manage people.
The document provides guidance on how to successfully change an organization's culture by outlining key steps based on Kotter's change model, including creating urgency for change, forming a coalition to lead the change effort, developing a clear vision for the new culture, communicating the vision, removing obstacles, creating short-term wins to build momentum, and anchoring the changes in the culture by highlighting exemplars. The overall message is that cultural change requires a strategic, long-term process of engaging employees and addressing resistance at each stage of implementation.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on workforce management strategies to sustain organizations through turbulent times. Sessions will cover succession planning, developing high-potential employees, evaluating the workforce, and creating strong employer brands. Attendees can earn up to 12 HRCI credits and 15 CPE credits. The summit aims to provide HR professionals with the tools to align succession plans with organizational goals and strengthen their organizations.
This document contains slides from a presentation on change leadership and change management. It discusses barriers to effective change, characteristics of effective change leaders, positioning change management and leadership, stakeholder analysis, change team roles, and change personas. Key points emphasized include the importance of leadership, clear vision and communication, addressing resistance, and engaging stakeholders in the change process. Soft skills like culture change and mindsets are identified as larger barriers than technical "hard skills".
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
This document introduces the 5M action framework for managing and leading change. The framework consists of 5 dimensions: Mindful and Mobilising (actions taken with awareness of complexity and mobilizing intelligence of others), Maps and Masks (planning while recognizing plans are hypotheses and adopting roles to influence others), and Mirrors and Reflection (creating feedback mechanisms while accepting unexpected outcomes). The framework is designed to help support change efforts by providing principles for planning, taking experimental action, and reflecting on results in a complex, uncertain environment where change is continuous and resistance can come from within.
My presentation to the 2012 50 Best Managed companies in Canada conference, on employee engagement. Please contact me if you want to learn more or have me take you through the presentation.
This document provides an overview of organizational culture and its impact on work behaviors. It discusses how culture comprises underlying beliefs developed through successful responses to past crises. An example of cultural beliefs in one organization is presented, and how those beliefs can lead to schizophrenic, unhelpful behaviors among managers and staff like rudeness, sycophancy, caution. The implications are that it is important to understand the existing culture and positive values around success, trust, empowerment in order to effectively manage people.
The document provides guidance on how to successfully change an organization's culture by outlining key steps based on Kotter's change model, including creating urgency for change, forming a coalition to lead the change effort, developing a clear vision for the new culture, communicating the vision, removing obstacles, creating short-term wins to build momentum, and anchoring the changes in the culture by highlighting exemplars. The overall message is that cultural change requires a strategic, long-term process of engaging employees and addressing resistance at each stage of implementation.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on workforce management strategies to sustain organizations through turbulent times. Sessions will cover succession planning, developing high-potential employees, evaluating the workforce, and creating strong employer brands. Attendees can earn up to 12 HRCI credits and 15 CPE credits. The summit aims to provide HR professionals with the tools to align succession plans with organizational goals and strengthen their organizations.
This document contains slides from a presentation on change leadership and change management. It discusses barriers to effective change, characteristics of effective change leaders, positioning change management and leadership, stakeholder analysis, change team roles, and change personas. Key points emphasized include the importance of leadership, clear vision and communication, addressing resistance, and engaging stakeholders in the change process. Soft skills like culture change and mindsets are identified as larger barriers than technical "hard skills".
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
The document summarizes a conference on restorative leadership and organizational change. It discusses key questions around what organizational change looks like on different levels and the challenges, barriers, and how to develop restorative leadership styles. It emphasizes the importance of relationships in change processes and outlines 5 key steps to building a restorative organization including establishing a strategy, research and evaluation, self-evaluation, performance management, and an implementation plan. Finally, it provides contact information for the Hull Centre for Restorative Practice.
Presentation on traditional organizations, their management and the way they cope with change. How can weaknesses in innovation, learning ability and cooperation be eliminated?
