Being “Agile” has become one of the best misunderstood and misinterpreted concepts of the last five years. Most approaches lack a deeper understanding of the problems “agile management” was designed for: the constantly increasing complexity and uncertainty of businesses in digital, that is: exponential times. This presentation introduces the need for and concept of becoming a responsive business and outlines key lessons derived from our own transformation into a responsive, radically user and future driven, self-organized and agile company.
Agile is Fascinating, but not Trivial. Consider changes in habits, behaviors, skills, competences, etc. It means we need to know what approch, methodology or framework could better fit for any transformation, but what about the people side?
What about individual and interactions?
This presentation explores the change management side of any big initiative, included agile transformations
Au Lean Summit France 2016, Daniel Jones explique l'adéquation de la pensée Lean à l’ère du numérique. Selon lui, les enjeux du numérique se situent sur trois axes : les potentiels techniques, les dynamiques sociales et le rapprochement du client. La pensée Lean permet de libérer le potentiel et les promesses de la technologie.
Project Management experiences, do's and don'tsTapio Järvenpää
PM Club Tampere hosted an event focused in project experiences. I shared learnings from my quarter of a century career in project management.
Good discussions. The event ended with little workshopping where attendees analysed tops and flops of project work.
My presentation has 3 parts:
1) Typical failure mechanisms or trigger points in project execution:
- vision not shared
- vision not understood
- corporate rules and policies
- problem solving by acquiring licenses
- team dynamics
- organisational misalignment
- complicated, fat governance model
2) Weaknesses or even destructive steering group work
- old working paradigms compared to actual project methods
- too long, didn't read; highest paid persons opinion
- indecisiveness
- no will to reset red traffic light, no clue how to improve situation
- surprises during meetings
- conflicts of interest slowing down project work
3) Keys to success:
- progress and development is not linear
- minimum viable product strategy accelerates learning
- there are always viable work arounds
- change adaptation is function of time
- projects need to be connected to external world, use simple and visual tools
- test your ideas, pivot one factor of your hypothesis at a time
- Deming's P-D-C-A is an useful tool for learning too
- steering group is responsible of enabling project success, one of the main tools is risk mitigation by stopping potential domino effects - risks are not isolated by nature
- skunkworks principles are still valid
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
Agile is Fascinating, but not Trivial. Consider changes in habits, behaviors, skills, competences, etc. It means we need to know what approch, methodology or framework could better fit for any transformation, but what about the people side?
What about individual and interactions?
This presentation explores the change management side of any big initiative, included agile transformations
Au Lean Summit France 2016, Daniel Jones explique l'adéquation de la pensée Lean à l’ère du numérique. Selon lui, les enjeux du numérique se situent sur trois axes : les potentiels techniques, les dynamiques sociales et le rapprochement du client. La pensée Lean permet de libérer le potentiel et les promesses de la technologie.
Project Management experiences, do's and don'tsTapio Järvenpää
PM Club Tampere hosted an event focused in project experiences. I shared learnings from my quarter of a century career in project management.
Good discussions. The event ended with little workshopping where attendees analysed tops and flops of project work.
My presentation has 3 parts:
1) Typical failure mechanisms or trigger points in project execution:
- vision not shared
- vision not understood
- corporate rules and policies
- problem solving by acquiring licenses
- team dynamics
- organisational misalignment
- complicated, fat governance model
2) Weaknesses or even destructive steering group work
- old working paradigms compared to actual project methods
- too long, didn't read; highest paid persons opinion
- indecisiveness
- no will to reset red traffic light, no clue how to improve situation
- surprises during meetings
- conflicts of interest slowing down project work
3) Keys to success:
- progress and development is not linear
- minimum viable product strategy accelerates learning
- there are always viable work arounds
- change adaptation is function of time
- projects need to be connected to external world, use simple and visual tools
- test your ideas, pivot one factor of your hypothesis at a time
- Deming's P-D-C-A is an useful tool for learning too
- steering group is responsible of enabling project success, one of the main tools is risk mitigation by stopping potential domino effects - risks are not isolated by nature
- skunkworks principles are still valid
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
Legacy companies face the huge challenge of having to innovate and transform for digital times. While there are very few examples for how this can be achieved, there are plenty of how to fail best. This presentation summarizes ten important rules for failure!
Though there are risks involved with the innovation
process, the benefits are more. The innovation process is
dynamic and versatile which will positively influence all the
different parts of the industry. This is exactly where
Insights Success helps identifying companies that use
digital platforms, with its project The 10 Most Innovative
Companies of the Year 2019.
تواصل_تطوير
المحاضرة رقم 189
المهندس / محمد العربي
بعنوان
"Digital Disruption Act- From
Value Chains to Value Networks"
يوم السبت 07 يناير 2023
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZIvf-6oqTgsH9Dp3m-SA9-UvVdmBgjmwEYx
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
A proposal for how to manage and measure Digital TransformationLee Bryant
My talk from the Social Business Arena at CeBIT 2015 outlining how a Quantified Org methdology can help us manage and measure digital transformation, whilst achieving much more local involvement.
