Apannate
•Download as PPT, PDF•
0 likes•277 views
This document summarizes lessons learned from building identity federations in Asia Pacific and provides recommendations for growing federations in the region. Some key points are: Federations require technical expertise, policy consensus, compelling applications, and critical mass of users. Early federations in America and Europe provide examples but each country/situation is different. Starting federations in Asia Pacific faces challenges of limited campus identity infrastructure and staff. Centralized knowledge sharing through organizations like APAN can help compensate. Successful strategies in APAN include knowledge transfer, strong mandates with a single focus, grant-based funding, and accommodating local needs. Cautious starts and lack of momentum have hindered growth. Recommend
Report
Share
Report
Share
![Building Federations in APAN: What’s Worked? ,[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/apannate-120222033229-phpapp02/85/Apannate-1-320.jpg)
![Perspectives from far away ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Robertson, susan asae tech20.11
This document discusses challenges facing associations in a changing economic and technological landscape. It summarizes feedback from association CEOs on issues like membership revenue, trends affecting the sector like advances in technology and demographic shifts, and the tension between maintaining existing models and exploring new opportunities. CEOs anticipate modest revenue growth in 2011 but have concerns around membership revenue in future years. Associations will need to adapt to operate effectively across networks, engage diverse volunteers, and balance risks and opportunities as sectors blur in a converged environment.
Arthur Shelley - KNOWledge SUCCESSion
1. The document discusses knowledge succession and leadership by Dr. Arthur Shelley, who leads the Organizational Zoo Ambassadors Network. The network collaborates on applying metaphors to enhance performance outcomes.
2. Shelley discusses concepts like knowledge leadership, knowledge sharing, trust-building conversations, and using metaphors to influence behaviors and interactions in teams.
3. Resources mentioned include Shelley's books and academic publications, blog posts, videos, and a free behavioral profiler tool related to organizational performance and leadership.
You can get there from here! Professional development through all career stag...
A presentation for the Jacksonville State University student chapter of the International Association of Emergency Managers.
DRDC Knowledge Agenda
1) The document discusses knowledge management strategies for Defence R&D Canada (DRDC), focusing on creating a knowledge infrastructure and sharing knowledge through communities of practice and social networks.
2) It outlines DRDC's knowledge cycle and inputs/outputs, and proposes a knowledge agenda to authorize, organize, and collaborate on knowledge assets, sharing, work, and transfer.
3) The knowledge agenda would establish management levels and regimes to structure knowledge generation and flow within DRDC's organizational environment and beyond.
Warming
The document lists actions that students at University of Colima bachillerato No. 18 can take to help reduce global warming. It discusses how global warming is caused by air pollutants trapping heat and lists several everyday actions individuals can take like using more efficient light bulbs, recycling, carpooling, planting trees, and adjusting thermostats. Specific tips for students include starting a carpool, telecommuting, and encouraging their school to reduce emissions. The document provides sources for the suggested actions.
IPD Analytics Lawsuit - Verdict
This 3 page court document details a civil case from 2008 regarding breach of contract. It includes information such as the case number, date filed, presiding judge, and sections for orders from the court. The document provides procedural information for the ongoing legal proceedings but does not include details about the specific case or parties involved.
IPD Analytics Lawsuit - Verdict
The court ruled on January 6th, 2010 that the defendant, IPD Analytics, proved that Clark S. Cheney and James Calkin breached their employment contracts. The parties have agreed that the litigation will be disposed of. Consistent with the intent of the parties, all claims were dismissed with prejudice, with each party bearing its own fees and costs. Further, all pending motions were denied as moot.
7 tactics to gain big savings through collaboration
Budgets are under pressure for libraries globally. The document discusses 7 tactics for libraries to gain big savings through increased collaboration, including: 1) Using cloud computing and shared backroom services, 2) Engaging communities through social media, 3) Using beacons and mobile outreach, 4) Conducting shared market research, 5) Creating mobile-friendly services, 6) Sharing program templates and materials, and 7) Offering virtual and shared staff training programs. Increased collaboration can help libraries work more efficiently and effectively despite budget pressures through approaches like developing shared services, engaging communities digitally, and replicating programs across institutions.
Recommended
Robertson, susan asae tech20.11
This document discusses challenges facing associations in a changing economic and technological landscape. It summarizes feedback from association CEOs on issues like membership revenue, trends affecting the sector like advances in technology and demographic shifts, and the tension between maintaining existing models and exploring new opportunities. CEOs anticipate modest revenue growth in 2011 but have concerns around membership revenue in future years. Associations will need to adapt to operate effectively across networks, engage diverse volunteers, and balance risks and opportunities as sectors blur in a converged environment.
Arthur Shelley - KNOWledge SUCCESSion
1. The document discusses knowledge succession and leadership by Dr. Arthur Shelley, who leads the Organizational Zoo Ambassadors Network. The network collaborates on applying metaphors to enhance performance outcomes.
2. Shelley discusses concepts like knowledge leadership, knowledge sharing, trust-building conversations, and using metaphors to influence behaviors and interactions in teams.
3. Resources mentioned include Shelley's books and academic publications, blog posts, videos, and a free behavioral profiler tool related to organizational performance and leadership.
You can get there from here! Professional development through all career stag...
A presentation for the Jacksonville State University student chapter of the International Association of Emergency Managers.
DRDC Knowledge Agenda
1) The document discusses knowledge management strategies for Defence R&D Canada (DRDC), focusing on creating a knowledge infrastructure and sharing knowledge through communities of practice and social networks.