The document discusses how companies often respond poorly to change through reorganization, cost cutting, and working harder. It notes that this approach does not work and leads to demoralization. The presentation would coach leaders on gaining commitment to change, shifting paradigms, differentiating the company through customer service, developing an action plan, and communicating, coaching, and inspiring employees. Leaders are reminded that learning and adapting is essential to survive drastic change.
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
Leadership involves influencing others towards shared goals through serving as a model and stimulating employees. Leadership styles include autocratic, where the leader makes independent decisions, and democratic, where the leader involves employees in decision making. While autocratic leadership can result in quick, organized decisions, it can also lead to lack of creativity and resentment among employees. Effective leadership provides clear expectations and divides tasks to enhance professionalism.
This document provides information about speaking engagements and seminars led by Leandro Herrero in 2013. It lists several keynote speeches and seminar topics that Herrero can present on, which focus on topics like change management, leadership, innovation, and organizational transformation. It also describes multi-day executive leadership retreats that Herrero leads, which involve introspective exercises and discussions to develop participants' skills and mindsets as leaders. Contact information is provided for Lucy Marshall to inquire further about booking Herrero or his team for an event.
The Transpective Group Apqc Realizing Change March 2005 Houston TexasBob Elliott
This document discusses how an individual's behavior and an organization's culture can impact responses to change. It describes four main behavioral dimensions - dominance, influence, steadiness, and conscientiousness - and how each may approach and react to change differently. The document also provides tools to help understand how these behaviors interact with and are shaped by the environment. It aims to give organizations insights into how their "wiring" influences how they adapt to and implement changes.
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
The document discusses different types of teams and leadership approaches needed for teams to be effective, noting that teams are most successful when they have clear objectives, communication, membership criteria, defined roles and accountability, and leadership approach tailored to the task. While not every challenge requires a full team, understanding when to utilize discussion groups, single-leader units, or real teams can impact an organization's chances of success. Senior leaders play a key role in embracing strategic teaming and spreading these behaviors throughout an organization.
Systems thinking executive development programsSwipely
This document discusses tools and strategies for CEOs to develop leadership and strategic initiatives. It outlines modules for leadership development programs, including systems thinking principles, rational decision making, communication, and cultural sensitivity. The goal is to build a learning organization through developing productive relationships, rational decision making processes, and an organizational culture of excellence. An effective strategic model is also outlined that links philosophy, culture, mission, vision, strategy, planning and operations to achieve organizational goals.
The document discusses whole-scale organizational change techniques which are designed to engage an organization's combined knowledge and wisdom to meet challenges through participation. Key concepts include empowering people, using reality to drive change, creating a shared vision of the future, and enabling change in real time. It provides examples of how whole-scale change has been used successfully by organizations to plan strategically and manage change. The principles and outcomes of a whole-scale intervention at a manufacturing company in the 1990s are described, demonstrating paradigm-shifting cultural and performance results.
The document discusses leadership during times of crisis. It explains that crisis leadership has two phases: the emergency phase, where the goal is to stabilize the situation, and the adaptive phase, where the underlying issues are addressed and a new reality is established. Effective crisis leadership requires changing rules, reshaping organizations, and redefining jobs. It also discusses the need for leaders to foster adaptation, generate more leadership at lower levels, and take care of their own well-being during difficult times.
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
This document summarizes a presentation on leadership and management in an agile world. It discusses how the role of management has changed due to increased business volatility and the need for agility. Traditional management theories are over 100 years old and may not be suited for today's environment where the only constant is change. Agile approaches emphasize collaboration, continuous learning, and empowering self-managed teams. The presentation examines different leadership styles and how to create a culture supportive of agility through practices like sharing power, decentralizing decision-making, coaching teams, and focusing on customer value over compliance.
