How do you become an effective Leader? It start with understanding yourself. How you create your thoughts and how those thoughts become behaviours. Learning how to enhance your skills allows you to be the Leader that people want to follow.
This document discusses creative leadership and collaboration. It explores how to realize ideas and navigate times of turbulence through education that encourages learning, creating the future, and motivating people. Design thinking, social technology, personal development, teamwork, and creative activism are presented as ways to enable contribution and collaboration for change. Quotes provide perspectives on different types of leaders and entrepreneurs. Methods like the "3 Movements of the U" and overcoming divides are presented as ways to stimulate creative collaboration.
This document discusses the need for a next generation approach to learning and development given the increasing complexity, volatility, and pace of change in the modern world. It argues that traditional approaches to learning will not work and that new competencies are needed for learning professionals, including collaboration skills, networking ability, strong presentation skills, digital literacy, and leadership skills.
What makes a CxO tick? Particularly within the context of enterprise architecture and digital transformation. How can the value of IT and innovation align with leadership practice? This presentation is from a roundtable event on April 1, 2021.
The document discusses several key trends that are driving change such as the acceleration of information growth and sharing, the rise of virtual worlds and networks, and new business models that leverage both internal and external resources. It suggests that organizations need to embrace more open and collaborative models to keep pace with these trends in order to create and share knowledge across boundaries.
The document discusses crisis preparedness and management. It explains that crisis management involves procedures for how the team will work, infrastructure like tools and facilities, and ensuring the right team is in place and trained. Effective crisis management is like a well-trained pit crew that has the right procedures, tools, and team to handle any crisis situation. Contact information is provided at the end for Hill and Knowlton, the strategic communications consultancy providing the webinar on crisis management.
Slide deck from SIM MN Master Series session on April 4, 2017. Topic: Building the IT Team. The session included an overview of modern leadership models, team-building, hiring and workplace culture. Suggested further reading is included on one of the final slides in the deck.
How do you become an effective Leader? It start with understanding yourself. How you create your thoughts and how those thoughts become behaviours. Learning how to enhance your skills allows you to be the Leader that people want to follow.
This document discusses creative leadership and collaboration. It explores how to realize ideas and navigate times of turbulence through education that encourages learning, creating the future, and motivating people. Design thinking, social technology, personal development, teamwork, and creative activism are presented as ways to enable contribution and collaboration for change. Quotes provide perspectives on different types of leaders and entrepreneurs. Methods like the "3 Movements of the U" and overcoming divides are presented as ways to stimulate creative collaboration.
This document discusses the need for a next generation approach to learning and development given the increasing complexity, volatility, and pace of change in the modern world. It argues that traditional approaches to learning will not work and that new competencies are needed for learning professionals, including collaboration skills, networking ability, strong presentation skills, digital literacy, and leadership skills.
What makes a CxO tick? Particularly within the context of enterprise architecture and digital transformation. How can the value of IT and innovation align with leadership practice? This presentation is from a roundtable event on April 1, 2021.
The document discusses several key trends that are driving change such as the acceleration of information growth and sharing, the rise of virtual worlds and networks, and new business models that leverage both internal and external resources. It suggests that organizations need to embrace more open and collaborative models to keep pace with these trends in order to create and share knowledge across boundaries.
The document discusses crisis preparedness and management. It explains that crisis management involves procedures for how the team will work, infrastructure like tools and facilities, and ensuring the right team is in place and trained. Effective crisis management is like a well-trained pit crew that has the right procedures, tools, and team to handle any crisis situation. Contact information is provided at the end for Hill and Knowlton, the strategic communications consultancy providing the webinar on crisis management.
Slide deck from SIM MN Master Series session on April 4, 2017. Topic: Building the IT Team. The session included an overview of modern leadership models, team-building, hiring and workplace culture. Suggested further reading is included on one of the final slides in the deck.
