Formal and Informal Learning and an Agile Organisation - AITD 2012
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The document discusses how an agile organization called UnitingCare Queensland integrates formal and informal learning. It has over 3000 employees and 9000 volunteers working across 238 sites. The organization focuses on rapidly adapting to changes, innovating in the market, viewing work as an activity not a place, focusing on performance over presenteeism, and valuing people over property. It destroys silos between departments and provides both formal learning opportunities like facilitated training and informal opportunities like communities of practice and coaching. It has one integrated learning solution that produces results for all levels of the organization and allows rapid development of critical programs through agile methodologies with continuous feedback, creating business satisfaction and return on investment.
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Cultural Transformation vs Change - Richard Barrett
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Management 3.0 - Complexity Thinking
This presentation is part of the Management 3.0 course, developed by Jurgen Appelo
http://www.management30.com/course-introduction/
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Relationship between anthropology & sociology
Anthropology and sociology are both social sciences that study humans, but they have different focuses. Anthropology takes a broader view, examining humans' physical and cultural evolution over time, as well as artifacts from the past. Sociology focuses more on how and why humans behave in certain ways within societies. While anthropology looks more at history and cultures across different groups, sociology examines current social behaviors and their development. Both fields provide insight into cultural practices and social norms.
Management 3.0 Workout
Better management with fewer managers. Management is too important to leave to the managers.
See: http://m30.me/happiness
Management 3.0 in 50 minutes
The document discusses various concepts related to agile management including scrum, lean startup, design thinking, benefits of agile approaches, and management philosophies. It also covers topics like self-organizing teams, different levels of managerial authority, developing competence, enhancing communication structures, delivering value, continuous improvement, and tracking happiness. The Management 3.0 model is presented as having six organizational views based on complexity thinking.
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Enterprise Agile Transformation Strategies
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PÖL Digital Service Offerings
The document discusses facilitating innovation, leadership, and strategy through agile practices. It summarizes that companies must constantly adjust to volatility, uncertainty, complexity and ambiguity pressures from their environment. It then describes how technologies can disrupt business models and the five domains they impact. The rest of the document outlines the speaker's services which include workshops and coaching to help organizations and individuals improve performance in innovation, leadership and strategy through agile principles.
Organisational principles for digital collaboration - keynote at Enterprise 2...
Explaining the current digital landscape as the Digital Enterprise Wave, ride it or go under. Stop thinking business as usual. Start thinking digitally - design thinking, business model innovation, digital inside and out. Any org structure will work, but you need to change the culture, empower your people and encourage the right behaviours. Then some recommendations of how to do it, where and how to start.
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017
In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
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BFBM(13-2015) Waves of change bfbm-13
၂၀၁၅ ခုႏွစ္၊ ႏုိ၀င္ဘာလ (၂၉)ရက္ေန႔ (တနဂၤေႏြေန႔)၊ မံုရြာျမိဳ႕၊ ျမိဳ႕ေတာ္ခန္းမမွာ က်င္းပခဲ့တဲ့ Better Future Better Myanmar 2015 စီးပြားေရးဆိုင္ရာ အခမဲ့ေဟာေျပာပြဲမ်ားရဲ႕ (၁၃)ၾကိမ္ေျမာက္ေဟာေျပာပြဲ တြင္ " Waves of Change" ေခါင္းစဥ္ျဖင့္ ပါေမာကၡ ေဒါက္တာေအာင္ထြန္းသက္ေဟာေျပာခဲ့တဲ့ PowerPoint Slide ျဖစ္ပါတယ္။
Integral corporate profile
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This document outlines Unisys' efforts to build a sustainable innovation culture across its globally dispersed teams. It discusses establishing core values of focusing on clients, integrity, collaboration, respect for individuals, and proactivity. These values were developed by a core team, socialized internally and validated by top clients. Unisys is using tools like an Applied Innovation Community on social media to engage employees, share best practices and success stories. Early signs are positive but more work is needed to fully align policies, systems and other initiatives with the new culture. The goal is to unleash the potential of employees to continuously deliver enhanced value and innovation for clients.
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This document discusses collaborative learning and how it can enhance business success. It defines collaborative working as goals being achieved faster for employees and employers through sharing expertise. Individualistic working hinders productivity. The document provides examples of how collaboration benefits learners through networking and enhanced problem solving, and benefits employers through cost savings and improved teamwork. It acknowledges challenges like lack of ownership, and provides solutions like establishing goals and creating an open environment.
