The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
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)
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
This is a talk on Leadership Agility - dwells on the mindset of an Agile Leader, different levels of Leadership Agility and the Leadership Agility Compass.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
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)
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
This is a talk on Leadership Agility - dwells on the mindset of an Agile Leader, different levels of Leadership Agility and the Leadership Agility Compass.
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
Being Agile in Business - :Leadership - Agile Business Conference 2015 Belinda Waldock
Being Agile in Business – Belinda Waldock
Session Type: Presentation
Session Length: 45 minutes
Target Audience & Level of Experience: Leaders and all roles involved in driving Agile in an organisation
Session Description: In order to become a truly agile organisation its people must embrace and apply agile thinking at every level of the business. The primary driver for successful agile adoption within a business is the level of buy in achieved amongst its teams. It is not enough to implement structures and tools into day to day practices, the organisation must learn to listen to what agile tells them and act upon it in order to sustain buy in both to the method and their commitment to the ambitions of the business. Belinda shares her experience of introducing agile to an array of SME businesses from project management through to improving the strategic agility of their business models to evoke growth. The session will report on their journeys of adoption and the impact upon people and interactions within those businesses. She will explore what worked well, what could work better, what barriers they faced and the results achieved sharing case studies and the new tools and materials adapted from agile that create a Business Management methodology for Business Agility
Belinda WaldockBiography: Belinda is an Agile Business Coach, professionally qualified ILM Coach and Mentor in Business Management and a Computer Science graduate. Over the past 15 years Belinda has worked with small to medium sized businesses in the South West of the UK supporting ICT adoption and more recently agile adoption through Oxford Innovation. As Programme Manager and Business Coach for Agile Innovation, Belinda has worked with a broad range of high growth businesses across most business sectors to adopt agile practices to leverage their growth aspirations. Author of Being Agile in Business, this June, Belinda published a simple and comprehensive introduction to agile for any business professional on how agile can help them to be faster, leaner and smarter at work. Belinda is part of the organising committee for one of the world’s leading agile conferences, Agile on the Beach, held each September in Falmouth, Cornwall. Belinda is a regular speaker sharing her experiences of adopting and using agile beyond the software sector. She also supports Software Cornwall, a small high growth cluster network of software development companies and works as an independent Agile Business Coach.
DMR Blue Transformation Special - Transformation Best-Practice (DE)Marc Wagner
Was haben „Integral Business“, „Smart-Working“, „Corporate Demography“ und „Enterprise 2.0“ gemeinsam? Sie sind Ausprägungen einer der größten und disruptivsten Entwicklungen des letzten Jahrhunderts: der vollständigen Digitalisierung, Virtualisierung und Flexibilisierung der Arbeitswelt. Einer schönen neuen Welt, in der es nicht nur um die Optimierung und Automatisierung von Sekundärprozessen geht, sondern um eine grundsätzliche Neudefinition von Arbeit und deren Sinnhaftigkeit.
Detecon - Organizational Energy WorkshopMarc Wagner
The „Organizational Energy“ is a powerful method to assess and influence organizations and their change initiatives which has been successfully used in various corporate Transformation programs to measure and positively influence the organizational energy of a company.
In this context Organizational energy…
- is the force with which a company works.
- shows the extent to which a company has mobilized its emotional, mental and behavioral potential in pursuit of its goals.
- is measurable and manageable.
- represents itself in two dimensions - intensity and quality of energy. The combination of these two dimensions results in four different energy states.
The approach starts with an initial “energy assessment” based on a standardized questionnaire followed by various interviews / workshops. The presentation attached provides an overview of the concept an useful structure for a initial workshop.
The concept is based on the book “Fully charged: How Great Leaders Boost Their Organization's Energy and Ignite High Performance” by Heike Bruch & Bernd Vogel, which provides further insights and background information.
