EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
Stephen Lynch is the Head of Strategy & Consulting at RESULTS.com. He presented best practices for business execution based on observations of thousands of client firms. Some key practices included focusing both short and long-term strategic planning, setting clear strategic projects and metrics, conducting regular meetings to drive accountability, and using coaching questions to support employees in achieving goals.
The document discusses how change ultimately happens one person at a time through their individual transitions. It argues that change management is needed to support these individual transitions in order to successfully deliver organizational results and achieve expected project outcomes and benefits. Change management involves understanding and supporting change at the granular, individual level through structured efforts rather than leaving change to chance or forcing it upon people.
WhyChange fails, Why Aligning people is crucial to successful change, AlEX - Aligning Expectations Process, Samples of Strategic Components, Tracking alignment, Improved Alignment Data.
The document provides an overview of Preston O'Connor's background including influences, schooling, work experience, hobbies, results, management style, industry skills, and next steps. It discusses his experiences in various roles including production, engineering, project management, and business ownership. The document aims to provide insight into Preston's qualifications and approach to areas like decision making, problem solving, goal setting, and financial management.
Software Developers In Test: The Supply-Side Crisis Facing Agile AdoptorsRichard Neeve
The document summarizes the challenges facing organizations in finding enough Software Developers in Test (SDITs) to meet growing demand as agile adoption increases. It discusses:
1) How demand for SDITs is rapidly growing but supply is limited, creating a dysfunctional market. Existing SDITs are in high demand and change roles infrequently.
2) How various factors like the historical separation of development and testing, declining technical skills, and lack of attractive career paths have contributed to the shortage.
3) Potential strategic options to help scale up the SDIT talent pool over time, such as training current staff, targeting graduates, adjusting pay scales and contractual terms, and reducing demand through role changes. However
Lean Kanban India 2019 Conference | Risky Business: Real Options for Business...LeanKanbanIndia
Session Title: Risky Business: Real Options for Business Agility
Abstract: Enterprise projects are known to have challenges with uncertainty, risk, forecasting and commitment - and the most valuable projects often carry the most risk. Other industries also encounter risk and generate value by understanding and managing that risk effectively. Todd Little explores techniques used in a number of risky businesses - product development, oil and gas exploration, investment banking, medicine, weather forecasting, and gambling - and shares what those industries have done to manage uncertainty.
We all know the feeling. The creeping sense of doom that our project is falling apart. The growing horror as we watch it unravel despite all our best laid plans. The moment of terror when we realize it’s well and truly dead.
All of us—whether we make launch plans or business plans, product plans or go-to-market-plans—have at least one skeleton in our closet. And it was most likely put there by one of these plan killers: poor alignment with corporate strategy, bad metrics or lack of understanding of the market.
Fortunately, this issue of Pragmatic Marketer provides practical tools and tips for addressing all three.
First, Bill Thomson walks us through creating a strategic product plan. Robert Boyd and our own Jon Gatrell talk about key metrics—how to measure everything from overall organizational strength to individual sprints. And finally, weaving it all together, is a real-life look at how Hubspot ensures its product launch plans succeed.
There are bone-yards full of good ideas that collapse during planning and execution. In this issue we help ensure your project isn’t one of them.
Happy reading,
Rebecca Kalogeris, Editorial Director
Maximising teamwork in delivering software productsRyan Dawson
Maximising teamwork has a big impact on effectiveness but it isn’t easy. Agile alone doesn’t guarantee this. Getting everyone working towards a shared vision requires a level of teamwork beyond just methodology. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement.
Specialisation can lead to barriers to teamwork. This talk will use ‘The Five Dysfunctions of a Team’ to see how to build a culture of openness and teamwork. We'll see how some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
Stephen Lynch is the Head of Strategy & Consulting at RESULTS.com. He presented best practices for business execution based on observations of thousands of client firms. Some key practices included focusing both short and long-term strategic planning, setting clear strategic projects and metrics, conducting regular meetings to drive accountability, and using coaching questions to support employees in achieving goals.
The document discusses how change ultimately happens one person at a time through their individual transitions. It argues that change management is needed to support these individual transitions in order to successfully deliver organizational results and achieve expected project outcomes and benefits. Change management involves understanding and supporting change at the granular, individual level through structured efforts rather than leaving change to chance or forcing it upon people.
WhyChange fails, Why Aligning people is crucial to successful change, AlEX - Aligning Expectations Process, Samples of Strategic Components, Tracking alignment, Improved Alignment Data.
The document provides an overview of Preston O'Connor's background including influences, schooling, work experience, hobbies, results, management style, industry skills, and next steps. It discusses his experiences in various roles including production, engineering, project management, and business ownership. The document aims to provide insight into Preston's qualifications and approach to areas like decision making, problem solving, goal setting, and financial management.