The document discusses leadership during times of crisis. It notes that after economic recessions, the mix of urgency, high stakes and uncertainty becomes the new normal. Crises merely set the stage for ongoing challenges. Effective crisis leadership has two phases - an emergency phase to stabilize the situation, and an adaptive phase to tackle the underlying causes and build capacity. Adaptive leaders do not "hunker down" but instead seize opportunities to "hit the reset button." The adaptive phase requires fostering adaptation, embracing disequilibrium, and generating leadership at all levels through experimentation. It also stresses the importance of leaders taking care of themselves by finding outlets to debrief, reflect and maintain perspective during difficult times.
Este documento presenta varios ejercicios relacionados con la planeación estratégica de una organización. Incluye instrucciones para realizar un análisis FODA, proponer acciones para convertir amenazas en oportunidades y debilidades en fortalezas, elaborar un plan estratégico con la filosofía, valores, visión, misión, objetivos, políticas y estrategias, y crear una gráfica de Gantt y un presupuesto de inversión. También incluye una autoevaluación sobre conceptos clave de planeación estr
Frits Van den Bosch Optiek & Contactlenscentrum werkt naast gestandariseerde oplossingen vooral met brilleglazen en contactlenzen op maat. Op die manier kan aan een grotere waaier van visuele problemen een gepaste oplossing geboden worden. (zie presentatie)
The document discusses the name "Backslash" for a collection of random thoughts and insights. Diane suggests changing the name to "Spark" but Kevin thinks "Backslash" is still a good name. Diane agrees to keep the name "Backslash". The document also includes several quotes and thoughts on various topics.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
The document summarizes a conference on restorative leadership and organizational change. It discusses key questions around what organizational change looks like on different levels and the challenges, barriers, and how to develop restorative leadership styles. It emphasizes the importance of relationships in change processes and outlines 5 key steps to building a restorative organization including establishing a strategy, research and evaluation, self-evaluation, performance management, and an implementation plan. Finally, it provides contact information for the Hull Centre for Restorative Practice.
Presentation on traditional organizations, their management and the way they cope with change. How can weaknesses in innovation, learning ability and cooperation be eliminated?
The document discusses how companies often respond poorly to change through reorganization, cost cutting, and working harder. It notes that this approach does not work and leads to demoralization. The presentation would coach leaders on gaining commitment to change, shifting paradigms, differentiating the company through customer service, developing an action plan, and communicating, coaching, and inspiring employees. Leaders are reminded that learning and adapting is essential to survive drastic change.
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
Leadership involves influencing others towards shared goals through serving as a model and stimulating employees. Leadership styles include autocratic, where the leader makes independent decisions, and democratic, where the leader involves employees in decision making. While autocratic leadership can result in quick, organized decisions, it can also lead to lack of creativity and resentment among employees. Effective leadership provides clear expectations and divides tasks to enhance professionalism.
This document provides information about speaking engagements and seminars led by Leandro Herrero in 2013. It lists several keynote speeches and seminar topics that Herrero can present on, which focus on topics like change management, leadership, innovation, and organizational transformation. It also describes multi-day executive leadership retreats that Herrero leads, which involve introspective exercises and discussions to develop participants' skills and mindsets as leaders. Contact information is provided for Lucy Marshall to inquire further about booking Herrero or his team for an event.
The Transpective Group Apqc Realizing Change March 2005 Houston TexasBob Elliott
This document discusses how an individual's behavior and an organization's culture can impact responses to change. It describes four main behavioral dimensions - dominance, influence, steadiness, and conscientiousness - and how each may approach and react to change differently. The document also provides tools to help understand how these behaviors interact with and are shaped by the environment. It aims to give organizations insights into how their "wiring" influences how they adapt to and implement changes.
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
The document discusses different types of teams and leadership approaches needed for teams to be effective, noting that teams are most successful when they have clear objectives, communication, membership criteria, defined roles and accountability, and leadership approach tailored to the task. While not every challenge requires a full team, understanding when to utilize discussion groups, single-leader units, or real teams can impact an organization's chances of success. Senior leaders play a key role in embracing strategic teaming and spreading these behaviors throughout an organization.
