The value from traditional principles related to analyzing market or social environments is becoming extremely limited. Current and emerging issues facing the world today are more complex and dynamic in nature than in decades and generations past. Traditional, simple, and historic demographic based data isn't sophisticated enough to properly quantify the characteristics of these more complex and dynamic market and social environments.
An evolved set of skills, tools and processes are required to develop successful corporate strategies and thrive in the "Social Economy". In the Social Economy, principles that drove business strategy now expose companies to a tremendous amount of risk due to what is known as the VUCA context. Successfully navigating VUCA with Traditional Strategies requires a significant amount of Hope and Luck. Evolved leaders and strategies engage in activities that on the surface counter the intuition of Traditional Strategists, but ultimately drive out an organization's reliance on Hope and Luck to survive.
The business world has become volatile, uncertain, complex and ambiguous (VUCA). It is the "new normal."For organizations to succeed in this VUCA environment, HR and talent management professionals must change the focus and methods of leadership development. This UNC Executive Development white paper is designed to support HR and talent management professionals in addressing that shift. Specifically, it:• Discusses the history of VUCA and how it applies to business strategy and development.• Explores how VUCA is relevant to leadership development.• Discusses how vision, understanding, clarity, and agility (VUCA Prime) provide a path forward in this environment.• Offers suggestions on what HR and talent managers must do to change their leadership development approach.Download this white paper today to see how your organization can adapt and thrive in the new normal.
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.
The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.
Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.
Designing adaptive and nimble organizationsEmiliano Soldi
What does it mean to design agile and adaptive organizations?
What are rthe necessary organizational archetypes?
What about Value Streams and Lean Portfolio Management?
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
The business world has become volatile, uncertain, complex and ambiguous (VUCA). It is the "new normal."For organizations to succeed in this VUCA environment, HR and talent management professionals must change the focus and methods of leadership development. This UNC Executive Development white paper is designed to support HR and talent management professionals in addressing that shift. Specifically, it:• Discusses the history of VUCA and how it applies to business strategy and development.• Explores how VUCA is relevant to leadership development.• Discusses how vision, understanding, clarity, and agility (VUCA Prime) provide a path forward in this environment.• Offers suggestions on what HR and talent managers must do to change their leadership development approach.Download this white paper today to see how your organization can adapt and thrive in the new normal.
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.
The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.
Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.
Designing adaptive and nimble organizationsEmiliano Soldi
What does it mean to design agile and adaptive organizations?
What are rthe necessary organizational archetypes?
What about Value Streams and Lean Portfolio Management?
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune 500 were involuntary. Senior executives often think about a overwhelming to do list, delivering short term and long term results, and finding and keeping the right talent. This is in addition to developing a cohesive high-performing culture, as well as inspiring and engaging employees. Given the rapid rate of disruption and emerging competitors in sectors previously protected by patents and high entry costs, developing leadership for this unpredictable environment is not only required - it is essential for survival
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
VUCA is an acronym used by the American Military to describe extreme conditions in Afghanistan and Iraq. It stands for Volatile, Uncertain, Complex and Ambiguous.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the fortune 500 were involuntary. Senior executives often think about a personal overwhelming to do list, delivering short term and long term results, and finding and keeping the right talent. This is in addition to developing a cohesive high-performance culture, as well as inspiring and engaging employees. This presentation sets out the challenges as well as the changes required for leaders to survive in this ever-changing business landscape.
Structured organizations today are not keeping pace with a changing world incessantly. The Business Triathlon (Lean Strategy/Start-up, Agile and Change Management) could be the solution.
With less than one-third of the workplace describing themselves as "engaged in their work", the importance of the role of the manager for engaged, effective teams is critically important. But, if we're building self-organizing Agile teams, what's a manager even DO in an Agile organization?