For further information please directly contact Marc Wagner (Partner - Detecon International GmbH; Marc.Wagner@detecon.com )
Detecon - Circle of Excellence Efficiency - Best Practice IT EfficiencyMarc Wagner
Circle of Excellence Efficiency (CEE) der Detecon International GmbH: Der CEE liefert einen Best-Practice Erfahrungsaustausch rund um die Themen Transformation, Restrukturierung und Effizienz.
Die Unterlage vermittelt einen Überblick sowie konkrete Beispiele im Bereich "IT Effizienz". Dabei werden neben Standard-Vorgehensmodellen insbesondere auch Lessons Learned sowie Ansätze zur Vermeidung von klassischen Fehlern in Effizienzprogrammen beschrieben. Die Präsentation wurde im Rahmen einer Kick-Off Veranstaltung eines großen Konzern-Transformationsprogrammes gehalten. Für Rückfragen direkt auf die Autoren zugehen.
Weitere Informationen sind zu finden unter:
http://www.detecon.com/de/publikationen/restructuring_efficiency.html
Social innovation - global shaper of the digital civil societySteliana Moraru
The discussion about social innovation is not new, but in the last few years, fueled by the development of digital tools, social media, the rise of the crowdfunding etc. it has gained broader recognition and importance, becoming an instrument of national growth and development of the civil society initiatives, in each corner of the world. The more companies, governments and nonprofits understand their role in tackling global issues, with a local impact and the importance of solving social problems, such as poverty, climate change, emissions etc., the more the relationship between these three sectors is strengthened and brings into discussion new solutions to old issues, as well as an ambitious social entrepreneurial class coupled with the emergence of high class technology and mobile technology.
Without imagination we would not have any great thinkers, scientists, or artists. We would have no civilizations at all without creativity. The Creativity Workshop, which was established in 1993 by educator and writer Shelley Berc and educator and multimedia artist Alejandro Fogel, is dedicated to teaching individuals and groups about their creative processes.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
Applying the Future-Work concept to Hotels and Hotel service companies unlocks currently untapped potential. Learn how to attract business customers to use currently unused and precious hotel space and to turn your hotel into a "state-of-the-art" collaboration center. For more information directly contact verena.vinke@detecon.com or marc.wagner@detecon.com
7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 b...Dipesh Pala
One of the keys to a successful enterprise Agile transformation is the support of executive leadership, which is more than simply providing approval. The Agile executive enables, empowers and engages rather than controls.
According to one recent survey, more than one in three organisations claim that the lack of leadership engagement within their businesses is plaguing their journey towards sustainable organisational agility.
With a special focus on executives and leaders, this presentation will be draw upon more than a decade of Agile transformation experiences in multiple organisations across eight countries, and will share real-life case studies and insights to illustrate the key things that Agile leaders need to do differently.
Be inspired by knowing what serves to catalyse and nourish progress – and what does the opposite.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
Breaking Down Barriers (to enterprise social) in the Land of DinosaursSusan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
Best Practices to Enhance Collaboration Across BoundariesHRDQ-U
Today, more and more companies are adopting cross-functional team structures that reward collaborators over “lone wolves.” Members of these teams often have complex reporting relationships, rather than a single boss, which makes it essential for goals to be aligned across departments or teams.
Gig mindset - The future is at stake - 2021Jane McConnell
A gig mindset can make a business-critical difference and play, in the long run, a vital role in helping the organization survive and succeed. You need to develop a gig-mindset work culture.
Visit InternalConsistency.com or our peer recognition system PointToPerformance.com.
It's no doubt that organizations have leaned out in the past few decades. And technology has transformed the way we communicate. Now employees in the workforce rely more on each other to get the work done. We suggest an employee recognition system to foster positive messages, higher performance, and a better culture.
