Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
Organizations are complex systems and as such they are not easy to change. When the old strategy is becoming non effective it is time to make a shift. A great tool for shifting entire organizations that responds to issues connected with complexity is Appreciative Inquiry. A brief introduction of the concept and principles initially developed by David Coperrider is presented. The method is contrasted with the traditional approach to organizational change - problem solving. The presentation is completed with a practitioner description of a typical Appreciative Inquiry project.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Organizations are complex systems and as such they are not easy to change. When the old strategy is becoming non effective it is time to make a shift. A great tool for shifting entire organizations that responds to issues connected with complexity is Appreciative Inquiry. A brief introduction of the concept and principles initially developed by David Coperrider is presented. The method is contrasted with the traditional approach to organizational change - problem solving. The presentation is completed with a practitioner description of a typical Appreciative Inquiry project.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
Systems thinking for agile transformationsDhaval Panchal
culture change is free - comparison of systems leverage points for transformations
Culture of an organization often gets blamed for lack of transformation success. This session takes a systems view to organization transformation. In organization systems, points of leverage are powerful because a small shift in one thing can produce big changes in everything. Consequently the higher the leverage point the more the system will resist changing it. Direct attempts at changing organizational culture do not work, they lead to many haphazard attempts at behavior change but do not result in lasting transformation within organization. Many leaders attempt to shift organizational behavior and neglect underlying structures that give rise to dysfunctional behavior. We compare and contrast different systems leverage points, to draw distinction between leaders actions and more importantly mindset towards organizational transformation. Introduction to various systems thinking models with colorful examples from real world coaching situations will help you to think through your transformation challenges and learn why culture change is free, when you replace willpower with knowledge.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
This ppt includes the classical leadership styles, its examples in terms of sectors and business leaders, applicability and pros and cons of each leadership styles
Empowering Agile Self-Organized Teams With Design ThinkingWilliam Evans
My experience and research has shown that design thinking empowers employees and teams, enabling them to create a more resilient, value-focused organizational culture.
Innovation-driven growth at the organizational level requires a multidisciplinary approach to designing systems that create the right conditions for self-organizing teams to explore and create while maintaining system hygiene. To achieve that growth, leaders and managers must adopt a strategy for fostering new thinking, practices, and processes that convert strategy both laterally and vertically into new value. To foster the right kind of environment, you must manage the boundaries of the teams, establishing the right cadence and rituals to ensure trust and psychological safety.
“Organizations that operate from the authoritarian, hierarchical, command and control model, where the top leaders control the work, information, decisions, and allocation of resources, produce employees that are less empowered, less creative, and less reductive.” – Journal of Strategic Studies, Creativity and Innovation: The Leadership Dynamics.
In this talk, we’ll discuss boundaries, policies, cadence for self-organizing teams, then cover the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. Design thinking all comes down to the collaboration utilizing divergence and convergence: acquire and synthesize insights, formulate hypotheses, prototype solutions, and ruthlessly test them with real customers.
We’ll cover that with a case study of how an infrastructure engineering team transformed themselves from waterfall to agile, while learning the key practices of design thinking to reduce the lead time for delivering services and systems from 9 months to days, and in some cases, hours.
The key aspects of Design Thinking we’ll cover:
The importance of trust, boundaries, and candor for team dynamics;
Customer-Centricity. Who are they? What are their challenges? What are their ‘jobs-to-be-done’?
Empathy and Understanding to engaging with customers in their context;
Validate through experimentation that the team is solving the right problem;
Bringing the whole team together to collaboratively explore the problem space and engage in divergent and convergent exercises;
Prototype lightweight solution hypotheses to ensure that the problems are solved before scaling out and investing in delivering the product or service to customers;
When design thinking is appropriate, and when it’s a waste of time (when a user story is simple, simply do it!)
