This document discusses organizational agility and how it is important for companies to adapt quickly to changes in the market. It defines organizational agility as a company's ability to rapidly change or adapt in response to shifts in the market, competitors, technologies, or overall market conditions. It states that agility helps with quick changes, speed, strength, and control, giving companies an edge over competitors. The document provides tips for achieving organizational agility such as having dedicated leaders with diverse skills, prioritizing strategic decisions, making quick decisions, leveraging data and innovation, and realizing interdependencies between departments. It also lists mistakes to avoid and factors that can prevent organizations from becoming agile like lack of experience, culture issues, lack of support
How can teams at the top move from crisis into growth that builds confidence in the future? Ernesto Uscher, has leveraged his experience with building Results-Based Teams to create relevant insights for executive teams right now.
Clarifying Strategic Positioning: An RBL ApproachThe RBL Group
As we work with clients to help them position for customer advantage, we focus on creating alignment on two levels: Enterprise Strategy and Business Strategy.
In a world of limited resources, high performing organizations
are those who have defined and resourced the work that creates distinctiveness to customers through advantage technical capabilities to and unique cultural capabilities.
Your Challenge:
Leadership training can be unsuccessful and expensive. More than 14 billion dollars was spent on corporate leadership development in the US in 2013, yet less than 15% of these programs were effective.
The longer you wait to improve leadership skills, the longer it will take to improve your managers' reputations with their teams – and improve performance, retention, and engagement.
Our Advice:
Critical Insight
Get results from your leadership training by holding your teams accountable through team-based development and support.
Focus on quick-wins or “low-hanging fruit” to see leadership skill improvements fast, and make teams more effective and engaged today.
Apply training immediately and iterate as you go. By doing so, participants are significantly more likely to use techniques and get value from the training.
Impact and Result
Use Info-Tech’s collaborative team-based approach to leadership development. Our proven methodology and process focus on easy-to-implement tactics that will achieve results for your leaders within two months. This blueprint focuses on improving skills in six critical areas:
Leadership brand
Communication
Inspiring staff
Meeting effectiveness
Conflict resolution
Strategic time management
How can teams at the top move from crisis into growth that builds confidence in the future? Ernesto Uscher, has leveraged his experience with building Results-Based Teams to create relevant insights for executive teams right now.
Clarifying Strategic Positioning: An RBL ApproachThe RBL Group
As we work with clients to help them position for customer advantage, we focus on creating alignment on two levels: Enterprise Strategy and Business Strategy.
In a world of limited resources, high performing organizations
are those who have defined and resourced the work that creates distinctiveness to customers through advantage technical capabilities to and unique cultural capabilities.
Your Challenge:
Leadership training can be unsuccessful and expensive. More than 14 billion dollars was spent on corporate leadership development in the US in 2013, yet less than 15% of these programs were effective.
The longer you wait to improve leadership skills, the longer it will take to improve your managers' reputations with their teams – and improve performance, retention, and engagement.
Our Advice:
Critical Insight
Get results from your leadership training by holding your teams accountable through team-based development and support.
Focus on quick-wins or “low-hanging fruit” to see leadership skill improvements fast, and make teams more effective and engaged today.
Apply training immediately and iterate as you go. By doing so, participants are significantly more likely to use techniques and get value from the training.
Impact and Result
Use Info-Tech’s collaborative team-based approach to leadership development. Our proven methodology and process focus on easy-to-implement tactics that will achieve results for your leaders within two months. This blueprint focuses on improving skills in six critical areas:
Leadership brand
Communication
Inspiring staff
Meeting effectiveness
Conflict resolution
Strategic time management
Business analysis is a research discipline of identifying business needs and determining solutions to business problems. Sixth Dimension Learning provides BA Foundations and Exam Prep course in Mississauga for 3 levels of certification (ECBA™/CCBA®/CBAP®) . Vist https://www.sixthdimensionlearning.com/ecbatm-ccba-cbap/ for more information and syllabus.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.
Why organizational strategy is so important; what is organizational strategy Anyway? implementing effective organization strategy. By Charlesmore Partners International; Consultants in Organizational Strategy.
Change Management Handbook: Leadership of Change Volume 3Peter F Gallagher
Change Management Handbook - Leadership of Change®
Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.
About this Book: This handbook is for growth mindset leaders, managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
Other Leadership of Change® Volumes:
Leadership of Change® Volumes: The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution.
Volume 1 – Change Management Fables
Volume 2 - Change Management Pocket Guide
Business analysis is a research discipline of identifying business needs and determining solutions to business problems. Sixth Dimension Learning provides BA Foundations and Exam Prep course in Mississauga for 3 levels of certification (ECBA™/CCBA®/CBAP®) . Vist https://www.sixthdimensionlearning.com/ecbatm-ccba-cbap/ for more information and syllabus.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.
Why organizational strategy is so important; what is organizational strategy Anyway? implementing effective organization strategy. By Charlesmore Partners International; Consultants in Organizational Strategy.
Change Management Handbook: Leadership of Change Volume 3Peter F Gallagher
Change Management Handbook - Leadership of Change®
Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.
About this Book: This handbook is for growth mindset leaders, managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
Other Leadership of Change® Volumes:
Leadership of Change® Volumes: The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution.