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015Susan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
CCAT Interpretation Session - Si Texas ConveningTCC Group
This workshop, held for Social Innovation Fund subgrantees in Brownsville, TX in January 2016, helped participants prioritize areas in which they can build their organizational capacity in order to accomplish their programmatic goals. With each grantee’s respective CCAT report in hand, attendees became familiar with the four core nonprofit organizational capacities necessary to remain sustainable and successful, their organizational lifecycle stage, report recommendations, as well as an organization’s capacity needs and readiness to tackle areas in need of improvement. The presenters also highlighted the context in which the CCAT exists – more specifically, Capacity Building 3.0, a targeted capacity building process and framework grounded in the notion that building the capacity of all actors in any social sector ecosystem depends on the development of "relational capacity. “ This was an interactive session during which each team had the chance to interpret its organization’s CCAT report, and walk through six critical diagnostic prioritization steps – leaving the workshop with a clearly defined action plan with well-articulated priorities, team roles, and an operational timeline.
One size doesn’t fit all – The left dimensionBIWUG
All organizations that consider implementing Office 365 face the challenge of how to use O365 to its full potential. Experience has shown that one single implementation approach is often not optimal because of the many differences in collaboration cultures and organizational structures within companies. ‘The Left Dimension’ is a collaboration culture survey developed by Spikes that helps to understand these differences. The survey helps organizations to define a diversified implementation approach, change management & communication strategy that fits the end-users needs and make the implementation of Office 365 a success.
With established metrics for success, you can quantify progress and adjust your process to produce the desired outcome.
Without clear objectives, you're stuck in a constant state of guessing. Leaders at all levels should rigorously define — and measure — what excellence means.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
6. “Scientific” Management
The Machine model – 3 premises:
1. It is possible to know all you need to in order to plan what
to do
2. Planners and doers should be separated
3. There is but one right way
5
7. The Problem with Power
6
The
Powerful
The
Powerless
Ambition
Politics
Mistrust
Fear
Greed
Resentment
Resignation
12. The Usual Reactions
11
Outcomes
PlansActions
Ref: Stephen Bungay, The Art of Action,
Knowledge Gap:
More detailed
information
Alignment Gap:
More detailed instructions
Effects Gap:
More detailed controls
13. Helmuth Von Moltke , 1869
12
Outcomes
PlansActions
Knowledge Gap:
“Do not command more
than is necessary or plan
beyond the
circumstances you can
foresee”
Alignment Gap:
“Communicate to every unit as much
of the higher intent as is necessary to
achieve the purpose”
Effects Gap:
“Everyone retains
freedom of decision
and action within
bounds
Ref: Stephen Bungay, The Art of Action,
14. Directed Opportunism
13
Outcomes
PlansActions
Knowledge Gap:
Limit direction to
defining and
communicating the
INTENT
Alignment Gap:
Allow each level to define how they
will achieve the intent of the next
level up and ‘backbrief’
Effects Gap:
Give individuals
freedom to adjust their
actions in line with
intent
Ref: Stephen Bungay, The Art of Action,
15. 14
Alignment
Autonomy
Intent: what and why
Actions: how
Adapted from: Stephen Bungay, The Art of Action
Confusion
Clarity
Inaction
Effective
Targeted
action
Misdirected action
16. Alignment needs to be achieved
around intent, and autonomy
granted around actions
High alignment enables high
autonomy
15
20. The importance of employee engagement
• Managers account for at least 70% of the variance in
employee engagement scores across business units
–Gallup poll
• Only 35% of people feel engaged in their work. 43%
feel “detached” or “actively disengaged”. 22% feel
“unsupported”
–Towers Watson, 2012 (32,000 people worldwide)
19
22. A word on Structure
“Any organisation that designs a
system will produce a design whose
structure is a copy of the
organisation’s communication
structure”
- Conway’s Law
21
23. Management is a key factor in
organisational agility –
either constraining or enabling it
22
31. Teams over Individuals
• Work is accomplished by
groups, not individuals
• Individual performance is a
myth
• High performers distinguished
by diverse groups
30Source : Harvard Business School 2004, Betacodex
32. Empower Teams
• Control through bosses
• Information flows up,
commands flow down
• Top-down decision-making
• Rules for containment
• Control through
Transparency, peer pressure
• Principles, shared
responsibility
31Source : Harvard Business School 2004, Betacodex
33. Cross-functional Teams
• Groups aligned by function
• Work requires handoffs
between groups
• Co-ordination via managers
• Cross-functional teams
• Co-ordination among peers
• Faster delivery
32Source : Betacodex
38. Valve
• ‘Flat’ Structure. No bosses.
