Dynamics Day 2016 - connecting people and strategy
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Connecting people and strategy is vital for engagement and successful transformation. Leah Fisher from ON-Brand Partners provides a perspective on how to achieve this connection.
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Dynamics Day 2016: connecting people and strategy
Connecting people and strategy is vital for engagement and successful transformation. Leah Fisher from ON-Brand Partners provides a perspective on how to achieve this connection.
Power of the Internal Brand
Like the fingerprint, a brand is a company's unique signature. Branding has the power to promote loyalty, culture, and company values from the inside out. With a focus on internal branding, practitioners must create compelling experiences for internal stakeholders that carries over to the external customer experience.
Loretta Prencipe, Vice President, presented this deck to the IABC DC Chapter on July 13, 2013.
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Personal and Leadership Brand
Michael Netzley, PhD is the Academic Director of SMU's Executive Development office where he delivers courses on leadership, implementation, change management, strategy, and digital media. He currently serves as the faculty programme director for two of SMU's programs - Aligning to Win: Excellence in Strategic Implementation and Change Management and the EXCELerator Leadership Programme. Previously, he was faculty director of the Wharton-SMU Strategic Leadership and Change Management Program. The document discusses leadership branding and assessing leaders against an organization's leadership brand. It provides five steps for evaluating leadership brand and ensuring it represents the organization well to stakeholders.
What Is Engagement
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Leadership Brand Alignment
This document outlines a program to align a leadership team's behaviors and potential with the organization's business strategy and leadership brand. The program involves 3 phases: 1) Creating awareness of expectations and individual leadership styles; 2) A 1.5 day workshop to define the leadership brand and commit to aligning behaviors; 3) A recalibration session after 4 months to track progress against expectations. The goal is for the leadership team to maximize their impact by clearly articulating their value proposition and strengthening team identity, communication, and influence.
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Dynamics Day 2016: connecting people and strategy
Connecting people and strategy is vital for engagement and successful transformation. Leah Fisher from ON-Brand Partners provides a perspective on how to achieve this connection.
Power of the Internal Brand
Like the fingerprint, a brand is a company's unique signature. Branding has the power to promote loyalty, culture, and company values from the inside out. With a focus on internal branding, practitioners must create compelling experiences for internal stakeholders that carries over to the external customer experience.
Loretta Prencipe, Vice President, presented this deck to the IABC DC Chapter on July 13, 2013.
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IMPLEMENTING YOUR STRATEGIC PLAN How to Turn 'Intent' Into Effective Action for Sustainable Change Planning is easy, but implementing a plan is tough --often involving the coordination and direction of numerous people, resources, programs, and actions over a sustained period of time and across many organizational boundaries. Implementing Your Strategic Plan is packed with action-oriented principles, tools, and techniques designed to help CEOs, managers, consultants, or anyone who needs to make a strategic plan a reality-not just a pipe dream. It shows how to: ** turn strategic priority issues into assigned, measurable actions ** foster creative leadership ** overcome resistance to change ** provide an environment in which people can excel ** fix broken core processes, and much more C. DAVIS FOGG (Nashville, TN) is president of his own consulting firm and an active seminar leader. He is the author of Team-Based Strategic Planning (Amacom).
Learning organization
Peter Senge popularized the term "learning organization" in his 1990 book. An organizational learning seeks to improve members' understanding and management abilities. There are two principal learning strategies - exploration and exploitation. A learning organization purposefully designs its structure and culture to maximize learning. Key aspects include personal mastery, mental models, teams, shared vision, and systems thinking. Creating a learning organization requires commitment to change, eliminating boundaries, and developing an open culture.
Personal and Leadership Brand
Michael Netzley, PhD is the Academic Director of SMU's Executive Development office where he delivers courses on leadership, implementation, change management, strategy, and digital media. He currently serves as the faculty programme director for two of SMU's programs - Aligning to Win: Excellence in Strategic Implementation and Change Management and the EXCELerator Leadership Programme. Previously, he was faculty director of the Wharton-SMU Strategic Leadership and Change Management Program. The document discusses leadership branding and assessing leaders against an organization's leadership brand. It provides five steps for evaluating leadership brand and ensuring it represents the organization well to stakeholders.