2) It outlines DRDC's knowledge cycle and inputs/outputs, and proposes a knowledge agenda to authorize, organize, and collaborate on knowledge assets, sharing, work, and transfer.
3) The knowledge agenda would establish management levels and regimes to structure knowledge generation and flow within DRDC's organizational environment and beyond.
Warming
The document lists actions that students at University of Colima bachillerato No. 18 can take to help reduce global warming. It discusses how global warming is caused by air pollutants trapping heat and lists several everyday actions individuals can take like using more efficient light bulbs, recycling, carpooling, planting trees, and adjusting thermostats. Specific tips for students include starting a carpool, telecommuting, and encouraging their school to reduce emissions. The document provides sources for the suggested actions.
IPD Analytics Lawsuit - Verdict
This 3 page court document details a civil case from 2008 regarding breach of contract. It includes information such as the case number, date filed, presiding judge, and sections for orders from the court. The document provides procedural information for the ongoing legal proceedings but does not include details about the specific case or parties involved.
IPD Analytics Lawsuit - Verdict
The court ruled on January 6th, 2010 that the defendant, IPD Analytics, proved that Clark S. Cheney and James Calkin breached their employment contracts. The parties have agreed that the litigation will be disposed of. Consistent with the intent of the parties, all claims were dismissed with prejudice, with each party bearing its own fees and costs. Further, all pending motions were denied as moot.
7 tactics to gain big savings through collaboration
Budgets are under pressure for libraries globally. The document discusses 7 tactics for libraries to gain big savings through increased collaboration, including: 1) Using cloud computing and shared backroom services, 2) Engaging communities through social media, 3) Using beacons and mobile outreach, 4) Conducting shared market research, 5) Creating mobile-friendly services, 6) Sharing program templates and materials, and 7) Offering virtual and shared staff training programs. Increased collaboration can help libraries work more efficiently and effectively despite budget pressures through approaches like developing shared services, engaging communities digitally, and replicating programs across institutions.
eval(self) or Linked in for infosec pros
What’s next? Should you take that course or pursue that degree? Will you hate it or be disillusioned in six months? With so many options in which to be involved and to share, it is often difficult to know how best to plan for the future. The current project or tidbit of research takes center stage and before you know it time has slipped by. Rumors of a skills shortage, the latest buzzword, or hot job title often grab attention but leave you with more questions. What is the best way to figure out what is next in your career? Skills shortage aside, every InfoSec professional needs a personal strategy for cultivating his or her career. This involves more than technical competence, as soft skills are part of the value you bring to an organization. However, soft skills are almost impossible to convey in a resume or LinkedIn profile. The focus of this talk will explore the why and how of a personal five year plan that highlights your unique contribution to the industry. Attendees will learn the tools and practices that produce on-going results. As with most things in life, ways to automate and simplify the process will be discussed.
Swot Analysis Seminar
The document discusses SWOT analysis, a tool used to identify strengths, weaknesses, opportunities, and threats. It provides examples of how and where SWOT analysis can be used, including starting new companies or products. Guidelines for conducting a SWOT analysis and an example analysis for a business network are also included. Additional analytical tools like PEST analysis and Porter's Five Forces model are mentioned.
Addressing Cultural Anti-patterns in Enterprise transformations
This document discusses addressing cultural anti-patterns that can inhibit enterprise transformations. It identifies 8 common anti-patterns such as lack of communication, lack of prioritization, and lack of empowerment. The document advocates for adopting agile and lean practices to continually improve and deliver customer success. It provides tips for identifying the right change agents to drive cultural transformation and discusses balancing stress and growth to motivate teams. Adopting a learning culture and breaking down silos between business and IT are identified as benefits of addressing cultural anti-patterns.
The Focused Annual Fund
The document discusses the concept of a "focused annual fund" compared to an "average annual fund". A focused annual fund invests only in its core capabilities to strengthen donor relationships, while an average fund tries to appeal to all donors with many options. A focused fund simplifies its delivery channels, organization structure, processes, and IT systems to maximize efficiency and meet donor needs. It asks whether annual funds strive to win in all channels, offer too many options, support all processes, and have IT aligned with existing processes rather than business objectives. A truly focused fund continuously adapts to simplify and focus on strengthening donor relationships.
KM Chicago: Organisational Network Analysis
The document discusses a presentation about organizational network analysis (ONA). It provides an overview of the key points:
1. ONA can be used to map informal networks, identify brokers and central people, and understand knowledge flows within organizations.
2. Conducting ONA involves developing a hypothesis, designing survey questions, distributing the survey, analyzing results, and identifying interventions based on findings.
3. An example ONA project with a Chinese organization is described to identify opportunities to improve knowledge sharing and organizational structure.
SWOT Analysis
The document discusses a SWOT analysis that was conducted for the Paphos Business Network (PBN). It provides an overview of what a SWOT analysis is and guidelines for conducting one. The SWOT analysis for PBN identified strengths such as a growing membership and diverse professions. Weaknesses included inconsistent attendance and a lack of promotion. Opportunities included expanding the network and leveraging member services. Threats included competition from other networking groups. The document proposes addressing weaknesses and threats through training courses to help members with skills like goal setting, communication, and stress management.