• People choose their own projects
• Desks with wheels
• Temporary roles within team
• Peer reviews and stack ranking
• “Like high school”
37
40. Evolutionary Purpose
• Living entity
• Strategy emerges organically
• Competition is irrelevant, “competitors” are embraced
• Profits come naturally when focussing on purpose
• Radically simplified budgeting, no variance tracking
• Workable solutions, fast iterations
• Sense what’s needed. No targets
• Change programs irrelevant
39
41. Wholeness
• Self-decorated spaces, no status markers
• Clear values, ground rules
• Meditation, silence, reflection, storytelling practices
• Shape roles according to own need
• Time commitments
• Training in conflict resolution, relational skills, culture-building
• Interviews by future colleagues
• Everyone’s voice is heard in meetings
40
42. Self-management
• No hierarchy. Self-organising teams
• Staff functions performed by teams themselves, esp. hiring,
salaries
• No job titles or job descriptions
• Fully decentralised decision making based on advice process
• Radical transparency of information sharing
• Simplified or no policies for expenses, holidays, working hours
• Formal multi-step conflict resolution process
• Team performance over individual. Peer-based appraisals
41
44. ‘Integral’ model
46
Interior Perspective Exterior Perspective
Individual
Perspective
Collective
Perspective
People’s
beliefs and
mindsets
People’s
behaviour
Organisational
Culture
Organisational
Systems
(structures,
Processes,
Practices)
Source: Ken Wilbur & Frederic Lalouxi
45. ‘Integral’ model
47
Interior Perspective Exterior Perspective
Individual
Perspective
Collective
Perspective
People are
motivated by
money and
recognition
Individualistic
behaviour, cut
corners to
make the
numbers
Internal
competition,
individual
achievers
Top-down target-
setting,
individual
incentives
Source: Ken Wilbur & Frederic Lalouxi
46. ‘Integral’ model
48
Interior Perspective Exterior Perspective
Individual
Perspective
Collective
Perspective
Explore and
challenge
personal beliefs
Role-modelling
from people
with moral
authority
Organisational
Culture
Put in place
supporting
structures,
processes,
practices
Source: Ken Wilbur & Frederic Lalouxi
47. A few pioneering organisations are
showing us the way to
Organisations inspired by the next
stage of human consciousness
49
Editor's Notes
Start with the conclusion:
The way managers do their job today has its roots in practices from over 100 years ago. They have been trained to manage people and/or projects, but that is no longer appropriate. Managers need to manage the environment and the system and empower the people. But how? OR Do we really need managers at all?
Agile has become mainstream with more companies using agile than not. But to be successful, agility must run through the entire organisation. And this is where a lot of companies fall short; why agile transformations are so hard. Decades of ingrained culture and practices take both commitment and perseverance to change. But what needs changing?...
Version One publishes an annual “State of Agile” survey. This is the 2015 one.
Notice any patterns?
6 of the top 8 causes are related to “management”
How about here?
It is clear from this that 6 of the top 8 causes are related to “management”. These are things that team members themselves have recognised but are unable to do anything about. Scrum Masters and Agile Coaches are particularly adept at spotting this type of problem, but again, they usually cannot resolve them.
Agile fails because organisations ‘bolt on’ agile practices at team level without addressing the underlying organisational operating system.
