A collaborative talk on lean agile transitions, challenges and experiences guided by a Lean Change approach. Tao as well as music and arts are possible keys of learning.
Session 6: Using Marketing Tactics for L&D Success (Yvonne Chen of Udemy for ...Udemy for Business
Once you have your L&D program ready, how do you get people to show up? Simple marketing tactics can be the reason your programs succeed or fall by the wayside. Hear from Udemy for Business' Sr. Director of Marketing, Yvonne Chen, and Intel's Director of Digital Platform for Learning, Tim Quinlan, on how to think like a marketer to boost learning adoption across your learning programs and ultimately develop lifelong learning fans.
Self-awareness of how we learn as individuals and in teams becomes the springboard for change and innovative growth within academic institutions.
Together, we’ll explore:
- Nine learning strategies that work both pedagogically and practically
- How to use data to learn how learners learn
- Current methods for integrating and implementing learning strategies
- The learning principles of engagement, connection, interaction, attention, memory and reflection
The Modern L&D Toolkit: Where Does Gamification Fit In?Udemy for Business
This session will dive into the immersive ways businesses are using game-based mechanics, aesthetics, and game thinking to impact employees from day one: onboarding.
Walk away with insights into:
- Steps you can take to incorporate gamification into onboarding to boost engagement and motivate employees
- What the core drivers of motivation are, and how they relate to gamification
- How to thoughtfully implement gamification and AR into onboarding and L&D programs
- What to avoid when implementing gamification and AR strategies
- How gamification and AR can increase engagement and impact productivity
This set of design patterns are related to Enterprise Patterns. In it you can find, J2EE, Presentation, Business & Integration Patterns (such as: ApplicaCon Controller, Data Transfer Object (DTO), Business Object (BO) & Data Access Object (DAO) among others ...)
Session 6: Using Marketing Tactics for L&D Success (Yvonne Chen of Udemy for ...Udemy for Business
Once you have your L&D program ready, how do you get people to show up? Simple marketing tactics can be the reason your programs succeed or fall by the wayside. Hear from Udemy for Business' Sr. Director of Marketing, Yvonne Chen, and Intel's Director of Digital Platform for Learning, Tim Quinlan, on how to think like a marketer to boost learning adoption across your learning programs and ultimately develop lifelong learning fans.
Self-awareness of how we learn as individuals and in teams becomes the springboard for change and innovative growth within academic institutions.
Together, we’ll explore:
- Nine learning strategies that work both pedagogically and practically
- How to use data to learn how learners learn
- Current methods for integrating and implementing learning strategies
- The learning principles of engagement, connection, interaction, attention, memory and reflection
The Modern L&D Toolkit: Where Does Gamification Fit In?Udemy for Business
This session will dive into the immersive ways businesses are using game-based mechanics, aesthetics, and game thinking to impact employees from day one: onboarding.
Walk away with insights into:
- Steps you can take to incorporate gamification into onboarding to boost engagement and motivate employees
- What the core drivers of motivation are, and how they relate to gamification
- How to thoughtfully implement gamification and AR into onboarding and L&D programs
- What to avoid when implementing gamification and AR strategies
- How gamification and AR can increase engagement and impact productivity
This set of design patterns are related to Enterprise Patterns. In it you can find, J2EE, Presentation, Business & Integration Patterns (such as: ApplicaCon Controller, Data Transfer Object (DTO), Business Object (BO) & Data Access Object (DAO) among others ...)
Scrumban a Methodology Fusion - Bettersoftware & Codemotion 2011Fabio Armani
Scrumban - A methodology Fusion
di Fabio Armani
In this talk I will describe the use, in a real context, of Kanban and Scrum agile methodologies combined with some practices of Extreme Programming. In the scenery of the agile methodologies, Scrum has certainly gained a position of clear dominance in terms of adoption and obtained successes.
This remarkable result is undoubtedly due to its peculiarities to know how to answer to the agile's values and principles in a revolutionary way, and of fostering a very pragmatic approach. Moreover, its characteristic of not being prescriptive with regard to technological aspects, allows a Scrum team to integrate eXtreme Programming practices to agile skills with a great success through their gradual introduction.
As also shown and described in my article "Lean Agile Adoption - an enterprise-war story" Scrum can scale to enterprise-level and can be used to guide the transformation process itself of a company into an agile one. Our real-world experience, based on principles of continuous experimentation and adaptation, soon led us to devise and use a form of merging Scrum with Lean methodologies, and in particular with Kanban.
