The document discusses modern practices for managing today's workforce, specifically focusing on agile practices. It summarizes the history of agile, from influences like Deming and Toyota in the 1920s-1980s to the official creation of the Agile Manifesto in 2001. It then discusses why agile is important now and common barriers to agile adoption. The presentation provides an overview of core agile principles and practices and suggests moving away from top-down control toward more distributed, autonomous teams and a focus on organizational agility and co-created change.
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Creating Alignment for Agile Change - Agile and Beyond 2015Jason Little
It's not about the change canvas, it's about the conversations that facilitate the creation of them. This talk was about how to guide alignment with techniques from Lean Change Management accompanied by a story from April Jefferson about how she used these techniques at GM and University of Michigan
Organizational Developer 101 - Agile TO MeetupJason Little
There's much the agile community can learn from the OD community and vice-versa. Here we merged 2 basic OD elements by using the Management 3.0 Meddlers game and how structure change is but one small aspect of organizational change
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Creating Alignment for Agile Change - Agile and Beyond 2015Jason Little
It's not about the change canvas, it's about the conversations that facilitate the creation of them. This talk was about how to guide alignment with techniques from Lean Change Management accompanied by a story from April Jefferson about how she used these techniques at GM and University of Michigan
Organizational Developer 101 - Agile TO MeetupJason Little
There's much the agile community can learn from the OD community and vice-versa. Here we merged 2 basic OD elements by using the Management 3.0 Meddlers game and how structure change is but one small aspect of organizational change
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Rethinking Transformation Spark the Change IndiaJason Little
We cling to linear change models because they make us feel good, but they don't work in today's world. The most popular change methods predate the internet, and whether we like it or not, organisational change follows the rules of social change.
You're in it for the long haul so stop thinking about transformation and start thinking about how to run small, time-bound experiments to get you to that utopian Agile state.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
"Transformation" is a metaphor filled with ambiguity, vagueness and confusion. It sure sounds good, but it's not concrete enough. "Renovation" is a better metaphor for thinking about organizational change because it paints a clear picture about the expected disruption and difficulty that lies ahead.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Continous Improvement: How To Make it HappenJason Little
Continuous Improvement. All organizations want it but how do you do it? In this presentation for the Ontario Hospitals Association I shared stories and ideas for applying Lean practices to change.
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org)
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0)
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Rethinking Transformation Spark the Change IndiaJason Little
We cling to linear change models because they make us feel good, but they don't work in today's world. The most popular change methods predate the internet, and whether we like it or not, organisational change follows the rules of social change.
You're in it for the long haul so stop thinking about transformation and start thinking about how to run small, time-bound experiments to get you to that utopian Agile state.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
"Transformation" is a metaphor filled with ambiguity, vagueness and confusion. It sure sounds good, but it's not concrete enough. "Renovation" is a better metaphor for thinking about organizational change because it paints a clear picture about the expected disruption and difficulty that lies ahead.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Continous Improvement: How To Make it HappenJason Little
Continuous Improvement. All organizations want it but how do you do it? In this presentation for the Ontario Hospitals Association I shared stories and ideas for applying Lean practices to change.
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org)
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0)
Lean's First 25 Years -- and the Next 25 by Jim WomackChet Marchwinski
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org).
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0 ).
This was presented to the Business Services Leadership and Technology Training Event, May 3-4, 2011. The event was organized by the US Department of Labor's Employment Training Administration.
Presentation at the European Appreciative Inquiry Network Meeting held in Hasselt, Belgium. An insight into the powerful combination of Appreciative Inquiry and Lean Six Sigma.
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
We gave this presentation to the great people who attended the San Francisco Office of Economic and Workforce Development Spring Forum, April 12-13, 2011.
Kanban is the New Scrum! Failure Transformation Patterns, Similarities, and L...Shahin Sheidaei
You are in charge of a whole organization (or a number of teams). Your ultimate desire is for them to become more productive. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? What can lead to a successful Kanban Transformation compared to Scrum? Is there a golden ratio of Scrum practices v.s. Kanban that makes your transformation successful? Are there any fundamental differences between them? What are the pitfalls that you want to avoid? Join me in this session to share with you my experience as both Scrum and Kanban coach. I will be sharing lessons learned to help organizations and leaders realize the true potential of their organization focusing on factors that really matter the most.
“Change is the only constant” is a Universal phrase which is ever so relevant event to present day, and due to this reason Being Agile is a method which a lot of forward thinking organizations are moving towards. “Being Agile” is certainly a term which is creeping in to the business world day by day. For an organization to be Agile, it requires time and a lot of effort from everyone involved in the process, especially the management, in order to make the transition easier. Being agile is not something that can be accomplished overnight, it requires a cultural change, employees’ mindset should be adaptable and most importantly, the way that the employees are being managed, trained and motivated should be done in a certain way that benefits the transition to an agile culture.
“Change is the only constant” is a Universal phrase which is ever so relevant event to present day, and due to this reason Being Agile is a method which a lot of forward thinking organizations are moving towards. “Being Agile” is certainly a term which is creeping in to the business world day by day. For an organization to be Agile, it requires time and a lot of effort from everyone involved in the process, especially the management, in order to make the transition easier. Being agile is not something that can be accomplished overnight, it requires a cultural change, employees’ mindset should be adaptable and most importantly, the way that the employees are being managed, trained and motivated should be done in a certain way that benefits the transition to an agile culture.
Three Secrets of Agile Leadership: From Working Hard to Working SmartPeter Stevens
Updated Version. Keynote Talk at Agile Business Day 2020. Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility for more impact in your life and work.