Examples: predictive plans, progress reports, individual measures, annual budgets, org silos, etc
This is where management must be able to step in. But…The problem a lot of organisations face is that their management have little understanding of agile, the problem the teams are facing and their implications, and/or have no relevant training and experience in how to fix them
How do you fix “company philosophy or culture”, “management support (of course I support you!)”? What do you mean “ineffective management collaboration?”. A lot of managers today are ill-equipped to understand these things, let alone deal with them.
But why? What is at the root of these problems? Let’s look at how managers are trained to think
In 1911 Frederick Winslow Taylor introduced his concept of “Scientific Management”. He espoused simplifying jobs and optimising them, training workers for maximum efficiency, with managers monitoring performance, incentivising, rewarding and optimising worker efficiency.
He deliberately separated the roles of Thinkers and Doers, the idea being that only the thinkers had sufficient knowledge to plan all the work, and the doers were paid to just do the work, and were not required to think.
This thinking grew from the fact that a lot of the labour force were poorly-educated and most jobs were menial. People were treated just like machines.
“Managers were programmers of robot workers” – Stephen Bungay
This led to a generation of managers, tools and techniques for managing and planning that are still in use today.
Think about the hierarchy at your company – how many layers of management are there? Managers managing managers? Who or what are they managing exactly?
The problem with Theory X thinking :
Reinventing Organisations Case Study https://www.dropbox.com/sh/w5r7138w074bihw/AAAH-VvMyCpZKouDlxXHGy2na/Readings/Reinventing%20Organizations%20Case%20Studies.pdf?dl=0
Tell story of my 300-line Gantt chart
People are not resources, swapping people around is counter-productive
How effective are date-based milestones?
An ‘alternate universe’
This creates competition that mitigates teamwork. Explain
Tell story of project stopped temporarily for lack of budget
Explain delays caused by silos with no clear communication mechanism
Working hours as important as results?
Today, we instinctively realise this thinking is inappropriate in a modern workplace, where so many people are paid to think, to apply their own expertise, so why do we still apply all the old thinking?
Fortunately there are a lot of ideas out there to hep us
Discuss what SJ is advocating? That employees are free to tell management what to do? Complete autonomy?
We need smart people to tell us what needs doing in order to reach the organisation’s strategic objectives
We have strategies, we make plans and we hire smart people… so why is it that the outcomes we want so often don’t materialise
So why is it that managers still feel the need to micro-manage? To control at the detail level?
Knowledge Gap: The difference between what we would like to know, and what we actually know
Alignment Gap: The difference between what we want people to do and what they actually do
Effects Gap: The difference between what we expect our actions to achieve and what they actually achieve
Explain von Moltke’s philosophy of ‘independent obedience’
Walk through bridging each gap
Tracy’s dilemma:
20 minutes before the flight’s departure, a passenger arrives, hot, sweaty and flushed. Passport, ticket, Frequent Flyer Gold Card.
“Sorry, Flight is closed” Passenger insistent.
No reply from supervisor, no customer service agent available.
Ask the audience: What does she do? It depends on how the organisation will react – praise or punish.
Walk through Jurgen’s “ Six Eyes “ monster
Note how similar these are to Leadership, i.e. Managers Lead.
Energize people – give them purpose, clarity
Empower teams – give them decision-making control
Align Constraints – strategy, purpose, objectives
Develop Competence we’ve talked about, but what about Structure?
Originally coined by Fred Brooks in The Mythical Man Month
An HBR study found that the often co-located, focused product teams created software that tended more towards tightly-coupled, monolithic codebases. Whereas the open source projects resulted in more modular, decomposed code bases.
So, if leaders need to create and manage culture, what is that exactly? Well, there are some models we can look at…
Strategy: the plan devised to maintain and build competitive advantage over the competition.
Structure: the way the organization is structured and who reports to whom.
Systems: the daily activities and procedures that staff members engage in to get the job done.
Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.
Style: the style of leadership adopted.
Staff: the employees and their general capabilities.