In this talk, Braz presents the evolving role of the Agile manager, a development path to evaluate and design your personal growth, and activities you can take back to work tomorrow to support employees and teams in ways that are closely aligned with Agile values and principles.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
Vadequa: a program for measuring and managing corporate culturevadequa
Presenting the VADEQUA Solution
A program for measuring and managing corporate culture
SUBJECT AREAS
Driving change
Vadequa can be used within the framework of driving business change: to help the culture develop, or to change management methods.
Mergers & Acquisitions
Vadequa can be used during mergers, acquisitions or business disposal operations in order to maximize the chances of success.
Recruitment
Vadequa can be used for the recruitment and integration of high performers into the business as well as for managing internal mobility.
Others
Vadqua can be used for other issues: commitment, loyalty development, psychosocial risks, reassignment, subsidiary and franchise development.
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
My keynote at Scaling Agile India in Bangalore on Dec 7. In this talk, I have discussed the aspects around scaling agility across the organization and not just in software teams.
Transforming an organization to become agile requires more than just changing the development process; it requires a complete culture shift. Yet, the focus of most agile transformations is on changing the process aspect of work. Sustainable, effective agile transformation affects all elements of culture—leadership style, values, organizational structures, reward systems, processes, and work habits. Focusing on and adopting specific process patterns known as “keystone habits” has transformed entire organizations, setting off a chain of internal events and paving the way for the organization to form other habits and eventually transform completely. Reflecting on his experience in transforming organizations, Ahmed Sidky presents some keystone habits he has identified—Rewarding Collaboration, Consistently Slicing, Inspiring Performance through Leadership, Growing Networks and Shrinking Hierarchies, and Living the Agile Mindset. Ahmed shows how implementing these can move even the most heavyweight organization to a higher level of agility. Leave with tangible steps to attain successful, sustainable agility in your organization.
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune 500 were involuntary. Senior executives often think about a overwhelming to do list, delivering short term and long term results, and finding and keeping the right talent. This is in addition to developing a cohesive high-performing culture, as well as inspiring and engaging employees. Given the rapid rate of disruption and emerging competitors in sectors previously protected by patents and high entry costs, developing leadership for this unpredictable environment is not only required - it is essential for survival
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
VUCA is an acronym used by the American Military to describe extreme conditions in Afghanistan and Iraq. It stands for Volatile, Uncertain, Complex and Ambiguous.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the fortune 500 were involuntary. Senior executives often think about a personal overwhelming to do list, delivering short term and long term results, and finding and keeping the right talent. This is in addition to developing a cohesive high-performance culture, as well as inspiring and engaging employees. This presentation sets out the challenges as well as the changes required for leaders to survive in this ever-changing business landscape.
Structured organizations today are not keeping pace with a changing world incessantly. The Business Triathlon (Lean Strategy/Start-up, Agile and Change Management) could be the solution.
With less than one-third of the workplace describing themselves as "engaged in their work", the importance of the role of the manager for engaged, effective teams is critically important. But, if we're building self-organizing Agile teams, what's a manager even DO in an Agile organization?
In this talk, Braz presents the evolving role of the Agile manager, a development path to evaluate and design your personal growth, and activities you can take back to work tomorrow to support employees and teams in ways that are closely aligned with Agile values and principles.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
Vadequa: a program for measuring and managing corporate culturevadequa
Presenting the VADEQUA Solution
A program for measuring and managing corporate culture
SUBJECT AREAS
Driving change
Vadequa can be used within the framework of driving business change: to help the culture develop, or to change management methods.
Mergers & Acquisitions
Vadequa can be used during mergers, acquisitions or business disposal operations in order to maximize the chances of success.
Recruitment
Vadequa can be used for the recruitment and integration of high performers into the business as well as for managing internal mobility.
Others
Vadqua can be used for other issues: commitment, loyalty development, psychosocial risks, reassignment, subsidiary and franchise development.
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
My keynote at Scaling Agile India in Bangalore on Dec 7. In this talk, I have discussed the aspects around scaling agility across the organization and not just in software teams.