The purpose of this short paper is therefore to share the direct practical experience of teams led by me, in order to help others in their process of adopting agile methodologies.
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
The design patterns are recurring solutions to common problems in software design.
The design patterns in computer science were formally described for the first time in the book "Design Patterns: Elements of Reusable Object-Oriented Software", whose authors are often called the Gang of Four, GoF or Go4.
User Story Mapping - mini iad 2014 (Armani, Rodriguez)Fabio Armani
Riteniamo, che non vi sia dubbio sul fatto le User Story (introdotte da eXtreme Programming) e il Product Backlog (definito in Scrum) rappresentino due portentosi strumenti per la gestione agile dei requisiti e delle specifiche sia funzionali che non funzionali. Ma … hanno alcuni limiti.
Ad esempio, nonostante le notevoli caratteristiche del Product Backlog, la sua unidimensionalità non consente di creare un modello dei requisiti adatto a scalare e che consenta di gestire le dipendenze che possono essere presenti tra i vari elementi che lo costituiscono.
In questo workshop presenteremo e utilizzeremo un altro potente strumento che spesso utilizziamo durante gli User Story Workshop sia in fase d’Inception, sia all’inizio di ogni nuova release di un prodotto. Si chiama “User Story Mapping”.
Ci divertiremo con voi ad utilizzarlo in una simulazione che partendo dalla Vision di un prodotto ci consentirà di mappare i bisogni di un numero selezionato di utenti su un insieme di funzionalità organizzate in una mappa.
Inoltre vedremo come sia possibile utilizzare questo strumento per gestire le diverse release di un prodotto a partire dal così detto “Walking Skeleton” fino alle successive MMF (Mininum Markatable Feature)
Sapete cos’è il modello di Kano, FURPS+, o come il nome della capitale della Russia possa essere utilizzato per assegnare priorità alle diverse storie? Se vi abbiamo incuriosito, o se pensate che avere un nuovo strumento mentale da aggiungere alla vostra cassetta degli attrezzi potrebbe esservi utile, partecipate. Sarete certamente i benvenuti.
User Stories Writing - Codemotion 2013Fabio Armani
Stefano Leli (Freelance) - Fabio Armani (OpenWare)
Scrivere user stories dovrebbe essere facile...almeno in teoria. In realtà nella pratica ci troviamo troppo spesso a combattere con storie vaghe o troppo tecniche, storie che non possono essere testate o addirittura che non portano alcun valore. In questo workshop cercheremo assieme di comprendere la differenza tra requisiti funzionali e User Story, tra User Story e Use Case, mediante dei case study.
Scrum buts » but Scrum - which is worse?Fabio Armani
The term "scrumbut" could mean:
1. A person engaged in only partially Agile project management or development methodologies
2. One who engages in either semi-agile or quasi-waterfall development methodologies.
3. One who adopts only some tenents of the Scrum methodology.
4. In general, one who uses the word “but” when answering the question “Do you do Scrum?”
ScrumButs are reasons why teams can’t take full advantage of Scrum to solve the problems and realize the benefits.
But Scrum ...
- Yes, these are bad situations. But let's look at the flipside - let's look at 'But Scrum.'
- 'But Scrum' is when a person/team/organization flips off their 'thinking bit' and just burps up whatever Scrum tells them to do.
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
The Dark Side of Innovation @daniel_eggerDaniel Egger
The Dark Side of Innovation shares practical insights and looks beyond the shiny/bright side. How could the process impact your organization? It also tackles insights from the practice and myths.
Create a Sustainable Career Into PM by Meta Product LeaderProduct School
Main takeaways:
- Resilience and joy are important to building a sustainable career in PM, and any job
- Start with building empathy for yourself and understanding yourself
- Reframe to the right actionable problems and use different tools to design the best doable options
- Reframe to change your perspectives
- Practice self-compassion and prioritize yourself
Innovation is Everyone´s Responsibility and Why Innovation MattersStefan Lindegaard
Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
Mission and Leadership: Work Motivation That Strikes a Chord4Good.org
Most organizations have a formalized mission statement. Too often it is merely posted on a wall in the conference room. Often, employees grow cynical and state that the organization’s mission statement is just that: an empty statement. However, other organizations follow a structured process that allows their managers to lead with integrity while using the core principles of mission-driven organizations.
In this extremely practical presentation, that Dr. Eyal Ronen has never shared in the past, he will describe the practical steps to creating a clear mission, vision, and values for the organization. He will also describe the 4 things every leader must do in order to be effective in accomplishing his or her, and the organization’s mission.
