Business agility 20160601
•Download as PPTX, PDF•
0 likes•227 views
This document discusses the concept of VUCA and business agility. It defines VUCA as volatility, uncertainty, complexity and ambiguity. It then discusses frameworks for understanding different types of change environments like the Cynefin framework. It provides definitions of business agility as the ability to rapidly adapt to internal and external changes without losing momentum. Finally, it discusses different domains of agility like the organization, teams, culture and leadership and contrasts complicated versus complex environments.
Report
Share
Report
Share
Recommended
Business Agility - the Ability to Gain from Continuous Change
This document discusses the concept of VUCA and business agility. It defines VUCA as volatility, uncertainty, complexity and ambiguity. It then discusses different frameworks for understanding change like the Cynefin framework. It provides definitions of business agility focusing on adaptability, flexibility and balance. It outlines different domains of agility from the organization level down to teams. Finally, it proposes a new definition of business agility as "the ability to improve/gain from continuous change."
Organisational change, Innovation and Transformation communication
This document discusses innovation, change, and transformation in organizations. It defines each concept and explores the overlaps between them. Innovation involves new ideas that add value, change can be positive or negative, and transformation is holistic and creates something entirely new. Effective communication is key to successfully implementing innovation and managing change and transformation, which involve overcoming resistance and uncertainty. Models of the change process and strategies for communication during change are also examined.
Change management models - ADKAR, Satir, 8 step, Switch and Lewin models
Change management is a systematic approach to dealing with change from both an organizational and individual perspective. It involves adapting to change, controlling change, and effecting change. Change management is defined as transitioning individuals, teams, and organizations to a desired future state. It is the process of managing the people side of change to achieve business outcomes. Reasons for change management include dealing with crises, coping with globalization, improving performance gaps, improving organizational culture, introducing new technologies, identifying opportunities, and reacting to internal and external pressures. Key aspects of successful change management include having a compelling need for change, a clear vision, senior management commitment, effective communication, preparation for the unexpected, and celebrating small wins.
Organizational Change and Development
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
Change management
The document is a presentation by Daria Chizhova on change management. It defines change management and discusses key aspects of managing change including levers of change, the 7 phases of transition, and the 6 stages of change cycle. It provides explanations of leadership, rewards, strategy/business process reengineering and other levers of change. It also summarizes the 7 phases of transition curve and the 6 stages of change cycle from pre-contemplation to relapse.
23295874 change-management-ppt
This document discusses navigating complexities and dynamics of change. It notes that change is an essential part of life and organizations must change to survive by training managers and workforce to cope with new demands. Change can be planned or unplanned. Planned change improves ability to adapt to environmental changes through new policies and goals. Factors leading to change include competition, technology, nature of work, and economic factors. Sources of resistance to change include individual habits and fears as well as organizational inertia, power structures, and resource allocations. Tactics to overcome resistance include education, participation, support, negotiation, and coercion if needed. Lewin's 3 step change process is outlined as unfreezing the current situation, moving to a new
Organizational Change – Concept & Need, Change Process, Reasons for Resistanc...
Organizational Change – Concept & Need, Change Process,
Reasons for Resistance to Change, Measures to Overcome
Resistance to Change
Change Management
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
Recommended
Business Agility - the Ability to Gain from Continuous Change
This document discusses the concept of VUCA and business agility. It defines VUCA as volatility, uncertainty, complexity and ambiguity. It then discusses different frameworks for understanding change like the Cynefin framework. It provides definitions of business agility focusing on adaptability, flexibility and balance. It outlines different domains of agility from the organization level down to teams. Finally, it proposes a new definition of business agility as "the ability to improve/gain from continuous change."
Organisational change, Innovation and Transformation communication
This document discusses innovation, change, and transformation in organizations. It defines each concept and explores the overlaps between them. Innovation involves new ideas that add value, change can be positive or negative, and transformation is holistic and creates something entirely new. Effective communication is key to successfully implementing innovation and managing change and transformation, which involve overcoming resistance and uncertainty. Models of the change process and strategies for communication during change are also examined.