Systems thinking executive development programsSwipely
This document discusses tools and strategies for CEOs to develop leadership and strategic initiatives. It outlines modules for leadership development programs, including systems thinking principles, rational decision making, communication, and cultural sensitivity. The goal is to build a learning organization through developing productive relationships, rational decision making processes, and an organizational culture of excellence. An effective strategic model is also outlined that links philosophy, culture, mission, vision, strategy, planning and operations to achieve organizational goals.
The document discusses whole-scale organizational change techniques which are designed to engage an organization's combined knowledge and wisdom to meet challenges through participation. Key concepts include empowering people, using reality to drive change, creating a shared vision of the future, and enabling change in real time. It provides examples of how whole-scale change has been used successfully by organizations to plan strategically and manage change. The principles and outcomes of a whole-scale intervention at a manufacturing company in the 1990s are described, demonstrating paradigm-shifting cultural and performance results.
The document discusses leadership during times of crisis. It explains that crisis leadership has two phases: the emergency phase, where the goal is to stabilize the situation, and the adaptive phase, where the underlying issues are addressed and a new reality is established. Effective crisis leadership requires changing rules, reshaping organizations, and redefining jobs. It also discusses the need for leaders to foster adaptation, generate more leadership at lower levels, and take care of their own well-being during difficult times.
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
This document summarizes a presentation on leadership and management in an agile world. It discusses how the role of management has changed due to increased business volatility and the need for agility. Traditional management theories are over 100 years old and may not be suited for today's environment where the only constant is change. Agile approaches emphasize collaboration, continuous learning, and empowering self-managed teams. The presentation examines different leadership styles and how to create a culture supportive of agility through practices like sharing power, decentralizing decision-making, coaching teams, and focusing on customer value over compliance.
The document discusses leadership during times of crisis. It notes that after economic recessions, the mix of urgency, high stakes and uncertainty becomes the new normal. Crises merely set the stage for ongoing challenges. Effective crisis leadership has two phases - an emergency phase to stabilize the situation, and an adaptive phase to tackle the underlying causes and build capacity. Adaptive leaders do not "hunker down" but instead seize opportunities to "hit the reset button." The adaptive phase requires fostering adaptation, embracing disequilibrium, and generating leadership at all levels through experimentation. It also stresses the importance of leaders taking care of themselves by finding outlets to debrief, reflect and maintain perspective during difficult times.
Este documento presenta varios ejercicios relacionados con la planeación estratégica de una organización. Incluye instrucciones para realizar un análisis FODA, proponer acciones para convertir amenazas en oportunidades y debilidades en fortalezas, elaborar un plan estratégico con la filosofía, valores, visión, misión, objetivos, políticas y estrategias, y crear una gráfica de Gantt y un presupuesto de inversión. También incluye una autoevaluación sobre conceptos clave de planeación estr
Frits Van den Bosch Optiek & Contactlenscentrum werkt naast gestandariseerde oplossingen vooral met brilleglazen en contactlenzen op maat. Op die manier kan aan een grotere waaier van visuele problemen een gepaste oplossing geboden worden. (zie presentatie)
The document discusses the name "Backslash" for a collection of random thoughts and insights. Diane suggests changing the name to "Spark" but Kevin thinks "Backslash" is still a good name. Diane agrees to keep the name "Backslash". The document also includes several quotes and thoughts on various topics.
The document provides instructions for using the Diigo web annotation tool. It explains how to sign in to Diigo using a Google ID, how to create a group on Diigo, and how to use Diigo on the Firefox browser. It also provides examples of how to highlight text, add sticky notes with comments, and tag bookmarks with metadata like tags and labels. Finally, it gives instructions for an assignment to create a Diigo group and share news articles by highlighting parts, adding comments and notes, and tagging them.