Reflections on Capacity Strengthening and Training — past, present and future
Presentation by Ponniah Anandajayasekeram to the ILRI Annual Program Meeting (APM), Addis Ababa, Ethiopia, 16 April 2010
7 tactics to gain big savings through collaboration
The document discusses collaboration and how organizations can build a collaborative culture. It defines collaboration and discusses its benefits. It also identifies some barriers to collaboration, such as culture, rules, competition and leadership gaps. The document proposes 7 tactics to improve collaboration, including using cloud technology, social networks, mobile access, and shared training programs. Overall, it argues that organizations should focus on collaboration, address cultural barriers, and work towards common goals and measurable outcomes.
Association trends
This presentation to the Chicago Chapter of the American Marketing Association. Was intended to provide chapter leaders with an environmental scan of the association industry and relate that information to
Chapter 9Teams Face-to-Face and Virtual1Introduc
Chapter 9:
Teams: Face-to-Face and Virtual
1
Introduction
Teams and committees are commonplace in organizations
Making teams productive and satisfying is a challenge for leaders and workers
Member expectations influence team processes and outcomes
Challenge for team leaders is manager from the point of verbal creation to the end point of dissolution
2
Case Study: The MacIntosh Pirates
Steve Jobs felt stifled in his attempts to help the Lisa team at Apple, Inc. and formed his own “Macintosh” team
Jobs hoisted a “pirate” flag with an Apple logo on it to set the tone for his team of creative recruits
Jobs inspired and empowered his team and took risks with his behaviors
Macintosh became famous, and Jobs credited his team for its success
What is your opinion of how Jobs created and managed his team?
Teams – What Are They?
A team represents a group of people with different abilities and responsibilities, brought together to accomplish a task or variety of needs
Teams require players to work together
Functional perspective of teams includes assumptions:
Members are motivated to make the best choices
Choice to be made is nonobvious
Members have access to information/resources necessary to complete the task
Members collectively possess cognitive and communication skills to deal with decision-making/problem-solving
4
Types of Teams
Primary Work Groups
Employees formally assigned within an organization
Committees
Team of people charged with implementing an organizational plan
Task Forces
Teams put together for a short time, usually to accomplish a specific task
Focus Groups
Groups or teams put together in order to discuss specific issues within the organization
Technology, Social Skills, and Face-to-Face Teams
Digital Natives
Those born since the 1980s, have never known a world without computers, cell phones, 24-hour-a-day television or the Internet
Digital Immigrants
People who were born before the advent of digital technology who are entering the digital communication arena
People are more connected now than ever before but on a more superficial level
Both Natives and Immigrants often need to fine-tune their interpersonal social skills
The Virtual Team
Members engage each other locally, regionally, and globally without being face to face
Members primarily function in cyberspace, creating both advantages and disadvantages
Technologies such as Skype have created low-cost ways of connecting
Allows for both verbal and nonverbal interaction
7
Team/Group Characteristics
Case Study: Southwest Airlines’ Success
Southwest decided to make flying fun and less expensive, so they built their team by hiring for attitude and then trained for skills
Put employees first and customers second
Open to learning from their mistakes and adapted as necessary
Less structure, but hard work still expected
What do you think of the idea that employees come first?
8
Team Job Design
Job Design Theory (Hackman and Oldham, 1975)
Teams are most effective ...
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
Chapter 9:
Teams: Face-to-Face and Virtual
1
Introduction
Teams and committees are commonplace in organizations
Making teams productive and satisfying is a challenge for leaders and workers
Member expectations influence team processes and outcomes
Challenge for team leaders is manager from the point of verbal creation to the end point of dissolution
2
Case Study: The MacIntosh Pirates
Steve Jobs felt stifled in his attempts to help the Lisa team at Apple, Inc. and formed his own “Macintosh” team
Jobs hoisted a “pirate” flag with an Apple logo on it to set the tone for his team of creative recruits
Jobs inspired and empowered his team and took risks with his behaviors
Macintosh became famous, and Jobs credited his team for its success
What is your opinion of how Jobs created and managed his team?
Teams – What Are They?
A team represents a group of people with different abilities and responsibilities, brought together to accomplish a task or variety of needs
Teams require players to work together
Functional perspective of teams includes assumptions:
Members are motivated to make the best choices
Choice to be made is nonobvious
Members have access to information/resources necessary to complete the task
Members collectively possess cognitive and communication skills to deal with decision-making/problem-solving
4
Types of Teams
Primary Work Groups
Employees formally assigned within an organization
Committees
Team of people charged with implementing an organizational plan
Task Forces
Teams put together for a short time, usually to accomplish a specific task
Focus Groups
Groups or teams put together in order to discuss specific issues within the organization
Technology, Social Skills, and Face-to-Face Teams
Digital Natives
Those born since the 1980s, have never known a world without computers, cell phones, 24-hour-a-day television or the Internet
Digital Immigrants
People who were born before the advent of digital technology who are entering the digital communication arena
People are more connected now than ever before but on a more superficial level
Both Natives and Immigrants often need to fine-tune their interpersonal social skills
The Virtual Team
Members engage each other locally, regionally, and globally without being face to face
Members primarily function in cyberspace, creating both advantages and disadvantages
Technologies such as Skype have created low-cost ways of connecting
Allows for both verbal and nonverbal interaction
7
Team/Group Characteristics
Case Study: Southwest Airlines’ Success
Southwest decided to make flying fun and less expensive, so they built their team by hiring for attitude and then trained for skills
Put employees first and customers second
Open to learning from their mistakes and adapted as necessary
Less structure, but hard work still expected
What do you think of the idea that employees come first?
8
Team Job Design
Job Design Theory (Hackman and Oldham, 1975)
Teams are most effective .
