Metrica Bizsol Pvt Ltd is a company that helps organizations improve business performance through implementing essential systems and processes, driving change initiatives, and leadership and organization development. It takes a hands-on approach to understand organizations' needs, develop strategies to address gaps, and assist with implementing action plans and measuring results. Metrica believes that implementation is key to success, that working as partners is most effective, and that success lies in attention to details, honesty, trust, excellence and impact.
The document provides an overview of PeopleFirm, a consulting firm focused on helping clients achieve competitive advantages through their people. PeopleFirm addresses challenges related to organizational change, leadership engagement, workforce changes, and talent management. It offers services in four key areas: People Strategy, Organizational Performance, Talent Management, and Change Management. PeopleFirm takes a strategic approach to designing and implementing solutions that drive measurable value and results for its clients.
The document provides an overview of PeopleFirm, a consulting firm focused on helping clients achieve competitive advantages through their people. PeopleFirm addresses challenges related to organizational change, leadership engagement, workforce changes, and talent management. It offers services in four key areas: People Strategy, Organizational Performance, Talent Management, and Change Management. PeopleFirm takes a strategic approach to designing and implementing solutions that drive measurable value and results for its clients.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
Celerant Consulting recommends a 7-point plan for GRIDS corporations to improve operational performance:
1. Embed project teams in the field to motivate local teams.
2. Establish direct links between leadership and field operations to improve understanding of performance issues.
3. Involve local managers centrally to identify problems and solutions.
4. Take a holistic view of corporate functions to address underlying issues restricting performance.
5. Develop local solutions through pilot programs and test improvements.
6. Identify and engage best practices and key stakeholders to accelerate change.
7. Embed continuous improvement approaches through training to sustain changes over time.
The document outlines a consulting firm called Contemporary LnOD Consulting & Coaching (CCC) that aims to help organizations improve learning and development. It discusses establishing a center of excellence to enhance growth, define learning processes, assess leadership gaps, and create individual development plans. The firm promotes adopting contemporary learning methodologies like e-learning and mobile learning to meet business goals. It also emphasizes assisting leadership teams to create a culture of trust, collaboration, and achieving common organizational objectives through customized curriculum and talent development initiatives.
Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
PeopleFirm is a consultancy that helps organizations realize the full potential of their people. It addresses challenges related to workforce optimization, talent strategies, change management, and organizational effectiveness. PeopleFirm takes a strategic approach focusing on people strategy, organizational performance, talent management, and change management. It believes that an organization's success depends on its people.
Metrica Bizsol Pvt Ltd is a company that helps organizations improve business performance through implementing essential systems and processes, driving change initiatives, and leadership and organization development. It takes a hands-on approach to understand organizations' needs, develop strategies to address gaps, and assist with implementing action plans and measuring results. Metrica believes that implementation is key to success, that working as partners is most effective, and that success lies in attention to details, honesty, trust, excellence and impact.
The document provides an overview of PeopleFirm, a consulting firm focused on helping clients achieve competitive advantages through their people. PeopleFirm addresses challenges related to organizational change, leadership engagement, workforce changes, and talent management. It offers services in four key areas: People Strategy, Organizational Performance, Talent Management, and Change Management. PeopleFirm takes a strategic approach to designing and implementing solutions that drive measurable value and results for its clients.
The document provides an overview of PeopleFirm, a consulting firm focused on helping clients achieve competitive advantages through their people. PeopleFirm addresses challenges related to organizational change, leadership engagement, workforce changes, and talent management. It offers services in four key areas: People Strategy, Organizational Performance, Talent Management, and Change Management. PeopleFirm takes a strategic approach to designing and implementing solutions that drive measurable value and results for its clients.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
Celerant Consulting recommends a 7-point plan for GRIDS corporations to improve operational performance:
1. Embed project teams in the field to motivate local teams.
2. Establish direct links between leadership and field operations to improve understanding of performance issues.
3. Involve local managers centrally to identify problems and solutions.
4. Take a holistic view of corporate functions to address underlying issues restricting performance.
5. Develop local solutions through pilot programs and test improvements.
6. Identify and engage best practices and key stakeholders to accelerate change.
7. Embed continuous improvement approaches through training to sustain changes over time.
The document outlines a consulting firm called Contemporary LnOD Consulting & Coaching (CCC) that aims to help organizations improve learning and development. It discusses establishing a center of excellence to enhance growth, define learning processes, assess leadership gaps, and create individual development plans. The firm promotes adopting contemporary learning methodologies like e-learning and mobile learning to meet business goals. It also emphasizes assisting leadership teams to create a culture of trust, collaboration, and achieving common organizational objectives through customized curriculum and talent development initiatives.
Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
PeopleFirm is a consultancy that helps organizations realize the full potential of their people. It addresses challenges related to workforce optimization, talent strategies, change management, and organizational effectiveness. PeopleFirm takes a strategic approach focusing on people strategy, organizational performance, talent management, and change management. It believes that an organization's success depends on its people.
Open view venture partners case study extraordinary executionOpenView
The document summarizes The Extraordinary Execution Workshop, a two-day intensive forum that helps senior executives at expansion-stage companies clarify their mission, vision, and values, and develop a strategic plan aligned with their goals. The workshop guides leadership teams through exercises to define their purpose and strategic themes, then create strategy maps and priorities to translate aspirations into action plans by year, quarter, month, and week. Participants cite the workshop as invaluable for gaining alignment around their direction and creating a shared roadmap for execution.
1. PeopleWiz partnered with a technology startup to design and implement a new organizational structure to support the company's growth.
2. They provided a strategy and roadmap for building an energized organization with a new structure, systems, and performance management.
3. PeopleWiz worked closely with management to design an operating model that strengthened delivery capabilities and engaged stakeholders to build consensus.
This document summarizes an organization design presentation given to the Dallas Human Resource Management Association. It discusses organization design frameworks, engagement of human potential, and examples of organization design interventions. The document provides an example of an organization that addressed shifts in products/services through workshops identifying common goals, challenges, and initiatives to improve processes, structure, and develop employee capability over multiple years. Key success factors included clear strategy, leadership engagement, and a structured design process.
The document describes a change management academy that offers various training programmes focused on topics like leading change, project management, organizational effectiveness, and an accelerating implementation methodology. It provides details on the target groups, approaches, topics, objectives, and schedules for several 2-day programmes on leading change, organizational effectiveness, and accelerating implementation methodology. Contact information is provided to discuss any of the programmes.
What is the value proposition for agile? Does agile deliver on those benefits? What do the practitioners using it say?
In 2010, I began asking Scrum experts and practitioners about their perceived value of Scrum. A common response was, "it depends on what you mean by value." When presented with examples like return on investment or internal rate of return, they often stated that they don’t use those waterfall measures. However, when asked about value being nimble, they told me I was getting warmer...
During my doctoral research in 2013-2014, I interviewed 32 Scrum and Scaled Agile Framework (SAFe) practitioners from 17 industries in Southern and Northern California and Nevada to learn about the value of Scrum to their organizations based on their experiences. The practitioners included: four business leaders, three Scrum coaches, two product owners, eight Scrum masters, three Scrum team members, and 12 other professionals. The discussion continued with attendees at AgileOpen to capture additional insights.
Dr. Dave Cornelius is an experienced business and IT professional and globally recognized lean and agile catalyst that empowers others to achieve their very best. Dave’s specialty is leading and coaching co-located and distributed teams to deliver quality innovations from concept to cash. Learn more about Dave by visiting www.Dave-Cornelius.com and follow him on twitter @DrCorneliusInfo.
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
The document discusses providing comprehensive business transformation consultancy services through precision intervention methods. It summarizes that the company uses tried and proven methods to provide consultancy in three interrelated areas: strategy and planning, organization management and development, and supporting business processes. The goal is to help businesses systematically transform and achieve their strategic goals through measurable benefits.