Change management models - ADKAR, Satir, 8 step, Switch and Lewin models
Change management is a systematic approach to dealing with change from both an organizational and individual perspective. It involves adapting to change, controlling change, and effecting change. Change management is defined as transitioning individuals, teams, and organizations to a desired future state. It is the process of managing the people side of change to achieve business outcomes. Reasons for change management include dealing with crises, coping with globalization, improving performance gaps, improving organizational culture, introducing new technologies, identifying opportunities, and reacting to internal and external pressures. Key aspects of successful change management include having a compelling need for change, a clear vision, senior management commitment, effective communication, preparation for the unexpected, and celebrating small wins.
Organizational Change and Development
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
Change management
The document is a presentation by Daria Chizhova on change management. It defines change management and discusses key aspects of managing change including levers of change, the 7 phases of transition, and the 6 stages of change cycle. It provides explanations of leadership, rewards, strategy/business process reengineering and other levers of change. It also summarizes the 7 phases of transition curve and the 6 stages of change cycle from pre-contemplation to relapse.
23295874 change-management-ppt
This document discusses navigating complexities and dynamics of change. It notes that change is an essential part of life and organizations must change to survive by training managers and workforce to cope with new demands. Change can be planned or unplanned. Planned change improves ability to adapt to environmental changes through new policies and goals. Factors leading to change include competition, technology, nature of work, and economic factors. Sources of resistance to change include individual habits and fears as well as organizational inertia, power structures, and resource allocations. Tactics to overcome resistance include education, participation, support, negotiation, and coercion if needed. Lewin's 3 step change process is outlined as unfreezing the current situation, moving to a new
Organizational Change – Concept & Need, Change Process, Reasons for Resistanc...
Organizational Change – Concept & Need, Change Process,
Reasons for Resistance to Change, Measures to Overcome
Resistance to Change
Change Management
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
Taxonomy of change models Version 3.0 (July 2017)
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
Change Management Framework
1. The document discusses common myths around change management and outlines a structured framework for leading transformational change.
2. The framework involves three phases: developing a clear strategic vision, designing the new organization required to execute the strategy, and managing the transition to the new organization.
3. Using a structured change management process in each phase, including engaging stakeholders and assessing risks, can help minimize disruptions during transformational change and reduce the typical "performance dip."
Change Management key notes
This document outlines the units of a change management course. Unit 1 discusses organizational change, including definitions, importance, types of changes and factors influencing change. Unit 2 covers models of change including Lewin's force field analysis and continuous change process model. It also addresses overcoming resistance to change. Unit 3 discusses approaches to change management and organizational development (OD). Unit 4 is about diagnostic strategies and skills, including methods for obtaining diagnostic information. Unit 5 defines interventions and classifications of OD interventions at the interpersonal, team and intergroup levels.
Organizational behavior -Change Management
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
Change at Individual Level
This document discusses the ADKAR change management model, which focuses on driving change at the individual level. It outlines the five elements of ADKAR - Awareness, Desire, Knowledge, Ability, and Reinforcement. For each element, the document describes what is needed to successfully drive an individual through that stage of change. It also provides examples of how to apply the ADKAR model to personal situations like changing a child's behavior or coaching a sport. The overall summary is that the ADKAR model provides a structured approach to managing change at the individual level by focusing on achieving each sequential element.
Change management-leadership-guide
The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
Resistance to change_omar_thiab
This document discusses resistance to change and how to manage it. It defines resistance to change as the tendency to remain unchanged when facing new ways of doing things. It then lists common reasons for resistance, such as inertia, timing, surprise, peer pressure, misunderstanding, and different assessments of the costs and benefits of change between management and employees. The document also provides examples of managing resistance through education, communication, participation, support, and negotiation. It includes quotes about forcing change and the need for continuous innovation and development in the UAE.
Change management PMI
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change management models
This document summarizes several common change management models:
1. It describes models like Kotter's 8 steps of change, Lewin's 3 stage model of unfreezing-changing-refreezing, the ADKAR model of changing individual needs, and Bridges' transition model of endings, neutral zones, and new beginnings.
2. It also outlines frameworks for analyzing factors like the McKinsey 7S model of strategy, structure, systems, and shared values, and the Burke-Litwin model relating transformational, transactional, and individual factors.
3. Each model provides a different lens for understanding change and transition at either the individual, group, or organizational level.
Change Management Models- a comparison
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
Managing change and transitions
The document discusses managing change and transition. It covers understanding forces of change, preparing for change, managing the change process and transitions, building change management skills, and changing organizational culture. It provides a case study on the Philippine telecom industry from 1997-2003. It discusses recognizing when change is needed in an organization in response to external and internal forces. It outlines the three phases of transition - ending, the neutral zone, and the new beginning. It provides strategies for helping people let go of the old ways and identity during the ending phase.