This was an interesting lecture given in Sri Lanka. One of the main problems with leadership is the lack of empowerment - leaders are taken for granted and there is very little effort from organizations to enable them in such a way they are ready to face all challenges.
Organizations are changing
Now, as the digital disruption is approaching the plateau of productivity, the next disruption is emerging, namely how we organize us.
Focus is going to be on organizing, not organizations
1: Smaller teams
2: Relations beat skills
3: Intense sprints
4: Everyone is a leader
5: Listen, then decide
6: Sense-making
7: Step down from the Ivory Tower
8: Follower-ship beats leadership
9: Not more, but better
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
WTF is a 'product-led' transformation anywayTim Malbon
A summary of what we at Made by Many mean by 'Change by making' and 'Product-led transformation', and the presentation I made on the subject at Google Firestarters
Scrumban a Methodology Fusion - Bettersoftware & Codemotion 2011Fabio Armani
Scrumban - A methodology Fusion
di Fabio Armani
In this talk I will describe the use, in a real context, of Kanban and Scrum agile methodologies combined with some practices of Extreme Programming. In the scenery of the agile methodologies, Scrum has certainly gained a position of clear dominance in terms of adoption and obtained successes.
This remarkable result is undoubtedly due to its peculiarities to know how to answer to the agile's values and principles in a revolutionary way, and of fostering a very pragmatic approach. Moreover, its characteristic of not being prescriptive with regard to technological aspects, allows a Scrum team to integrate eXtreme Programming practices to agile skills with a great success through their gradual introduction.
As also shown and described in my article "Lean Agile Adoption - an enterprise-war story" Scrum can scale to enterprise-level and can be used to guide the transformation process itself of a company into an agile one. Our real-world experience, based on principles of continuous experimentation and adaptation, soon led us to devise and use a form of merging Scrum with Lean methodologies, and in particular with Kanban.
The purpose of this short paper is therefore to share the direct practical experience of teams led by me, in order to help others in their process of adopting agile methodologies.
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
The design patterns are recurring solutions to common problems in software design.
The design patterns in computer science were formally described for the first time in the book "Design Patterns: Elements of Reusable Object-Oriented Software", whose authors are often called the Gang of Four, GoF or Go4.
User Story Mapping - mini iad 2014 (Armani, Rodriguez)Fabio Armani
Riteniamo, che non vi sia dubbio sul fatto le User Story (introdotte da eXtreme Programming) e il Product Backlog (definito in Scrum) rappresentino due portentosi strumenti per la gestione agile dei requisiti e delle specifiche sia funzionali che non funzionali. Ma … hanno alcuni limiti.
Ad esempio, nonostante le notevoli caratteristiche del Product Backlog, la sua unidimensionalità non consente di creare un modello dei requisiti adatto a scalare e che consenta di gestire le dipendenze che possono essere presenti tra i vari elementi che lo costituiscono.
In questo workshop presenteremo e utilizzeremo un altro potente strumento che spesso utilizziamo durante gli User Story Workshop sia in fase d’Inception, sia all’inizio di ogni nuova release di un prodotto. Si chiama “User Story Mapping”.
Ci divertiremo con voi ad utilizzarlo in una simulazione che partendo dalla Vision di un prodotto ci consentirà di mappare i bisogni di un numero selezionato di utenti su un insieme di funzionalità organizzate in una mappa.
Inoltre vedremo come sia possibile utilizzare questo strumento per gestire le diverse release di un prodotto a partire dal così detto “Walking Skeleton” fino alle successive MMF (Mininum Markatable Feature)
Sapete cos’è il modello di Kano, FURPS+, o come il nome della capitale della Russia possa essere utilizzato per assegnare priorità alle diverse storie? Se vi abbiamo incuriosito, o se pensate che avere un nuovo strumento mentale da aggiungere alla vostra cassetta degli attrezzi potrebbe esservi utile, partecipate. Sarete certamente i benvenuti.
User Stories Writing - Codemotion 2013Fabio Armani
Stefano Leli (Freelance) - Fabio Armani (OpenWare)
Scrivere user stories dovrebbe essere facile...almeno in teoria. In realtà nella pratica ci troviamo troppo spesso a combattere con storie vaghe o troppo tecniche, storie che non possono essere testate o addirittura che non portano alcun valore. In questo workshop cercheremo assieme di comprendere la differenza tra requisiti funzionali e User Story, tra User Story e Use Case, mediante dei case study.