Dragos iliescu shl-talent management and global business strategyRevistaBiz
The document discusses integrating talent management with global business strategy. It provides an overview of SHL, a leader in talent measurement and assessment. SHL helps organizations transform how they assess, hire, and manage talent to improve business results. The document then discusses defining talent needs, measuring current talent strengths and gaps, and realizing talent management through processes like developing talent frameworks, assessing skills, and attracting and developing the right people. The goal is to have the right people with the right skills in the right roles to meet business strategy.
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
Tom Borie is the founder and principal consultant of Values Alignment Solutions, LLC, a human resources management consulting firm. The firm provides various HR consulting services, such as strategic HR planning, employee engagement and culture transformation, competency-based systems, and training programs. It takes a holistic approach to values alignment within organizations using its proprietary VAS 3.7 system, which involves assessing values and competencies, identifying talent, measuring engagement, and monitoring performance. The goal is to align and engage people to achieve extraordinary performance through shared values.
1. PeopleWiz partnered with a technology startup to create and deploy a new organization design to support its growth phase.
2. They provided a strategy and roadmap for building an energized organization with a new structure, systems, and performance management.
3. Key outcomes included defining roles and responsibilities, streamlining processes, and boosting employee confidence and the management's ability to attract talent.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
This document discusses project management as a strategic competence and trends in the field. It covers:
1. Project management excellence is key for organizations at different stages - startup, growth, and transformation. Projects catalyze success at each stage.
2. Strategic objectives in business, society, and individuals are achieved through implementing projects. Projects drive business performance and steer the global economy.
3. There is growing recognition of the value of project management, including in execution, integration, and learning. When implemented properly for an organization, it provides real business, organizational and strategic value.
The Christian Self, Part II - Meaning, Ambiguity, Co-Creationcumcsl
The mp3 of this lesson is available at www.cumcsl.org/axiomlessons. If you want to hear the lessons in person, join us on Sundays at 9:45 am in Room 312 at Christ United Methodist Church in Sugar Land, Texas.
The mp3 of this lesson is available at www.cumcsl.org/axiomlessons. If you want to hear the lessons in person, join us on Sundays at 9:45 am in Room 312 at Christ United Methodist Church in Sugar Land, Texas.
This YouTube video presents a math problem asking the viewer to solve 17 x 24. It shows a 3x4 grid with X's in each box, representing the multiplication problem being solved. The video is part of a playlist about hierarchies of meaning.
Open view venture partners case study extraordinary executionOpenView
The document summarizes The Extraordinary Execution Workshop, a two-day intensive forum that helps senior executives at expansion-stage companies clarify their mission, vision, and values, and develop a strategic plan aligned with their goals. The workshop guides leadership teams through exercises to define their purpose and strategic themes, then create strategy maps and priorities to translate aspirations into action plans by year, quarter, month, and week. Participants cite the workshop as invaluable for gaining alignment around their direction and creating a shared roadmap for execution.
1. PeopleWiz partnered with a technology startup to design and implement a new organizational structure to support the company's growth.
2. They provided a strategy and roadmap for building an energized organization with a new structure, systems, and performance management.
3. PeopleWiz worked closely with management to design an operating model that strengthened delivery capabilities and engaged stakeholders to build consensus.
This document summarizes an organization design presentation given to the Dallas Human Resource Management Association. It discusses organization design frameworks, engagement of human potential, and examples of organization design interventions. The document provides an example of an organization that addressed shifts in products/services through workshops identifying common goals, challenges, and initiatives to improve processes, structure, and develop employee capability over multiple years. Key success factors included clear strategy, leadership engagement, and a structured design process.