This document discusses trends and challenges facing brands in 2020 and beyond, including increased connectivity, data sharing, transparency, and social/environmental responsibility. It emphasizes that brands must engage in dialogue rather than monologue, participate in conversations, be open and transparent, and focus on creating societal value in addition to profits. A new model of branding is introduced that evaluates brands based on their engagement, participation, advocacy and relationships with people.
This document defines phonology and phonetics and their roles in language learning. [1] Phonology describes how sounds function and are organized in a language to convey meaning, while phonetics studies the physical properties of speech sounds. [2] The document then provides examples of phonetic transcription and discusses phonological processes in connected speech. [3] Phonological processes refer to how the brain instructs the speech apparatus to pronounce words and segments, and how sounds can change in normal speech flow or over time according to phonological principles.
The document provides an overview of XBRL (eXtensible Business Reporting Language) including its definition, how it works, benefits, and the SEC mandate requiring public companies to tag their financial reports in XBRL format. It discusses the SEC timeline, reporting requirements, and lessons learned from the first few years of the mandate. It also outlines options for companies to outsource their XBRL implementation or do it in-house, and the key considerations for each approach.
TBWA was named the 2008 Global Agency of the Year by both Adweek and Ad Age magazines, recognizing its strong client relationships, growth, creative work, embrace of digital, and leadership transition. The network has fostered an inclusive and collaborative culture that has allowed it to operate effectively on behalf of clients like Visa and Pepsi. In addition, TBWA was awarded several other honors, including CEO Tom Carroll being named Executive of the Year and TBWA\Chiat\Day ranking 2nd on Ad Age's A-List of top agencies.
The document appears to be a series of advertisements for Standard Bank in South Africa. The ads promote connecting with the bank for opportunities and moving forward, and encourage donations to support education and healthcare programs. Standard Bank works with schools and orphanages across South Africa. The bank provides various financial services, including asset financing for equipment.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
TBWA creates brand behavior through disruptive ideas across media. With over 12,000 employees in 267 agencies across 77 countries, TBWA focuses on being one of the most creative companies in the world. TBWA is ranked in the top ten worldwide advertising agencies and was named international network of the decade by Advertising Age in 2010. TBWA is part of Omnicom Group and creates marketing solutions for global clients through its specialty divisions.
The document summarizes Naveen Jindal's leadership model and what qualities make him a Level 5 leader. The revised Jindal leadership model focuses on meritocracy, collaboration, integrity, ownership, and sustainable development. It emphasizes both professional will, demonstrated through unwavering resolve to produce the best long-term results, and personal humility, shown through compelling modesty and assigning credit to others for the company's success. Qualities of a leader include being a change agent, courageous, believing in people, being value-driven, a life-long learner, able to deal with complexity, a visionary. Naveen Jindal's leadership styles are described as transformational, transactional, democratic, correct
Leading In A Lean Six Sigma Environment.Short Version For Webjohnbesaw
This document discusses leading in a Lean Six Sigma environment. It emphasizes building a shared vision and culture of continuous improvement. The Lean Six Sigma approach promotes eliminating waste to improve processes and customer satisfaction. Leaders must actively support improvement efforts through training, communication, and modeling desired behaviors. Both hard systems and soft cultural aspects are important to fully implement this approach.
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
Topics covered at Agile Humans Days 2019: Sustainable Agile, a moral call to the Agile Community; Business agility; Culture change & consciousness; Running a business with a conscious mindset; Virtuous circles of value creation.
Agile NCR 2013-Tushar Soimya - Executives role in agileAgileNCR2013
Tushar Somaiya is an experienced agile coach and trainer who founded ShuHaRiAgile and CoachingDojo. He has over 13 years of IT experience and 6 years of agile experience. Through his training sessions and coaching, he helps teams and organizations become truly high performing by adopting agile and neuroscience-based approaches. He is certified in various agile frameworks and coaching methods. In this document, he discusses trends in business environments becoming more volatile, uncertain, and complex, and how organizations need to adapt through agility at both the strategic and cultural levels to thrive in such conditions.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
Peak Performance Spring 2012 By Sargia Partners (2)SARGIA Partners
The document discusses the importance of leadership agility for business success in today's environment of constant change. It highlights that while most executives believe agility is essential, most companies acknowledge they are not agile enough. The document also discusses differences in coaching and learning preferences between younger and older generations. Finally, it provides survey results finding that while organizations view agility as important, most rate their own agility as only moderate and see opportunities for improvement.