Software Developers In Test: The Supply-Side Crisis Facing Agile AdoptorsRichard Neeve
The document summarizes the challenges facing organizations in finding enough Software Developers in Test (SDITs) to meet growing demand as agile adoption increases. It discusses:
1) How demand for SDITs is rapidly growing but supply is limited, creating a dysfunctional market. Existing SDITs are in high demand and change roles infrequently.
2) How various factors like the historical separation of development and testing, declining technical skills, and lack of attractive career paths have contributed to the shortage.
3) Potential strategic options to help scale up the SDIT talent pool over time, such as training current staff, targeting graduates, adjusting pay scales and contractual terms, and reducing demand through role changes. However
Lean Kanban India 2019 Conference | Risky Business: Real Options for Business...LeanKanbanIndia
Session Title: Risky Business: Real Options for Business Agility
Abstract: Enterprise projects are known to have challenges with uncertainty, risk, forecasting and commitment - and the most valuable projects often carry the most risk. Other industries also encounter risk and generate value by understanding and managing that risk effectively. Todd Little explores techniques used in a number of risky businesses - product development, oil and gas exploration, investment banking, medicine, weather forecasting, and gambling - and shares what those industries have done to manage uncertainty.
We all know the feeling. The creeping sense of doom that our project is falling apart. The growing horror as we watch it unravel despite all our best laid plans. The moment of terror when we realize it’s well and truly dead.
All of us—whether we make launch plans or business plans, product plans or go-to-market-plans—have at least one skeleton in our closet. And it was most likely put there by one of these plan killers: poor alignment with corporate strategy, bad metrics or lack of understanding of the market.
Fortunately, this issue of Pragmatic Marketer provides practical tools and tips for addressing all three.
First, Bill Thomson walks us through creating a strategic product plan. Robert Boyd and our own Jon Gatrell talk about key metrics—how to measure everything from overall organizational strength to individual sprints. And finally, weaving it all together, is a real-life look at how Hubspot ensures its product launch plans succeed.
There are bone-yards full of good ideas that collapse during planning and execution. In this issue we help ensure your project isn’t one of them.
Happy reading,
Rebecca Kalogeris, Editorial Director
Maximising teamwork in delivering software productsRyan Dawson
Maximising teamwork has a big impact on effectiveness but it isn’t easy. Agile alone doesn’t guarantee this. Getting everyone working towards a shared vision requires a level of teamwork beyond just methodology. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement.
Specialisation can lead to barriers to teamwork. This talk will use ‘The Five Dysfunctions of a Team’ to see how to build a culture of openness and teamwork. We'll see how some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
Cut the Bull: Writing that Turns Heads, Changes Minds and Gets DecisionsCarla Johnson
Perhaps nothing makes a faster and more profound impact on clients, prospective clients, the media, employees and other audiences than that of the written word. In fact, research shows that nearly 90% of what you create is not seen as different or relevant enough to create much impact. Many A/E/C firms have technical teams weigh in on proposals, presentations and marketing materials. Even marketers find their strengths lie more in strategy and planning, rather than articulating expertise in an engaging, compelling and lasting manner. While accuracy is important, firms often lose out in the early stages of proposals because they don’t understand how to craft messages or get dropped later during consideration.
Real Estate collapsed, Global Stock Market imploded, consumer confidence is waning, sales decline, and production slows. What were the warning signs? When will it end? What should do to get through it, and how will we know that the economy is coming back? A look at the domino effect and response as it applies to reverse logistics.
- The document discusses change acceptance and managing resistance to change when implementing new projects and technologies. It emphasizes understanding stakeholders, communicating frequently through different phases, and adapting plans based on repeating stakeholder assessments.
- Key tips include starting early to understand impacts, building a communication and training plan, creating a shared vision for the future, and getting help for large change challenges. The goal is for people to transition effectively so the solution is actually used.
A Critical Look at CMM and Agile Through Gen YNaresh Jain
Much has been written about the commonality or even the lack of it between Agile and CMM. CMM claims to be a flexible model that can be tailored and adapted to many life cycles. This facilitated attempts to bring-in the iterative life cycles and practices of Agile under CMM model. However, the debate on their compatibility continued as is evident in Kevin Trethewey‘s blog, which is one of many of its kinds.
The continued discussion is evident enough that it is not sufficient to compare practice to practice and arrive at any reasonable conclusion about their overall compatibility.
The Future of Oilsands Projects – Productivity Improvement & the Role o...Nick Anderson
Mobilizing armies of skilled labor from diverse locations and cultures, moving large equipment into remote locations in harsh climatic conditions and managing to budgets while costs are escalating make oil sands projects among the most challenging ever undertaken. Perhaps the most critical success factor in managing such complex projects is establishing and developing productive relationships. This key factor is very difficult to measure yet is cited repeatedly as the
number one reason for project failure. Consistently, project managers’ expectations of, colleagues, teams, subcontractors, workers and project partners are substantially different from what they actually think is expected of them. Such misalignments result in expected tasks not being completed in the way required for project success, tasks being completed in a sub-optimal sequence or excessive time invested on “low return” tasks.