Scrum buts » but Scrum - which is worse?Fabio Armani
The term "scrumbut" could mean:
1. A person engaged in only partially Agile project management or development methodologies
2. One who engages in either semi-agile or quasi-waterfall development methodologies.
3. One who adopts only some tenents of the Scrum methodology.
4. In general, one who uses the word “but” when answering the question “Do you do Scrum?”
ScrumButs are reasons why teams can’t take full advantage of Scrum to solve the problems and realize the benefits.
But Scrum ...
- Yes, these are bad situations. But let's look at the flipside - let's look at 'But Scrum.'
- 'But Scrum' is when a person/team/organization flips off their 'thinking bit' and just burps up whatever Scrum tells them to do.
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
The Dark Side of Innovation @daniel_eggerDaniel Egger
The Dark Side of Innovation shares practical insights and looks beyond the shiny/bright side. How could the process impact your organization? It also tackles insights from the practice and myths.
Create a Sustainable Career Into PM by Meta Product LeaderProduct School
Main takeaways:
- Resilience and joy are important to building a sustainable career in PM, and any job
- Start with building empathy for yourself and understanding yourself
- Reframe to the right actionable problems and use different tools to design the best doable options
- Reframe to change your perspectives
- Practice self-compassion and prioritize yourself
Innovation is Everyone´s Responsibility and Why Innovation MattersStefan Lindegaard
Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
Mission and Leadership: Work Motivation That Strikes a Chord4Good.org
Most organizations have a formalized mission statement. Too often it is merely posted on a wall in the conference room. Often, employees grow cynical and state that the organization’s mission statement is just that: an empty statement. However, other organizations follow a structured process that allows their managers to lead with integrity while using the core principles of mission-driven organizations.
In this extremely practical presentation, that Dr. Eyal Ronen has never shared in the past, he will describe the practical steps to creating a clear mission, vision, and values for the organization. He will also describe the 4 things every leader must do in order to be effective in accomplishing his or her, and the organization’s mission.
This was an interesting lecture given in Sri Lanka. One of the main problems with leadership is the lack of empowerment - leaders are taken for granted and there is very little effort from organizations to enable them in such a way they are ready to face all challenges.
Organizations are changing
Now, as the digital disruption is approaching the plateau of productivity, the next disruption is emerging, namely how we organize us.
Focus is going to be on organizing, not organizations
1: Smaller teams
2: Relations beat skills
3: Intense sprints
4: Everyone is a leader
5: Listen, then decide
6: Sense-making
7: Step down from the Ivory Tower
8: Follower-ship beats leadership
9: Not more, but better
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
WTF is a 'product-led' transformation anywayTim Malbon
A summary of what we at Made by Many mean by 'Change by making' and 'Product-led transformation', and the presentation I made on the subject at Google Firestarters
Face your communication challenges when implementing a digital workplace, bas...Patrick Van Renterghem
Ellen Geens (ChangeLab) described the communication challenges, and gave tips and tricks for the change communication when implementing a digital workplace at their RIZIV and TVH customers
what is gro.team?
what is agile leadership?
Mission Objective Strategy Tactics
the right culture
communication
ways to fail
the agile leadership playbook
why do we do this?
A framework to help foster great conversations between Product Managers and Product Leaders, and nurture self-reflection on what great product management looks like.
By Afonso Franco
User Experience in alien contexts, issues, challenges, opportunities with user scenarios, interviews, bias... Some SciFi masterpieces descriptions, philosophy and metaphors and dialogues by Fabio armani and Virginia Capoluongo ad FuffaDay 2022 (www.fuffaday.org)
Agile requirements - alla ricerca del filo rosso (iad 2013)Fabio Armani
requisiti rappresentano, a mio avviso, il ‘fil rouge’ di tutto lo sviluppo software, sia che si tratti di applicazioni web o mobile, sia che siano coinvolti grandi sistemi Enterprise. Cerchiamo di capire perché.
Possiamo affermare che Lean Agile sta di fatto divenendo uno delle metodologie più adottate (se non il main-stream stesso) in ambito informatico e conseguentemente anche in ambiti connessi con l’informatica.