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This document discusses employee engagement. It defines engagement as employees regularly doing what is needed without being told to improve effectiveness and achieve organizational goals. Engaged employees have a greater sense of urgency, focus, adaptability, and initiative. Transformational leaders engage employees by creating strategic alignment, being role models of fairness, providing recognition and support, and empowering employees. Engaging cultures also have alignment between vision and work, consistency and fairness, an ability to learn and adapt, and involve teams in their work. The document provides suggestions for how HR can improve engagement through hiring, benchmarking, building an engaging culture, and developing engaging leaders.
Leadership Brand Alignment
This document outlines a program to align a leadership team's behaviors and potential with the organization's business strategy and leadership brand. The program involves 3 phases: 1) Creating awareness of expectations and individual leadership styles; 2) A 1.5 day workshop to define the leadership brand and commit to aligning behaviors; 3) A recalibration session after 4 months to track progress against expectations. The goal is for the leadership team to maximize their impact by clearly articulating their value proposition and strengthening team identity, communication, and influence.
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地表最強開發工具 Visual Studio 2017 即將問世，全新版本不但安裝時間短、執行速度快，全新的開發與偵錯能力更是讓人大開眼界，想了解如何利用全新工具大幅增加開發生產力，你不可錯過這場令人興奮的現場展示。
Study4Dev - Visual Studio Everywhere 台中場
http://study4-tw.kktix.cc/events/study4devtaichung
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How a customer experiences your organisation determines your revenue and your costs. Now more than ever, we need to realign our organisations' with customers' expectations by harnessing empathy, design and technology. This session will take you through the process of designing, interpreting and implementing a customer experience strategy within your organisation.
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With changes to the NDIS funding model driving significant change within the industry, join us to see how a Dynamics 365 founded solution can deliver providers with improved client engagement, improved quality of service and insight into the sustainability of services provided. Our solution spans Dynamics 365 Customer Service, Dynamics 365 Field Service, CRM Portal, Dynamics NAV and Power BI.
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Similar to Dynamics Day 2016 - connecting people and strategy
Change management
This document discusses conflict management and change management. It defines conflict as a state of open fighting or prolonged battle. Change management is transitioning individuals, teams, and organizations to a desired future state. There are different types of conflict including intrapersonal, interpersonal, intragroup, and interorganizational. Causes of conflict include communication, behavior, and structure. Managing conflict involves making an approach, sharing perspectives, building understanding, agreeing on solutions, and planning next steps. Change management is defined as coordinating a transition from one situation to another to achieve lasting organizational change. It involves creating urgency, building a team, creating a vision, communicating the vision, removing obstacles, achieving quick wins, integrating the change.
Change Management
This document discusses change management and provides guidance on how to successfully manage organizational change. It recommends understanding the current state, recognizing that change starts from leadership, giving employees tools to enable change, showing active support for change, building a community around change efforts, and using Kotter's 8-step model for leading change which involves increasing urgency, building a team, creating a vision, empowering employees, creating short-term wins, communicating, sustaining momentum, and institutionalizing changes.
SHIFTS culture code
Driving cultural change
The hardest part of a business transformation is changing the organizational culture – the mindset and instincts of the people in the company. Organizational culture is like an iceberg, with most of its weight and bulk below the surface.
An existing culture is based on shared philosophies, ideologies, values, assumptions, beliefs and attitudes. Transforming, sustaining and allowing for evolution of a culture is a complex process requiring a clearly articulated strategic aim, underpinning objectives and long term programme coordination and mobilization of resources.
So, what are the keys to SHIFTS a cultural change?
Leadership vs management
The document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership is about motivating people through vision and inspiration to achieve goals, while management focuses on day-to-day operations like planning, staffing, and problem-solving.
- Several experts contribute perspectives on the distinction. John Kotter's 8 steps of change leadership emphasizes creating urgency and empowering others. Warren Bennis contrasts leaders with managers who command versus empower and inspire.
- While distinct, both leadership and management are valuable roles that organizations need. Leaders drive innovation but may lack management skills, and managers excel at execution but not large-scale influence. Together they can achieve greater impact.