These misalignments cascade into scheduling conflicts, delays, cost overruns, personnel turnover, increased stress, safety and legal issues.
The take-away: New methods have been developed for the gathering and analysing of expectations from both the expectation originator’s and expectation receiver’s point of view. This enables the diagnosis of misalignments critical to project success, and facilitates the timely conversations required to align expectations and to keep projects on track before they become critical variables. Resource and competency gaps are exposed and addressed. High achieving managers can be identified. A culture of communication, alignment and accountability can be measured and developed.
The document discusses how video technology is positively impacting recruiting. It begins with a speaker from Launchpad Recruits, Kirstie Kelly, who has over 15 years of experience in recruitment, hospitality, technology, branding and communication. She will discuss how behaviors are changing with increased video usage, how that impacts recruiting, and whether the changes are good or bad for recruiters and businesses. She will also explore how recruiters and companies can benefit from these technological developments.
MGT-240 One Smooth Stone Video TranscriptWe produce business t.docxARIV4
MGT-240 One Smooth Stone Video Transcript
We produce business theater events for our clients, and theater is live, and that means you've got one shot to get it right.
Millions of dollars are on the line, that CEO is out and onstage, and the audience wants to hear the message and wants to be moved to action.
That's a lot of pressure, but pressure that we're ready for because of the great relationships we have with the clients and the great structure that we've got within our organization.
-Yeah. Now we just need to add a little life to this party, if you know what I mean.
-Business theater. What exactly does that mean?
It means that when a large corporation wants to hold an important sales meeting, client meeting or product launch, they call a company like One Smooth Stone.
Want a celebrity spokesperson at your meeting? A rock band? An impersonator? Do you want the
Entire show live? Or would you like some pre-produced videos?
Whatever the request, they can deliver.
Of course, there's much more to this than just putting on good theater.
To ensure proper ROI, or return on investment, for their clients, One Smooth Stone starts by listening to their needs. And typically these companies have a need for some type of marketing or an event that communicates in a broad fashion to a group of individuals, and we help them write the strategy, deliver the messages, help facilitate the production and deliver an event that's meaningful, that has some type of return on investment and that establishes a message out in the marketplace that people can have some type of action on.
-So who are these clients?
They range from companies like Motorola and Nortel to International Truck & Engine, Coast Pharmaceuticals, and others.
The meetings take place all over the world and are attended by thousands of employees who need to be educated and entertained.
-We have stopped the evildoers from doing that evil they do so evilly.
-As you meet some of the employees from One Smooth Stone in this video, one of the things that you'll realize is that their jobs require expertise not only in their own industry, corporate event planning, but in their clients' industries.
On a given week, you might find them studying up on anything from heavy-duty trucks to anti-cholesterol drugs.
-Koppel, spell dyslipidemia.
-D-i-s-demia.
-Wrong. MC, pronounce it.
-Dislapla.
-Wrong.
-So how do they do it all?
With patience, hard work and a good sense of humor, especially when asked to have a client logo tattooed on their arm or shaved in their head.
Don't worry, those were computer special effects.
These employees are dedicated, but they're not crazy.
So now that you understand what One Smooth Stone does for a living, let's examine how the company is organized.
We'll begin with a quick overview of organizational principles.
For example, one theory that was synonymous with the concept of management for many years was Fayol's principles of organization.
As many companies ...
How to Break Through No Man's Land - The Stage Where Growing Companies Get Stucknewportboardgroup
Catherine Cates presented on how growing companies get stuck in "No Man's Land" between being a small startup and large established business. In this stage, companies often see stalled growth and profits. She outlined four key areas ("M's") to focus on: 1) refining the marketing strategy and value proposition; 2) creating an economic model that can scale profitably; 3) raising capital to finance growth; and 4) professionalizing management while maintaining culture. Tools like the Inc. Navigator can help assess alignment and priorities across the leadership team. Breaking through No Man's Land requires balancing entrepreneurial vision with business maturity.
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
The document discusses Sales & Operations Planning (S&OP), which is a process that balances demand and supply to improve coordination between sales, production, and inventory. It describes S&OP's benefits, structure, and implementation. Case studies show how S&OP helped companies manage seasonality, demand fluctuations, and new product launches. Successful implementation requires support from top management and changes in planning behaviors and processes over 8-12 months.