Transforming an organization to become agile requires more than just changing the development process; it requires a complete culture shift. Yet, the focus of most agile transformations is on changing the process aspect of work. Sustainable, effective agile transformation affects all elements of culture—leadership style, values, organizational structures, reward systems, processes, and work habits. Focusing on and adopting specific process patterns known as “keystone habits” has transformed entire organizations, setting off a chain of internal events and paving the way for the organization to form other habits and eventually transform completely. Reflecting on his experience in transforming organizations, Ahmed Sidky presents some keystone habits he has identified—Rewarding Collaboration, Consistently Slicing, Inspiring Performance through Leadership, Growing Networks and Shrinking Hierarchies, and Living the Agile Mindset. Ahmed shows how implementing these can move even the most heavyweight organization to a higher level of agility. Leave with tangible steps to attain successful, sustainable agility in your organization.
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
CIPS CIO breakfast presentation March 5 2009.
Volatility, uncertainty, complexity and ambiguity – that’s the world we live in – it’s a VUCA world. This talk will explore how IT can provide strategic vision and dilemma management that will enable their companies to maintain sustainable growth during this tumultuous economic downturn.
The process of strategic leadership and decision making is more vital than ever, companies will either succeed or fail and it will happen faster than ever. As leaders, we cannot predict the future, but we can certainly provoke it by using a “foresight-to-insight-to-action” approach in sensing the future to compete in the present.
VUCA + Future Value Generation @daniel_eggerDaniel Egger
VUCA (velocity, uncertainty, complexity and ambiguity) is part of our present business reality. The presentation explores how to connect the challenge of VUCA with a practical implementation using the Future Value Framework.
Albrecht Kresse spricht mit Armin Trost über aktuelle Entwicklungen in der HR und stellt Zukunftsmodelle der HR vor. Warum ausgerechnet das Thema Agilität das Zeug hat, Unternehmen nachhaltig zu verändern und wie die HR und Personalentwicklung damit die Möglichkeit erwirbt sich als „Sparringpartner für das Business“ zu positionieren.
Hier geht es zur Aufzeichnung: https://youtu.be/KCO1OKZdhkQ
Weitere Infos unter http://www.edutrainment.com und http://www.agile-trainings.de
Agile HR - Human Resource Management - Manu Melwin Joymanumelwin
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
We all know VUCA when we see it (just watch the news)
But how do you know you are managing it well?
We can all describe the situations
But what comparisons can we make to illustrate how to, and how not to manage it
Do you really “get it” in a way you can action?
This document is an attempt to highlight differences between those that get it, from those who don’t.
www.bloomport.com
Guerrilla or Grassroots? The what and how to Agile HRFabiola Eyholzer
Zurich, CH | Sep-14-2016
People are the heart & soul of Agile. Let’s turn your Human Resources into Agile People Operations to boost your enterprise agility.
–– #1 trend 2016: HR embraces agile | HR Trend Institute
–– HR drives the agile organization | HRO Today
Turning your organization into an Agile enterprise is no small deed and there will be a time when you need to align your HR practices with the mindset and demands of Agile people and organizations.
We will talk about key HR challenges, share case studies, and discover what you can do to change your people approach even if your Corporate HR is not yet ready for a full Agile transformation.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
In this ICF Team and Work Group Coaching Community of Practice presentation, Philippe Bailleur, PCC explores how to transform companies in this VUCA-world through organizational design and team coaching. Furthermore, Bailleur discusses the key building blocks for team coaching and how to intervene in teams based on these building blocks. He also evaluates the changing dynamics and needs of teams in a VUCA-world. Lastly, he concludes by sharing a few examples of team interventions, provides a tool used by teams and/or team coaches to map team effectiveness, and sets up the next steps.
Participants of this presentation can expect to:
- Progress their effectiveness in the design of coaching interventions with teams
- Learn how to use teams as a lever for organizational coaching and transformation
- Develop an adapted lens to look at teams in a VUCA-world
- Become more aware of what makes teams effective in a VUCA-world
*This webinar took place on Tuesday, February 7th at 11:00am ET; to view the recording visit: https://youtu.be/Gn9zU1Zenoo. Additionally, to learn more about the ICF Team and Work Group Coaching Community of Practice, visit it's LinkedIn group at: https://www.linkedin.com/groups/5008300
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
The New VUCA World: Creating Alignment for StabilityBizLibrary
The world at large is ever changing, and our organizations and employees are doing all we can to keep up.