Understanding implementing change-rev-2-part-1
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
COOs and Rapid Business Adaptation
The document discusses the challenges that Chief Operating Officers face in managing performance and productivity in environments of constant change. It argues that conventional reliance on exploiting stable arrangements is less helpful as those arrangements are increasingly subject to change. Adaptive productivity has become a critical success factor for sustained execution. The key is continual cycling through awareness of needs, responses, and resources to align importance, design, and motivation in production. People must be supported as essential parts of adaptive productivity by understanding why they will engage and then making them "production ready" through various roles.
Essential Change Management Concepts
I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.
Managing organizational change
This document discusses managing organizational change through strategic planning and organizational development. It begins by outlining the prevalence of change in modern organizations and defines organizational change. It then discusses the targets, magnitude, and forces of change. Strategic planning is presented as a way to implement deliberate change through clarifying goals and plans. Resistance to change is also examined at individual and organizational levels. Finally, the document outlines several organizational development interventions to implement planned change, such as management by objectives, survey feedback, appreciative inquiry, and quality of work life programs.
Change management
This document discusses managing organizational change and resistance to change. It defines change and change management, examines the causes of resistance to change, and strategies for reducing resistance. Some key points include:
- Change is defined as an alteration in people, structure, or technology within an organization. Change management is a systematic approach to dealing with change from both the organizational and individual level.
- Common causes of resistance to change include perceived risks outweighing benefits, a poorly handled change process, and a failure to communicate the vision for change.
- People typically resist change more due to the transition required rather than the change itself. Successful change management requires preparing people for transition.
- Strategies for reducing resistance to change
Organizing Change Capability
Most ailed change is caused by disorganization. Solving that root cause requires understanding how the organization must be made.
Change Management for Competitive Advantage - Managing People Group Presentation
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
Change
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
Change Management
This document provides an introduction to change management. It defines organizational change as the adoption of new ideas or behaviors by an organization. Successful change must make organizations responsive to developments like changing customer preferences and technology. There are internal and external forces for change, and individuals and organizations may resist change due to factors like fear of the unknown or threats to power structures. Several models of planned organizational change are described, including Lewin's three-step model of unfreezing, moving, and refreezing. Effective change management requires understanding employee reactions, managing resistance through communication and participation, and selecting strategies based on the nature and magnitude of the change.
Business agility 20160601
This document discusses the concept of VUCA and business agility. It defines VUCA as volatility, uncertainty, complexity and ambiguity. It then discusses frameworks for understanding different types of change environments like the Cynefin framework. It provides definitions of business agility as the ability to rapidly adapt to internal and external changes without losing momentum. Finally, it discusses different domains of agility like the organization, teams, culture and leadership and contrasts complicated versus complex environments.
Antifragile wiesbaden
The document discusses the concepts of fragile, robust, and antifragile systems. It defines fragile systems as having limited known gains and unlimited unknown losses. Antifragile systems are defined as having limited known losses and unlimited unknown gains. The document provides examples to illustrate these concepts and discusses antifragile strategies like using options, applying stress through hormesis, employing a barbell approach, using via negativa, and ensuring skin in the game. It argues that organizations can become more antifragile not by knowing more about the future but by being more prepared for an uncertain future.
More Related Content
What's hot
Taxonomy of change models Version 3.0 (July 2017)
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
Change Management Framework
1. The document discusses common myths around change management and outlines a structured framework for leading transformational change.
2. The framework involves three phases: developing a clear strategic vision, designing the new organization required to execute the strategy, and managing the transition to the new organization.
3. Using a structured change management process in each phase, including engaging stakeholders and assessing risks, can help minimize disruptions during transformational change and reduce the typical "performance dip."
Change Management key notes
This document outlines the units of a change management course. Unit 1 discusses organizational change, including definitions, importance, types of changes and factors influencing change. Unit 2 covers models of change including Lewin's force field analysis and continuous change process model. It also addresses overcoming resistance to change. Unit 3 discusses approaches to change management and organizational development (OD). Unit 4 is about diagnostic strategies and skills, including methods for obtaining diagnostic information. Unit 5 defines interventions and classifications of OD interventions at the interpersonal, team and intergroup levels.