Change Management - Grundlagen und KurzseminarFlorian Grolman
Change Management * Veränderungsprozesse * Change Kommunikation * Change Modell * Widerstand im Change Management* Mitarbeiter mitnehmen *
Diese Präsentation beschreibt
- welche typischen Verläufe Change Management Prozesse nehmen
- wie stockende Change Prozesse wieder in Gang kommen
- was gute Führung in Veränderungsprozessen ausmacht
- wie gelungene Change Kommunikation gestaltet sein sollte
- die 10 größten Fehler im Change Management
Veränderungsmanagement bei der Implementation einer Social-Media-StrategieMarkus Trapp
Bibliotheken, die sich für die Umsetzung einer Social-Media-Strategie entscheiden, begeben sich dabei auf einen Weg, der nicht nur ihre Außenkommunikation und die Beziehung zu ihren Nutzern verändert, sondern der auch Veränderungen betriebsinterner Abläufe mit sich bringt. Der Einstieg in Social Media stellt somit sowohl eine externe als auch interne Veränderung der Bibliothek dar. Extern ändert sich die Wahrnehmung der Bibliothek durch die Nutzer, denn in der Kommunikation nach außen findet ein Wandel, weg von den einseitig bespielten Verkündungskanälen der traditionellen Öffentlichkeitsarbeit, hin zum Dialog mit dem Zielpublikum statt. Aber auch in der internen Organisation kommt es zu Veränderungen der Arbeitsprozesse. Schon vor der Einführung von Social Media müssen konzeptionelle Fragen geklärt werden, damit für alle Mitarbeiter der Bibliothek geklärt ist, was, warum, wie und von wem kommuniziert wird. Im Vortrag wird aufgezeigt, worauf bei der Konzeption und der Umsetzung des Themas Social Media zu achten ist, und welche Fehler es zu vermeiden gilt. Die Ausführungen richten sich sowohl an Bibliotheken, denen die Aufgabe noch bevorsteht, Social Media Konzepte für ihre Einrichtung zu entwickeln, als auch an jene, die bereits eingeleitete Schritte in diese Richtung kritisch reflektieren möchten. Wer eine Social-Media-Strategie entwickelt, tut gut daran, Ergebnisse aus der Fachliteratur zum Veränderungsmanagement in diesen Prozess mit einzubeziehen, was exemplarisch erläutert wird. Arbeitspraktische Handlungsempfehlungen aus der Erfahrung des Social-Media-Konzeptes der SUB Hamburg, für dessen Umsetzung der Vortragende verantwortlich zeichnet, schließen sich an und leiten über zur Diskussion des vorgestellten Umsetzungskonzeptes.
(Vortrag auf Bibliothekartag in Nürnberg, Session: "Ordnung in die Projekte" - Changemanagement; 27. Mai 2015: 09:00 Uhr - 11:30 Uhr)
Agile exponent 3
Agile working. Agile Team, Agile Product.
-- Presented the way of Agile (19.10.15) to BA Medie Design students at the University of Applied Science Hof, Germany. Explained how agile is used on a daily basis (SCRUM), how connected agile teams are (interactive exercise) and did live end-to-end presentation of the agile product Advocate Defence Payments (a payment system for advocates).
_____
Agile hoch 3
Agiles Verfahren. Agiles Team. Agiles Produkt.
-- Präsentation am 19.10.15 über das Agile Verfahrens fuer Studenten des BA Mediendesign an der FH Hof, Deutschland.
Change Management ist wahrscheinlich einer der meistimplementierten ITIL®-Prozesse.
Mit der wachsenden Maturität des angewandten Prozesses ergeben sich nun in vielen Organisationen Fragen nach neuen Zielsetzungen und einer Erweiterung des Scope des Change Managements:
- Wie spielen Projekt- und Change Management zusammen?
- Welche Rolle hat Change Management im Budgetierungsprozess?
- Was sind die Auswirkungen neuer Technologien wie Cloud Computing oder neue Methoden wie Scrum auf das Change Management?
- Wo sind die Grenzen zwischen technischem und organisatorischem Change Management?
Anhand praktischer Beispiele erfahren Sie in dieser Präsentation, wie das Change Management von Morgen aussehen wird.
Diese Präsentation haben wir für einen Workshop über kollaborative Veranstaltungsformate erstellt. Die Frage war: Wie können wir kollektive Intelligenz bei Veranstaltungen nutzen – und wie können wir Veranstaltungen zum Üben kollektiver Intelligenz nutzen?