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
Systems thinking for agile transformationsDhaval Panchal
culture change is free - comparison of systems leverage points for transformations
Culture of an organization often gets blamed for lack of transformation success. This session takes a systems view to organization transformation. In organization systems, points of leverage are powerful because a small shift in one thing can produce big changes in everything. Consequently the higher the leverage point the more the system will resist changing it. Direct attempts at changing organizational culture do not work, they lead to many haphazard attempts at behavior change but do not result in lasting transformation within organization. Many leaders attempt to shift organizational behavior and neglect underlying structures that give rise to dysfunctional behavior. We compare and contrast different systems leverage points, to draw distinction between leaders actions and more importantly mindset towards organizational transformation. Introduction to various systems thinking models with colorful examples from real world coaching situations will help you to think through your transformation challenges and learn why culture change is free, when you replace willpower with knowledge.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
This ppt includes the classical leadership styles, its examples in terms of sectors and business leaders, applicability and pros and cons of each leadership styles
Empowering Agile Self-Organized Teams With Design ThinkingWilliam Evans
My experience and research has shown that design thinking empowers employees and teams, enabling them to create a more resilient, value-focused organizational culture.
Innovation-driven growth at the organizational level requires a multidisciplinary approach to designing systems that create the right conditions for self-organizing teams to explore and create while maintaining system hygiene. To achieve that growth, leaders and managers must adopt a strategy for fostering new thinking, practices, and processes that convert strategy both laterally and vertically into new value. To foster the right kind of environment, you must manage the boundaries of the teams, establishing the right cadence and rituals to ensure trust and psychological safety.
“Organizations that operate from the authoritarian, hierarchical, command and control model, where the top leaders control the work, information, decisions, and allocation of resources, produce employees that are less empowered, less creative, and less reductive.” – Journal of Strategic Studies, Creativity and Innovation: The Leadership Dynamics.
In this talk, we’ll discuss boundaries, policies, cadence for self-organizing teams, then cover the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. Design thinking all comes down to the collaboration utilizing divergence and convergence: acquire and synthesize insights, formulate hypotheses, prototype solutions, and ruthlessly test them with real customers.
We’ll cover that with a case study of how an infrastructure engineering team transformed themselves from waterfall to agile, while learning the key practices of design thinking to reduce the lead time for delivering services and systems from 9 months to days, and in some cases, hours.
The key aspects of Design Thinking we’ll cover:
The importance of trust, boundaries, and candor for team dynamics;
Customer-Centricity. Who are they? What are their challenges? What are their ‘jobs-to-be-done’?
Empathy and Understanding to engaging with customers in their context;
Validate through experimentation that the team is solving the right problem;
Bringing the whole team together to collaboratively explore the problem space and engage in divergent and convergent exercises;
Prototype lightweight solution hypotheses to ensure that the problems are solved before scaling out and investing in delivering the product or service to customers;
When design thinking is appropriate, and when it’s a waste of time (when a user story is simple, simply do it!)
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Resilience: how to build resilience in your people and your organizationDelta Partners
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change."
- Charles Darwin
Those people who are familiar with our work know that we write quite a lot about the pace of change in our global business environment. It is continual, it is unrelenting, and it appears to be accelerating.
We cannot slow the pace of change, so do we give up? Throw our hands up and succumb to the tidal wave of knowledge that we are adrift and rudderless? And if not, what can we do to make our people and our organizations more resilient in the face of this ongoing pressure?
"Resilience: an ability to recover from or adjust easily to misfortune or change."
- Merriam-Webster Dictionary
It turns out that there are definitely steps that a manager can take to influence the resilience of both the organization and the individual.
The goal of this presentation is to provide a starting point for leaders and managers as they seek ways to battle back against the apathy and exhaustion that builds in everyone. It is not the final word in these matters – rather it is best considered a jumping off point for those who are looking for a different way.
So enjoy it, share it, and use it. Just let everyone know where you found it!
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
How to design healthy team dynamics to deliver successful digital projects.pptxTechSoupConnectLondo
Presentation given by Janine Woodward-Grant & Alex Mecklenberg to the TechSoup Connect London on the theme of culture change around digital projects in the not for profit sector, specifically looking at team dynamics and team roles
Management challenges while building a healthy engineering culture. Avoiding agile anti-patterns, while promoting a systemic view of the organisation. Team motivation: key drivers and pitfalls.
