This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Modern Change Management - 5 Universals for ChangeJason Little
We’ve run over 450 workshops in 30 countries for over 5000 people and visited countless organizations of all sizes. We’ve discovered 5 Universals for Change that help you apply the right approach for change, at the right time.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Why agile is failing in large enterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails
Performance through agility generic v2.2 seminarRobert Twiddy
Agility Way provides training and coaching services in Performance Through Agility. This presentation fro a seminar that took place in Bangkok in September 2018
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessHaydn Shaughnessy
How can you make sure your digital or agile transformation will be a success? Most fail. In this presentation we will tell you why and provide you with the concepts and actions to enable you to succeed where others fail. Digital and agile transformations are the hardest task in business. Lighthouse Thinking will help you to make sure you innovate appropriately, discover new value for customers and help you succeed. Covers innovation, target operating models, adaptive project management, innovation and ecosystems
Modern Change Management - 5 Universals for ChangeJason Little
We’ve run over 450 workshops in 30 countries for over 5000 people and visited countless organizations of all sizes. We’ve discovered 5 Universals for Change that help you apply the right approach for change, at the right time.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Why agile is failing in large enterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails
Performance through agility generic v2.2 seminarRobert Twiddy
Agility Way provides training and coaching services in Performance Through Agility. This presentation fro a seminar that took place in Bangkok in September 2018
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessHaydn Shaughnessy
How can you make sure your digital or agile transformation will be a success? Most fail. In this presentation we will tell you why and provide you with the concepts and actions to enable you to succeed where others fail. Digital and agile transformations are the hardest task in business. Lighthouse Thinking will help you to make sure you innovate appropriately, discover new value for customers and help you succeed. Covers innovation, target operating models, adaptive project management, innovation and ecosystems
CIPD HRBP Conference Evolution as a function the beyond case study of OD & D Kate Rand
This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development
Action plan for managing business and organisational challenges with agility ...Isman Tanuri
Organisations who are looking at "Agile transformation" are always struggling to get it done. Perhaps an alternative approach would make more sense?
Here's an option:
"A practical 7-never-ending-step problem-solving strategy to organisational growth and sustainable change"
2016 04-07 key note -agile organizationsNikki de Kloe
This slideshare is all about lean operational excellence, agile, scrum, lean start-up, customer development, agile frameworks, evidence based product development….
Sorry, what? Can there be anymore buzzwords? You are right, that’s why today we’ll separate facts and fiction about these potential 'business-saving' frameworks.
Because let’s face it, the reality is that even though they are absolutely useful, no one can guarantee you that one of these frameworks will work for your own, unique company. You will need to know where to start and take away those elements that suit your specific situation.
Agile coaches Nikki de Kloe and Sander Goudswaard (MakerStreet/ Noun) will guide you through the why, how and what regarding all these value-orientated frameworks. They will show you how these frameworks can help you do your business today, tomorrow and in the very near future.
Through tips, tricks and of course several case studies you will learn their possibilities, potential pitfalls and success criteria; so you can gain an insight in how you can make these frameworks work for you.
This slideshare is all about lean operational excellence, agile, scrum, lean start-up, customer development, agile frameworks, evidence based product development….
Sorry, what? Can there be anymore buzzwords? You are right, that’s why today we’ll separate facts and fiction about these potential 'business-saving' frameworks.
Because let’s face it, the reality is that even though they are absolutely useful, no one can guarantee you that one of these frameworks will work for your own, unique company. You will need to know where to start and take away those elements that suit your specific situation.
Agile coaches Nikki de Kloe and Sander Goudswaard (MakerStreet/ Noun) will guide you through the why, how and what regarding all these value-orientated frameworks. They will show you how these frameworks can help you do your business today, tomorrow and in the very near future.
Through tips, tricks and of course several case studies you will learn their possibilities, potential pitfalls and success criteria; so you can gain an insight in how you can make these frameworks work for you.
Being a Cultural Warrior: 3 Proven Practices for Driving Engagement and Effic...Snag
Whatever your organization is designed to deliver, whether it’s a product or a service, you will win or lose based on how well your people are able to work and perform as a team. If you have have the best processes in the world, but your people don’t really care, you can be good, but you will never be awesome. And if you aren’t after awesome, what are you after?
With extensive experience in the manufacturing biz, Beau Groover, the former Director of Lean Supply Chain with Serta Simmons Bedding and Founder and President of The Effective Syndicate, will share what he’s learned from two decades in the service industry that will help you align your people, processes and products ... and make your business thrive.