Organizational behavior -Change Management
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
Change at Individual Level
This document discusses the ADKAR change management model, which focuses on driving change at the individual level. It outlines the five elements of ADKAR - Awareness, Desire, Knowledge, Ability, and Reinforcement. For each element, the document describes what is needed to successfully drive an individual through that stage of change. It also provides examples of how to apply the ADKAR model to personal situations like changing a child's behavior or coaching a sport. The overall summary is that the ADKAR model provides a structured approach to managing change at the individual level by focusing on achieving each sequential element.
Change management-leadership-guide
The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
Resistance to change_omar_thiab
This document discusses resistance to change and how to manage it. It defines resistance to change as the tendency to remain unchanged when facing new ways of doing things. It then lists common reasons for resistance, such as inertia, timing, surprise, peer pressure, misunderstanding, and different assessments of the costs and benefits of change between management and employees. The document also provides examples of managing resistance through education, communication, participation, support, and negotiation. It includes quotes about forcing change and the need for continuous innovation and development in the UAE.
Change management PMI
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change management models
This document summarizes several common change management models:
1. It describes models like Kotter's 8 steps of change, Lewin's 3 stage model of unfreezing-changing-refreezing, the ADKAR model of changing individual needs, and Bridges' transition model of endings, neutral zones, and new beginnings.
2. It also outlines frameworks for analyzing factors like the McKinsey 7S model of strategy, structure, systems, and shared values, and the Burke-Litwin model relating transformational, transactional, and individual factors.
3. Each model provides a different lens for understanding change and transition at either the individual, group, or organizational level.
Change Management Models- a comparison
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
Managing change and transitions
The document discusses managing change and transition. It covers understanding forces of change, preparing for change, managing the change process and transitions, building change management skills, and changing organizational culture. It provides a case study on the Philippine telecom industry from 1997-2003. It discusses recognizing when change is needed in an organization in response to external and internal forces. It outlines the three phases of transition - ending, the neutral zone, and the new beginning. It provides strategies for helping people let go of the old ways and identity during the ending phase.
Understanding implementing change-rev-2-part-1
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
COOs and Rapid Business Adaptation
The document discusses the challenges that Chief Operating Officers face in managing performance and productivity in environments of constant change. It argues that conventional reliance on exploiting stable arrangements is less helpful as those arrangements are increasingly subject to change. Adaptive productivity has become a critical success factor for sustained execution. The key is continual cycling through awareness of needs, responses, and resources to align importance, design, and motivation in production. People must be supported as essential parts of adaptive productivity by understanding why they will engage and then making them "production ready" through various roles.
Essential Change Management Concepts
I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.
Managing organizational change
This document discusses managing organizational change through strategic planning and organizational development. It begins by outlining the prevalence of change in modern organizations and defines organizational change. It then discusses the targets, magnitude, and forces of change. Strategic planning is presented as a way to implement deliberate change through clarifying goals and plans. Resistance to change is also examined at individual and organizational levels. Finally, the document outlines several organizational development interventions to implement planned change, such as management by objectives, survey feedback, appreciative inquiry, and quality of work life programs.
Change management
This document discusses managing organizational change and resistance to change. It defines change and change management, examines the causes of resistance to change, and strategies for reducing resistance. Some key points include:
- Change is defined as an alteration in people, structure, or technology within an organization. Change management is a systematic approach to dealing with change from both the organizational and individual level.
- Common causes of resistance to change include perceived risks outweighing benefits, a poorly handled change process, and a failure to communicate the vision for change.
- People typically resist change more due to the transition required rather than the change itself. Successful change management requires preparing people for transition.
- Strategies for reducing resistance to change
Organizing Change Capability
Most ailed change is caused by disorganization. Solving that root cause requires understanding how the organization must be made.
Change Management for Competitive Advantage - Managing People Group Presentation
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
Change
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
Change Management
This document provides an introduction to change management. It defines organizational change as the adoption of new ideas or behaviors by an organization. Successful change must make organizations responsive to developments like changing customer preferences and technology. There are internal and external forces for change, and individuals and organizations may resist change due to factors like fear of the unknown or threats to power structures. Several models of planned organizational change are described, including Lewin's three-step model of unfreezing, moving, and refreezing. Effective change management requires understanding employee reactions, managing resistance through communication and participation, and selecting strategies based on the nature and magnitude of the change.