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This document summarizes a customer insight project conducted by Wakefield Council and Job Centre Plus. Through stakeholder events, focus groups, interviews, and user groups, they gathered insights about unemployed customers. Key findings included the need for personalized support, help with skills and finances, and barriers like fragmented services, health issues, and lack of work experience. The document outlines reforms to better coordinate support through flexible interventions, work experience programs, sector-based work academies, and enterprise clubs. It also discusses implementing the Work Programme to help more customers find jobs.
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This document discusses implementing Lean in service industries and ensuring sustainability. It compares hierarchical and self-governing models of Lean rollout. The self-governing model, which focuses on employee engagement, learning by doing, and building internal capability, leads to the best opportunity for sustainability compared to the hierarchical, top-down approach.
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Organizational Development (OD)_Knowledge Management & Learning Organization
Pemateri: Kanaidi, SE., M.Si., cSAP
HP. 0812 2353 284, +62 878 2298 4716 Telp/Fax : +62 22-4267735
WA. : 0812 2353 284 Pin BB : 79D6107F
e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com
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Guide Dogs QLD is offering sponsorship for candidates to complete a Master's in Disability Studies at Macquarie University with a focus on sensory disability. Successful candidates will complete the first semester full-time in 2018 and subsequent semesters part-time while working as Orientation & Mobility Specialists at Guide Dogs QLD. The sponsorship will cover tuition costs. Applicants must meet Macquarie University entry requirements and submit a CV and 250-300 word statement on why they are applying. Shortlisted candidates will be interviewed and those selected will be offered a sponsorship agreement.
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This document discusses creating a high-impact learning organization through developing a learning culture. A high-impact learning culture believes the organization can continuously improve through individual and organizational learning. Key strategies for developing this culture include strong organizational commitment to learning, integrating learning with performance management, clear career development programs, and a centralized learning function. Practices that support high-impact learning include leaders being open to feedback, encouraging questions, clear decision-making processes, challenging employees, and giving employees influence over tasks. Developing this culture requires a management skills development program, focused formal and informal learning approaches, flexible learning pathways, knowledge transfer from experts, and organization-focused metrics.
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This document discusses using a blended learning approach to accelerate training for new hires. It notes the need to quickly upskill new employees due to high turnover rates and variable skill levels. A blended learning model is proposed that combines formal training like facilitated sessions and e-learning with informal learning through communities of practice and coaching. Two examples are provided: for disability support workers, a blended program is conducted within a 3-month probationary period; and for managers, leadership training continues for 12 months with mentoring. The document emphasizes evaluating return on investment for both individuals and the organization.
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This document discusses different types of enterprise RTOs (registered training organizations) and how they deliver training. There are three main types: centralised ERTOs which deliver training through dedicated trainers with some assistance from employees; integrated ERTOs which deliver all training on-the-job through subject matter experts with support from trainers; and volunteer ERTOs which deliver training through volunteers or volunteer-supported coordinators. The document also discusses aligning an ERTO's training with an organization's strategic goals and measuring the impact of training on job and business performance.
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Formal and Informal Learning and an Agile Organisation - AITD 2012
- 1. Integrating Formal and Informal Learning in an Agile Organisation
- 2. • Part of UnitingCare Queensland • 238 sites across QLD • 3000+ Employees • 9000+ Volunteers • 320+ Community Service Programs including Lifeline Services • Retail through Lifeline Stores
- 3. The Agile Organisation • Can readily adapt to changing circumstances; • Rapidly reassess and responds to changes in supply and demand; • Innovates to challenge and change the markets in which they operate;
- 4. The Agile Organisation • Views work as an activity not a place ; • Focuses on performance no presenteeism; • Creates trust based on relationship not hierarchies; • Embraces innovation over bureaucracy; • Values people over property
- 5. The Destruction of Silos
- 6. Provides Integrated Learning Opportunities
- 7. With Formal Learning • Face to face Facilitator lead training; • Structured E-Learning; • Formal Assessment; • Explicit Goals; • Measurable outcomes.
- 8. Supporting Informal Knowledge Creation • Communities of Practice; • Collaborative Workspaces; • Coaching and Mentoring; • Stretch Tasks; • Secondment; • Learner Driven.
- 9. With One Integrated Solution
- 10. Producing Results for Everyone
- 11. Embedded throughout the Organisation
- 13. Linked to Individual and Organisational ROI Evaluation
- 14. Allows for Rapid Development of Business Critical Programs
- 15. Through the application of Agile Methodologies • One Key Business result • Build in Small increments (1-2 Weeks Development) • One well defined Goal • Small Teams • Regular (if not daily) Coordination • Continuous Feedback
- 16. Creates Business Satisfaction and Outstanding ROI