Check out our joint presentation, ‘Being a Cultural Warrior,’ with TalentStream and Beau Groover to:
-- Define clearly what the vision, mission and values are that represent your brand and motivate your team
-- Uncover how to effectively evaluate your team … and yourself
-- Understand what being a Cultural Warrior looks like, the strategy to get there, and how it'll improve customer service from the ground up
-- Get tips on how to improve process efficiency and produce highly predictable results
-- Learn how to develop a successful organizational structure, including succession planning, leadership development and teamwork coaching
'My Case for Agile Methods & Tranformation' : Presented by Saikat Das oGuild .
This paper describes Saikat's experiences with Agile values, tranforamtion and my implementation of them. He describes the circumstances that have led him to believe passionately that Agile Frameworks will best assure the success of his projects.
Competency models for the team and how to choose specific practices against the model.
He describes what has worked for him and why, and he describes what hasn’t worked and why.
Highlights:
A different Approach to look into Agile practices and Transformation.
The difference between Agile Adoption and Agile Transformation.
The real goal of Agile change initiatives.
Adapting Practices in Agile.
Agile ITSM: New Ways of Working for High Velocity TeamsAtlassian
In a world of digital transformation, Agile, and DevOps, the way that IT teams work is rapidly evolving. Is your IT team still struggling to adapt to new ways of working?
In this session, we'll cover the tools, people, and best practices, to build a lean, mean, agile ITSM machine:
- Build team culture with Atlassian's Open philosophy
- How to lean into the future of "Lean and Agile ITSM"
- Integrate DevOps best practices into the way IT teams work
- Improve self-service by "shifting left," or knowledge-centric support
- Lower MTTR (mean time to resolution) by improving incident response communications and collaboration
- Improve the flow of your change control with agile ways of working
- Plus challenges and lessons learned from customers around the globe
We're bringing back this popular talk from Summit 2018 in Barcelona to provide you pragmatic thought leadership and practical approaches you and your team can actually use
• Key things to know before moving to a global model
• Determining what processes should stay at the regional level
• Determine technologies that will support the global model
• Methods for determining the right scope of service for globalized delivery
• Identifying change management strategies
• Measuring the success
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3. Business Agility Workshop
70%
What’s the Problem?
of employees are disengaged at work.
of strategic plans fail.
of projects fail (65% of megaprojects fail).
of change initiatives fail.
of mergers fail.
of decisions are made by gut feel.
of prescription drugs are unproven.
of peer-reviewed research is wrong.
of what experts recommend is wrong.
of boards are not diverse.
of stock trades held less than 10 hours.
5. Business Agility Workshop
Business Agility
FRAMEWORKS
DESKS
How to think
What to do
How to be
What to use
Ongoing support
CULTURE
SYSTEMS
TOOLS
6. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain
7. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
8. Business Agility Workshop
Business Agility
The Agile Worldview
SYSTEM
S
CULTURE
TOOLSDESKS
Business Agility
FRAM
EW
O
RKS
The Big Picture
Storytelling
Rigorous Nonsense
Antifragility
Empiricism
Cognitive BiasesRandomness
The Cockpit Model
Complexity vs Connectedness
Ordered vs Unordered
Tacit vs Explicit Knowledge
Outcomes
Decentralization
Test Answers
Performance
Luck and Mean Reversion
9. Business Agility Workshop
Right vs Wrong
Becoming Bayesian
The Cone of Uncertainty
The Illusion of Control
Overprecision
Cognitive Diversity
Prediction Markets
The Agile Worldview
Business Agility
FRAM
EW
ORKSSYSTEM
S
CULTURE
TOOLSDESKS
Everyone Does it
10. Business Agility Workshop
Bayesian Model
Monte Carlo Simulations
Rolling Forecasts
The Agile Worldview
Business Agility
FRAM
EW
ORKSSYSTEM
S
CULTURE
TOOLSDESKS
Probability Management
1
What You Will Need
11. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
12. Business Agility Workshop
Flat Companies
Central Services
Executive Teams
Generalists vs Specialists
Business Agility
SYSTEM
STOOLSDESKS
Organizational Design
CULTURE
Tacit vs Explicit Knowledge
Openness
The Full Stack Company
Labs
FRAM
EW
O
RKS
Decentralized Autonomous
Organizations
14. Business Agility Workshop
Governance
Levels of Tribe Membership
Decision Rights
Roles vs Individuals
One Area Per Project
Remote Teams
Business Agility
FRAM
EW
ORKSSYSTEM
S
CULTURE
TOOLSDESKS
Organizational Design
15. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
16. Business Agility Workshop
Employee Satisfaction
Hiring
Workforce Science
Case Study: How Google Hires
Risk Taking
Compensation
Is HR Necessary?