The days of going off to a strategic planning retreat, planning a 5-year vision and executing it are gone. We now operate in a world that is VUCA – Volatile, Uncertain, Complex, and Ambiguous.
What do you as the HR leader have to do to adapt to this new and ever changing world?
In this webinar, we will identify common needs of HR functions today and give suggestions to align HR with changes in the organization, insure you gain the resources you need, and establish yourself as the visionary team member that is helping to drive your organization forward.
What You’ll Learn:
What is the VUCA world
Evaluate what areas of HR will be impacted by changes
Establishing and advocating for needs of HR and your employees
Aligning processes with the new initiatives in your organization
Risk and uncertainty are related, but different concepts that many people struggle to understand. This presentation defines and explains the difference between risk and uncertainty and how they are measured, so that they can be properly managed in a business context.
Please add any comments or feedback, and share this presentaiton with your colleagues, thanks!
Feel free to contact me via LinkedIn if you have any questions:
http://www.linkedin.com/in/kelvinstott
Alternatively, please visit or join our LinkedIn group, ’Big Ideas in R&D Productivity & Project / Portfolio Management’:
http://www.linkedin.com/groups/Big-Ideas-in-Pharma-R-4322249
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
Why Traditional Intranets Fail Today's Knowledge WorkersTieto Corporation
With the current pace of change, organizations will have to be prepared for the unexpected. They will have to provide flexible access to people and information resources to serve unanticipated information needs whenever and wherever they occur. However, traditional intranets fail today's knowledge workers in this respect.
Social Enterprise - Nuove tecnologie e Modelli di fruizione: Flessibilità e ...Fondazione CUOA
Intervento di Tiziana Rapallini (CEO 4Cust Reply) al Workshop: Crescita e nuove sfide di mercato: 'Social Enterprise' come modello di successo per l'impresa competitiva del 18 ottobre 2012
Disruptive digital workplace: 3 approachesJane McConnell
The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".
Originally delivered at Oracle Social Business Seminar - for more information on becoming a Certified Information Professional, go to http://www.aiim.org/certification.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
In this session, we'll examine the marketplace for collaboration, highlighting where the industry is going and how IBM is innovating in this space. We'll then help to define the trends forming and highlight Lotus capabilities and their advantages. In addition, we'll discuss how IBM is positioned in the marketplace, discussing best practices, real-world experiences, and considerations customers should make when looking at these solutions. You'll learn how customers are examining the real costs involved in deploying these solutions in their organization. Come and hear the reasons why Lotus solutions are the choice of tens of thousands of customers worldwide.
Consumers' experience with internet access and social media is changing their notions of how they relate to businesses: they expect to play a more active role in shaping the products and services they buy.
This shift in expectations raises many questions about whether today's operating practices will continue to succeed. We are seeing some of the leadership, structural and cultural implications, but we anticipate this will be unfolding for a while to come.
http://www.theclariongroup.com/images/newsletters/Ready%20or%20Not_Value%20Co-Creation_Spring%202012.pdf
The Age of Opportunity: The New Era of Innovation for Business, Technology, a...Frank W. Spencer IV
A Kedge presentation explaining the new age of innovation and opportunity resulting from the postnormal shift, the 7 values of our new environment, and how some of those shifts are shaping our future.
Similar to Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope (20)
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
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Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
1. Managing With VUCA:
Breaking The Corporate
Addiction To Luck & Hope
EVOLVED MA NAG E ME NT PR ACT ICES TO T HR IVE IN
CO NT E MP OR A RY B USINE SS E NVI R O NMENTS
2. Agenda
• VUCA – The times, they are a changin’
• The tools and skills that pay the bills
• White Light
• Fortes Fortuna Adiuvat
3. It’s not your “Daddy’s corporate environment” anymore
4. Rules of “Daddy’s corporate environment”
Grow shareholder value through autonomous,
rigid and industrialized corporate structure.