How we structure our work process
_____
Covered topics and methods:
- why we are using methods
- what tools do designers use today
- Brainstorming (635, aoki, 101)
- Research (POEMS, AEIOU, AAAA)
- Persona
- Customer journey map
- Blueprint
- Storyboards
- DeBono's thinking hats
- Delight Driver Canvas
- Actor map/ stakeholder map
- Customer needs matrix
- Business Canvas Model
Lean Change Management @ Lean Professionals - Stammtisch in München 23.07.15agil werden
Präsentation vom Vortrag "Lean Change Mangement" auf dem Lean Professionals - Stammtisch in München 23.07.15
Lean Change Management ist ein Feedback-getriebener Change Management-Ansatz, der Organisationen auf ihrem Weg durch den Wandel leitet. Dabei wird die Lean-Startup-Methode auf Change Management angewandt. Lean Change Management ändert so den Fokus vom Managen des Wandels auf Anpassen an die Reaktion, die Menschen auf Wandel zeigen. Lean Change Management bringt die schnelle Feedbackschleife des Lean Startup in Schwung und nutzt Tools, Methoden und Modelle aus Agile, Change Management und Neurowissenschaft.
Change Management: Was - Warum - Wie
WAS
Der Wandel des Unternehmens ist ein Wandel der Mitarbeiter. Dabei stellt der Wandel ein anspruchsvolles Vorhaben dar, denn es gilt:
• den Veränderungsprozess ganzheitlich zu planen und frühzeitig zu kommunizieren,
• den Change erfolgreich durchzuführen,
• ihn zu stabilisieren und zu kontrollieren
• und dabei die Betroffenen aktiv einzubinden.
Je mehr die Mitarbeiter dabei einbezogen werden, desto mehr werden sich die Mitarbeiter bei der Umsetzung engagiert einbringen.
WARUM
In einer Welt des raschen Wandels stehen die Unternehmen vor der Herausforderung wettbewerbsfähig zu bleiben. Die Gründe für den Wandel sind sehr vielfältig.
Zum Beispiel durch:
• Die weltweite Globalisierung
• Die technische Entwicklung
• Die gesellschaftliche Veränderung. U. a. die demographischen Veränderungen.
• Die Umwelt.
Z. B. Klimaveränderungen
Auslöser können jedoch auch aus der Mitte der Organisation kommen.
Zum Beispiel:
• Reorganisationen
• Portfolioänderungen
• IT-Implementierungen
• Outsourcing-Projekten
• Merger-Integrationen
WIE
Die Veränderung im Unternehmen lässt sich nicht einfach top-down vorschreiben, sondern ist ein anspruchsvolles Vorhaben, in das die Mitarbeiter eingebunden und deren Kompetenzen auf das Gemeinsame ausgerichtet werden müssen.
Die Veränderungen müssen aktiv ausgelöst und der Veränderungsprozess bewusst gesteuert werden, um die Veränderungen gezielt umsetzen und sie nachhaltig absichern zu können.
Veränderungen dürfen nicht einfach nur verwaltet und kommuniziert werden, es geht um die umfangreiche Einbindung der Mitarbeiter in den gerade vorzunehmenden Wandel.
Michael Zwick
Blue Change Solutions
Open Space * Moderator* Methode * Grossgruppenmoderation * Großgruppenmoderator * Open Space Moderator * Open Space Moderation *
"Open Space Technology" ist eine Großgruppenmethode, mit der es gelingt, in mittleren und großen Gruppen komplexe Themen zu diskutieren und gemeinsam Handlungspläne zu entwickeln .
1) Current work environments often fail to engage employees and boost productivity due to a lack of autonomy, mastery, and purpose in work.
2) Adopting agile and lean practices through small incremental changes can help create a learning environment and deal with complexity.
3) Fostering intrinsic motivation by allowing autonomy, opportunities for mastery, and a sense of purpose can significantly increase employee satisfaction and engagement.