Attract and Retain Good People
FRAM
EW
O
RKSSYSTEM
STOOLSDESKS
CULTURE
Business Agility
The Full-Stack Employee
Prospective Challenges
Try Before you Buy
17. Business Agility Workshop
Everybody Hires
Letting the Inmates Run the Asylum
Everybody Fires?
Caring
Joy
Attract and Retain Good People
FRAM
EW
ORKSSYSTEM
STOOLSDESKS
CULTURE
Business Agility
18. Business Agility Workshop
Group Hiring
Try Before you Buy
Simple Salaries
What About Bonuses?
Attract and Retain Good People
FRAM
EW
ORKSSYSTEM
S
TOOLSDESKS
CULTURE
Business Agility
19. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
20. Business Agility Workshop
Type 1 vs Type 2 Errors
Business Agility
Make Better Decisions
FRAM
EW
O
RKSSYSTEM
STOOLSDESKS
CULTURE
Evidential vs Causal
Right vs Wrong
Confidence vs Overconfidence
Choice Theory
Decision Markets
Results
The Value of Information
Decision Inputs
Decision Quality
Decision Context
21. Business Agility Workshop
System 1 vs System 2
Hold Strong Opinions Loosely
Mindfulness
Business Agility
TOOLSDESKS
Make Better Decisions
FRAM
EW
ORKSSYSTEM
S
CULTURE
22. Business Agility Workshop
Force the Outside View
Calibration
Business Agility
TOOLSDESKS
Make Better Decisions
FRAM
EW
ORKSSYSTEM
S
CULTURE
Keeping Score
One Half of One Percent
Embedded Decision Systems
Multi-Attribute Decision Analysis
Decision Trees
Decision Process
Heuristics
Simulations
23. Business Agility Workshop
Everyday Decisions
Business Agility
TOOLSDESKS
Make Better Decisions
FRAM
EW
ORKSSYSTEM
S
CULTURE
2
Important Decisions
Decision Markets
What You Will Need
24. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
25. Business Agility Workshop
Genetic Algorithms
Pretotyping
How to do experiments
Behavioral Economics
Weak Signal Detection
When to do experiments
Case studies
Analytics
Replace Planning with Experiments
Business Agility
FRAM
EW
O
RKSSYSTEM
S
CULTURE
TOOLSDESKS
26. Business Agility Workshop
Stop Listening to Customers
Make it Safe to Fail
Build an Experiment Culture
Replace Planning with Experiments
Business Agility
TOOLSDESKS
FRAM
EW
ORKSSYSTEM
S
CULTURE
27. Business Agility Workshop
Replace Planning w/Experiments
Business Agility
Hunch Development
Experiment Platform
No More Business Cases
FRAM
EW
ORKS
TOOLSDESKS
SYSTEM
S
CULTURE
28. Business Agility Workshop
What to Measure
Analytics
Experiment Support
How to do an Experiment
Business Agility
TOOLSDESKS
FRAM
EW
ORKSSYSTEM
S
CULTURE
What You Will Need
3
29. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
30. Business Agility Workshop
Values
Management vs Leadership
Employees 1st, Customers 2nd
Purpose
Mission
Alignment vs Autonomy
Fluid Leadership
Business Agility
FRAM
EW
O
RKSSYSTEM
S
CULTURE
TOOLSDESKS
Principles
Fluid Democracy
31. Business Agility Workshop
Turn Followers into Leaders
Adoption: 20/60/20
Fluid Leadership
Business Agility
TOOLSDESKS
FRAM
EW
ORKSSYSTEM
S
CULTURE
32. Business Agility Workshop
Fluid Leadership
Business Agility
FRAM
EW
ORKS
TOOLSDESKS
SYSTEM
S
CULTURE
Guilds
Embracing Diversity
33. Business Agility Workshop
Fluid Leadership
Business Agility
FRAM
EW
ORKS
TOOLSDESKS
SYSTEM
S
CULTURE
Guilds
Embracing Diversity
34. Business Agility Workshop
Fluid Leadership
Business Agility
FRAM
EW
ORKS
TOOLSDESKS
SYSTEM
S
CULTURE
Guilds
Embracing Diversity
35. Business Agility Workshop
Early Detection
Early Response
TOOLSDESKS
FRAM
EW
ORKSSYSTEM
S
CULTURE
Business Agility
Fluid Leadership
What You Will Need
4
36. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
37. Business Agility Workshop
Business Agility
Lean vs Agile
Business Agility
FRAM
EW
O
RKSSYSTEM
S
CULTURE
TOOLSDESKS
Lean vs Agile
Equilibrium
Continuous Improvement
Scrum
Continuous Delivery
Kanban
Balancing Lean and Agile
Scaling Agile Out
38. Business Agility Workshop
Live it
Own it
The Minister of Culture
Business Agility
Lean vs Agile
Business Agility
FRAM
EW
ORKSSYSTEM
S
CULTURE
TOOLSDESKS