The document describes a change management academy that offers various training programmes focused on topics like leading change, project management, organizational effectiveness, and an accelerating implementation methodology. It provides details on the target groups, approaches, topics, objectives, and schedules for several 2-day programmes on leading change, organizational effectiveness, and accelerating implementation methodology. Contact information is provided to discuss any of the programmes.
What is the value proposition for agile? Does agile deliver on those benefits? What do the practitioners using it say?
In 2010, I began asking Scrum experts and practitioners about their perceived value of Scrum. A common response was, "it depends on what you mean by value." When presented with examples like return on investment or internal rate of return, they often stated that they don’t use those waterfall measures. However, when asked about value being nimble, they told me I was getting warmer...
During my doctoral research in 2013-2014, I interviewed 32 Scrum and Scaled Agile Framework (SAFe) practitioners from 17 industries in Southern and Northern California and Nevada to learn about the value of Scrum to their organizations based on their experiences. The practitioners included: four business leaders, three Scrum coaches, two product owners, eight Scrum masters, three Scrum team members, and 12 other professionals. The discussion continued with attendees at AgileOpen to capture additional insights.
Dr. Dave Cornelius is an experienced business and IT professional and globally recognized lean and agile catalyst that empowers others to achieve their very best. Dave’s specialty is leading and coaching co-located and distributed teams to deliver quality innovations from concept to cash. Learn more about Dave by visiting www.Dave-Cornelius.com and follow him on twitter @DrCorneliusInfo.
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
The document discusses providing comprehensive business transformation consultancy services through precision intervention methods. It summarizes that the company uses tried and proven methods to provide consultancy in three interrelated areas: strategy and planning, organization management and development, and supporting business processes. The goal is to help businesses systematically transform and achieve their strategic goals through measurable benefits.
Dragos iliescu shl-talent management and global business strategyRevistaBiz
The document discusses integrating talent management with global business strategy. It provides an overview of SHL, a leader in talent measurement and assessment. SHL helps organizations transform how they assess, hire, and manage talent to improve business results. The document then discusses defining talent needs, measuring current talent strengths and gaps, and realizing talent management through processes like developing talent frameworks, assessing skills, and attracting and developing the right people. The goal is to have the right people with the right skills in the right roles to meet business strategy.
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
Tom Borie is the founder and principal consultant of Values Alignment Solutions, LLC, a human resources management consulting firm. The firm provides various HR consulting services, such as strategic HR planning, employee engagement and culture transformation, competency-based systems, and training programs. It takes a holistic approach to values alignment within organizations using its proprietary VAS 3.7 system, which involves assessing values and competencies, identifying talent, measuring engagement, and monitoring performance. The goal is to align and engage people to achieve extraordinary performance through shared values.
1. PeopleWiz partnered with a technology startup to create and deploy a new organization design to support its growth phase.
2. They provided a strategy and roadmap for building an energized organization with a new structure, systems, and performance management.
3. Key outcomes included defining roles and responsibilities, streamlining processes, and boosting employee confidence and the management's ability to attract talent.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
This document discusses project management as a strategic competence and trends in the field. It covers:
1. Project management excellence is key for organizations at different stages - startup, growth, and transformation. Projects catalyze success at each stage.
2. Strategic objectives in business, society, and individuals are achieved through implementing projects. Projects drive business performance and steer the global economy.
3. There is growing recognition of the value of project management, including in execution, integration, and learning. When implemented properly for an organization, it provides real business, organizational and strategic value.
The Christian Self, Part II - Meaning, Ambiguity, Co-Creationcumcsl
The mp3 of this lesson is available at www.cumcsl.org/axiomlessons. If you want to hear the lessons in person, join us on Sundays at 9:45 am in Room 312 at Christ United Methodist Church in Sugar Land, Texas.
The mp3 of this lesson is available at www.cumcsl.org/axiomlessons. If you want to hear the lessons in person, join us on Sundays at 9:45 am in Room 312 at Christ United Methodist Church in Sugar Land, Texas.