Success is obtained by avoiding complexity and
focusing on repeatable events.
Long term, strategic thinking distracts from short
term success.
Great leadership avoids non-linear,
interdisciplinary approaches to obstacles.
With size comes power and control – “we’re too
big to fail.”
5. Has the business environment really changed?
Industrial Era Digital Era Social Era
800 lb Gorillas Rule 800 lb Gorillas Endangered ??
Business Environment Characteristics
Low level of “inter-connected” industry and Accelerating level of “inter-connected” High level of “inter-connected” industry and
societies industry and societies societies
High level of control over your environment Moderate level of control over your Minimum level of control over your
environment environment
Slowly Evolving Future – High predictability
Moderately Evolving Future – Reasonable Rapidly Evolving Future – Minimum
predictability predictability
6. Yes, it fundamentally has!
Industrial Era Digital Era Social Era
800 lb Gorillas Rule 800 lb Gorillas Endangered ??
TRADITIONAL STRATEGY MODERN STRATEGY SOCIAL STRATEGY
• Self-Centered strategy matters most • Pretty much the same thing…..with a few modifications •Network based strategy matters most
• Size equates to control • Outsource to lowest operational cost • Network interaction equates to understanding
• Stability is the goal for growth • Expand market channels to include website • Agility is the key to growth
• Sustainable market dominance is possible • 5 step sales cycle….ask a few questions • Sustainable market loyalty is possible
• Centralized control of everything • Create a workflow or value chain model • Collaborative and integrated engagement of everything
Institutional value and power Collaborative innovation is
is primary objective primary objective
7. Can you feel it……………..?
Things change and happen so fast…..
Seemingly with no warning….
8. VUCA - Reality of contemporary business environments
•V olatile
•U ncertain
•C omplex
•A mbiguous
9. What does VUCA have to do with it?
I T ’ S NOT J UST A B U Z Z WO R D – O R A “ NE W AG E ” F E E L I NG
A rapidly evolving, dynamic, chaotic, complex business
environment is the norm rather than the exception.
10. It is an evolution of our own making
Our technological and economic systems have also
become dependent on networks of enormous complexity.
This has made their behavior increasingly difficult to
reason about, and increasingly risky to tinker with. It has
made them susceptible to disruptions that spread
through the underlying network structures, sometimes
turning localized breakdowns into cascading failures or
financial crises.
Networks, Crowds, and Markets: Reasoning about a Highly Connected World. Pg 1– David
Easley and Jon Kleinberg. Cambridge University Press 2010
11. A rapidly evolving,
dynamic, chaotic, complex
business environment is
the norm rather than the
exception.
THAT’S NOT THE PROBLEM
THAT’S THE PROBLEM
The fundamentals of business leadership
and corporate strategy haven’t evolved at
the same pace – creating a gap between
social behavior and business practices.
12. This gap is filled by HOPE and LUCK
Social Era
Digital Era
Industrial Era
13. Evolve or become endangered…..
MEASURE
MONITOR
Manage
MANAGE Social Era
Measure
Monitor
Digital Era
Industrial Era
14. To drive out reliance on HOPE and LUCK you need management
skills of pattern recognition, sense making and collaborative
continuous improvement.
MEASURE
MANAGE MONITOR
Measure
Manage
Monitor
Social Era
Digital Era
Industrial Era
15. Fusion of evolved skills, tools and processes
Pattern Recognition
SKILLS
Futuristic
Ideation
Environmental Scanning
Network Weaving
FORESIGHT
Game Modeling
Clear Strategic Goal Big Data Analytics
PROCESSES THE EVOLVED LEADER TOOLS
Organization Behavioral Management Computational Modeling
Collaborative Network Structure THE EVOLVED ORGANIZATION Market Behavior Modeling
Engagement With Complexity Chaos & Complex Theory Models
Multi-Strategy-Strategy Open Innovation Platforms
ACTION INSIGHT
16. “He may be mad, but there’s method in his madness. There nearly always is
method in madness. It’s what drives men mad, being methodical.”