Industries, businesses and business models are being radically changed as a consequence of all the technological developments sweeping the world. I am writing a series of papers that cover the implications of all of this for how boards go about doing their work. The first paper is a general overview of these developments.
Design and production of a series of thought leadership ebooks for Agility Works. Content by ROMI consulting, design and development by BHD Creative Ltd
Many organisations are struggling to implement and drive their digital transformations. Only about 30% of digital transformations efforts actually succeed. Mostly because going digital is a complex process with many internal and external pressures. Organisations need to understand what transformations entails, avoid the pitfalls and and carefully consider each facet of digital transformation. Only then can they turn ambition into achievement. In this playbook, we have identified the nine traits of companies that win at digital transformation. We will see what defined their success and how they achieved it. And we will discuss how we can help companies reach their digital transformations goals.
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
Agility: a whitepaper from LRN LAB by innogy Consultinginnogy Consulting
Agility means going against the grain of traditional business to develop a new understanding of leadership and management in the digital era. Read how LRNLAB and innogyConsulting view this inevitable shift in organizational structure.
We all know that the world is changing quicker than ever before, and that businesses are always looking for new ways to create advantages for themselves. Cerys will explore the market dynamics that are combining to create a volatile, uncertain, complex and ambiguous operating environment for businesses and the new types of organisational risk that these are creating. Then, looking at some of the most innovative businesses in the world, highlight some of the new business models, organisational structures and ways of working that are coming together to help transform companies for the 21st century.
Surviving and thriving in the 4th Industrial Revolution means a change in culture, adoption of new technologies and an ecosystem wide collaboration. We take a look at the market and the success and improvements surrounding the 3DEXPERIENCE Platform from Dassault Systemes.
Legacy companies face the huge challenge of having to innovate and transform for digital times. While there are very few examples for how this can be achieved, there are plenty of how to fail best. This presentation summarizes ten important rules for failure!
Though there are risks involved with the innovation
process, the benefits are more. The innovation process is
dynamic and versatile which will positively influence all the
different parts of the industry. This is exactly where
Insights Success helps identifying companies that use
digital platforms, with its project The 10 Most Innovative
Companies of the Year 2019.
تواصل_تطوير
المحاضرة رقم 189
المهندس / محمد العربي
بعنوان
"Digital Disruption Act- From
Value Chains to Value Networks"
يوم السبت 07 يناير 2023
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZIvf-6oqTgsH9Dp3m-SA9-UvVdmBgjmwEYx
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
A proposal for how to manage and measure Digital TransformationLee Bryant
My talk from the Social Business Arena at CeBIT 2015 outlining how a Quantified Org methdology can help us manage and measure digital transformation, whilst achieving much more local involvement.
Industries, businesses and business models are being radically changed as a consequence of all the technological developments sweeping the world. I am writing a series of papers that cover the implications of all of this for how boards go about doing their work. The first paper is a general overview of these developments.
Design and production of a series of thought leadership ebooks for Agility Works. Content by ROMI consulting, design and development by BHD Creative Ltd
Many organisations are struggling to implement and drive their digital transformations. Only about 30% of digital transformations efforts actually succeed. Mostly because going digital is a complex process with many internal and external pressures. Organisations need to understand what transformations entails, avoid the pitfalls and and carefully consider each facet of digital transformation. Only then can they turn ambition into achievement. In this playbook, we have identified the nine traits of companies that win at digital transformation. We will see what defined their success and how they achieved it. And we will discuss how we can help companies reach their digital transformations goals.
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
Agility: a whitepaper from LRN LAB by innogy Consultinginnogy Consulting
Agility means going against the grain of traditional business to develop a new understanding of leadership and management in the digital era. Read how LRNLAB and innogyConsulting view this inevitable shift in organizational structure.
We all know that the world is changing quicker than ever before, and that businesses are always looking for new ways to create advantages for themselves. Cerys will explore the market dynamics that are combining to create a volatile, uncertain, complex and ambiguous operating environment for businesses and the new types of organisational risk that these are creating. Then, looking at some of the most innovative businesses in the world, highlight some of the new business models, organisational structures and ways of working that are coming together to help transform companies for the 21st century.
Surviving and thriving in the 4th Industrial Revolution means a change in culture, adoption of new technologies and an ecosystem wide collaboration. We take a look at the market and the success and improvements surrounding the 3DEXPERIENCE Platform from Dassault Systemes.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
1. 1
Becoming Agile / Responsive
The Need For And PathToTransforming For ExponentialTimes
Dr.Andreas Brill. December 2016
2. 2
A key factor for the success of digital champions is their different mode of running and managing
their business.
3. 3
One term describing the new management mode is being agile.
Everybody’s talking about it. Few do it. Even less can.