The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
Mergers & Acquisitions: Realizing the Value eprentise
Mergers and acquisitions carry the added weight of introducing redundant systems that duplicate functionality. Learn how to overcome the value gap to take advantage of emergent synergies by aligning your transaction and transition efforts. With experience supporting almost $300 billion worth of merger, acquisitions and divestiture transactions with Oracle E-Business Suite (EBS) customers, our speaker, an industry-expert and CEO and Founder of eprentise, Helene Abrams will discuss key integrations and considerations when undertaking M&A projects to help avoid transitional pitfalls.
• Objective 1: Focus on adding strategic value to the business
• Objective 2: Understand when to start preparing for an acquisition to increase your chances of success
• Objective 3: Discuss the pros and cons of different types of acquisition strategies
Democratization of Change Management Prosci CMI 4 June 2015Tim Creasey
The document discusses the democratization of change management. It suggests taking change management approaches and making them accessible to more people in an organization. This involves building individual competencies around change, integrating change management into projects and programs, and designing solutions with employee adoption and usage in mind. The goal is to catalyze individual transitions in order to deliver organizational results and increase the likelihood of project, program, and change success.
The Deloitte M&A focus on: Analytics survey collected responses from 500 corporate leaders (director-level or above) at large U.S. companies about analytics. In this presentation, we’ve shared some of their high-level insights on everything from where analytics is being used in the deal making process to what types of data is being examined, and much more. http://bit.ly/1LHNKKd
Mårten G Mickos provides advice on starting and building a business based on his experience as an entrepreneur. He discusses topics such as validating ideas, finding the right target market, securing funding from angels and VCs, building commitment in a team, and maintaining belief during challenges. Mickos warns against common mistakes like ideas that are too complicated, not understanding customers, and believing one's own public relations. He emphasizes thoroughly understanding the problem and market before starting, and advises continually experimenting and being prepared to abandon ideas if necessary.
The average lifespan of a first hire Product Manager is 11 months. This is terrible for Product Manager's and the businesses they join and then leave. What are the most common pitfalls that make this so difficult and what can founders and first hire Product Managers do to change this?
Tim shares an approach to make first hires a success that is focused on product but contains plenty of insights for hires in other functions. He starts before the hiring process starts and then share some tried and trusted guidelines for founders and Product Managers to make the first 12 months in the role a case study in excellence. He shares some templates you will be able to use to set yourself up for better outcomes.
https://businessofsoftware.org/talks/making-first-hire-product-managers-work/
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023Wellingtone
Lessons learned in building PMOs over the past 20 years in different industries, including health care, financial services, insurance, software, etc. To be successful, you have to build PMOs that can reinvent themselves as businesses change so fast along with the environment in which they operate. We need to look at the People, Process, and Technology lessons learned and how continuous change made the PMOs relevant and valuable to the organization. This will mean they stay relevant in the changing digital environment and need faster delivery and change
The talk will call on examples of how to develop people in the PMO and how skills have changed over time, along with the process development in delivering projects using different methodologies and how to have tools to support all of this.
This was presented by Chris Cashell, Global Head of Change from Apex Group at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
Most business leaders surveyed make big decisions on at least a quarterly basis. However, over half described the timing of their most important upcoming decision as either opportunistic or delayed. The top decision agenda item for executives globally in the next year is how to grow their business, though in North America the focus is shrinking existing operations due to structural industry changes.
Etude PwC/Economist Intelligence Unit sur l'utilisation des data dans la pris...PwC France
http://bit.ly/DataAnalyticsPwC
La majorité des dirigeants interrogés dans le monde (94 %) indiquent que la direction de leur entreprise est armée pour prendre des décisions majeures concernant l'orientation stratégique de l'activité. Toutefois, à peine un tiers d'entre eux se sont appuyés en premier lieu sur des données et des outils analytiques pour prendre leur dernière grande décision ; 58 % des dirigeants se sont fiés à leur instinct ou à leur expérience, et ont fait appel aux conseils prodigués par d'autres collaborateurs de leur organisation.
The document summarizes a presentation given by Graham Waller of Gartner at the San Francisco CIO Roundtable on June 24, 2011. The presentation focused on the seven leadership skills that CIOs need to drive results, including committing to leadership first, embracing one's softer side, forging right relationships, mastering communications, inspiring others, building people rather than just systems, and leading differently than one thinks. The presentation argued that superior business outcomes are achieved through people-focused leadership and management.
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Cut the Bull: Writing that Turns Heads, Changes Minds and Gets DecisionsCarla Johnson
Perhaps nothing makes a faster and more profound impact on clients, prospective clients, the media, employees and other audiences than that of the written word. In fact, research shows that nearly 90% of what you create is not seen as different or relevant enough to create much impact. Many A/E/C firms have technical teams weigh in on proposals, presentations and marketing materials. Even marketers find their strengths lie more in strategy and planning, rather than articulating expertise in an engaging, compelling and lasting manner. While accuracy is important, firms often lose out in the early stages of proposals because they don’t understand how to craft messages or get dropped later during consideration.