- G.K. Chesterton
Organizational Inventory
Set of analytical metrics designed to establish two
primary points:
• Serve as indicators for organization’s strategic and Scope and Requirements for Continual Feedback and
tactical alignment and balance with the market’s
behavioral patterns Evolution Recalibration
•Performance baseline to measure and correlate Balanced by economic and organizational Continual assessment to increase
strategies to improvements realities: confidence levels:
• Phased or modular program that • Continual Improvement Programs
transitions to Social Era applicable to transition from reactive to
Market Behavioral Inventory management tools and processes proactive organizations
Set of analytical metrics designed to establish two • Deploys monitoring processes and • Increase confidence levels in
primary points: analytics to drive the creation of a monitoring and sensing skills, tools
situational awareness picture and processes
• Behavioral Modeling and Mapping of profiles and
stakeholder ecosystem within marketplace
• Establish behavioral driven guidance program to
calibrate strategic initiatives
17. Is that the end of
the tunnel, or an
oncoming train?
AT THIS MOMENT OF TRUTH, JUST
HOW MUCH HOPE AND LUCK IS
INVOLVED WITH YOUR
STRATEGY?
Leadership is about putting the organization or team in the
best position to be successful.
ARE YOU ON THE RIGHT TRACK?
18. “You’ve got to think about big things while you’re doing
small things, so that all of the small things go in the right
direction.”
“The illiterate of the 21st century will not be those who
cannot read and write, but those who cannot learn,
unlearn, and relearn.”
- Alvin Toffler
19. Fortes Fortuna Adiuvat
FORTUNE FAVORS THE BOLD
Hope is a wonderful human element
and luck is a great thing to have.
You just don’t want to have them as
a key component of your strategy.
20. Change is never a simple and easy thing to do.
Change though is constant in life, and
things have fundamentally changed.
21. Complexity is traditionally
an uncomfortable thing to
absorb.
Simplicity though, lies
just on the other side of
complexity.
22. Acknowledgments
THERE IS HELP OUT THERE. WE’RE HERE FOR
YOU. WE CAN HELP YOU BREAK THE
ADDICTION.
Harvard Business Review – Blog Network: Nilofer Merchant
http://blogs.hbr.org/cs/2012/02/rules_for_the_social_era.html
http://blogs.hbr.org/cs/2012/09/traditional_strategy_is_dead_w.html
DUKE – The Fuqua School of Business:
http://www.fuqua.duke.edu/programs/other_programs/executive_education/advanced_management/vuca_video
Dept. of Computer Sciences, Cornell University: David Easley and Jon Kleinberg – Networks, Crowds, and
Markets: Reasoning About a Highly Connected World
http://www.cs.cornell.edu/home/kleinber/networks -book/
K. H-S
Google Imagery
Audio: http://trainweb.org/mdamtrak199/trainsounds.html
23. About Business Strategist and Solution Engineer with a background in Communications Studies: Issue
Management & Behavioral Studies. 15+ years experience in developing and deploying the principles
presented. Always open to connecting and collaborating with those “in the know” on building a smarter
planet.
Why I believe the value from traditional principles related to analyzing market or social environments is
becoming extremely limited. Current and emerging issues facing the world today are more complex and
dynamic in nature than in decades past. Traditional, simple, and historic demographic based data isn't
sophisticated enough to properly quantify the characteristics of these more complex and dynamic market
and social environments. This results in failed or stalled attempts to introduce needed innovations into the
marketplace which in turn is often mistakenly characterized as ineffective. However, the innovation isn't
necessarily ineffective, rather the business strategies and tactics deployed to deliver the innovation to the
marketplace may be fundamentally flawed. An increased level of complexity requires a similar increase in
sophistication to measure, monitor and manage.
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