Agile Führung: Wir wissen nicht was wir tun. ALN16
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Eingesprungen für einen ausgefallenen Vortrag. Wenn wir wollen, dass Mitarbeiter Verantwortung übernehmen, muss diese jemand abgeben. Solange wir Chefs mit dem Anspruch betrachten, dass sie alles wissen, werden Unternehmen sich nicht wandeln.
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AgileTransitionDay: Wer ist Agilität und wenn ja, wie viele?
Agil ist ein Weg, kein Ziel oder Zustand. In unserer sich immer schneller verändernden Welt werden Überraschungen immer häufiger. Wir haben die Wahl: Wir können darunter leiden. Zerbrechen wir daran? Wachsen wir damit? Oder sind es wir, die überraschen?
Welche Faktoren sind neben der Agilität entscheidend, um den Wandel nicht nur zu überleben, zu durchwachsen, sondern auch zu gestalten und zu treiben?
Olaf nimmt uns mit auf eine Reise vom Manifesto – mit dem manches begann – hin zu einem frischen, gelassenen und selbstbewussten Blick auf nachhaltig erfolgreiche Unternehmen von morgen.
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Vermutlich ist genau in diesem Moment irgendwo ein agiles Team dabei, sich in einer Retrospektive zu optimieren. Auch auf dieser Konferenz werden wir über unsere agilen Ideen diskutieren und vielleicht manchmal sogar ein kleines Streitgespräch über die „richtige“ Auslegung der agilen Grundprinzipien führen.
Laufen wir „Agilisten“ bei all der Selbstreflektion vielleicht manchmal Gefahr, den Blick über den Tellerrand zu vergessen?
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Udo Wiegärtner begibt sich auf die Suche nach der Agilität, die, frei nach Akte X, „irgendwo da draußen“ sein könnte.
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We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
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A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. we are powerful beings, able to make good decisions.
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Agil ist ein Weg, kein Ziel oder Zustand. In unserer sich immer schneller verändernden Welt werden Überraschungen immer häufiger. Wir haben die Wahl: Wir können darunter leiden. Zerbrechen wir daran? Wachsen wir damit? Oder sind es wir, die überraschen?
Welche Faktoren sind neben der Agilität entscheidend, um den Wandel nicht nur zu überleben, zu durchwachsen, sondern auch zu gestalten und zu treiben?
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Laufen wir „Agilisten“ bei all der Selbstreflektion vielleicht manchmal Gefahr, den Blick über den Tellerrand zu vergessen?
Wie schafft es eigentlich der Rest der Welt, der noch nie vom agilen Manifest gehört hat, Projekte zu meistern? Eigentlich sollte das doch gar nicht möglich sein, oder?
Udo Wiegärtner begibt sich auf die Suche nach der Agilität, die, frei nach Akte X, „irgendwo da draußen“ sein könnte.
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Polarities, balance and integration.
Leadership, acceptance and compassion.
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In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe. Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
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A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. we are powerful beings, able to make good decisions.
Agility. challenging how we do things by focusing on why we do them.
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- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
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A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. We are powerful beings, able to make good decisions.
Agility. challenging how we do things by focusing on why we do them.
Presence. letting go of anger and guilt from the past and anxiety of the future.
Courage in the face of uncertainty and ambiguity.
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- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
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A clear sense of purpose (we know what we want).
Freedom. We are powerful beings, able to make good decisions.
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Presence. letting go of anger and guilt from the past and anxiety of the future.
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Let’s pause. Pauses are powerful elements of music - let’s use one to calm down our minds. Connect to our senses and contexts and to what we really want.
Then we continue to play. Dissonance and harmony, tension and resolution, leadership and work. Trust. Respect. Openness. Courage. Focus. Commitment.
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How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don’t like?
In this talk, you’ll reflect on and decide how you want to show up and make progress – or lead towards progress – in these difficult and ambiguous times.
School of Product Ownership: Own Your Product as if it Mattered
What difference do you want your product to make?
What difference does you owning it make?
What kind of value do you create for the stakeholders?
How is your product making the world a better place for your grandkids?
How are you catalysing learning in your product organisation?
How do you integrate value creation, learning, and fun when developing your product?
Some of these questions have more obvious answers than others. Olaf will guide you through these and more so that you gain clarity in why you own your product the way you do - and how you may want to change it. It’s all about the difference you want to make.