Co p lance favourite model_170414
This document discusses communities of practice (CoPs), which are informal groups that develop among people who engage in a shared profession or area of interest. CoPs can benefit organizations by facilitating knowledge sharing and innovation. While self-organizing, CoPs require support through resources and coordination to maximize their benefits. The document outlines factors for success, such as a learning culture and leadership support, and challenges to address, like ensuring voluntary participation. It proposes identifying high-interest domains and leaders to begin cultivating initial CoPs.
Distributed teams maximising your chances of success
Distributed teams need the right foundations to succeed. Learn what they are, how to create them and get tips on working in a distributed way.
Using real world experiences from implementing an outsourcing model for a large UK based software house this talk summaries the learnings from implementing a distributed team model and the key ingredients required for teams to succeed when working this way.
The talk explores starting the right way, creating shared working experiences, creating shared social experiences and building trust, all of which blend together to maximise your chances of success.
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
Chapter 9:
Teams: Face-to-Face and Virtual
1
Introduction
Teams and committees are commonplace in organizations
Making teams productive and satisfying is a challenge for leaders and workers
Member expectations influence team processes and outcomes
Challenge for team leaders is manager from the point of verbal creation to the end point of dissolution
2
Case Study: The MacIntosh Pirates
Steve Jobs felt stifled in his attempts to help the Lisa team at Apple, Inc. and formed his own “Macintosh” team
Jobs hoisted a “pirate” flag with an Apple logo on it to set the tone for his team of creative recruits
Jobs inspired and empowered his team and took risks with his behaviors
Macintosh became famous, and Jobs credited his team for its success
What is your opinion of how Jobs created and managed his team?
Teams – What Are They?
A team represents a group of people with different abilities and responsibilities, brought together to accomplish a task or variety of needs
Teams require players to work together
Functional perspective of teams includes assumptions:
Members are motivated to make the best choices
Choice to be made is nonobvious
Members have access to information/resources necessary to complete the task
Members collectively possess cognitive and communication skills to deal with decision-making/problem-solving
4
Types of Teams
Primary Work Groups
Employees formally assigned within an organization
Committees
Team of people charged with implementing an organizational plan
Task Forces
Teams put together for a short time, usually to accomplish a specific task
Focus Groups
Groups or teams put together in order to discuss specific issues within the organization
Technology, Social Skills, and Face-to-Face Teams
Digital Natives
Those born since the 1980s, have never known a world without computers, cell phones, 24-hour-a-day television or the Internet
Digital Immigrants
People who were born before the advent of digital technology who are entering the digital communication arena
People are more connected now than ever before but on a more superficial level
Both Natives and Immigrants often need to fine-tune their interpersonal social skills
The Virtual Team
Members engage each other locally, regionally, and globally without being face to face
Members primarily function in cyberspace, creating both advantages and disadvantages
Technologies such as Skype have created low-cost ways of connecting
Allows for both verbal and nonverbal interaction
7
Team/Group Characteristics
Case Study: Southwest Airlines’ Success
Southwest decided to make flying fun and less expensive, so they built their team by hiring for attitude and then trained for skills
Put employees first and customers second
Open to learning from their mistakes and adapted as necessary
Less structure, but hard work still expected
What do you think of the idea that employees come first?
8
Team Job Design
Job Design Theory (Hackman and Oldham, 1975)
Teams are most effective .
Sei 2016 day_of_agile
Fostering an agile culture requires understanding why agile processes are used and how they interconnect. It also requires embracing metaphors to explain teamwork, hiring for cultural fit over just skills, using metrics that don't encourage unsustainable work, and incentivizing growth and learning over short-term gains. Developing an agile culture centered around collaboration, adaptation, and sustainable pace will lead to better software development outcomes.
2014 kcsae the hidden secrets of associations
This document discusses hidden keys to success for associations. It identifies operational efficiency, organizational culture, project management, communication, and customer support as important factors. Operational efficiency involves leveraging technology, streamlining processes and meetings. Organizational culture focuses on staff, board and member interactions and comfort with change. Project management requires clear roles, timelines and accountability. Communication considers internal and external stakeholders. Customer support plans for long-term support of projects and customers. The document encourages associations to focus on these areas to better achieve their goals and define success.
Managing Essbase and Dodeca 2010 ODTUG (June 2010)
The document summarizes Matthew Holt's presentation about how Kroger consolidated support and development of its Essbase and Dodeca applications into a single center-of-excellence (CoE). Previously, support was spread across multiple business units with redundant efforts and data. The new CoE reassigned existing resources and defined roles and responsibilities for the CoE and IT to improve collaboration and eliminate inefficiencies. The CoE now manages cube design, user training, and prioritizes data requests while IT focuses on data extraction, software/hardware support, and managing the stable environment.
Os Nolen Gebhart
The document summarizes a talk given by Terry Nolen and Dave Gebhart from Sabre Holdings about establishing an open source development community within a traditionally closed source company. Some key points:
- They founded an open development community at Sabre to encourage innovation and productivity in a way that aligns with open source concepts.
- Setting up the community involved gaining management support, combining existing small communities, establishing processes, and using available technology while complying with corporate standards.
- For the community to succeed it requires communicating its existence widely, using rewards to motivate contributors, and expecting a varied set of projects that will grow the community over time.
Chapter of the Future
It's been decades since we re-invented association chapters - here's a look at a new model framework from an ASAE Great Ideas Session - more at www.marinermanagement.com
Data Product Teams Ecosystems
There is more to building a great data team and products. Learn some of the concepts that help make a team successful.