This YouTube video presents a math problem asking the viewer to solve 17 x 24. It shows a 3x4 grid with X's in each box, representing the multiplication problem being solved. The video is part of a playlist about hierarchies of meaning.
RIP versión 1 describe el protocolo de enrutamiento RIPv1, incluyendo sus características como un protocolo de vector de distancia classful con una métrica de conteo de saltos de hasta 15. Explica cómo configurar y verificar RIPv1, así como la sumarización automática de rutas y la propagación de rutas por defecto.
This document describes a traffic light controller project using an AT89C51 microcontroller. It provides the history of traffic lights, descriptions of red, yellow, and green light meanings. The project uses LED lights controlled by a microcontroller on specific ports to automatically change the light signals after a time interval. It includes components like the microcontroller, LED lights, resistors, and diagrams of the circuit and block designs. The microcontroller is programmed to set bits to glow the LED lights in sequence with delays to control the traffic light signals.
Las redes sociales son plataformas en Internet que permiten a las personas crear y compartir contenido, comentarios y conexiones sociales digitales. Proporcionan áreas para eventos, noticias, encuestas y votaciones, y permiten a los usuarios construir comunidades online. Algunas de las redes sociales más populares son Facebook, Twitter e Instagram.
A vida de jesus parte 2 - material do professorSandra Fuso
Jesus disse que Maria havia escolhido a melhor parte porque ela estava sentada aos pés dele, ouvindo suas
palavras. Isso mostra que o mais importante é ouvir e aprender com Jesus, não apenas se ocupar com tarefas práticas.
Podemos escolher a melhor parte como Maria, dedicando tempo para ouvir Jesus através da leitura da Bíblia e da oração,
buscando entender e aplicar seus ensinamentos em nossas vidas.
La Unión Europea ha propuesto un nuevo paquete de sanciones contra Rusia que incluye un embargo al petróleo ruso. El embargo se aplicaría gradualmente durante seis meses para el petróleo crudo y ocho meses para los productos refinados. Este paquete de sanciones requiere la aprobación unánime de los 27 estados miembros de la UE.
The longest river and the widest river alex jnikteixmucane
The document compares the Nile and Amazon rivers. The Nile is the longest river in the world at 6,700 km long and flows through 10 countries including Tanzania, Burundi, Rwanda, Democratic Republic of Congo, Uganda, Kenya, Ethiopia, Eritrea, Sudan and Egypt before emptying into the Mediterranean Sea. The Amazon river flows through 3 countries - Peru, Colombia and Brazil - and varies in width from 11 km during dry seasons to 45 km wide in some places during wet seasons, making it the widest river in the world by volume of water.
El documento presenta dos tipos de actividades de aprendizaje: proyectos de menor duración centrados en los intereses del niño/a, y unidades didácticas de mayor duración que implican una planificación previa de contenidos y temporalización. Ambos tipos de actividades buscan satisfacer las necesidades del niño/a de aprendizaje significativo, autonomía, socialización e investigación/descubrimiento, así como favorecer la colaboración familia-escuela.
The three longest tunnels in the world are the Gotthard Tunnel in Switzerland, the Brenner Tunnel, and the Seikan Tunnel. The Gotthard Tunnel will open in 2017 and connect Zurich to Milan through the Alps at 57.072 km long. Construction of the Brenner Tunnel began in 2008 and is expected to finish in 2025, connecting through the Alps at 55 km long. The Seikan Tunnel is currently the longest at 53.85 km and took 25 years to build, though 40 workers died during construction.
Los protocolos de enrutamiento de vector de distancia como RIP e IGRP realizan actualizaciones periódicas de la tabla de enrutamiento completa, identifican las rutas conectadas directamente durante la detección de redes, y usan mecanismos como temporizadores y reglas de horizonte dividido para prevenir bucles de enrutamiento que afectan el rendimiento de la red.