By Marianne Gadeberg and Michael Victor
Presented at the Mekong Forum on Water, Food and Energy
Phnom Penh, Cambodia
December 7-9, 2011
Session 8a: Presenting the Work of the M-POWER Fellows
This document discusses challenges and opportunities for scholars and the scholarly enterprise in the digital age. It notes that digital technologies have disrupted traditional scholarly communications and enabled new forms of collaboration and open access to resources. However, it also warns of potential issues like data deluge, fragmentation of discourse, and shifting standards of peer review. The document advocates for flexible systems, partnerships, and strong institutional vision and strategy to help universities and scholars adapt to changes and ensure scholarship continues to thrive in the digital age.
This Social Media Process is developed by Engagement Media to help organizations making decisions when starting engaging their audience in social media.
Adam Vincenzini, Implementation, Google+ for businesses and brandsCommunicate Magazine
1) The document discusses strategies for effectively using Google+ pages, including understanding the key features and benefits of Google+ pages, developing an activation strategy, and creating useful content.
2) It provides advice on listening to your audience, creating engaging content focused on passions and interests, and continuously engaging with users through questions and discussions.
3) Examples of content include blog posts, photos, videos, discussions and questions to build relationships and encourage interactions with followers of the Google+ page.
Tips and tools for using social media to build support for your mission. Presented for the Center for Nonprofit Success, December 15, 2011. Minneapolis , MN. Presenters: Jeff Abramovitz, Jeff Achen, Jay Kelly, and Jamie Schumacher.
R.R. Donnelley is a printing company that has seen declining revenues and profits in recent years due to a lack of investment in new technology. The document discusses that for the company to remain competitive and get back to printing over half of the New York Times bestseller lists, it needs to change its organization, technology, and how it develops its employees' skills through a planned change management process that addresses resistance to change.
Change Management - Grundlagen und KurzseminarFlorian Grolman
Change Management * Veränderungsprozesse * Change Kommunikation * Change Modell * Widerstand im Change Management* Mitarbeiter mitnehmen *
Diese Präsentation beschreibt
- welche typischen Verläufe Change Management Prozesse nehmen
- wie stockende Change Prozesse wieder in Gang kommen
- was gute Führung in Veränderungsprozessen ausmacht
- wie gelungene Change Kommunikation gestaltet sein sollte
- die 10 größten Fehler im Change Management
Veränderungsmanagement bei der Implementation einer Social-Media-StrategieMarkus Trapp
Bibliotheken, die sich für die Umsetzung einer Social-Media-Strategie entscheiden, begeben sich dabei auf einen Weg, der nicht nur ihre Außenkommunikation und die Beziehung zu ihren Nutzern verändert, sondern der auch Veränderungen betriebsinterner Abläufe mit sich bringt. Der Einstieg in Social Media stellt somit sowohl eine externe als auch interne Veränderung der Bibliothek dar. Extern ändert sich die Wahrnehmung der Bibliothek durch die Nutzer, denn in der Kommunikation nach außen findet ein Wandel, weg von den einseitig bespielten Verkündungskanälen der traditionellen Öffentlichkeitsarbeit, hin zum Dialog mit dem Zielpublikum statt. Aber auch in der internen Organisation kommt es zu Veränderungen der Arbeitsprozesse. Schon vor der Einführung von Social Media müssen konzeptionelle Fragen geklärt werden, damit für alle Mitarbeiter der Bibliothek geklärt ist, was, warum, wie und von wem kommuniziert wird. Im Vortrag wird aufgezeigt, worauf bei der Konzeption und der Umsetzung des Themas Social Media zu achten ist, und welche Fehler es zu vermeiden gilt. Die Ausführungen richten sich sowohl an Bibliotheken, denen die Aufgabe noch bevorsteht, Social Media Konzepte für ihre Einrichtung zu entwickeln, als auch an jene, die bereits eingeleitete Schritte in diese Richtung kritisch reflektieren möchten. Wer eine Social-Media-Strategie entwickelt, tut gut daran, Ergebnisse aus der Fachliteratur zum Veränderungsmanagement in diesen Prozess mit einzubeziehen, was exemplarisch erläutert wird. Arbeitspraktische Handlungsempfehlungen aus der Erfahrung des Social-Media-Konzeptes der SUB Hamburg, für dessen Umsetzung der Vortragende verantwortlich zeichnet, schließen sich an und leiten über zur Diskussion des vorgestellten Umsetzungskonzeptes.