4. 4
If one wants to embrace the concept of agile ways of working, the agile manifesto is the best
source to get started. It reveals a fundamental shift in the focus and ways of working.
5. 5
The key question is:
What has triggered this
shift?
What has created the
need for new ways of
working?
6. 6
The concept of agile ways of working was created because software development was broken. It
was broken, because it was not capable of coping with the complexity and dynamics of digitization
7. 7
So, software needs to be built in agile ways.
But:
Why do companies
– apart from their
software teams –
need to bother?
8. 8
Organizations are broken, too.They ‘re broken for the same reasons software development is:
they’re not capable of coping with the complexity and dynamics of digitization.
9. 9
Embracing the agile concept requires...
... a deep understanding
of the logic and
dynamics of
digitization...
... and its impact on
managing businesses.
11. 11
The case of the music industry:A brilliant utilisation of the capabilities of digital technology
replaced a brilliant business model.And disrupted the entire industry.
A superior und incredibly successful business
model...
... completely loses its relevance, once a much better solution has
been established in the market!
12. 12
The key point of the story is:This was only the beginning of a series of successive leaps of market
transformation that made all winners lose it all.
endless shelves
access to all products,
worldwide
digitization and
miniaturization of the
product itself
the access to all songs from
any digital device becomes
the product
13. 13
For Amazon, the hard felt insight to this logic of „the winners losing it all“ has kicked off a
completely new path. It made Amazon become a business that is responsive to constant market
transformation.
15. 15
Digitization triggers the logic of all winners losing it all through the exponential dynamics of its
technological foundation...
16. 16
... and through the transformative power of the global connectedness of all digital information, on
the other hand.
+ Blockchain!
17. 17
Building a business that is responsive to the dynamics of successive transformational leaps is THE
key challenge for any business in the digital era.
exponential times
successive transformation
challenges
attacking one‘s own business model
legacy businesses
focus on growth
disruptive changes breaking industry rules focus on stability and reliability
shortened cycles of innovation permanent beta mode
unpredictable developments agile, open, networked focus on optimization
changes in consumer behavior purpose driven/consumer obsessed sales driven marketing
paradigm of information digital skills paradigm of the physical product
uncertainty antifragile, responsive robust
focus on efficiency and risk avoidance
19. 19
Responsive businesses are driven by four key principles that set them apart from other businesses.
How do we enable our teams to
create, test and continuously improve
solutions that are 10 times better
than anything that‘s out there in the
market?
Which solutions have the
potential to shake up an entire
industry and make all current
competitors look stupid?
What will be technologically
feasible in the next 5 to 10
years that is impossible as of
now?
Which solutions would be ten
times better for our
customers than anything that
exists in today‘s market?
20. 20
The four principles are deeply rooted in the day to day business of responsive companies...
Special Projects / Labs Day to Day Business
21. 21
... and they are supported by structures, processes, tools, rules and cultural pillars that trigger
responsive ways of working.
22. 22
The huge challenge of becoming a business
that is agile and responsive to exponential
change:
... rooting the four key
principles of
responsiveness in ones day
to day business!
... creating a governance
system that triggers agile
ways of working!
23. 23
In other words:The challenge is transforming into a next generation businesses.
How can you do that?
24. 24
Many managers and consultants will say: Build a startup with super young employees.
But practically all of them fail. Sooner or later...
Building startups is complicated... ... most don‘t take off at all... ... and practically all fail sooner or later!
25. 25
The dividing line between legacy and next generation businesses is not between startups and
traditional companies. It’s between companies capable of constant and radical self-renewal and all
others.
26. 26
The good news is: Constant self-renewal is easier than ever. Because the (digital) tools, processes
and data facilitating responsive work exist. So: it CAN be done!
27. 27
The bad news is: It’s tough. Because the routines, skills and capabilities of legacy businesses are
designed for the opposite of constant and radical self-renewal.
28. 28
The fact is: It must be done. No business can afford not to build the muscles for constant and
radical self-renewal.The sooner one starts, the better.
29. 29
While getting started is crucial, it is just as important to keep the key challenge of solving the
transformation paradox („the change monster“) in perspective at any stage of the process.
31. 31
We have transformed our own company and have supported various businesses on their path to
becoming agile. On this path, we have learned a lot...
32. 32
Lesson 1: Before introducing agile ways of working one needs to experience them oneself.
33. 33
Lesson 2: Unleashing the power of selforganized ways of working requires the most rigid
framework.
34. 34
Lesson 3: Becoming agile requires the full attention and committment of the managers who must
cease to be the managers they used to be.
35. 35
Lesson 4: Becoming agile requires building the teams and skills a company cannot have.
37. 37
Lesson 6: Becoming agile requires starting small and applying it to the entire pitch right away.
Starting with a key need... ... while keeping the entire picture in sight!
38. 38
Lesson 7: Noone ever gets there.That’s why everyone needs to start right away...