Real Estate collapsed, Global Stock Market imploded, consumer confidence is waning, sales decline, and production slows. What were the warning signs? When will it end? What should do to get through it, and how will we know that the economy is coming back? A look at the domino effect and response as it applies to reverse logistics.
- The document discusses change acceptance and managing resistance to change when implementing new projects and technologies. It emphasizes understanding stakeholders, communicating frequently through different phases, and adapting plans based on repeating stakeholder assessments.
- Key tips include starting early to understand impacts, building a communication and training plan, creating a shared vision for the future, and getting help for large change challenges. The goal is for people to transition effectively so the solution is actually used.
A Critical Look at CMM and Agile Through Gen YNaresh Jain
Much has been written about the commonality or even the lack of it between Agile and CMM. CMM claims to be a flexible model that can be tailored and adapted to many life cycles. This facilitated attempts to bring-in the iterative life cycles and practices of Agile under CMM model. However, the debate on their compatibility continued as is evident in Kevin Trethewey‘s blog, which is one of many of its kinds.
The continued discussion is evident enough that it is not sufficient to compare practice to practice and arrive at any reasonable conclusion about their overall compatibility.
The Future of Oilsands Projects – Productivity Improvement & the Role o...Nick Anderson
Mobilizing armies of skilled labor from diverse locations and cultures, moving large equipment into remote locations in harsh climatic conditions and managing to budgets while costs are escalating make oil sands projects among the most challenging ever undertaken. Perhaps the most critical success factor in managing such complex projects is establishing and developing productive relationships. This key factor is very difficult to measure yet is cited repeatedly as the
number one reason for project failure. Consistently, project managers’ expectations of, colleagues, teams, subcontractors, workers and project partners are substantially different from what they actually think is expected of them. Such misalignments result in expected tasks not being completed in the way required for project success, tasks being completed in a sub-optimal sequence or excessive time invested on “low return” tasks.
These misalignments cascade into scheduling conflicts, delays, cost overruns, personnel turnover, increased stress, safety and legal issues.
The take-away: New methods have been developed for the gathering and analysing of expectations from both the expectation originator’s and expectation receiver’s point of view. This enables the diagnosis of misalignments critical to project success, and facilitates the timely conversations required to align expectations and to keep projects on track before they become critical variables. Resource and competency gaps are exposed and addressed. High achieving managers can be identified. A culture of communication, alignment and accountability can be measured and developed.
The document discusses how video technology is positively impacting recruiting. It begins with a speaker from Launchpad Recruits, Kirstie Kelly, who has over 15 years of experience in recruitment, hospitality, technology, branding and communication. She will discuss how behaviors are changing with increased video usage, how that impacts recruiting, and whether the changes are good or bad for recruiters and businesses. She will also explore how recruiters and companies can benefit from these technological developments.
MGT-240 One Smooth Stone Video TranscriptWe produce business t.docxARIV4
MGT-240 One Smooth Stone Video Transcript
We produce business theater events for our clients, and theater is live, and that means you've got one shot to get it right.
Millions of dollars are on the line, that CEO is out and onstage, and the audience wants to hear the message and wants to be moved to action.
That's a lot of pressure, but pressure that we're ready for because of the great relationships we have with the clients and the great structure that we've got within our organization.
-Yeah. Now we just need to add a little life to this party, if you know what I mean.
-Business theater. What exactly does that mean?
It means that when a large corporation wants to hold an important sales meeting, client meeting or product launch, they call a company like One Smooth Stone.
Want a celebrity spokesperson at your meeting? A rock band? An impersonator? Do you want the
Entire show live? Or would you like some pre-produced videos?
Whatever the request, they can deliver.
Of course, there's much more to this than just putting on good theater.
To ensure proper ROI, or return on investment, for their clients, One Smooth Stone starts by listening to their needs. And typically these companies have a need for some type of marketing or an event that communicates in a broad fashion to a group of individuals, and we help them write the strategy, deliver the messages, help facilitate the production and deliver an event that's meaningful, that has some type of return on investment and that establishes a message out in the marketplace that people can have some type of action on.
-So who are these clients?
They range from companies like Motorola and Nortel to International Truck & Engine, Coast Pharmaceuticals, and others.
The meetings take place all over the world and are attended by thousands of employees who need to be educated and entertained.
-We have stopped the evildoers from doing that evil they do so evilly.
-As you meet some of the employees from One Smooth Stone in this video, one of the things that you'll realize is that their jobs require expertise not only in their own industry, corporate event planning, but in their clients' industries.
On a given week, you might find them studying up on anything from heavy-duty trucks to anti-cholesterol drugs.