What's hot (20)
Change Management for Competitive Advantage - Managing People Group Presentation
Change Management for Competitive Advantage - Managing People Group Presentation
Viewers also liked
Business agility 20160601
This document discusses the concept of VUCA and business agility. It defines VUCA as volatility, uncertainty, complexity and ambiguity. It then discusses frameworks for understanding different types of change environments like the Cynefin framework. It provides definitions of business agility as the ability to rapidly adapt to internal and external changes without losing momentum. Finally, it discusses different domains of agility like the organization, teams, culture and leadership and contrasts complicated versus complex environments.
Antifragile wiesbaden
The document discusses the concepts of fragile, robust, and antifragile systems. It defines fragile systems as having limited known gains and unlimited unknown losses. Antifragile systems are defined as having limited known losses and unlimited unknown gains. The document provides examples to illustrate these concepts and discusses antifragile strategies like using options, applying stress through hormesis, employing a barbell approach, using via negativa, and ensuring skin in the game. It argues that organizations can become more antifragile not by knowing more about the future but by being more prepared for an uncertain future.
Future of Business Agility, Technology and Innovation
Keynote from Dr. James Canton, CEO Institute for Global Futures on the future of innovation, technology and agility.
For more see www.FutureGuru.com
Let the Good Times Roll?
Presentation at ECCE-2010 Workshop of Cognitive Engineering for Technology in Mental Health Care and Rehabilitation, 23 August 2010
CantonMobileFuture
The document discusses the mobile future and key trends including:
1) Innovations will come faster and disruptions will cut deeper as mobile drives the global innovation economy.
2) Mobile is transforming into a lifestyle and businesses must be where customers are on mobile to adapt, learn, and empower them.
3) The future will be defined by extreme innovation, complexity, velocity, and deep collaboration across the mobile ecosystem.
The Agility Paradox
Presentation by Prof. Peter Weill,
Director, Center for Information Systems Research (CISR) at MIT Sloan School of Management during the MIT CIO Summit in June, 2006.
Personalentwicklung: Eine gar nicht mehr so gute Idee - Keynote von Niels Pfl...
Personalentwicklung: Eine gar nicht mehr so gute Idee. Wirkungsvolle Werkzeuge für Entwicklungsarbeit im Zeitalter der Komplexität
Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...
IDG Systemhauskongress, Düsseldorf.
Complexitools - Keynote at Agile Consortium Conference 2017 (Brussels/BE)
Keynote related to the Complexitools book by Niels Pflaeging and Silke Hermann, to be published March 2017
TEDx Manchester: AI & The Future of Work
TEDx Manchester talk on artificial intelligence (AI) and how the ascent of AI and robotics impacts our future work environments.
The video of the talk is now also available here: https://youtu.be/dRw4d2Si8LA
Viewers also liked (10)
Future of Business Agility, Technology and Innovation
Future of Business Agility, Technology and Innovation
Personalentwicklung: Eine gar nicht mehr so gute Idee - Keynote von Niels Pfl...
Personalentwicklung: Eine gar nicht mehr so gute Idee - Keynote von Niels Pfl...
Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...
Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...
Complexitools - Keynote at Agile Consortium Conference 2017 (Brussels/BE)
Complexitools - Keynote at Agile Consortium Conference 2017 (Brussels/BE)
Similar to Business agility 20160601
Building intrinsic organisation resilience 2021
Based on Research and a Global Study over the period Jan 2020 to June 2021 we looked at both the theory and real-world of Organisation Resilience to VUCA & Disruption covering the Covid0-19 period
Production Change Management
Logically managing change beyond the development arena is increasingly important as the complexity of production escalates through the diversifying and accelerating interactions in the Production arena.
Agility, Transformation, and Scale demystified
Adoption is the do-or-die factor in enterprise Change Management. But enterprise Transformation requires something else - no hype, and an architecture.
Change Agility
The document discusses key aspects of change agility needed to succeed in today's volatile, uncertain, complex, and ambiguous (VUCA) business world. It defines change agility as an organization's ability to dynamically sense and respond to changes in the business environment with focused, fast, and flexible actions. The document outlines factors that promote change agility at the organizational, team, and individual levels, such as leadership, innovation, learning, and empowerment. It also discusses benefits of change agility like improved competitiveness and customer satisfaction. Measurement tools are presented to assess an organization's degree of change agility.