La Escuela Universitaria de Estudios Empresariales y de Administración Pública de Jerez ofrece diplomaturas en Ciencias Empresariales, Gestión y Administración Pública y Turismo, así como dobles titulaciones. La Escuela cuenta con servicios como biblioteca, prácticas en empresas, ordenadores con acceso a Internet, actividades deportivas y culturales, y becas.
El documento habla sobre Bit4Data y la transformación digital. Explica que la misión de Bit4Data es aprovechar los activos TI tradicionales de las organizaciones integrándolos en la transformación digital, con más de 30 años de experiencia en soluciones mainframe. También describe la evolución del mainframe hacia Linux y LinuxONE, una máquina dedicada a Linux que ofrece virtualización completa, incorporando distribuciones como Ubuntu. Finalmente, señala que LinuxONE proporciona un rendimiento y resiliencia sin precedentes para pymes, transformando los costes de Linux para
Este documento describe las diferencias entre RIPv1 y RIPv2, incluidas las limitaciones de RIPv1 como su falta de soporte para VLSM y CIDR. Explica cómo configurar RIPv2 en un router Cisco y verificar que proporciona soporte para VLSM y CIDR. También enumera los pasos para verificar y resolver problemas comunes de RIPv2.
The Birch Group offers numerous training sessions and seminars focused on strategic planning, team development, negotiation skills, project management, communication skills, and supervision skills. Seminars are tailored to meet client needs and range from 1-4 days. Topics include developing strategic plans, building high performance teams, power negotiations, planning and managing projects, and managing for success. Seminars utilize lectures, case studies, assessments, videos, workbooks, and group exercises to enhance learning.
The document describes how Lean and the EFQM Excellence Model are complementary tools for continuous improvement. It explains that Lean is used to structure improvements identified through EFQM assessments, which provide strategic direction and assess performance gaps. Both approaches are people-centric and focus on long-term, customer-oriented continuous improvement. The EFQM Model addresses leadership, strategy, partnerships and results, while Lean structures how improvements are delivered.
Employee engagement project statement of workCindy Joice
This document outlines a project to improve employee engagement in the Distribution Department. The project was created in response to low engagement scores on a recent survey. Key activities will include educating managers, conducting additional surveys to establish a baseline, identifying engagement drivers, and holding managers accountable for engagement results. The project aims to create sustainable engagement practices and realize benefits like higher performance, lower turnover, and improved customer satisfaction. Challenges include gaining buy-in during a time of change and providing support given constraints, but opportunities exist to clarify expectations and priorities.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
This document provides an overview of tools and resources available on the MindTools.com website to help with project management. MindTools.com has over 1,000 resources to help people be effective managers and leaders. It provides assessments to evaluate skills, frameworks and tools for project planning and scheduling, stakeholder management, and change management. MindTools.com aims to teach 50 individual project management skills through frameworks, tools and assessments.
This document discusses key challenges that organizations face when adapting agile methodologies. It outlines 7 main challenges: having no clear plan for agile adaptation; believing training is enough without coaching; lack of committed agile coaches; expecting revolutionary changes immediately; viewing openness as a threat; lack of self-discipline and teamwork; and communication gaps within the organization. The document provides an overview of agile methodology and principles and recommends a phased change management approach when transitioning to agile in order to address challenges and have a successful transformation.
Ensure that your development initiatives build better knowledge, skills, and experience to improve performance
and raise engagement in the new business landscape.
The document discusses leadership development and the LMI Total Leader program. It provides an overview of LMI's vision, mission and purpose to develop leaders and organizations to their full potential. It then summarizes LMI's offering which includes a needs assessment, aligning goals, selecting the best development plan, implementing it, and measuring results. Finally, it outlines the Total Leader solution and its four key elements: personal productivity, personal leadership, strategic leadership, and motivational leadership.
Creating an effective Organization Design for a solution providerPeopleWiz Consulting
The document discusses how PeopleWiz Consulting helped a telecom manufacturer transform into a solutions provider by creating a new organizational design. They conducted interviews and research to understand the client's strategy and challenges. They developed design principles, an operating model, and interim/future structures. Key stakeholders provided input and approved the new design and implementation plan in workshops. The new design and change management approach helped the organization effectively implement changes to support its transformation.
The document discusses the McKinsey 7-S model, which analyzes how an organization's strategy, structure, shared values, style, staff, skills, and systems interact and need to be aligned for successful change implementation. It provides examples of how the 7-S model was applied in case studies of Nokia and McDonald's, analyzing what each company did well and areas they could improve regarding the different elements.
Slides seminar innovation manager - final - daDirk Ameel
The document discusses the roles of innovation managers at both the board and operational levels of an organization. At the board level, an innovation manager champions organizational innovation, evaluates innovative capabilities, and ensures resources are allocated to support innovation. At the operational level, an innovation manager facilitates innovation processes within business units, leads teams to participate in innovation, and ensures innovative projects are successfully planned and implemented. The innovation manager interfaces with various existing positions to encourage collaboration around innovation initiatives.
Development Solutions Mmm Consulting 2011 2012Madi_Radulescu
MMM Consulting provides customizable project management and development solutions for companies. Their consolidated team offers clear competencies in areas such as project management, communication, and methodologies. Available programs from 2011-2012 can be tailored for individual company needs.
Development solutions mmm consulting 2011 2012Madi Radulescu
MMM Consulting provides customizable project management and development solutions for companies. Their consolidated team offers clear competencies in areas like communication training programs, performance assessments, sales competency evaluations, and tools to improve organizational alignment, team engagement, and leadership development. MMM uses research-based models and personalized diagnostics to help clients strengthen performance, productivity, and results.
The document discusses effective management of large projects in the automobile industry. It begins with acknowledgments and prefaces the importance of project management. It then outlines the following key points:
1. It defines projects and their characteristics, and discusses how to classify projects based on complexity.
2. It explains the need for program and project management to execute projects on time, budget and scope, and minimize costs.
3. It proposes a 7 step approach to project management: initiating, planning, executing, monitoring and controlling, closing, analysis and feedback.
4. For each step it provides details on the activities and goals, such as developing a project charter, managing risks, communications, and procurement.
This document discusses establishing knowledge sharing communities at GE to improve collaboration. It recommends starting with 5 pilot communities to build early wins, establishing governance structures and a central team to provide collaboration services. The goal is to launch 250 communities by mid-2018 to retain critical knowledge, connect experts, and increase productivity across GE businesses. Standardizing processes and providing search/findability tools will help communities demonstrate measurable business impacts through knowledge sharing.
Case Study - Excelleration, how to buildvedikaarya6
The key objectives of the Excelleration initiative at H&L were to enhance talent management by identifying and retaining high-potential employees, conducting competency mapping, enabling succession planning, and improving employee engagement. Several initiatives were undertaken, including competency assessments, customized development programs, leadership coaching, and integrating an LMS platform. This required endorsement from top management, collaboration with external consultants, and engagement of HR teams. The success of the initiatives was measured by talent retention rates, leadership pipeline strength, internal promotions, and improved employee engagement and competency scores.
Online PMP Training Material for PMP Exam - Human Resources Management Knowle...GlobalSkillup
Human Resource Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
GlaxoSmithKline (GSK) adopted the Accelerating Delivery & Performance (ADP) approach to improve its business performance and ability to face challenges. ADP combines the GSK Change Framework, GSK Fundamentals of Delivery, and a focus on metrics. It was developed starting in 2009 by combining Lean Sigma, project management, and organizational development. By 2012, over 350 employees had become expert practitioners in applying ADP's principles and over 3,000 employees were actively using it in their daily work. The program has continued expanding ADP across GSK while adapting and improving it.
A brief presentation about Annual Performance Management. Performance Appraisal cycle, how to set objective, how to give constructive feedback, and finally feedback Dos and Don'ts