-Koppel, spell dyslipidemia.
-D-i-s-demia.
-Wrong. MC, pronounce it.
-Dislapla.
-Wrong.
-So how do they do it all?
With patience, hard work and a good sense of humor, especially when asked to have a client logo tattooed on their arm or shaved in their head.
Don't worry, those were computer special effects.
These employees are dedicated, but they're not crazy.
So now that you understand what One Smooth Stone does for a living, let's examine how the company is organized.
We'll begin with a quick overview of organizational principles.
For example, one theory that was synonymous with the concept of management for many years was Fayol's principles of organization.
As many companies ...
How to Break Through No Man's Land - The Stage Where Growing Companies Get Stucknewportboardgroup
Catherine Cates presented on how growing companies get stuck in "No Man's Land" between being a small startup and large established business. In this stage, companies often see stalled growth and profits. She outlined four key areas ("M's") to focus on: 1) refining the marketing strategy and value proposition; 2) creating an economic model that can scale profitably; 3) raising capital to finance growth; and 4) professionalizing management while maintaining culture. Tools like the Inc. Navigator can help assess alignment and priorities across the leadership team. Breaking through No Man's Land requires balancing entrepreneurial vision with business maturity.
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
The document discusses Sales & Operations Planning (S&OP), which is a process that balances demand and supply to improve coordination between sales, production, and inventory. It describes S&OP's benefits, structure, and implementation. Case studies show how S&OP helped companies manage seasonality, demand fluctuations, and new product launches. Successful implementation requires support from top management and changes in planning behaviors and processes over 8-12 months.
The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
Mergers & Acquisitions: Realizing the Value eprentise
Mergers and acquisitions carry the added weight of introducing redundant systems that duplicate functionality. Learn how to overcome the value gap to take advantage of emergent synergies by aligning your transaction and transition efforts. With experience supporting almost $300 billion worth of merger, acquisitions and divestiture transactions with Oracle E-Business Suite (EBS) customers, our speaker, an industry-expert and CEO and Founder of eprentise, Helene Abrams will discuss key integrations and considerations when undertaking M&A projects to help avoid transitional pitfalls.
• Objective 1: Focus on adding strategic value to the business
• Objective 2: Understand when to start preparing for an acquisition to increase your chances of success
• Objective 3: Discuss the pros and cons of different types of acquisition strategies
Democratization of Change Management Prosci CMI 4 June 2015Tim Creasey
The document discusses the democratization of change management. It suggests taking change management approaches and making them accessible to more people in an organization. This involves building individual competencies around change, integrating change management into projects and programs, and designing solutions with employee adoption and usage in mind. The goal is to catalyze individual transitions in order to deliver organizational results and increase the likelihood of project, program, and change success.
The Deloitte M&A focus on: Analytics survey collected responses from 500 corporate leaders (director-level or above) at large U.S. companies about analytics. In this presentation, we’ve shared some of their high-level insights on everything from where analytics is being used in the deal making process to what types of data is being examined, and much more. http://bit.ly/1LHNKKd
Mårten G Mickos provides advice on starting and building a business based on his experience as an entrepreneur. He discusses topics such as validating ideas, finding the right target market, securing funding from angels and VCs, building commitment in a team, and maintaining belief during challenges. Mickos warns against common mistakes like ideas that are too complicated, not understanding customers, and believing one's own public relations. He emphasizes thoroughly understanding the problem and market before starting, and advises continually experimenting and being prepared to abandon ideas if necessary.
The average lifespan of a first hire Product Manager is 11 months. This is terrible for Product Manager's and the businesses they join and then leave. What are the most common pitfalls that make this so difficult and what can founders and first hire Product Managers do to change this?
Tim shares an approach to make first hires a success that is focused on product but contains plenty of insights for hires in other functions. He starts before the hiring process starts and then share some tried and trusted guidelines for founders and Product Managers to make the first 12 months in the role a case study in excellence. He shares some templates you will be able to use to set yourself up for better outcomes.
https://businessofsoftware.org/talks/making-first-hire-product-managers-work/
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023Wellingtone
Lessons learned in building PMOs over the past 20 years in different industries, including health care, financial services, insurance, software, etc. To be successful, you have to build PMOs that can reinvent themselves as businesses change so fast along with the environment in which they operate. We need to look at the People, Process, and Technology lessons learned and how continuous change made the PMOs relevant and valuable to the organization. This will mean they stay relevant in the changing digital environment and need faster delivery and change
The talk will call on examples of how to develop people in the PMO and how skills have changed over time, along with the process development in delivering projects using different methodologies and how to have tools to support all of this.