Malcolm Reid Resilience Article
This document discusses the concept of resilience. It defines resilience as "the skill and capacity to be robust under conditions of enormous stress and change." While resilience is simple to define, it is difficult to develop in today's complex, rapidly changing world. The document argues that organizational resilience requires the ability to respond quickly to unforeseen changes, even chaotic disruptions. It also discusses the importance of resilience and examines some of the components involved in cultivating resilience within an organization, including strategic planning, infrastructure development, and business continuity planning.
The Resilient Organisation
Resilient organisations need systems and processes which allow them to adapt effectively. However, individual resilience is also an important, yet often overlooked, factor in organisational resilience. Employees with higher resilience are better able to adapt positively to challenges and change, which helps the organisation respond and recover from difficulties. More research is needed to directly quantify the business impacts of individual resilience on factors like performance, absenteeism, and organizational commitment.
Organisational Resilience Paper v0.021
The document discusses organizational resilience and provides definitions from various standards organizations. It notes that organizational resilience means the ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. Developing organizational resilience requires taking a strategic approach that integrates existing risk management, business continuity planning, and other disciplines. It also requires understanding internal operations as well as external dependencies and factors. Building resilience is an ongoing process rather than a single activity, and involves continually assessing vulnerabilities and improving adaptive capacity.
SI_INCOSE_2013_The Agile Enterprise
1) The document discusses the concept of agility at the enterprise level and proposes that true agility is the ability to successfully cope with and adapt to changes.
2) It defines an enterprise as an entity comprised of organizations working towards a shared mission. True enterprise agility results from good systems engineering and an organizational culture that empowers employees.
3) The document argues that understanding complexity and change is key to enterprise agility. It cites frameworks like John Boyd's OODA loop to emphasize the importance of quality information to improve situational awareness and decision making.
Organizing Agility
The design and redesign of organizations today more regularly pursues agility, but very often it thinks that a given model will cause it, rather than discovering its best model from knowing what agility needs. This discussion surveys the underpinning archihtecture of agility, from which to cultivate or discover a site's appropriate model(s).
Ensure Preparedness with Operational Resilience - Article
The concept for a financial services institution to respond, recover, and resume operations at acceptable levels of performance after a disruption occurs, is called Operational Resilience. One of the key priorities for regulators across the globe is to put in place a stronger regulatory framework to promote the operational resilience of financial services firms.
In this article, get to learn more about the concept of operational resilience, some practical guidance on challenges, and why the use of the right technology is pivotal.
Read more - https://corporater.com/blog/practical-guidance-to-tackle-current-market-challenges-around-operational-resilience/?cmc=SS_opres_article&utm_source=social&utm_medium=SS_opres_article
Innovation versus Regulation
This document discusses the relationship between governance, development, innovation and regulation for companies. It argues that governance alone is not sufficient for companies to continually regenerate themselves in the face of changing environments. Development, defined as entrepreneurship, is also needed to cause the necessary value-targeted behaviors. Bringing together development and governance can help assure competencies are mature enough to be effective, consistent and stable, while also supporting corporate adaptability. This coordination of development and governance enables business continuity despite environmental changes.
Modeling Change Management Against The Odds
Organizational Change Management can lean on at least six major models to help provide the checklist of To DOs and Whys. But why are there so many? Different models have diferent assumptions about how Because all models caution about destabilization, and each model offers a point of view on how to account for restabilization. This new discussion starts the argument for why certain things will wind up in every model going forward.
Kienbaum US Change Management Study 2014/2015
This study surveyed 204 executives and employees from companies in German-speaking countries to assess organizational agility. The study examined what business environment factors drive the need for agility ("agility drivers") and how sensitive and responsive companies are to changes. It also evaluated what enables agility ("agility enablers") and compared more agile to less agile organizations. The study found most companies face agility drivers like intense competition but lack sufficient sensitivity and responsiveness. It also identified gaps between current and desired states of agility enablers. Comparing more and less agile firms provided insights into effective enablers of agility.
Module 09 Building Innovative and Resilient Teams
This document discusses building resilient teams through diversity. It begins by noting that while diversity is important, research has found mixed results on its benefits. It then discusses that heterogeneous groups are more likely to be innovative but less likely to integrate ideas, while homogeneous groups are more likely to integrate ideas but less likely to be innovative. The document emphasizes that there is no single approach for leveraging diversity and organizations must analyze both individuals and the organization. It also discusses assessing diversity at the organizational, program, and individual levels and defines resilience as an organization's ability to adapt to changes and bounce back from disruptions.