Edugain policy-prague vn
This document discusses eduGAIN, a federated access management service. It provides a quick review of how eduGAIN works and the entities involved. A proposed governance structure is outlined, with different groups handling various issues. Next steps for eduGAIN include finalizing the policy framework and constitution, addressing levels of assurance and data protection guidelines.
REFEDS MET, PEER and MDUI Presentation
The document discusses REFEDS' interest in facilitating identity federations through central registration of entity data and legal agreements. It notes the current barriers federations face, like multiple registries of entity data, legal documents, and fees. It proposes that REFEDS could help by providing a central place for registering this information, similar to its PEER service which allows cross-federation entity registration and discovery. This would help reduce complexity for service providers joining multiple federations.
More Related Content
Similar to Apannate
eval(self) or Linked in for infosec pros
What’s next? Should you take that course or pursue that degree? Will you hate it or be disillusioned in six months? With so many options in which to be involved and to share, it is often difficult to know how best to plan for the future. The current project or tidbit of research takes center stage and before you know it time has slipped by. Rumors of a skills shortage, the latest buzzword, or hot job title often grab attention but leave you with more questions. What is the best way to figure out what is next in your career? Skills shortage aside, every InfoSec professional needs a personal strategy for cultivating his or her career. This involves more than technical competence, as soft skills are part of the value you bring to an organization. However, soft skills are almost impossible to convey in a resume or LinkedIn profile. The focus of this talk will explore the why and how of a personal five year plan that highlights your unique contribution to the industry. Attendees will learn the tools and practices that produce on-going results. As with most things in life, ways to automate and simplify the process will be discussed.
Swot Analysis Seminar
The document discusses SWOT analysis, a tool used to identify strengths, weaknesses, opportunities, and threats. It provides examples of how and where SWOT analysis can be used, including starting new companies or products. Guidelines for conducting a SWOT analysis and an example analysis for a business network are also included. Additional analytical tools like PEST analysis and Porter's Five Forces model are mentioned.
Addressing Cultural Anti-patterns in Enterprise transformations
This document discusses addressing cultural anti-patterns that can inhibit enterprise transformations. It identifies 8 common anti-patterns such as lack of communication, lack of prioritization, and lack of empowerment. The document advocates for adopting agile and lean practices to continually improve and deliver customer success. It provides tips for identifying the right change agents to drive cultural transformation and discusses balancing stress and growth to motivate teams. Adopting a learning culture and breaking down silos between business and IT are identified as benefits of addressing cultural anti-patterns.
The Focused Annual Fund
The document discusses the concept of a "focused annual fund" compared to an "average annual fund". A focused annual fund invests only in its core capabilities to strengthen donor relationships, while an average fund tries to appeal to all donors with many options. A focused fund simplifies its delivery channels, organization structure, processes, and IT systems to maximize efficiency and meet donor needs. It asks whether annual funds strive to win in all channels, offer too many options, support all processes, and have IT aligned with existing processes rather than business objectives. A truly focused fund continuously adapts to simplify and focus on strengthening donor relationships.
KM Chicago: Organisational Network Analysis
The document discusses a presentation about organizational network analysis (ONA). It provides an overview of the key points:
1. ONA can be used to map informal networks, identify brokers and central people, and understand knowledge flows within organizations.
2. Conducting ONA involves developing a hypothesis, designing survey questions, distributing the survey, analyzing results, and identifying interventions based on findings.
3. An example ONA project with a Chinese organization is described to identify opportunities to improve knowledge sharing and organizational structure.
SWOT Analysis
The document discusses a SWOT analysis that was conducted for the Paphos Business Network (PBN). It provides an overview of what a SWOT analysis is and guidelines for conducting one. The SWOT analysis for PBN identified strengths such as a growing membership and diverse professions. Weaknesses included inconsistent attendance and a lack of promotion. Opportunities included expanding the network and leveraging member services. Threats included competition from other networking groups. The document proposes addressing weaknesses and threats through training courses to help members with skills like goal setting, communication, and stress management.
Reflections on Capacity Strengthening and Training — past, present and future
Presentation by Ponniah Anandajayasekeram to the ILRI Annual Program Meeting (APM), Addis Ababa, Ethiopia, 16 April 2010
7 tactics to gain big savings through collaboration
The document discusses collaboration and how organizations can build a collaborative culture. It defines collaboration and discusses its benefits. It also identifies some barriers to collaboration, such as culture, rules, competition and leadership gaps. The document proposes 7 tactics to improve collaboration, including using cloud technology, social networks, mobile access, and shared training programs. Overall, it argues that organizations should focus on collaboration, address cultural barriers, and work towards common goals and measurable outcomes.
Association trends
This presentation to the Chicago Chapter of the American Marketing Association. Was intended to provide chapter leaders with an environmental scan of the association industry and relate that information to
Chapter 9Teams Face-to-Face and Virtual1Introduc
Chapter 9:
Teams: Face-to-Face and Virtual
1
Introduction
Teams and committees are commonplace in organizations
Making teams productive and satisfying is a challenge for leaders and workers
Member expectations influence team processes and outcomes
Challenge for team leaders is manager from the point of verbal creation to the end point of dissolution
2
Case Study: The MacIntosh Pirates
Steve Jobs felt stifled in his attempts to help the Lisa team at Apple, Inc. and formed his own “Macintosh” team
Jobs hoisted a “pirate” flag with an Apple logo on it to set the tone for his team of creative recruits
Jobs inspired and empowered his team and took risks with his behaviors
Macintosh became famous, and Jobs credited his team for its success
What is your opinion of how Jobs created and managed his team?