Intention is everything. Ignorance may kill you.
Leading with/in Tension Agile in the City Bristol
Movement and drive come from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before.
Everything changes. We change where we are going, what we are doing, how we are working - and the only things we can rely on are relationships - with the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do we lead with (or in) tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like?
In this session, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
Leading with/in Tension - Agile Prague
Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before.
Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships - the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like?
In this talk, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
Agile Day Riga: How does a Technical Guy become an agile Leader?
Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader. Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change? In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.
Agile Serbia 2018 - How does a technical guy become an agile leader?
Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader.
Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change?
Olaf Lewitz is a speaker on the Epic stage at the 3rd Agile Serbia Conference. In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.
Organisational Neurobiology and Fitness - Agile 2017
Come and join us: we will explore new ideas with holistic learning methods to inspire organizational learning with recent findings from neurobiological research.
When humans want to improve their well-being and health, we exercise, meditate, choose a good diet … Why don’t we improve organizations in similar ways? And what would that look like?
New organizational development methods see organizations as living beings, organisms. Organizations show patterns of stress, trauma, addiction like human beings. We know from neurobiological research how integration helps the brain to heal - what would mental integration look like in organizations?
Learning requires integration too: insights and models from different domains, diverse knowledge and experience from different minds at the table. In this session you’ll experience how this integration can happen effectively, and with a lot of fun. We will facilitate deep exchange and produce inspiring results - all of us will learn in this session!
Agile World - Surprisability
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
Surprisability (Agile in the City)
A new version with an awareness-building, silent introduction.
“We rock when we’re rocked!”. Mindful, successful, messy, elegant, free and full of joy.
A new aspiration for great organisations: to be able to grow from surprises, to rise strong from falling. Daring and brave, we surprise others.
This keynote is about creating organisations that keep their competition awake at night while their people are enjoying making ever new waves.
Surprisability is a pragmatic, actionable and positive reframe of Taleb’s idea of anti-fragility.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety, yet more creativity, serendipity and fun.
I will take you through the organisational capabilities that increase surprisability:
- a clear sense of identity (we know who we are)
- a clear sense of purpose (we know what we want)
- freedom: we are powerful beings, able to make good decisions
- agility: challenging how we do things by focusing on why we do them
- presence: letting go of anger and guilt from the past and anxiety about the future
- courage in the face of uncertainty and ambiguity
Booster Partners - How to Liberate Organisations
What does it mean to create an agile organisation? How do we liberate ourselves from the prevalent, paternalistic paradigm of organising work?
Surprisability - Agile Prague Sept 2016
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
Integral Quality ATAGTR16
Testers have talent, intuition and skills for challenging systems, and the assumptions and expectations driving those systems.
Let's apply those skills outside software and change our organisations and change the world!
Change starts with me.
Wie Visualisierungen uns die Augen Öffnen OOP 2016
Visualisierungen helfen uns, im Alltag dort hinzuschauen, wo wir sonst etwas übersehen, wir uns unsicher fühlen oder wo es wehtut. Visualisierung sehen wir alle, und gemeinsam sind wir mutiger und aufmerksamer! Warum sind Visualisierungen effektiv? Welche Tools sind für welche Situationen geeignet? Wir stellen verschiedene Werkzeuge und Tools vor, die ein gemeinsames Handlungsbewusstsein erzeugen. Wir machen uns bewusst, was gute Visualisierungen in unserem Geist bewirken. Einige davon probieren wir gleich aus.
Wir benutzen im agilen Umfeld so viele Visualisierungen und reden auch prominent von der Wichtigkeit von "Information Radiators" - wenigen ist klar, warum das eigentlich so wichtig ist. Wir sind kürzlich über die Information gestolpert, dass unser visueller Kortex (weil er evolutionär viele Millionen Jahre älter ist und die Natur Zeit zum Optimieren hatte) um Größenordnungen schneller und energiesparender im Zugriff ist als unser Sprachzentrum. Das hat uns neugierig gemacht, und wir haben uns mit der Neurobiologie von Individuen und Gruppen näher beschäftigt.
Unsere Erkenntnisse erklären, warum bestimmte agile (oder auch klassische wie Modellierung am Whiteboard) Visualisierungen hilfreich sind. Mit diesem Wissen steigt die Motivation, Visualisierungen im Alltag einzusetzen. Die Teilnehmer können diese Methoden gezielter anwenden und verbessern.