39. Business Agility Workshop
Integrating Customers
Retrospectives/Learning
Business Agility
Lean vs Agile
Business Agility
FRAM
EW
ORKSSYSTEM
S
CULTURE
TOOLSDESKS
Meetings
41. Business Agility Workshop
Scrum Maintenance and improvement
Kanban Maintenance and improvement
Lean Team
Business Agility
Lean vs Agile
Business Agility
FRAM
EW
ORKSSYSTEM
S
CULTURE
TOOLSDESKS
5
42. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
43. Business Agility Workshop
The Google Management Survey
Business Agility
TOOLSDESKS
FRAM
EW
O
RKSSYSTEM
S
CULTURE
Evidence-Based Management
Manager Reviews
Working in Pairs
Values vs Rules
Meetings
Fundamental Attribution Error
Team vs Family
Group Dynamics
44. Business Agility Workshop
Challenging the Status Quo
Families vs Teams
Business Agility
TOOLSDESKS
FRAM
EW
ORKSSYSTEM
S
CULTURE
Evidence-Based Management
Openness
Egos and Assholes
45. Business Agility Workshop
Systematize Everything
Replace Memory with Recording
Banish Interruptions
Multitasking
Skill Building
Nudging
Pair Training, Pair Master
Business Agility
FRAM
EW
ORKS
TOOLSDESKS
SYSTEM
S
CULTURE
Evidence-Based Management
70/20/10 Rule
Fail Forward
46. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
47. Business Agility Workshop
Workforce Democracy
Exposure vs Risk
Scaling Agile Up
Agile Portfolios
Business Value
Business Agility
TOOLSDESKS
FRAM
EW
O
RKSSYSTEM
S
CULTURE
49. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
51. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
53. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain and Ethereum
55. Blockchain and Ethereum
Introduction
What is Ethereum?
What is the blockchain?
What is Ether?
What is Bitcoin? Cryptolaw
What are the applications?
What are the challenges?
What are the threats?
What are smart contracts?
What are distributed apps?
What are the opportunities?
56. Business Agility Workshop
Business Agility
The Agile Worldview
Fluid Leadership
Organizational Design
Attract and Retain Good People
Make Better Decisions
Replace Planning with Experiments
Evidence-Based Management
Agile Portfolios
Lean vs Agile
Beyond Budgeting
Agile Marketing and Branding
SYSTEM
STOOLSDESKS
FRAM
EW
ORKS
CULTURE
Blockchain
58. Business Agility Workshop
It’s here to stay. Learn to profit from it,
not just survive it. Oblique methods and
tacit knowledge often outperform“hard”
metrics and research-driven insights.
UNCERTAINTY
60. Business Agility Workshop
The error bars are often more important
than the number, yet we rarely see them.
OVERPRECISION
Most numbers have error bars …
[ ]
63. Business Agility Workshop
Try many small experiments that could
have a big impact if successful. Build an
experiment-based culture and strive to
be less wrong, rather than more right.
CONVEXITY
67. Business Agility Workshop
EMPIRICISM
Do randomly-controlled experiments.
Ask for the metastudy or the data. Look
for context. Listen to other views. Don’t
be fooled by randomness.
72. Business Agility Workshop
WORK IN PAIRS
Working in pairs is one of the most
powerful ways we have to create a culture
of collaboration and effectiveness.
73. Business Agility Workshop
JOY
When people have a say in what to
expect and are allowed to do their best,
they create a great place to work.
75. Business Agility Workshop
1. Delight customers
3. Make it sustainable
2. Create a great place to work
(Even if it isn’t always profitable)
76. Business Agility Workshop
Build a pull culture
Work in pairs
Include uncertainty
Focus on what works
Keep score
Mindfulness
Simplification
Short iterations
Experiments Analytics Execution
Measurement
Evidence
Decisions
Portfolio
Internal
Products
Services
77. Business Agility Workshop
Worldview - Bayesian forecasting
Decisions - process & support
Experiments - planning, analytics
Early Detection, Early Response
- Action team for black-swan events
Lean & Agile - process & coaching
The Five Support Desks