Skills: the actual skills and competencies of the employees working for the company.
An example of Leadership, Culture
His CO once empowered him, so he studied all he could and when he took command of USS Santa Fe, the worst ship in the fleet, he was determined to do the same. He realised, that his approach relied on three pillars:
divest control: “I intend to”
emphasise competence : specify goals, not methods
Provide clarity : begin with the end in mind, use guiding principles for decision criteria
Marquet created not followers, but leaders. In one year:
Re-enlistments – 3 to 36
Officer retention – 0% to 100%
Weeks to qualify in subs – 45 to 38
And the Santa Fe became the best sub in the fleet EVER!
Three people have produced very similar pillars to support Leadership.
Ask : what do empowered teams feel like?
Story : Teams re-structuring themselves at Spotify
Human consciousness has evolved hugely.
Each stage includes aspects and behaviours of earlier stages
In “Frontiers of Excellence” (Nicholas Brealey, 1994) Robert Waterman revealed that Theory Y had been a secret weapon in Procter & Gamble's competitive armoury for many years
A senior P&G executive had invited McGregor in the mid-1950s to set up a detergent plant in Augusta, Georgia, along the lines of Theory Y.
The Augusta plant was run in a non-hierarchical way with self-motivating teams along the lines of Theory Y, and by the mid-1960s it was 30% more productive than any other P&G plant. The principle was subsequently applied to other P&G plants, but the company kept the story secret for almost 40 years, regarding it as a competitive advantage.
Logic – Why constrain smart people? Google’s 20% time times 5
No time tracking, no holiday policy
Their model is to increase employee freedom as they grow, instead of adding process and rules
Top of market compensation, $10k benefits for everyone, no internal rankings
Their policy for expenses, entertainment, travel, etc : “Act in Netflix’s best interests”
Teal breakthroughs – Evolutionary Purpose, Wholeness, Self-Management
Tell stories :
- Buurtzorg – 7000 nurses in 600 teams, 30 support staff. Regional coaches, intranet. Hire an expert in labour law? FAQ, hired a freelancer.
FAVI – brass foundry (taps and gearbox forks). 50% market share, quality and on-time delivery. Decentralised planning, purchasing, scheduling etc
ESBZ – Pupils have full learning responsibility, teaching themselves and each other. Adults are mentors and coaches, providing curriculum, modules, exercises and tests. Students self-pace to annual expectations. Weekly 1:1.
In 1980, Ricardo Semler, who had played in a rock band in his youth, took over Semco from his father.
He couldn’t understand why companies had all these rules that told people how to behave, so he started democratising the business.
One-third of managers left in 2 years.
FAVI, based in Hallencourt, France, has been making gearbox forks for 25 years. Branched out into other parts and sub-assemblies for industry, including rotors for electric and hybrid vehicles.
No - Human resources, - Planning - Production launch - Scheduling – Methods, - Purchasing
Stories:
The quality trip to VW
See HBR
Background image
There are already a few models for self-organisation:
Which side is right? Do we focus on the tangible elements of structure and process, or the intangible substance of culture?
Ken Wilber’s Integral model shows how this manifests
People who have a more Orange / Theory X mindset (upper left), will create financial incentive schemes and ambitious targets (lower right). This will affect people’s behaviour (upper right), creating a culture that esteems great achievers above team players (lower left)
In a hierarchical (Orange) organisation, culture is set by the CEO and filters down through assumptions, norms and concerns
From a Teal perspective Organisations have a distinct culture of their own, but how can people consciously bring about that change?
To shape culture:
Put in place the structures, processes and practices that support that culture,
People with moral authority lead by role-modelling the desired behaviours
People are invited to explore how their personal belief system supports or undermines the new culture
Organisations have come a long way over the last few hundred years, and the way we look at them is still evolving.
Existing Managers need to look at these new paradigms, and see how their organisations should adapt to new ways of thinking about people, structures, decision-making and organisational culture.