Navigating Inclusion and Belonging in Modern Businesses.pdf
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LET English.ppt (1)
LET is a consulting firm that specializes in leadership development and business transformation. They offer individual executive coaching, team coaching, and consulting services to design and manage organizational change initiatives. Their services are tailored to each client's unique culture, strategic priorities, and goals. They take a holistic approach to transformation, focusing on developing leadership skills, aligning employees, and implementing sustainable changes to business models, operations, and company culture.
Running head ASSIGNMENT 31ASSIGNMENT 36As
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Fostering an environment for success
The document discusses cultivating an environment for success and change. It addresses key factors such as leadership, communication, employee engagement, process maturity, and managing change. It provides considerations for assessing these factors in a business area and identifies them as key pillars for success. The document proposes potential interventions to address factors rated as priorities, such as implementing regular communication and change management practices, developing skills, and ensuring clear priorities, resources, and problem solving processes. The goal is to foster an adaptive environment where employees thrive on change.
14-EXECED-1957 Culture of Innovation
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In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
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This document summarizes a webinar presentation about developing leadership programs. It introduces the presenters and provides an overview of 5 ways to unlock the hidden value in emerging leaders: 1) strong executive involvement, 2) tailored leadership competencies, 3) alignment with business strategy, 4) targeting multiple levels of leadership, and 5) learn by doing and application. It then discusses each of these 5 areas in more detail and provides examples and research to support developing effective leadership programs.
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Key Elements Of Effective Performance Dialogue - Seetha Rani
Development generally begins with a realization of current or future need and the motivation to do something about it. Organisations of all sizes are now turning to ongoing performance dialogue to tie evaluation and evolution into the entire development of talent on a long-term basis. By fostering this practice within a team, we can avoid surprises and address doubts before they can grow, and recognise and improve performance over time.
The 70:20:10 Model for Learning and Development, a commonly used formula within the training profession, holds that 70 per cent of learning occurs on the job, 20 per cent from exposure to external forums, mentors or others, and 10 per cent in a classroom setting. In today’s context, the key to evolving people, organisations and communication lies in the 70% of hands-on experience, where employees can discover and define their skills in a work environment. It's a two-way ongoing process between employees and the organisation.
WHY DIVERSITY, EQUITY, AND INCLUSION ARE IMPORTANT FOR YOUR BUSINESS.pdf
Diversity, Equity, and Inclusion (DEI) is a buzzword that has been gaining momentum in recent years, and for good reason. In today’s globalized and rapidly changing business world, creating a workplace that values diversity, promotes equity, and fosters inclusion is no longer just a “nice-to-have” – it’s a necessity. Not only does a focus on DEI attract top talent and help retain employees, but it can also lead to better decision-making, improved problem-solving, increased innovation and creativity, and increased market share.
But despite the numerous benefits of DEI, many businesses are still struggling to make it a priority. It’s not always easy to overcome unconscious biases, encourage open and honest communication, or allocate resources and set goals. However, the truth is that creating a diverse and inclusive workplace is a journey, not a destination. By making DEI a priority and taking concrete steps to foster a diverse and inclusive culture, businesses can reap the rewards and position themselves for long-term success.
So, why is DEI such a hot topic in the business world? Simply put, diverse perspectives lead to better decision-making, increased creativity, and improved problem-solving. Studies have shown that diverse teams make better decisions 87% of the time, are more innovative and generate more creative solutions. Additionally, a workplace that values diversity, equity, and inclusion can lead to increased employee engagement, satisfaction, and retention – all key factors in the success of a business. So, let’s dive in and explore why DEI should be a top priority for your business!
Breakthrough Trust Overview
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Viral Change
The document describes Viral ChangeTM, an innovative approach to managing organizational change through defining and encouraging a small set of non-negotiable behaviors. These behaviors are imitated and spread through peer networks to create sustainable cultural changes. The process identifies champions to launch and endorse the new behaviors. Internal communication supports the spread of change through storytelling and viral messaging. Additional services like training and accelerated conversations help organizations implement Viral ChangeTM.