The document discusses the five integral disciplines for leading agile transformations:
1) Conscious Change - Taking a proactive, disciplined approach to organizational change.
2) Evolving Consciousness - Questioning assumptions and beliefs to evolve individual consciousness.
3) Evolving Product Innovation - Taking an organization-centric approach to product creation.
4) Evolving Systemic Complexity - Shifting organizational culture to create a hospitable environment for agility.
5) Evolving Adaptive Architectures - Designing organizational structures and policies that optimize flow.
The document discusses the five integral disciplines for leading agile transformations:
1) Conscious Change - Taking a proactive, disciplined approach to organizational change.
2) Evolving Consciousness - Evolving individual and organizational consciousness through leadership development.
3) Evolving Product Innovation - Taking an organization-centric approach to product creation that includes all stakeholders.
4) Evolving Systemic Complexity - Shifting organizational culture and mental models to create an environment for agility.
5) Evolving Adaptive Architectures - Designing organizational structures, governance, and policies that optimize flow and value creation.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
This document discusses innovation leadership and how leaders can foster innovation within their organizations. It makes three key points:
1. Innovation is crucial for organizations to adapt to today's uncertain environment, but traditional business thinking is not enough. Leaders need innovative thinking skills to solve complex problems.
2. These innovative thinking skills include paying attention, personalizing, imaging, serious play, collaborative inquiry, and crafting. Experimenting with these skills can help reframed challenges and develop a deeper understanding of customers.
3. For organizations to truly innovate, leaders must not only develop their own innovative thinking but also create an innovative culture where others can solve problems innovatively. This requires organizational encouragement of innovation and removing imped
The document discusses several key aspects of management. It emphasizes that management involves working with and through others to achieve organizational objectives in a changing environment. Effective management requires balancing effectiveness in achieving goals with efficiency in the use of limited resources. Managers must adapt to changes in the environment and anticipate new challenges. Strong interpersonal skills are important for managers to motivate employees and build cohesive teams. Formal education and practical experience are both valuable for developing management abilities.
This document provides an overview of an organization called Companions in Change Management. It presents their vision of helping organizations adapt and transform in today's complex environment through change management. Their mission is to offer strong human support and a guarantee of success to leaders managing development and transformation projects. The organization consists of a multi-faceted team with diverse skills and experiences in facilitating transformation processes, supporting technological innovation, aligning communications with change, and more. They utilize a systemic, emotional, and logical "SEL" framework to help clients master the complex change process.
An interim executive director can help nonprofits during leadership transitions. With over 30 years of experience in nonprofit management, Jeanne Allen provides interim executive director services to allow boards time to recruit a new permanent leader while immediately providing skilled leadership. Hiring an interim executive director allows an organization to better manage the transition and continue their mission, with research showing nonprofits emerge stronger from the process. Jeanne Allen has expertise in strategic planning, change management, and crucial questioning to help organizations during interim periods of up to 8 months.
An interim executive director can help nonprofits during leadership transitions. With over 30 years of experience in nonprofit management, Jeanne Allen provides interim executive director services to allow boards time to recruit a new permanent leader while immediately providing skilled leadership. Hiring an interim executive director allows an organization to better manage the transition and continue their mission, with research showing nonprofits emerge stronger from the process. Jeanne Allen has expertise in strategic planning, change management, and asking crucial questions to help lay the groundwork for a new executive's success.