Volume 1 – Change Management Fables
Volume 2 - Change Management Pocket Guide
IELTS remarking and appeals : a call for transparencyLanguageResearch
This paper aims to stimulate public discussion about IELTS remarking processes. It is not clear what due processes exist within IELTS's appeals and remarking process.
Consulting and Relationship holds to key for effective sales leaders across the world. What drives synergy, is Domain Experience clubbed with being a Trusted Adviser to gain the confidence of the client, understand the Situation and Challenges and then provide a Value Proposition through your solution offering.
Financing for Development - Financing MSMEs for Economic Growth and DevelopmentR. M
A digital artifact aimed at proposing a financing solution to the credit issue faced by MSMEs in Nigeria. The target of this presentation is a cross section of public sector agents who can engage the development community to seek solutions to the aforementioned issue. The presentation proposes two major solutions; technical assistance to make Nigeria's business environment conducive to businesses, and a financing solution that allows for flow of much needed credit to the MSME sector through the creation of a national development bank. The importance of funding MSMEs cannot be overstated; they are drivers of not only economic growth but serve service other development agendas such as poverty eradication, reduction in wealth imbalances, employment generation etc. Consequently, it is imperative to provide support to MSMEs, especially in developing countries where they lack access to finance, if we are to achieve a key portion of the SDGs.
In a fast paced, ever evolving World, its important to be ahead of the game and pull the future forward. I have attempted to provide some simple insights on what great leaders think & recommend in these constantly changing ecosystem.
Intelligent Buildings can use the skills of the control experts in the process field like the ISA Chapter members. Recent IEC Standard on cybersecurity is applicable to the building automation field.
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)
Strategic Change and Strategic LeadershipSensei Ndlovu
The four steps in the process of managing strategic change
The strategic change issues that an organization may experience
The five building blocks an organization may have
The key actions and responsibilities of strategic leadership at any organization
Reflection
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
How ready is your organization for change?Linkageinc
Let’s face it: change today is fast and it’s frequent. And it can be painful if your organization is not ready.
Unfortunately, change won't stop and wait for your organization to be ready. Fortunately, there is a formula for creating a “change-able” organization and culture—one that can define, launch, implement, and sustain change at all levels.
Let Linkage help your organization lead successful change. Visit us at www.linkageinc.com/change.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. The capability of a company to rapidly change or
adapt in response to changes in the market. A
high degree of organizational agility can help a
company to react successfully to the emergence
of new competitors, the development of new
industry-changing technologies, or sudden shifts
in overall market conditions.
What is Organizational Agility?
2
3. Imagine Credit - AJ O'Connor Associates
Key Characteristic of Agility
3
4. Why is it Important for Organization to be Agile?
Agility helps performance in activities that
require
• Quick change in direction while
maintaining balance
• Speed
• Strength and
• Body control
It is an important aspect in many sports. Good agility can translate into better performance and
faster response, and can give one an edge over his competitors.
4
5. How to attain Agility in Organizations ?
Agility affects every aspect of your business, from strategy to operations, marketing, finance, and
the overall organization.
Dedicated leaders with a variety of skills,
experience, and perspectives helps to create a
successful environment.
Understanding which decisions are
the most important and critical
factors.
Fast decision-making on important
and urgent matters is key to being
agile.
Use this wealth of information to your
advantage.
Agility is not just what happens
inside your organization.
Key
Leadership
team
Prioritize
Strategic
Decisions
Make
quick
decisions
Leverage
Analytics
and
Innovation
Realize you
are not in
Silo
5
6. Agility Mistakes in Organization to Avoid
• Moving Too Slow
• Tolerating Chronic Chaos
• Excusing Excuses
• Patience with Personal Productivity
• Minimizing Meetings
• Going Open Loop
• Avoiding Complexity
• Being Half-Brained
• Trusting Convention
• Being Uncomfortable
6
7. Collaboration of all teams to Transform into Agile Organization
• Organizational Structure
change
• Interaction between Business
and IT
• Key roles and responsibilities
defined
• Budgeting and Planning
Source: A Research study by McKinsey in year 2016 clearly states the key roles and responsibilities of organization – refer annexure (page# 11) 7
8. Reasons why Organization Fail to be Agile
Lack of Experience with Agile Methods
Company Philosophy or Culture at Odds with Core Agile Values
Lack of Management Support
External Pressure to Follow Traditional Waterfall Processes
Lack of Support for Cultural Transition
A Broader Organizational or Communications Problem
Unwillingness of Team to Follow Agile
Insufficient training
8
9. Examples of Agile Organization's….
Source : CIO from IDG
Some of the best examples of organization who are Agile year on year and been awarded
9
10. Future leadership behaviors on changing strategies
10
• The agility quotient
• The authenticity quotient
• The talent quotient
• The sustainability quotient
To succeed going forward, business leaders must go beyond
anticipating trends on the horizon to actually model what success
will look like in the workplace of the future. Doing that effectively
requires a new leadership framework based on agility, authenticity,
talent, and sustainability.
These four revolutions are translated into four leadership success
quotients, each of which embodies a set of clearly defined
behaviors:
