from John Kotter's Leading Change description of errors made by other organizations that need to be directly addressed in order to assure a successful outcome for our change efforts.
Immediate Results, Enduring Benefits
Leaders are constantly struggling to figure out how to match their resources to their business plans and how to make faster decisions. Changing the way a company is structured or governed is usually uncomfortable and famously difficult to get right. And the odds are stacked heavily against lasting success. A.T. Kearney's Fit Organization helps leaders identify the changes that really matter and embed them in the fabric of the organization to ensure that they stand up to the test of time. When we couple the right solutions with what it takes to get them done, we deliver a program that gives leaders both immediate results and, even more importantly, benefits that endure for years to come.
My presentation for a Leading Change module in an executive education program that has three modules spread over three months. This presentation is made during the first module and the participants are broken into teams to work on their own live projects within their company.
Solutions to your employee disengagementeXo Platform
If you’re facing employee engagement challenges in your digital workplace, you are not alone!
A lot of employees are disengaged from their companies and this is related to many reasons.
This presentation will provide you with practical techniques that will help you face this challenge.
Immediate Results, Enduring Benefits
Leaders are constantly struggling to figure out how to match their resources to their business plans and how to make faster decisions. Changing the way a company is structured or governed is usually uncomfortable and famously difficult to get right. And the odds are stacked heavily against lasting success. A.T. Kearney's Fit Organization helps leaders identify the changes that really matter and embed them in the fabric of the organization to ensure that they stand up to the test of time. When we couple the right solutions with what it takes to get them done, we deliver a program that gives leaders both immediate results and, even more importantly, benefits that endure for years to come.
My presentation for a Leading Change module in an executive education program that has three modules spread over three months. This presentation is made during the first module and the participants are broken into teams to work on their own live projects within their company.
Solutions to your employee disengagementeXo Platform
If you’re facing employee engagement challenges in your digital workplace, you are not alone!
A lot of employees are disengaged from their companies and this is related to many reasons.
This presentation will provide you with practical techniques that will help you face this challenge.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
HBRs 10 Must Reads on Change Management The Hard Side of Change .docxshericehewat
HBR's 10 Must Reads on Change Management: The Hard Side of Change Management
The Hard Side of Change Management
by Harold L. Sirkin, Perry Keenan, and Alan Jackson
WHEN FRENCH NOVELIST JEAN-BAPTISTE Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same.
Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative from his or her viewpoint and, based on personal experience, focuses on different success factors. The experts, too, offer different perspectives. A recent search on Amazon.com for books on “change and management” turned up 6,153 titles, each with a distinct take on the topic. Those ideas have a lot to offer, but taken together, they force companies to tackle many priorities simultaneously, which spreads resources and skills thin. Moreover, executives use different approaches in different parts of the organization, which compounds the turmoil that usually accompanies change.
In recent years, many change management gurus have focused on soft issues, such as culture, leadership, and motivation. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. Soft factors don’t directly influence the outcomes of many change programs. For instance, visionary leadership is often vital for transformation projects, but not always. The same can be said about communication with employees. Moreover, it isn’t easy to change attitudes or relationships; they’re deeply ingrained in organizations and people. And although changes in, say, culture or motivation levels can be indirectly gauged through surveys and interviews, it’s tough to get reliable data on soft factors.
What’s missing, we believe, is a focus on the not-so-fashionable aspects of change management: the hard factors. These factors bear three distinct characteristics. First, companies are able to measure them in direct or indirect ways. Second, companies can easily communicate their impor ...
The slides illustrate the current difficulties of managing in a "VUCA" - volatile, uncertain, complex and ambiguous world. It provides solutions starting from Kotter`s eight step change management model, his two systems approach to the definition of success factors of change management.
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
Only in fairytales are emperors told they are naked3gamma
Many organisations don’t do effective project governance. Often, conversations like this are heard up and down the corridors of our businesses: “I don’t care what the report says. I don’t care if you think that you’re going to deliver late with less functionality. That’s not going to happen. You will be on time, and it will work. Now stop wasting time in my office and go make it happen.”
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
HBRs 10 Must Reads on Change Management The Hard Side of Change .docxshericehewat
HBR's 10 Must Reads on Change Management: The Hard Side of Change Management
The Hard Side of Change Management
by Harold L. Sirkin, Perry Keenan, and Alan Jackson
WHEN FRENCH NOVELIST JEAN-BAPTISTE Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same.
Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative from his or her viewpoint and, based on personal experience, focuses on different success factors. The experts, too, offer different perspectives. A recent search on Amazon.com for books on “change and management” turned up 6,153 titles, each with a distinct take on the topic. Those ideas have a lot to offer, but taken together, they force companies to tackle many priorities simultaneously, which spreads resources and skills thin. Moreover, executives use different approaches in different parts of the organization, which compounds the turmoil that usually accompanies change.
In recent years, many change management gurus have focused on soft issues, such as culture, leadership, and motivation. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. Soft factors don’t directly influence the outcomes of many change programs. For instance, visionary leadership is often vital for transformation projects, but not always. The same can be said about communication with employees. Moreover, it isn’t easy to change attitudes or relationships; they’re deeply ingrained in organizations and people. And although changes in, say, culture or motivation levels can be indirectly gauged through surveys and interviews, it’s tough to get reliable data on soft factors.
What’s missing, we believe, is a focus on the not-so-fashionable aspects of change management: the hard factors. These factors bear three distinct characteristics. First, companies are able to measure them in direct or indirect ways. Second, companies can easily communicate their impor ...
The slides illustrate the current difficulties of managing in a "VUCA" - volatile, uncertain, complex and ambiguous world. It provides solutions starting from Kotter`s eight step change management model, his two systems approach to the definition of success factors of change management.
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
Only in fairytales are emperors told they are naked3gamma
Many organisations don’t do effective project governance. Often, conversations like this are heard up and down the corridors of our businesses: “I don’t care what the report says. I don’t care if you think that you’re going to deliver late with less functionality. That’s not going to happen. You will be on time, and it will work. Now stop wasting time in my office and go make it happen.”
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.