(Vortrag auf Bibliothekartag in Nürnberg, Session: "Ordnung in die Projekte" - Changemanagement; 27. Mai 2015: 09:00 Uhr - 11:30 Uhr)
Agile exponent 3
Agile working. Agile Team, Agile Product.
-- Presented the way of Agile (19.10.15) to BA Medie Design students at the University of Applied Science Hof, Germany. Explained how agile is used on a daily basis (SCRUM), how connected agile teams are (interactive exercise) and did live end-to-end presentation of the agile product Advocate Defence Payments (a payment system for advocates).
_____
Agile hoch 3
Agiles Verfahren. Agiles Team. Agiles Produkt.
-- Präsentation am 19.10.15 über das Agile Verfahrens fuer Studenten des BA Mediendesign an der FH Hof, Deutschland.
Change Management ist wahrscheinlich einer der meistimplementierten ITIL®-Prozesse.
Mit der wachsenden Maturität des angewandten Prozesses ergeben sich nun in vielen Organisationen Fragen nach neuen Zielsetzungen und einer Erweiterung des Scope des Change Managements:
- Wie spielen Projekt- und Change Management zusammen?
- Welche Rolle hat Change Management im Budgetierungsprozess?
- Was sind die Auswirkungen neuer Technologien wie Cloud Computing oder neue Methoden wie Scrum auf das Change Management?
- Wo sind die Grenzen zwischen technischem und organisatorischem Change Management?
Anhand praktischer Beispiele erfahren Sie in dieser Präsentation, wie das Change Management von Morgen aussehen wird.
Diese Präsentation haben wir für einen Workshop über kollaborative Veranstaltungsformate erstellt. Die Frage war: Wie können wir kollektive Intelligenz bei Veranstaltungen nutzen – und wie können wir Veranstaltungen zum Üben kollektiver Intelligenz nutzen?
How we structure our work process
_____
Covered topics and methods:
- why we are using methods
- what tools do designers use today
- Brainstorming (635, aoki, 101)
- Research (POEMS, AEIOU, AAAA)
- Persona
- Customer journey map
- Blueprint
- Storyboards
- DeBono's thinking hats
- Delight Driver Canvas
- Actor map/ stakeholder map
- Customer needs matrix
- Business Canvas Model
Lean Change Management @ Lean Professionals - Stammtisch in München 23.07.15agil werden
Präsentation vom Vortrag "Lean Change Mangement" auf dem Lean Professionals - Stammtisch in München 23.07.15
Lean Change Management ist ein Feedback-getriebener Change Management-Ansatz, der Organisationen auf ihrem Weg durch den Wandel leitet. Dabei wird die Lean-Startup-Methode auf Change Management angewandt. Lean Change Management ändert so den Fokus vom Managen des Wandels auf Anpassen an die Reaktion, die Menschen auf Wandel zeigen. Lean Change Management bringt die schnelle Feedbackschleife des Lean Startup in Schwung und nutzt Tools, Methoden und Modelle aus Agile, Change Management und Neurowissenschaft.
Change Management: Was - Warum - Wie
WAS
Der Wandel des Unternehmens ist ein Wandel der Mitarbeiter. Dabei stellt der Wandel ein anspruchsvolles Vorhaben dar, denn es gilt:
• den Veränderungsprozess ganzheitlich zu planen und frühzeitig zu kommunizieren,
• den Change erfolgreich durchzuführen,
• ihn zu stabilisieren und zu kontrollieren
• und dabei die Betroffenen aktiv einzubinden.
Je mehr die Mitarbeiter dabei einbezogen werden, desto mehr werden sich die Mitarbeiter bei der Umsetzung engagiert einbringen.
WARUM
In einer Welt des raschen Wandels stehen die Unternehmen vor der Herausforderung wettbewerbsfähig zu bleiben. Die Gründe für den Wandel sind sehr vielfältig.