This was presented by Chris Cashell, Global Head of Change from Apex Group at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
Most business leaders surveyed make big decisions on at least a quarterly basis. However, over half described the timing of their most important upcoming decision as either opportunistic or delayed. The top decision agenda item for executives globally in the next year is how to grow their business, though in North America the focus is shrinking existing operations due to structural industry changes.
Etude PwC/Economist Intelligence Unit sur l'utilisation des data dans la pris...PwC France
http://bit.ly/DataAnalyticsPwC
La majorité des dirigeants interrogés dans le monde (94 %) indiquent que la direction de leur entreprise est armée pour prendre des décisions majeures concernant l'orientation stratégique de l'activité. Toutefois, à peine un tiers d'entre eux se sont appuyés en premier lieu sur des données et des outils analytiques pour prendre leur dernière grande décision ; 58 % des dirigeants se sont fiés à leur instinct ou à leur expérience, et ont fait appel aux conseils prodigués par d'autres collaborateurs de leur organisation.
The document summarizes a presentation given by Graham Waller of Gartner at the San Francisco CIO Roundtable on June 24, 2011. The presentation focused on the seven leadership skills that CIOs need to drive results, including committing to leadership first, embracing one's softer side, forging right relationships, mastering communications, inspiring others, building people rather than just systems, and leading differently than one thinks. The presentation argued that superior business outcomes are achieved through people-focused leadership and management.
Similar to Aligning Expectation in a Business Transition.V1 (20)
Korn ferry gartner cio presentation - silicon valley
Aligning Expectation in a Business Transition.V1
1. AlEx™ The Line of Sight to Transition Reducing Business Dependence on the Owner Copyright PDS Group 2009 All Rights Reserved
2. Why do so many initiatives fail? 60%+ of change initiatives fail in North America 70%+ of leaders expectations arenot understood by their people about a major change – particularly when down-sizing 72% of people hired are terminated within 2 yrs due to lack of alignment In the last 12 years, 2 in 3 failure rate has not changed – From Kotter (1996) to McKinsey (2009)
3. Non-Financial Factors Valued Most By Investors Only 1 in 10 can consistently achieve their Strategy’s full potential Factors <10% Strategy Execution >90% Management Credibility Quality of Strategy Innovativeness Companies Not Delivering Consistently on Strategy Attract Talented People Implementation Challenge Strategy Execution Poor Strategy Execution - Impact 95% of employees don’t understand company strategy 50% of average employee’s time spent on non-productive work 50% more likely to have turnover Sources: “The Balanced Scorecard” David P. Norton; Arthur Andersen estimate: Corporate Strategy Board research; Measures That Matter,” Ernst & Young, LLP, Gates, Stephen, Aligning Strategic Performance Measures and Results
5. What do you allow employees to do? Habits of dependence they think is required: It’s easier – “if I don’t make decisions, I can’t make mistakes” Lean on the founder because they fear change...who will take over after…On the plus side….. Employee Involvement (EI) is greater in companies under 25 employees who typically have developed a working relationship with the owner: Encourages commitment to managerial goals & the success of the enterprise Increases profitability
6. Signs of misaligned expectations “That’s not what I meant…” “This is not what I asked for!” “My colleagues don't seem to do what I expect...” “They never tell us the whole story!” “I can never do anything right!” “They never send us information, we’re always sending information to them!” Sound familiar? Copyright PDS Group 2009 All Rights Reserved
7. 1 2 4 3 Can you Transition? Dependency Analysis Hi You ain’t going Anywhere! They don’t get it! What you expect You can Transition! You don’t get it! Independent Lo Lo Hi What they think you expect
8. Copyright PDS Group 2009 All Rights Reserved Increased sales by 10%-15% in 30 weeks Increased Customer Sat. Ratings (4th – 1st) Gross Revenues Up from $20m to $30m AlEx™ Prevented Restructuring Failures Closing Rate Improved by 66% Isolated Hi Performing Teams Factors Delivered Building OTIF & No Legal Issues Increase Revenue 14% in 6 months
9. Genzink Steel Case Study “My aim was to transition out of operations while getting more visibility and insight about GS people. I needed an approach that could show: Which people are that understand their job; Which people need a little help to get the job done; Who are the people who just don’t get it? With bringing in new people quickly, an assessment was needed to see if the blend of new and existing team were able to sit down and understand what needs to get done. “Are they going to hook up?”
10. Genzink Steel Case Study (contd.) AlEx™…..helped me: Gain insight about the new people and those we had on-board for some time Realize more than ever that many decisions and observations were assumptions....AlEx™ verified and challenged my assumptions Verify and test other peoples’ assumptions by mapping out the key inter-relationships… Depend on five key managers …which showed how well they hooked up and how I could get to the point of standing back.