Physics of Trust OOP 2016
Trust is a subjective quality of a situation. It’s messy, situational and contextual. How can we make sense of it? How can we improve it? And: what impact would that have? Take away practical answers to these questions. Olaf boldly labeled himself the Trust Artist three years ago, starting a journey of curious discovery while helping to increase trust and confidence in people and systems. Now he’s ready to share what he’s learned. Integrating common sense, neurobiology and complexity science, experience how to work with trust.
Trust is often explained as something hard to build and easy to lose. I have found a more helpful perspective. We always have trust: I may trust you to do as you say, or trust you to lie to me - both are qualities of a situation and a relationship.
I will explore the different variants of trust in my talk that are relevant in business:
Confidence and how that effects choices we make, how we show up, how much of our creative potential we bring to work.
How culture can encourage confidence or dampen it, and how leadership choices set examples and boundaries for the choices of others.
Last but not least, how trust leads to clarity of intent - and how clarity of intent is a necessary condition for clarity of design.
The session will contain interactive exercises that people can take away and use at work or at home the next day. Practical methods to understand, assess and increase trust.
Integral Quality Agile Testing Days 2015
Conway’s law states that every system is as great as the organisation that created it. We want our systems to have quality on all levels. We want them to be functional, performant, usable and useful. And we want them to be successful. How do we create organisations which reliably create awesome software, delighting customers?
Olaf offers an integral view at software and systems quality. Learn how the level of consciousness your organisation operates from determines your effectiveness and quality. Take away how to start shifting that level next Monday.
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How to Use your Emotions - Scrum Gathering Belgrade 2021
How to Use your Emotions - Scrum Gathering Belgrade 2021
OOP 2020 Wenn Agil die Lösung ist dann hätte ich gerne mein Problem zurück
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School of Product Ownership: Own Your Product as if it Mattered
School of Product Ownership: Own Your Product as if it Mattered
Agile Day Riga: How does a Technical Guy become an agile Leader?
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Agile Serbia 2018 - How does a technical guy become an agile leader?
Agile Serbia 2018 - How does a technical guy become an agile leader?
Organisational Neurobiology and Fitness - Agile 2017
Organisational Neurobiology and Fitness - Agile 2017
Wie Visualisierungen uns die Augen Öffnen OOP 2016
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Building Your Employer Brand with Social Media
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Understanding User Needs and Satisfying Them
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
一比一原版加拿大渥太华大学毕业证（uottawa毕业证书）如何办理
一模一样【q/微:1954292140】【加拿大渥太华大学毕业证（uottawa毕业证书）成绩单Offer】【q/微:1954292140】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【q/微:1954292140】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【q/微:1954292140】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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An introduction to the cryptocurrency investment platform Binance Savings.
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ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Agile Führung: Wir wissen nicht was wir tun. ALN16
- 1. Licensed under a Creative Commons Attribution-‐NonCommercial-‐ShareAlike 4.0 International http://creativecommons.org/licenses/by-‐nc-‐sa/4.0/ … denn wir wissen nicht was wir tun. führen in agilen organisationen @OlafLewitz http://trusttemenos.de http://trustartist.com
- 2. … und das ist OK.
- 3. … und das ist OK. loslassen
- 4. complexity
- 7. how can we be successful in complexity?
- 8. du kannst überall anfangen. um erfolgreich zu sein, beginne hier und jetzt. michael sahota
- 10. Photo by pasukaru76 - Creative Commons Attribution License http://www.flickr.com/photos/38451115@N04 Created with Haiku Deck CHOICE
- 11. real options options have value. options expire. never commit early unless You Know Why.
- 12. intention
- 14. courage
- 16. experiment
- 17. stories metaphor
- 19. leaders take responsibility for their world
- 22. agility
- 28. agile is made for a single purpose: to challenge the status quo. Tobias Mayer
- 31. truth about people you can trust them. they will surprise you. let go of expectations.
- 33. … denn wir wissen nicht was wir tun. Und das ist OK! damit alle lernen dürfen zu führen.
- 34. fellowship a community of leaders
- 35. Licensed under a Creative Commons Attribution-‐NonCommercial-‐ShareAlike 4.0 International http://creativecommons.org/licenses/by-‐nc-‐sa/4.0/ DANKE! @OlafLewitz http://trusttemenos.de http://trustartist.com