Zum Beispiel durch:
• Die weltweite Globalisierung
• Die technische Entwicklung
• Die gesellschaftliche Veränderung. U. a. die demographischen Veränderungen.
• Die Umwelt.
Z. B. Klimaveränderungen
Auslöser können jedoch auch aus der Mitte der Organisation kommen.
Zum Beispiel:
• Reorganisationen
• Portfolioänderungen
• IT-Implementierungen
• Outsourcing-Projekten
• Merger-Integrationen
WIE
Die Veränderung im Unternehmen lässt sich nicht einfach top-down vorschreiben, sondern ist ein anspruchsvolles Vorhaben, in das die Mitarbeiter eingebunden und deren Kompetenzen auf das Gemeinsame ausgerichtet werden müssen.
Die Veränderungen müssen aktiv ausgelöst und der Veränderungsprozess bewusst gesteuert werden, um die Veränderungen gezielt umsetzen und sie nachhaltig absichern zu können.
Veränderungen dürfen nicht einfach nur verwaltet und kommuniziert werden, es geht um die umfangreiche Einbindung der Mitarbeiter in den gerade vorzunehmenden Wandel.
Michael Zwick
Blue Change Solutions
Open Space * Moderator* Methode * Grossgruppenmoderation * Großgruppenmoderator * Open Space Moderator * Open Space Moderation *
"Open Space Technology" ist eine Großgruppenmethode, mit der es gelingt, in mittleren und großen Gruppen komplexe Themen zu diskutieren und gemeinsam Handlungspläne zu entwickeln .
1) Current work environments often fail to engage employees and boost productivity due to a lack of autonomy, mastery, and purpose in work.
2) Adopting agile and lean practices through small incremental changes can help create a learning environment and deal with complexity.
3) Fostering intrinsic motivation by allowing autonomy, opportunities for mastery, and a sense of purpose can significantly increase employee satisfaction and engagement.
By Marianne Gadeberg and Michael Victor
Presented at the Mekong Forum on Water, Food and Energy
Phnom Penh, Cambodia
December 7-9, 2011
Session 8a: Presenting the Work of the M-POWER Fellows
This document discusses challenges and opportunities for scholars and the scholarly enterprise in the digital age. It notes that digital technologies have disrupted traditional scholarly communications and enabled new forms of collaboration and open access to resources. However, it also warns of potential issues like data deluge, fragmentation of discourse, and shifting standards of peer review. The document advocates for flexible systems, partnerships, and strong institutional vision and strategy to help universities and scholars adapt to changes and ensure scholarship continues to thrive in the digital age.
This Social Media Process is developed by Engagement Media to help organizations making decisions when starting engaging their audience in social media.
Adam Vincenzini, Implementation, Google+ for businesses and brandsCommunicate Magazine
1) The document discusses strategies for effectively using Google+ pages, including understanding the key features and benefits of Google+ pages, developing an activation strategy, and creating useful content.
2) It provides advice on listening to your audience, creating engaging content focused on passions and interests, and continuously engaging with users through questions and discussions.
3) Examples of content include blog posts, photos, videos, discussions and questions to build relationships and encourage interactions with followers of the Google+ page.
Tips and tools for using social media to build support for your mission. Presented for the Center for Nonprofit Success, December 15, 2011. Minneapolis , MN. Presenters: Jeff Abramovitz, Jeff Achen, Jay Kelly, and Jamie Schumacher.
R.R. Donnelley is a printing company that has seen declining revenues and profits in recent years due to a lack of investment in new technology. The document discusses that for the company to remain competitive and get back to printing over half of the New York Times bestseller lists, it needs to change its organization, technology, and how it develops its employees' skills through a planned change management process that addresses resistance to change.
Each one of us has the ability to transform the way the world thinks about critically important issues. But making a lasting change in behavior is rarely a simple process.
Inspired by the concepts outlined in my new book, Shift & Reset: Strategies for Addressing Serious Issues In A Connected Society, these twelve big ideas are designed to make you think. Differently.
I am sharing these ideas to start a conversation. I want you to feel excited about the new opportunities that are available to us, individually and collectively, and frustrated that we haven’t made more progress.