Teams – What Are They?
A team represents a group of people with different abilities and responsibilities, brought together to accomplish a task or variety of needs
Teams require players to work together
Functional perspective of teams includes assumptions:
Members are motivated to make the best choices
Choice to be made is nonobvious
Members have access to information/resources necessary to complete the task
Members collectively possess cognitive and communication skills to deal with decision-making/problem-solving
4
Types of Teams
Primary Work Groups
Employees formally assigned within an organization
Committees
Team of people charged with implementing an organizational plan
Task Forces
Teams put together for a short time, usually to accomplish a specific task
Focus Groups
Groups or teams put together in order to discuss specific issues within the organization
Technology, Social Skills, and Face-to-Face Teams
Digital Natives
Those born since the 1980s, have never known a world without computers, cell phones, 24-hour-a-day television or the Internet
Digital Immigrants
People who were born before the advent of digital technology who are entering the digital communication arena
People are more connected now than ever before but on a more superficial level
Both Natives and Immigrants often need to fine-tune their interpersonal social skills
The Virtual Team
Members engage each other locally, regionally, and globally without being face to face
Members primarily function in cyberspace, creating both advantages and disadvantages
Technologies such as Skype have created low-cost ways of connecting
Allows for both verbal and nonverbal interaction
7
Team/Group Characteristics
Case Study: Southwest Airlines’ Success
Southwest decided to make flying fun and less expensive, so they built their team by hiring for attitude and then trained for skills
Put employees first and customers second
Open to learning from their mistakes and adapted as necessary
Less structure, but hard work still expected
What do you think of the idea that employees come first?
8
Team Job Design
Job Design Theory (Hackman and Oldham, 1975)
Teams are most effective ...
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
Chapter 9:
Teams: Face-to-Face and Virtual
1
Introduction
Teams and committees are commonplace in organizations
Making teams productive and satisfying is a challenge for leaders and workers
Member expectations influence team processes and outcomes
Challenge for team leaders is manager from the point of verbal creation to the end point of dissolution
2
Case Study: The MacIntosh Pirates
Steve Jobs felt stifled in his attempts to help the Lisa team at Apple, Inc. and formed his own “Macintosh” team
Jobs hoisted a “pirate” flag with an Apple logo on it to set the tone for his team of creative recruits
Jobs inspired and empowered his team and took risks with his behaviors
Macintosh became famous, and Jobs credited his team for its success
What is your opinion of how Jobs created and managed his team?
Teams – What Are They?
A team represents a group of people with different abilities and responsibilities, brought together to accomplish a task or variety of needs
Teams require players to work together
Functional perspective of teams includes assumptions:
Members are motivated to make the best choices
Choice to be made is nonobvious
Members have access to information/resources necessary to complete the task
Members collectively possess cognitive and communication skills to deal with decision-making/problem-solving
4
Types of Teams
Primary Work Groups
Employees formally assigned within an organization
Committees
Team of people charged with implementing an organizational plan
Task Forces
Teams put together for a short time, usually to accomplish a specific task
Focus Groups
Groups or teams put together in order to discuss specific issues within the organization
Technology, Social Skills, and Face-to-Face Teams
Digital Natives
Those born since the 1980s, have never known a world without computers, cell phones, 24-hour-a-day television or the Internet
Digital Immigrants
People who were born before the advent of digital technology who are entering the digital communication arena
People are more connected now than ever before but on a more superficial level
Both Natives and Immigrants often need to fine-tune their interpersonal social skills
The Virtual Team
Members engage each other locally, regionally, and globally without being face to face
Members primarily function in cyberspace, creating both advantages and disadvantages
Technologies such as Skype have created low-cost ways of connecting
Allows for both verbal and nonverbal interaction
7
Team/Group Characteristics
Case Study: Southwest Airlines’ Success
Southwest decided to make flying fun and less expensive, so they built their team by hiring for attitude and then trained for skills
Put employees first and customers second
Open to learning from their mistakes and adapted as necessary
Less structure, but hard work still expected
What do you think of the idea that employees come first?
8
Team Job Design
Job Design Theory (Hackman and Oldham, 1975)
Teams are most effective .
Co p lance favourite model_170414
This document discusses communities of practice (CoPs), which are informal groups that develop among people who engage in a shared profession or area of interest. CoPs can benefit organizations by facilitating knowledge sharing and innovation. While self-organizing, CoPs require support through resources and coordination to maximize their benefits. The document outlines factors for success, such as a learning culture and leadership support, and challenges to address, like ensuring voluntary participation. It proposes identifying high-interest domains and leaders to begin cultivating initial CoPs.
Distributed teams maximising your chances of success
Distributed teams need the right foundations to succeed. Learn what they are, how to create them and get tips on working in a distributed way.
Using real world experiences from implementing an outsourcing model for a large UK based software house this talk summaries the learnings from implementing a distributed team model and the key ingredients required for teams to succeed when working this way.
The talk explores starting the right way, creating shared working experiences, creating shared social experiences and building trust, all of which blend together to maximise your chances of success.