The document discusses concepts related to organizational transformation and complexity. It begins by discussing the need for organizations to become complexity conscious and navigate an era of constant change. It emphasizes that complexity can be addressed through experimentation and an adaptive strategic approach. Additionally, it stresses the importance of team connection and developing a collaborative culture through improving team operating systems. Finally, it discusses the need for leadership to operate from an authentic place and engage in deep listening in order to effectively guide organizations through complex transformation.
Building exceptional boards of directors in growth stage technology businesse...Dave Litwiller
This document discusses building an effective board of directors for growth stage technology companies. It outlines three key aspects:
1) Choosing the right people for the board who are voracious learners, prepared, dedicate sufficient time, are competitively driven but balanced, optimistic yet skeptical, and tolerant of risk.
2) Advancing and renewing the board over time by developing a pipeline of talent, balancing CEO and outside director nominations, avoiding path dependency, conducting thorough reference checks, and finding independent thinkers.
3) Identifying underperforming directors who are sycophants, narrow-minded, unprepared, or have strong biases that hinder their effectiveness. Maintaining a high-performing
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
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𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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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.
2. To thrive in our rapidly changing
world, you need to lead the way
with sustain-agility
Sustain-agility is:
• Expanded strategic thinking that encompasses intuitive
knowing and rational analysis
• Swift, effective response to emerging conditions
• Robust decision-making in the face of uncertainty
• Eagerness for learning, innovating and creating new
opportunities
• Conscious intent for long-term viability
• Navigation of the interconnected, complex systems in
which we operate
sensing: awareness:
Create a vision that Where are you now? What is
excites and terrifies you – the brutal honesty of your
what do you really want? present circumstances?
reflection: mobilisation:
What happened and what How do you stop yourself
The accelerated evolution from moving to the front
can you learn about
yourself, others and the strategy process of your chair? What do you
system you are in? for sustain-agility tell yourself that you should
or should not be or do?
implementation: action:
In the midst of ‘getting What experiments can you
things done’, how do try that would move
you give your power away? you closer to your vision?
3. Where are you now and
where do you need to be?
Business as usual is insufficient to deliver the outcomes required
of us all. To thrive, individuals and organisations must develop
themselves to become resilient, have the capacity to adapt and
create a sustainable future.
Accelerated Evolution Consulting is an innovative strategy practice
that assists your organisation to respond with dynamic ongoing
effectiveness to the demands of our rapidly evolving world.
Use the diagram on these pages to self-assess.
security efficiency
conventional compliance
rational
delegation
process
entrepreneurship
hierarchy
4. accelerated evolution
takes your business from
under-performing and
risk-focused to responsive,
resilient and adaptive.
compassion
values relationship
relational democracy
achievement
partnership
improvement
5. legacy
ethical governance
wisdom
effectiveness
flexibility
sustain-agile resilience
dialogue
whole-systems-thinking
creativity
accelerated evolution: expertise
in the psychology of strategy
and business transformation
• We build your capability to think strategically from multiple relevant
perspectives and paradigms
• We skill you to be more effective and robust in your key business
relationships
• We support you to decide and act with courage and creativity in the
emerging environment
• We facilitate you to create immediate value through application of
your new strategic thinking and relationship skills in your business,
on your business
6. Our purpose is to leave
the world a better place
not merely to do no harm.
accelerated evolution
provides you with the
sustain-agility you need.
Contact accelerated evolution
to discuss how to create
sustain-agile strategy, more
adaptive capacity and
organisational resilience
Brent Sheridan Director
brent.sheridan@accelerated-evolution.com
+61 437 064 209
Michelle Bloom Director
michelle.bloom@accelerated-evolution.com
+61 402 741 616
Sabine Simmonds Director
sabine.simmonds@accelerated-evolution.com
+61 421 216 971
Philip Oldfield Director
philip.oldfield@accelerated-evolution.com
+61 418 119 749
acn. 139 459 073
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Sydney NSW 2001 Australia
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