From systems thinking to systems being
zelfreflecterend bewustzijn neerzetten vraagt om nieuwe paradigma dus processen waarin je mag doen wat mogelijk is en open zijn in dat bewustzijn en dat heet Syntony dit is een leermethode met nieuwe leermethoden en tools om in vijf nivo,s te leren navigeren in jezelf om meer te gaan afstemmen - Je zelf branding geven en je eigen verhalen delen en andere helpen hiermee geeft het expanderen van grenzen dus meer tijd en ruimte ervaringen en menselijke ervaringen verbinden en mogelijk maken. Het bewust vormgeven en communicatie activeren is een nieuw systeem en dit gaa tover continue nieuwe relaties aangaan en menselijke systemen aandacht geven die leiden tot re-organiseren van hogere nivo,s en complexitieit, dit is agile leven en agile leren zijn. Intuitieve intelligentie activeren en dat gebeurt altijd alleen maar in een groep. Het is de nieuwe manier van overtuigingen activeren en deze vooruitgang van het nieuwe paradigma, het nieuwe wereldbeeld is door mij en mijn eigen gezin vormgegeven in Nederland en ook in Belgie, Duitsland en Finland en Zweden en Australie en Noorwegen maar ook Engeland en Denemarken en India en in Rusland en Italy zijn we actief met onze leergroepen en leercommunities en heb ik wereldwijd connecties en ben ik global facilitator in leergroepen en dat doe ik voornamelijk online en via live hosting.
From systems thinking to systems being
The document provides guidance on organizational transformation and social change. It emphasizes engaging people before and during change, clearly communicating the reasons for change, and becoming adaptable to change rather than treating it as a single event. It stresses involving people, acting as a role model, explaining the reasons for change, and providing support and tools to help people work through change. It also recommends having a clear communication plan, keeping everyone focused on the long-term goals, and telling a compelling story about the reasons for and vision of change.
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Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Pushing the limits of ePRTC: 100ns holdover for 100 days
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AI
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations“I’m still / I’m still / Chaining from the Block”
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
A tale of scale & speed: How the US Navy is enabling software delivery from l...
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Securing your Kubernetes cluster_ a step-by-step guide to success !
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Full-RAG: A modern architecture for hyper-personalization
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Large Language Model (LLM) and it’s Geospatial Applications
Large Language Model (LLM) and it’s Geospatial Applications.
Introducing Milvus Lite: Easy-to-Install, Easy-to-Use vector database for you...
Join us to introduce Milvus Lite, a vector database that can run on notebooks and laptops, share the same API with Milvus, and integrate with every popular GenAI framework. This webinar is perfect for developers seeking easy-to-use, well-integrated vector databases for their GenAI apps.
Essentials of Automations: The Art of Triggers and Actions in FME
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Microsoft - Power Platform_G.Aspiotis.pdf
Revolutionizing Application Development
with AI-powered low-code, presentation by George Aspiotis, Sr. Partner Development Manager, Microsoft
Uni Systems Copilot event_05062024_C.Vlachos.pdf
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
UiPath Test Automation using UiPath Test Suite series, part 5
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
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- 1. Connecting People and Strategy Leah Fisher Chief Engagement Officer ON-Brand Partners and TakeON!
- 2. From Kotter and Cohen…
- 3. From McKinsey & Co…
- 5. Business Connection Model Vision and Goals Strategies Tasks Measurements Actions LOGICAL CONNECTION Promise Experience Behaviours Stories Conversations ON-BRAND CONNECTION Meaningful purpose Shared Values Attitudes Encouragement Walk the talk EMOTIONAL CONNECTION COMPLIANCE ENGAGEMENT COMMITMENT HOW WILL WE DO IT? HOW ARE WE DOING? WHAT’S MY ROLE? ARE WE SERIOUS? WHAT ARE WE AIMING FOR?
- 6. Where’s our time and focus?
- 7. Drive the change from inside the business (embed mostly within BAU). Engage everyone in a collaborative way throughout the change process. Explicitly identify the underlying mindsets required for success. Focus on successes (strengths and achievements) during the change, at least as much as focusing on the problems. Build management capability during the change. This has proved to be particularly important in sustaining the change. Source: McKinsey & Co. What successful transformations share, 2010 These principles directly relate to people, leadership and culture Optimising transformation success