Telkom has a strong culture called The Telkom Way, this presentation share how Telkom Indonesia Build and Activate The Telkom Way, Leaders is very important , because talking about culture is top down policy and you must have Role model, Culture Agent and Culture Activations team.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
Telkom has a strong culture called The Telkom Way, this presentation share how Telkom Indonesia Build and Activate The Telkom Way, Leaders is very important , because talking about culture is top down policy and you must have Role model, Culture Agent and Culture Activations team.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
Learn how digital capabilities can help insurers adapt to changing customer expectations in this new "always on", personalized environment. To learn more visit: www.accenture.com/insurancecustomeroftomorrow
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...GPMIP
This is the deck as used on our February 20 webinar about 'maximizing synergies through effective post merger integration.'
The dialogue of this webinar is available on youtube: http://youtu.be/NCiVpFhOm8c
Global PMI Partners is the only international network focused exclusively on delivering post-merger integration, separation and transformation services. Please visit us on www.gpmip.com or contact us on info@gpmip.com.
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
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In our travels with clients we receive a lot of requests for ‘refresher’ sessions on key tools in the eToolkit or the core tools we use in our work as Change Practitioners.
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New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
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Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
Digital Transformation Toolkit from ProductStackRahul Mohan
ProductStack's Digital Transformation Toolkit is a conceptual model that provides:
1) A structure for assessing an organization’s digital strategy and digital maturity (Digital Transformation Framework)
2) An indicator or an organization's capabilities to leverage technology to transform their business. (Digital Maturity Model)
3) A high-level approach for an organization to create a roadmap that aligns digital initiatives with its long term vision and business goals. (Digital Strategy)
ProductStack’s Digital Strategy Workshop is a short (2-3 days), collaborative engagement where ProductStack consultants run facilitated workshops with your team members to help you build your digital strategy and an execution roadmap.
Learn more about Digital Transformation at https://productstack.com
Improvement Facilitation and Coaching: An Open ForumTKMG, Inc.
Recorded webinar: http://slidesha.re/1hsi4dF
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
In this unique open-forum webinar, Karen responded to participant questions about facilitating improvement activities, coaching, and leading change.
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
In EK CEO Zach Wahl's presentation from KMWorld Connect 2020, he discusses the importance of putting KM in terms of business value and ROI. The presentation details EK's Proprietary KM Maturity Benchmark, a process to understand your organization's current, and target state, and specific metrics regarding KM ROI and Business Value.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Learn how digital capabilities can help insurers adapt to changing customer expectations in this new "always on", personalized environment. To learn more visit: www.accenture.com/insurancecustomeroftomorrow
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...GPMIP
This is the deck as used on our February 20 webinar about 'maximizing synergies through effective post merger integration.'
The dialogue of this webinar is available on youtube: http://youtu.be/NCiVpFhOm8c
Global PMI Partners is the only international network focused exclusively on delivering post-merger integration, separation and transformation services. Please visit us on www.gpmip.com or contact us on info@gpmip.com.
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
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In our travels with clients we receive a lot of requests for ‘refresher’ sessions on key tools in the eToolkit or the core tools we use in our work as Change Practitioners.
In this 2 part series we will explore some of the foundational tools our team use as we work with clients to set change initiatives up for success and prepare their teams for change.
Part 2: Applications of ADKAR
Refresh of the model
Examples of how our clients use ADKAR to improve readiness for change
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
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Introduction of tested and proven Kepner and Fourie (KandF) problem-solving approach. KandF method proves the importance of engaging right resources with the right questions to identify the root cause of a problem, find a solution, and reach a consensus to resolve complex problems and rescue your project.
Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
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2) An indicator or an organization's capabilities to leverage technology to transform their business. (Digital Maturity Model)
3) A high-level approach for an organization to create a roadmap that aligns digital initiatives with its long term vision and business goals. (Digital Strategy)
ProductStack’s Digital Strategy Workshop is a short (2-3 days), collaborative engagement where ProductStack consultants run facilitated workshops with your team members to help you build your digital strategy and an execution roadmap.
Learn more about Digital Transformation at https://productstack.com
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Recorded webinar: http://slidesha.re/1hsi4dF
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
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Building a collaborative enterprise
1. 1
Building a collaborative Enterprise
Harvard Business Review July-August 2011
Thomas CLUZEL
Alexandra FLEURY
Antoine JOLY
Axel PAQUIN
Olga ZRAZHEVSKAYA
Grade: 16/20
2. 2
1° )About the authors
2°) Key points of the article
3°) Key examples of the article
4°) Our view of the article
3. 3
The authors
Paul Adler Charles Heckscher Laurence Prusak
4. 4
The authors
Paul Adler Charles Heckscher Laurence Prusak
Pr at Rutgers University
Pr of Management and Researcher (USC) and
Current (USA)
Organization at University of Consultant (WB,
position Director : Center for Work
Southern California (USC) NASA..)