Nel mio talk (che spero possa trasformarsi in una tavola rotonda sul tema degli agile requirements e di ciò che ruota attorno ad essi) desidero presentare le varie possibilità di gestire i requisiti in modo agile e di seguire ad esempio il percorso delle “user story” (uno dei più efficaci metodi inventati in ambito agile o meglio nella metodologia eXtreme Programming per gestire i requisiti) in tutte le diverse fasi della loro ‘vita’ : a partire da ‘theme’, ‘epic’ e poi ‘story’ realizzata durante una determinata iterazione, fino al loro testing mediante Acceptance Test Driven Development e convalida business sul campo con gli utenti finali e i diversi stakeholder.
Bene… per poter effettuare questo affascinante itinerario cosa e chi viene coinvolto? Scopriremo assieme (ed argomenteremo le diverse soluzioni) che un’intera organizzazione Enterprise si dovrà plasmare per consentire ad una storia di divenire parte di una nuova funzionalità di successo.
Per avere realmente successo dovremmo scomodare molte metodologie tra le quali Lean , Agile, Lean StartUp, Lean UX e questo ci porterà nuovamente al punto di partenza. Perché vogliamo realizzare proprio questa storia? Quale era il requisito da cui siamo partiti. A quale Vision ci siamo ispirati?
Sono certo che il tema è affascinante e sarà interessante affrontarlo collettivamente, specialmente se trattato in ambito di round table.
Secondo incontro del Roma-xpug nel quale si effettuerà una 'round-table' sui valori e i principi che sono alla base delle metodologie Lean e Agili. L'incontro prevede una breve presentazione di Fabio Armani a cui seguirà un panel aperto per scambiarsi opinioni e esperienze.
Second Meeting of the Rome-xpug in which we'll make a 'round-table' on the values and principles that are the basis of Lean and Agile methodologies. The meeting includes a short presentation by Fabio Armani, followed by an open panel to exchange views and experiences.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
17. Studing
Teaching
Coaching
My method, with my coach, is
to make a custom cycle for
every problem : starting from a
feedback (or simply an idea), I
choose if I need to study, if we
need an experiment, a solution
(yes sometimes a solution is
really needed !!!) or if I only
need to share my own answers/
thoughts with him.
42. BECOMING AGILE
- it’s a hard work
- doesn’t happen in a moment
- there’s no “secret formula”, just find your way
- can’t be reduced to a matter of practices or
discipline
(Beware of people saying “we have always been Agile!”)
79. “There
is
no
such
thing
as
moCvaCon
in
my
world.
I
am
not
moCvated
to
do
what
I
do.
As
an
arCst,
I
am
driven,
I
am
compelled,
I
am
thrust
forward
by
a
force
so
rooted
inside
me,
so
convincing,
that
it
seems
fuCle
to
try
to
explain
it.
Although
it
has
a
name:
passion.”
Philippe Petit, Creativity: The Perfect Crime
80. “There
is
no
such
thing
as
moCvaCon
in
my
world.
I
am
not
moCvated
to
do
what
I
do.
As
an
arCst,
I
am
driven,
I
am
compelled,
I
am
thrust
forward
by
a
force
so
rooted
inside
me,
so
convincing,
that
it
seems
fuCle
to
try
to
explain
it.
Although
it
has
a
name:
passion.”
Philippe Petit, Creativity: The Perfect Crime
81. “There
is
no
such
thing
as
moCvaCon
in
my
world.
I
am
not
moCvated
to
do
what
I
do.
As
an
arCst,
I
am
driven,
I
am
compelled,
I
am
thrust
forward
by
a
force
so
rooted
inside
me,
so
convincing,
that
it
seems
fuCle
to
try
to
explain
it.
Although
it
has
a
name:
passion.”
Philippe Petit, Creativity: The Perfect Crime
82.
83.
84.
85.
86.
87. Anna Russo
Program Management Executive
Director and
Transition Owner @ Neomobile Group
Email: anna.russo@neomobile.com
Twitter: falanghina74
96.
OrganizaCon
is
People
Being
prepared
for
conCnuous
changes
Ability
to
adapt
BE
Agile,
rather
then
Do
Agile
Importance
of
Teams
Courage,
Transparency
and
Trust
Agile
Jargon
;-‐)
What
I
am
learning
as
TO
97.
SHU
HA
RI
Being
hungry
of
knowledge
What
does
Passion
really
mean
Having
fun
while
working
The
importance
of
co-‐creaCon
and
conCnuous
dialogue
KAIZEN
What
about
the
Coach:
98.
99.
100.
101.
102.
103.
104.
105.
106. My coach and me
by Davide Luca Roitero
Agile Internal Coach
Scrum Master of Transition Team
@ Banca MPS
davideluca.roitero@gmail.com