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
Chapter 9:
Teams: Face-to-Face and Virtual
1
Introduction
Teams and committees are commonplace in organizations
Making teams productive and satisfying is a challenge for leaders and workers
Member expectations influence team processes and outcomes
Challenge for team leaders is manager from the point of verbal creation to the end point of dissolution
2
Case Study: The MacIntosh Pirates
Steve Jobs felt stifled in his attempts to help the Lisa team at Apple, Inc. and formed his own “Macintosh” team
Jobs hoisted a “pirate” flag with an Apple logo on it to set the tone for his team of creative recruits
Jobs inspired and empowered his team and took risks with his behaviors
Macintosh became famous, and Jobs credited his team for its success
What is your opinion of how Jobs created and managed his team?
Teams – What Are They?
A team represents a group of people with different abilities and responsibilities, brought together to accomplish a task or variety of needs
Teams require players to work together
Functional perspective of teams includes assumptions:
Members are motivated to make the best choices
Choice to be made is nonobvious
Members have access to information/resources necessary to complete the task
Members collectively possess cognitive and communication skills to deal with decision-making/problem-solving
4
Types of Teams
Primary Work Groups
Employees formally assigned within an organization
Committees
Team of people charged with implementing an organizational plan
Task Forces
Teams put together for a short time, usually to accomplish a specific task
Focus Groups
Groups or teams put together in order to discuss specific issues within the organization
Technology, Social Skills, and Face-to-Face Teams
Digital Natives
Those born since the 1980s, have never known a world without computers, cell phones, 24-hour-a-day television or the Internet
Digital Immigrants
People who were born before the advent of digital technology who are entering the digital communication arena
People are more connected now than ever before but on a more superficial level
Both Natives and Immigrants often need to fine-tune their interpersonal social skills
The Virtual Team
Members engage each other locally, regionally, and globally without being face to face
Members primarily function in cyberspace, creating both advantages and disadvantages
Technologies such as Skype have created low-cost ways of connecting
Allows for both verbal and nonverbal interaction
7
Team/Group Characteristics
Case Study: Southwest Airlines’ Success
Southwest decided to make flying fun and less expensive, so they built their team by hiring for attitude and then trained for skills
Put employees first and customers second
Open to learning from their mistakes and adapted as necessary
Less structure, but hard work still expected
What do you think of the idea that employees come first?
8
Team Job Design
Job Design Theory (Hackman and Oldham, 1975)
Teams are most effective .
Sei 2016 day_of_agile
Fostering an agile culture requires understanding why agile processes are used and how they interconnect. It also requires embracing metaphors to explain teamwork, hiring for cultural fit over just skills, using metrics that don't encourage unsustainable work, and incentivizing growth and learning over short-term gains. Developing an agile culture centered around collaboration, adaptation, and sustainable pace will lead to better software development outcomes.
2014 kcsae the hidden secrets of associations
This document discusses hidden keys to success for associations. It identifies operational efficiency, organizational culture, project management, communication, and customer support as important factors. Operational efficiency involves leveraging technology, streamlining processes and meetings. Organizational culture focuses on staff, board and member interactions and comfort with change. Project management requires clear roles, timelines and accountability. Communication considers internal and external stakeholders. Customer support plans for long-term support of projects and customers. The document encourages associations to focus on these areas to better achieve their goals and define success.
Managing Essbase and Dodeca 2010 ODTUG (June 2010)
The document summarizes Matthew Holt's presentation about how Kroger consolidated support and development of its Essbase and Dodeca applications into a single center-of-excellence (CoE). Previously, support was spread across multiple business units with redundant efforts and data. The new CoE reassigned existing resources and defined roles and responsibilities for the CoE and IT to improve collaboration and eliminate inefficiencies. The CoE now manages cube design, user training, and prioritizes data requests while IT focuses on data extraction, software/hardware support, and managing the stable environment.
Os Nolen Gebhart
The document summarizes a talk given by Terry Nolen and Dave Gebhart from Sabre Holdings about establishing an open source development community within a traditionally closed source company. Some key points:
- They founded an open development community at Sabre to encourage innovation and productivity in a way that aligns with open source concepts.
- Setting up the community involved gaining management support, combining existing small communities, establishing processes, and using available technology while complying with corporate standards.
- For the community to succeed it requires communicating its existence widely, using rewards to motivate contributors, and expecting a varied set of projects that will grow the community over time.
Chapter of the Future
It's been decades since we re-invented association chapters - here's a look at a new model framework from an ASAE Great Ideas Session - more at www.marinermanagement.com
Data Product Teams Ecosystems
There is more to building a great data team and products. Learn some of the concepts that help make a team successful.
Similar to Apannate (20)
Addressing Cultural Anti-patterns in Enterprise transformations
Addressing Cultural Anti-patterns in Enterprise transformations
Reflections on Capacity Strengthening and Training — past, present and future
Reflections on Capacity Strengthening and Training — past, present and future
7 tactics to gain big savings through collaboration
7 tactics to gain big savings through collaboration
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
Distributed teams maximising your chances of success
Distributed teams maximising your chances of success
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
Managing Essbase and Dodeca 2010 ODTUG (June 2010)
Managing Essbase and Dodeca 2010 ODTUG (June 2010)
More from refeds
Edugain policy-prague vn
This document discusses eduGAIN, a federated access management service. It provides a quick review of how eduGAIN works and the entities involved. A proposed governance structure is outlined, with different groups handling various issues. Next steps for eduGAIN include finalizing the policy framework and constitution, addressing levels of assurance and data protection guidelines.