place Transformation
Founder of IBM
Education in Australia and
Institute for Knowledge
France Education and first faculty
Biography Management
1981 USA with Columbia, position in Havard
Work wih NGO and
Harvard and Stanford
authorities
Technology and Innovation, Collaborative work,
Management Division and organizational change, Information and
Specialization
the Critical Management andthe future of organized knowledge resources
Studies labor
- The development of "Working Knowledge," a
Current stakeholder systems knowledge research
research - The effects of team work program at Babson
in acute hospital care College
5. 5
Key points of the article (1/2)
Three models of corporate community
Traditional Collaborative Community
Free-Agent Model
Industrial Model Model
Self-interest &
Loyalty of Strong shared values
Affection for a Sense of shared purpose
employees & Tradition
charismatic leader
Huge bureaucratic
Modular structure Communities coordinated
Organization structure with densely
without bonds between through collaboratively
structure interconnected
communities developed procedures (Matrix)
community
Economies of scale, Innovative
Strengths Economies of scale Innovative & Flexible
& Flexible
Inflexible, Slow to Model hard to sustain (long term
Weaknesses Organizationnal problems investment, time consuming, lose of
innovate autonomy)
In the era of knowledge-based work, the Collaborative Community Model is
emerging and will replace the existing model because of the satisfaction it provides for all
stakeholders.
6. 6
Key points of the article (2/2)
The organizational efforts to build a collaborative enterprise
Defining & building a Cultivating an ethic of
shared purpose contribution
SUCCESS
Developing processes that
Creating an infrastructure
enable people to work
in which collaboration is
together in flexible but
valued and rewarded
disciplined projects
7. 7
Key examples : Computer Service Corp
Tools
Capability Maturity Model build in
collaboration with key technical
workers to combine talents of Ethic of contribution
specialists • Less autonomy make the work
understandable and criticized
New employees have to read by the team
“Instructions” => Every code is
readable by the entire team Interdependent processes
• Written processes help people
work faster
Results Collaborative infrastructure
• Team has to be involved in the
-75% errors
+10% productivity procedure building
Many innovations
8. 8
Key examples : Kaiser Hospital
Tools
Labor Management Partnership to
streamline more cash and time
consuming surgery
Collaborative infrastructure
Composed of every kind of people • Help to increase coordination
working in the process and expression zone for people
with different interests
To analyze processes coordination • Show how communication is
crucial in an organization
Ethic of contribution
• Increased satisfaction when
Results
people take part in a project
Operations/day *2
Time between procedures from 45 to 20 mn
85% increase in job satisfaction
9. 9
Key examples : City bank
Tools
E-solution team created to fight AOL threat
Shared purpose : “Be a leader in creating Shared purpose
new and complex online banking products • Shared vision is multidimensional,
to tailor customer needs” practical and constantly enriched in
debate about concrete problem
E-business road map available on internet
for the entire company Interdependent processes
• Change in processes take into
Rules for the meeting account consequences on others
Divided management within the team => Ethic of contribution
Participative centralization • Focus on capabilities and market
position instead of building
individual credibility
Results
Workers do not work on a project because “it Collaborative infrastructure
is the job” but are able to explain how their • Matrix form help people to bring
project contribute to the share purpose ideas
10. 10
Our opinion : A complex set of skills to create
synergies
• Define a shared purpose : A collaborative enterprise as opposed to a
competitive enterprise ?
▫ Build long term and mutually beneficial relationships with all
stakeholders
▫ More sustainable business practices
▫ From maximizing shareholder value to a long term socially responsible
vision
• From a traditional structure to an ever moving collaborative structure
11. 11
Collaborative knowledge management tools
Knowledge management tools add a new more powerful dimension to classic conversation
Shared space
Receiver/Sender Conversation Receiver/Sender
12. 12
Criticisms of the “Collaborative approach”
• Sharing costs, risks & technical challenges brings uncertainty
of who is accountable?
• Chaos and slowing down of decision making process
(information overload can happen)
• Long to implement
• Not really a collective decision making upper-level
managers are still retain centralized control
• Preserves the distinction between thinkers and doers
• Collaborative tools can cause adjustment issues for people
accustomed to traditional meeting formats.
• Don’t forget the human challenge : tacit knowledge is hard to
transfer
13. 13
Reference list
Articles
• Tencati, Antonio, and Laszlo Zsolnai. "The Collaborative Enterprise." Journal Of
Business Ethics 85, no. 3 (March 30, 2009
• Gerhard Fischer, Jonathan L. Ostwald. ”Knowledge Management: Problems, Promises,
Realities, and Challenges”. IEEE Intelligent Systems, 2001: 60~72
Books
• Skyrme, David, Knowledge Networking: Creating the Collaborative Enterprise (1999)
• Schrage, M. , Collaborative Tools: A First Look, in Knowledge Management Tools
(1997)
Website
• Ryszard Barnat, LLM., DBA, Ph.D. (Strat. Mgmt) 3. The Collaborative Approach), The
Nature Of Strategy Implementation
http://www.strategy-implementation.24xls.com/en100