11. Cliff & Tom Case Study Cliff’s Expectations of Tom What Cliff Thinks Tom Expects of Him 12 22 What Tom Thinks Cliff Expects of Him Tom’s Expectations of Cliff 13 4
12. Four Blocker Problem Copyright PDS Group 2009 All Rights Reserved 2 People 4 People 8 People 20 People
13. Unresolved Issues PerformanceCriteria Discards New & Matched Expectations Aligning Expectations Process (ALEX™) My Expectations of Others(MEOs) What Others’ Think I Expect Them(OEMs) AlignmentDiscussions Copyright PDS Group 2009 All Rights Reserved
14. My Expectations What I expect of people during the transition. Includes: What I expect you to Keep doing . . . . What I want you to Startdoing . . . . What I want you to Stop doing . . . .
15. Others’ Expectations What I think others will expect of me during the transition, Including: What things I think others will expect me to Keepdoing . . . . What I think others want me to Startdoing . . . . What things I think others want me to Stop doing . . . .
19. Start Expectations Help people in the plant look at the big picture when planning the work at each station and be able to quickly adapt the schedule according to the availability of parts and the work required at the next station. Support me to work with the service people and sales people to change their attitude from "us" to "we" (cross functional problem solving) All PO's or subcontracting of raw materials will be directed through Matt G and progress of any subcontracting will be followed up by Matt G
20. Stop Expectations Become increasingly less involved in the MRO improvement process with me in an overview of the objectives limitations and capabilities of the modified software Stop being so impatient! Overcoming the mindset "These are our customers and we do every thing to take care of them" with balancing their needs with our ability to do profitable work with on-time delivery. Stop people finger pointing by getting them together to resolve issues when an incident occurs and consistently stress that this is not acceptable
21. AlEx™ - The Alignment Process 2 4 1 3 Introduce Components & Process DevelopStrategic Components Select Key Players &/or Focus Groups Mission & Strategy Coach Participants &Collect Their Expectations 6 Key Component Prioritization& Implications Use CrossHairs Reports todevelop problem definitions AlEx 5 7 9 8 Alignment Process Brief, Train, Coach Rapid Improvement Cycles (Based on Tracking TBDs, Discards, Complete & Unresolved Expectations) Integration &Transfer Capability Knowledge Skills Capacity Develop Metrics & Rewards per Component Copyright PDS Group 2009 All Rights Reserved
22. Project Sizes Royal Bank of Canada IMS Health (Canada) Qwest Telecoms Genzink Steel Turner Construction 20 participants/6 weeks 25 participants/10 weeks – Phase 1 12 participants/8 weeks – Phase 1 6 participants/14 weeks 12p/8w;86p/1yr; 100+/Ongoing Copyright PDS Group 2009 All Rights Reserved
24. Cliff & Tom’s Four Blocker Cliff’s Expectations of Tom What Cliff Thinks Tom Expects of Him 12 22 4 13 What Tom Thinks Cliff Expects of Him Tom’s Expectations of Cliff Copyright PDS Group 2009 All Rights Reserved
27. Right Focus Right People Right Responses Achieving Successful Transition
28. Over Channeling Inside Groups Managers AlEx™ Content Priorities What’s your Line of Sight? Between Groups Direct Reports Under Channeling Copyright PDS Group 2009 All Rights Reserved
32. Cross Hairs - Targeting on what counts OAC’s as a percentage of total expectations – 11:2489=.44% RFI’s /design issues expectations as a total percentage of total expectations 116:2489=4.6% CO’s as a total percentage of total expectations 128:2489=5.1% Copyright PDS Group 2009 All Rights Reserved
33. Time Getting Aligned – Weekly! Requirements ImprovingAlignment Weekly Alignment Meetings Reduce Costs& Increase Revenue Traditional 40 Copyright PDS Group 2009 All Rights Reserved
34. The Alignment Process Agree Evidence Rate Coach Rate Again AlEx™ Easy Entry AlEx™ Cross Hairs AlEx™ Priority 5 AlEx™ Cross Hairs New Expectations Hold Receivers Accountable Copyright PDS Group 2009 All Rights Reserved
35. Seven Alignment Challenges Embedding Change Coaching Strategically Replicating Success Removing Distractions Operational Excellence Aligning Expectations Rewarding Change 39 Copyright PDS Group 2009 All Rights Reserved
36. AlEx™ The Line of Sight to Success Thank you Copyright PDS Group 2009 All Rights Reserved
Editor's Notes
At the start Overall Distraction (Misalignment) was about 85%After three months of alignment work we were to this point
Four additional months of work brought us here.
Our experience with a large construction company…OAC – Owner-Architect-Contractor meetingsRFI – Requests for informationCO – Change OrderNote the very small numbers of expectations related to these three issues and yet the Core Team placed a high value on these activitiesThese were key issues in project delay and cost overrun
Talk about fast cycle time versus monolithic approach RORI – Return on Resources Invested