Prosci Masterclass - ACMP 2017 Slides
The document discusses organizational agility as a strategic imperative. It clarifies the difference between lower case "a" agile meaning a trait or attribute, and upper case "A" Agile meaning an iterative software development approach. It notes that organizational agility provides benefits like better performance, improved competitive advantage, and the ability to adapt to a volatile, uncertain, complex, and ambiguous world. The document argues that developing organizational agility is critical for business success in today's changing environment.
Toward True Organizational Resilience | Deloitte’s Global Resilience Report
Deloitte's Global Resilience Report for insights into how organizations worldwide are navigating challenges and building resilience in an ever-evolving landscape.
Global_Resilience_report_October_2022_wc.pdf
Delve into the key findings and interesting facts on building organizational resilience from the Deloitte Global Resilience Report. Learn how to build a path towards organizational resilience and see why it is important to have organizational resilience. Discover the whole new world of opportunities that abound. Check out the report now!
Two pager Enterprise Resilience
The document discusses enterprise resilience and how organizations can anticipate and adapt to constant change. It defines enterprise resilience as an organization's ability to not just survive change but evolve by capitalizing on opportunities. Resilient organizations exhibit traits like coherence, adaptive capacity, agility, relevance, reliability, and trust. These traits allow them to navigate turbulence, anticipate disruptions, and turn change to their advantage. The document also notes that change is occurring more rapidly, with the average age of S&P 500 companies declining from 90 years in the 1930s to just 18 years in 2012. To thrive amid this disruption, organizations must develop new capabilities to respond proactively to change.
Improving organizational resilience
This document discusses improving organizational resilience. It defines organizational resilience as an organization's ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. The document notes that resilient organizations are made up of resilient individuals and discusses key aspects of resilience like job design, culture, leadership, relationships, and risk management. It emphasizes that resilience allows organizations to sustain advantages, adapt to changes, and manage challenges.
Improving organizational resilience
This document discusses improving organizational resilience. It defines organizational resilience as an organization's ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. The document notes that resilient organizations are made up of resilient individuals and discusses key aspects of resilience like job design, culture, leadership, relationships, and risk management. It emphasizes that resilience allows organizations to sustain advantages, adapt to changes, and manage challenges.
Similar to Business agility 20160601 (20)
Ensure Preparedness with Operational Resilience - Article
Ensure Preparedness with Operational Resilience - Article
Toward True Organizational Resilience | Deloitte’s Global Resilience Report
Toward True Organizational Resilience | Deloitte’s Global Resilience Report
Recently uploaded
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Project Management Infographics . Power point projet
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdf
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
innovation in nursing practice, education and management.pptx
MSc nursing 2 nd year Government college of nursing Rajnandgaon Chhattisgarh
Recently uploaded (12)
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Project Management Infographics . Power point projet
Project Management Infographics . Power point projet
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdf
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdf
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
Business agility 20160601
- 1. BusinessAgility Jan De Baere & Franky Redant
- 2. VUCA, what does it really mean V =Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts. U = Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. C = Complexity. The multiplex of forces, the confounding of issues, no cause-and-effect chain and confusion that surround an organization. A = Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause- and-effect confusion.
- 5. Continuous change vs program for change Continuous change Programs for change vs
- 6. Business Agility: Definitions “Business agility refers to distinct qualities that allow organisations to respond rapidly to changes in the internal and external environment without losing momentum or vision. Adaptability, flexibility and balance are three qualities essential to long-term business agility” (HRZone) “Business agility is the ability of a business system to rapidly respond to change[1] by adapting its initial stable configuration. In a business context, agility is the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways” (Wikipedia)
- 7. Domains of agility Organisation Multi-team Team Developagileability Mindset Method Tools Culture Systems Structures Leadership Strategy
- 8. Domains of agility Organisation Multi-team Team Developagileability Mindset Method Tools Culture Systems Structures Leadership Strategy Scrum, DSDM, Kanban, XP SAFe, DAD, LeSS, Scrum at Scale
- 10. T&I shaped profiles (specialization vs generilization) Depthofknowledge Breath of Knowledge Generalization Specialization
- 12. Business Agility, a new definition “Business Agility is the ability to improve/gain from continuous change”