I don’t have answers. You won’t find a five-point plan for anything in the pages that follow. But when you consider how your individual behaviors could change, your approaches might be altered - that’s when things will change. That’s when the real fun begins. That’s when we really start to make something happen.
Thank you for reading. And don't forget to share.
These slides provide an overview of social media marketing; background knowledge, methods and processes for managing social media, measuring social media and not least different strategies for implementing social media marketing.
remember that slides only tell half of the story ...
This is the new and improved version of the synthesis document of the Lead Firms discussion which took place in MaFI in 2010. We hope that this new layout (with the “navigation bar”) makes reading easier for busy people like you; it was designed to help you spot key questions, convergences, divergences and additional resources without having to read the whole document. If you have comments about the content or ideas to improve the layout, please feel free to post them in the comments box here below. Thanks again to all MaFI members who made this discussion possible and to David Brownjohn and Olivia Comberti who helped with the synthesis and layout respectively.
HR and trainings. Can we complain HR for not effective trainings? Do you know that you have 2 very different trainings families? One family for the Job position, other for the Business development?
E-marketing for Entrepreneurs (Start with Google crash course)Interact
This document appears to be a presentation about e-marketing for entrepreneurs. It was given by Fady Ramzy, the country manager for Interact Egypt. The presentation discusses the evolution of the web and e-marketing. It provides tips for entrepreneurs on developing an online identity through social media, promoting their brand, engaging with customers, developing an e-marketing strategy, and sharing valuable content. Case studies are also presented.
The document discusses social media marketing and provides an overview of SMInetwork, an end-to-end social media marketing solution. It highlights case studies of SMInetwork helping brands increase engagement on Facebook and drive traffic to social media pages. The document also discusses measuring social media ROI and the importance of identifying influential users to spread brand messages.
Make them Fall in Love All Over Again: Nurturing the Inbound WayKirsten Knipp
Learn how creating marketing that people LOVE and engaging with them over time via personalization can result in improved conversion and customer retention over time.
This document discusses how the company Tuesdays can help businesses establish and grow their online presence through social media marketing and engagement. They offer services like content creation, community building, analytics and reporting to help brands connect with customers and measure the results. Tuesdays claims their personalized approach and focus on measurable ROI sets them apart from other marketing agencies.
The document discusses innovation and small enterprises. It defines innovation as the creation and implementation of new ideas, methods, or products. Innovation is an important competitive advantage for small enterprises due to their flexibility. While small enterprises have limited resources, they can still innovate through collaboration, sharing ideas, and implementing innovations in a cost-effective manner. The document provides examples of companies innovating through improving processes, adopting new tools and expanding into new markets with limited budgets.
Similar to Change Management and Social Media: Lessons for Gov 2.0 (20)
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In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Change Management and Social Media: Lessons for Gov 2.0
1. +
HOW LESSONS FROM
CHANGE MGMT +
SOCIAL MEDIA
CAN DRIVE COMMUNICATIONS STRATEGIES FOR
MORE EFFICIENT SAMS DEPLOYMENT
chris theoharis
www.theoryandpraxis.me
2. 1
WHY
CHANGE?
“ We must now face the obvious question: What is the chance that
tomorrow’s most successful organizations will be as different from today’s
corporate behemoths as the Internet is different from plain old telephone
service? The answer: A lot higher than you think. Unlike your company,
the Internet already is adaptable, innovative and engaging.
“ New problems demand new principles. Put bluntly, there’s simply no
way to build tomorrow’s essential organizational capabilities—resilience,
innovation and employee engagement—atop the scaffolding of 20th
century management principles.
—Gary Hamel
The Future of Management
chris theoharis
www.theoryandpraxis.me
3. 2
OPEN GOV +
THE SAMS MISSION
Federal mandates have
tasked government to
deliver greater:
Transparency
Accountability
Efficiency
chris theoharis
www.theoryandpraxis.me
4. 3
DEFINING
CHANGE MANAGEMENT
change • management
1 A structured approach to transitioning individuals, teams and
organizations from a current state to a desired future state.