REFEDS MET, PEER and MDUI Presentation
The document discusses REFEDS' interest in facilitating identity federations through central registration of entity data and legal agreements. It notes the current barriers federations face, like multiple registries of entity data, legal documents, and fees. It proposes that REFEDS could help by providing a central place for registering this information, similar to its PEER service which allows cross-federation entity registration and discovery. This would help reduce complexity for service providers joining multiple federations.
REFEDS Overview
This document summarizes information about identity federations. It discusses how federations allow a single set of credentials to access multiple services through technologies like SAML and legal agreements. It also describes inter-federations, which enable users from one federation to access services in another federation through technical integration and policy agreements between federations. Examples of inter-federations include eduroam for network access across institutions and eduGAIN for web applications. REFEDS is introduced as an organization that works to harmonize identity technologies, policies, and best practices across research and education federations globally.
Apanheath
The document summarizes the establishment and growth of the Australian Access Federation (AAF) from its founding in 2009 to becoming self-sustaining by the end of 2011. Key points include:
- The AAF was established in 2009 with seed funding and an aim to have 67 subscribers and be self-sustaining by the end of 2011, which it achieved.
- It has established policies, procedures, technology infrastructure and a business model to manage identity federation for research and education in Australia.
- The AAF aims to break even through a subscription model that accounts for diversity in subscriber size and usage.
Shib survey
A survey was conducted of 29 federation operators regarding the future of Shibboleth. The responses showed clear interest and support for continuing to develop Shibboleth. Many respondents would consider funding its development, with proposed funding levels ranging from $100 for individuals to $5000-10,000 for federations. There was no consensus on the preferred model for its Phase 2, with options including an independent foundation, joining an existing foundation, or continuing as an open source project.
Refeds ferpa v0 02
1. This document compares the Data Protection Directive (DPD) of the European Union and the Family Educational Rights and Privacy Act (FERPA) of the United States in terms of their protections of personally identifiable information (PII) of students.
2. While both laws aim to protect PII by allowing individuals to inspect and correct information held about them and limiting disclosure of PII to defined purposes, FERPA exempts "directory information" and allows broader disclosure to parents than DPD.
3. The document recommends minimizing the definition of directory information under FERPA, treating EU students as opted out of directory information disclosure by default, and considering other laws' disclosure requirements to help ensure compliance with both FER
Discovery refeds 11
This document discusses discovery and login extensions for federated identity systems. It recommends that federation operators:
1) Make recommendations about discovery and login extensions and start collecting them from entity operators.
2) Engage with entity operators to encourage them to add extensions to improve the user experience of discovery and login.
3) Ensure their own discovery services are not forgotten and also exploit discovery extensions to provide a seamless user experience across entities.
Licia Florio REFEDS Prague 2011
- REFEDS held an event on May 15th 2011 to discuss previous actions and next steps
- Key topics discussed included managing the REFEDS sponsoring group, defining the scope of REF2 work, and establishing a steering committee
- REFEDS' first year budget from August 2010-August 2011 allowed it to develop a website, hire more resources, and fund projects like PEER
- REFEDS terms of use and IPR policies were presented and no objections were received
- A revision of the REFEDS work plan for the upcoming year was needed to prioritize projects and proposals for identity assurance and user interface/discovery
More from refeds (8)
Recently uploaded
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on automated letter generation for Bonterra Impact Management using Google Workspace or Microsoft 365.
Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Choosing The Best AWS Service For Your Website + API.pptx
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Trusted Execution Environment for Decentralized Process Mining
Presentation of the paper "Trusted Execution Environment for Decentralized Process Mining" given during the CAiSE 2024 Conference in Cyprus on June 7, 2024.
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Skybuffer SAM4U tool for SAP license adoption
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Azure API Management to expose backend services securely
How to use Azure API Management to expose backend service securely
Introduction of Cybersecurity with OSS at Code Europe 2024
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Fueling AI with Great Data with Airbyte Webinar
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
TrustArc Webinar - 2024 Global Privacy Survey
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Artificial Intelligence for XMLDevelopment
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
System Design Case Study: Building a Scalable E-Commerce Platform - Hiike
This case study explores designing a scalable e-commerce platform, covering key requirements, system components, and best practices.
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
A Comprehensive Guide to DeFi Development Services in 2024
DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
Finale of the Year: Apply for Next One!
Presentation for the event called "Finale of the Year: Apply for Next One!" organized by GDSC PJATK
Best 20 SEO Techniques To Improve Website Visibility In SERP
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Recently uploaded (20)
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...
Choosing The Best AWS Service For Your Website + API.pptx
Choosing The Best AWS Service For Your Website + API.pptx
Trusted Execution Environment for Decentralized Process Mining
Trusted Execution Environment for Decentralized Process Mining
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...
Azure API Management to expose backend services securely
Azure API Management to expose backend services securely
WeTestAthens: Postman's AI & Automation Techniques
WeTestAthens: Postman's AI & Automation Techniques
Introduction of Cybersecurity with OSS at Code Europe 2024
Introduction of Cybersecurity with OSS at Code Europe 2024
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
System Design Case Study: Building a Scalable E-Commerce Platform - Hiike
System Design Case Study: Building a Scalable E-Commerce Platform - Hiike
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...
A Comprehensive Guide to DeFi Development Services in 2024
A Comprehensive Guide to DeFi Development Services in 2024
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
Best 20 SEO Techniques To Improve Website Visibility In SERP
Best 20 SEO Techniques To Improve Website Visibility In SERP
Editor's Notes
- Speaking on a purely personal basis, and not on behalf of any of my affiliations. My views are entirely my own, and I am very thankful for NII’s support of my travel.