Modern Change Management - 5 Universales del CambioJason Little
5 Universals of Change designed to help you be more agile in change management by focusing on what matters. PResented at Transformation LATAM 2020 (slides in EN and ES)
Modern Change Management - 5 Universals for ChangeJason Little
We’ve run over 450 workshops in 30 countries for over 5000 people and visited countless organizations of all sizes. We’ve discovered 5 Universals for Change that help you apply the right approach for change, at the right time.
Rethinking Transformation - Agile Consortium Feb 2019Jason Little
Our organizations didn't plan their way into the mess they're in so there's no way they're going to plan their way out of it. Manage change at the events and intervention points that make a difference.
Tampere Goes Agile - Experimenting Through Change KeynoteJason Little
Experiments have become fashionable. How do you know if the experiment you're running is the right one? How can you run experiments without losing sight of the big picture?
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
Using Storytelling in Change ManagementJason Little
Urgency for change is an outdated concept in change management. Cause and purpose for change is a more compelling way to help people align to transformational change. Learn how you can incorporate storytelling into change management by using a Storytelling Canvas.
Culture Follows Structure - DSM Agile Jason Little
The Agile Community focuses too much on 'being Agile' and hitting people over the head with the Agile Mindset stick. Once teams operate under the radar and then hit the organizational boundaries, new language is needed to help provide leaders with better options for deliberately creating structures that align with an Agile way of working.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
1. Jason Little | @jasonlittle
Modern practises for
managing today’s workforce
APICS Peel Chapter
March 4, 2020
What’s your experience
with ‘agile’ vote here:
http://sli.do
Code: S116
2. Jason Little | @jasonlittle | sli.do : S116
Jason Little | @jasonlittle
About me
Started in manufacturing, moved into IT, became software
developer, project manager, worked for a few startups,
started helping organizations implement Agile in the
mid-2000’s.
agilecoach.ca
leanchange.org
3. Jason Little | @jasonlittle | sli.do : S116
What is agile?
(don’t forget, you can ask questions at sli.do and enter the code S116)
4. Jason Little | @jasonlittle | sli.do : S116
Let’s experiment!
I need 14 volunteers please!
5. Rules
❖ 1 point for each ball that passes through the team
❖ Each person must touch the ball
❖ There must be air-time between passes
❖ Cannot pass to the person beside you
❖ For each round:
❖ 1 minute to plan (must give estimate of how many balls your team can pass)
❖ 2 minutes to execute
6. Jason Little | @jasonlittle | sli.do : S116
As you watch, look for what
looks “agile” about how they
are working
7. Jason Little | @jasonlittle | sli.do : S116
The History of Agile
2001
“We decided to call it a
manifesto since it was a call to
arms and a statement of our
beliefs”
- Martin Fowler, one of the 17 signatories
8. Jason Little | @jasonlittle | sli.do : S116
The History of Agile
Today
Agile is much like Disney. It
owns everything you know
and love.
9. Jason Little | @jasonlittle | sli.do : S116
How did we get here?
Dr William Deming
1920’s 1948
Toyota Production
System
1986
First use of Scrum
in Product Dev
1994
“Official” Scrum
1996
Extreme
Programming
2001
Agile Manifesto
Created
2011
The Lean Startup
10. Jason Little | @jasonlittle | sli.do : S116
Deploy
The Basic Premise
TestBuildDesignAnalysis
A
1 month
D
B
T
1 month 3 months 0 months 1 week
2 weeks
A
D
B
T
2 weeks
Validation Validation
A
D
B
T
2 weeks
Validation
Deliver working solutions
frequently, validate,
respond to change, repeat
11. Jason Little | @jasonlittle | sli.do : S116
Why Agile? Why Now?
Version One
State of Agile Survey
12. Jason Little | @jasonlittle | sli.do : S116
What Barriers Exist?
Version One
State of Agile Survey
13. Jason Little | @jasonlittle | sli.do : S116
Agile Then, and Now
How do we get teams to improve?
How do we support teams to do their best work?
How can we align priorities?
How can we shift
performance management?How do we manage the “climate?”
14. Jason Little | @jasonlittle | sli.do : S116
Perspective Matters
Strategy
“Rational View”
Political
“Social View”
Culture
“Irrational View”
Agile = centralized process improvement Agile = emergent improvement Agile = “mindset” shift
15. Jason Little | @jasonlittle | sli.do : S116
Remember the Plan?
Create 12 layers of management
2019 2020 2021 2022 2023 2024 2025 2026
Design 83 new departments
Implement bell curve of performance
Develop 175 page best practice guide for delivery
Develop 254 page best practice guide that
contradicts the 175 page version
Purchase best-of-breed delivery guide
from vendor
Do something agile related
Finalize and implement culture of blame
16. Jason Little | @jasonlittle | sli.do : S116
That’s Not How We Got Here
Re-organization
Externally visible failures Creation of new departments
Implementation of new centralized processes
17. Jason Little | @jasonlittle | sli.do : S116
Where to Start?
Values
Principles
Practices
Visualize
work
Lean
Coffee
Lego
Serious
Play
Core
Protocols
Innovation
Games
Small,
autonomous
teams
Servant
leadership
Lead with
purpose
Core Agile Practices
Management
3.0
Co-Creation
of Change
Participatory Change
Organizational
Agility
21. Jason Little | @jasonlittle | sli.do : S116
How to Become More “Agile”
Away from: Towards:
Micro-managing the people Managing the climate
Top-down change initiatives Co-created change
Centralized control functions Distributed “control”
What to Google:
Management 3.0
Lean Change Management
Organizing for Complexity
Re-inventing organizations
The organization as a machine The organization as a complex system
Ralph Stacy
Dave Snowden - Cynefin
Global LAMP Index