2 An IT service management discipline.
In the IT context the objective of change management is to ensure that
standardized methods and procedures are used for efficient and prompt
handling of all changes to controlled IT infrastructure, in order to minimize
the number and impact of any related incidents upon service.
chris theoharis
www.theoryandpraxis.me
5. 4
WHY IS MANAGING
CHANGE CRITICAL?
Change can be exciting...
when we own the change.
When change comes from without, it may
generate uncertainty, fear and consequently
resistance to transition.
chris theoharis
www.theoryandpraxis.me
6. 5
WHY IS MANAGING
CHANGE CRITICAL?
“ An organization
can announce,
mandate, and
require anything
they want, but if
employees don't
buy into the
solution, it's dead
in the water.
—John Fisher
The Process of Transition
chris theoharis
www.theoryandpraxis.me
7. 6
BEST
PRACTICES OF CHANGE
John Kotter’s
“8 Steps to Successful Change”
1 Increase urgency
2 Build the guiding team
3 Get the vision right
4 Communicate for buy-in
5 Empower action
6 Create short-term wins
7 Don't let up
8 Make change stick
chris theoharis
www.theoryandpraxis.me
8. 7
DEFINING
SOCIAL MEDIA
“ The terms social media, new media, web 2.0, enterprise 2.0 and
gov 2.0 are associated with web applications that facilitate participatory
information sharing, interoperability, user-centered design and
collaboration on the World Wide Web or within an intranet.
ENGAGECREATE SHARECOLLABORATE
Social is not merely Facebook and Twitter.
Project Management platforms are social, collaborative networks too.
chris theoharis
www.theoryandpraxis.me
9. 8
SOCIAL MEDIA &
CHANGE MANAGEMENT
Together at last?
“ Social media platforms are ideal mechanisms to facilitate change
because much of change management boils down to ongoing
conversations and dialogue within a company.
—Jennifer Johnston Canfield
Slate Strategy
chris theoharis
www.theoryandpraxis.me
10. 9
GOV 2.0
TAKEAWAYS
Lessons from successful enterprise
& gov 2.0 deployments .
1 Don’t sell change, sell results
2 Clarity is king
3 Senior level buy-in is essential
4 Empower users
5 Community management vs.
marketing campaigns
chris theoharis
www.theoryandpraxis.me
11. 10
OPPORTUNITIES
FOR INNOVATION
Deployment Communications Strategies
“ People won’t read their emails.
—Nihal Malhotra / Jack Banks
There are structural reasons for diverting all communications through the
proper POC.
Change management theory and best practices hold that organizational
leaders must be instrumental in bringing about change. If these
individuals are not convinced, resistance to change is increased.
chris theoharis
www.theoryandpraxis.me
12. 11
OPPORTUNITIES
FOR INNOVATION
Deployment Communications Strategies
Generating agency-wide support via targeted communications vehicles.
Bureau Input
Thought POC
Leaders Comms
Power General
Training Users Users
Support Peripheral Word of
Community
Mouth
chris theoharis
www.theoryandpraxis.me
13. 12
OPPORTUNITIES
FOR INNOVATION
Portal Improvement + Bureau Deployment Toolkit
“ Enterprise 2.0 seeks to decrease the amount of time spent in email by
providing users easier access to experts and answers through searchable
and shareable platforms.
Share triumphs
Share issues
Share education
Aggregate + Analyze + give Access.
“ ...there are so many domains or fiefdoms, that a problem in one is usually
a problem in many.
—Nick O’Doherty
Bright Beehive
chris theoharis
www.theoryandpraxis.me
14. 13
OPPORTUNITIES
FOR INNOVATION
The Case for Social Tools
BLOG | SOCIAL FAQ | WIKI | FORUM | ONLINE USER GROUPS
“ Developing a public roadmap that looks as much as one year into the
future and is visible to all employees has proven to be a very effective
way to engage employees and ensure everyone is on the same page.
Managing expectations as well as the actual product is the balancing act
of enterprise 2.0.
chris theoharis
www.theoryandpraxis.me
15. 14
ENGAGE
RESPONSIBLY
With greater engagement, comes greater
responsibility.
Reference core values:
Transparency
Accountability
Efficiency
Be genuine (aka engage yourself).
chris theoharis
www.theoryandpraxis.me