Management challenges while building a healthy engineering culture. Avoiding agile anti-patterns, while promoting a systemic view of the organisation. Team motivation: key drivers and pitfalls.
Similar to Empowering Agile Self-Organized Teams with Design Thinking (20)
Streaming a Million Likes/Second: Real-Time Interactions on Live VideoC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/39NIjLV.
Akhilesh Gupta does a technical deep-dive into how Linkedin uses the Play/Akka Framework and a scalable distributed system to enable live interactions like likes/comments at massive scale at extremely low costs across multiple data centers. Filmed at qconlondon.com.
Akhilesh Gupta is the technical lead for LinkedIn's Real-time delivery infrastructure and LinkedIn Messaging. He has been working on the revamp of LinkedIn’s offerings to instant, real-time experiences. Before this, he was the head of engineering for the Ride Experience program at Uber Technologies in San Francisco.
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Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2x0Fav8.
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Jose Nino works as a Software Engineer at Lyft.
Software Teams and Teamwork Trends Report Q1 2020C4Media
How do we cope with an environment that has been radically disrupted, where people are suddenly thrust into remote work in a chaotic state? What are the emerging good practices and new ideas that are shaping the way in which software development teams work? What can we do to make the workplace a more secure and diverse one while increasing the productivity of our teams? This report aims to assist technical leaders in making mid- to long-term decisions that will have a positive impact on their organisations and teams and help individual contributors find the practices, approaches, tools, techniques, and frameworks that can help them get a better experience at work - irrespective of where they are working from.
Understand the Trade-offs Using Compilers for Java ApplicationsC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2QCmmJ0.
Mark Stoodley examines some of the strengths and weaknesses of the different Java compilation technologies, if one was to apply them in isolation. Stoodley discusses how production JVMs are assembling a combination of these tools that work together to provide excellent performance across the large spectrum of applications written in Java and JVM based languages. Filmed at qconsf.com.
Mark Stoodley joined IBM Canada to build Java JIT compilers for production use and led the team that delivered AOT compilation in the IBM SDK for Java 6. He spent the last five years leading the effort to open source nearly 4.3 million lines of source code from the IBM J9 Java Virtual Machine to create the two open source projects Eclipse OMR and Eclipse OpenJ9, and now co-leads both projects.
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2y2yPiS.
Colin McCabe talks about the ongoing effort to replace the use of Zookeeper in Kafka: why they want to do it and how it will work. He discusses the limitations they have found and how Kafka benefits both in terms of stability and scalability by bringing consensus in house. He talks about their progress, what work is remaining, and how contributors can help. Filmed at qconsf.com.
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Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2SXXXiD.
Katharina Probst talks about what it means to act like an owner and why teams need ownership to be high-performing. When team members, regardless of whether they have a formal leadership role or not, act like owners, magical things can happen. She shares ideas that we can apply to our own work, and talks about how to recognize when we don’t live up to our own expectations of acting like an owner. Filmed at qconsf.com.
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Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2UgQ3BU.
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Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2S7lDiS.
Sasha Rosenbaum shows how a CI/CD pipeline for Machine Learning can greatly improve both productivity and reliability. Filmed at qconsf.com.
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UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
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Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
2. InfoQ.com: News & Community Site
• 750,000 unique visitors/month
• Published in 4 languages (English, Chinese, Japanese and Brazilian
Portuguese)
• Post content from our QCon conferences
• News 15-20 / week
• Articles 3-4 / week
• Presentations (videos) 12-15 / week
• Interviews 2-3 / week
• Books 1 / month
Watch the video with slide synchronization
on InfoQ.com!
https://www.infoq.com/presentations/agile-
self-organizing-teams-design-thinking
3. Presented at QCon New York
www.qconnewyork.com
Purpose of QCon
- to empower software development by facilitating the spread of
knowledge and innovation
Strategy
- practitioner-driven conference designed for YOU: influencers of
change and innovation in your teams
- speakers and topics driving the evolution and innovation
- connecting and catalyzing the influencers and innovators
Highlights
- attended by more than 12,000 delegates since 2007
- held in 9 cities worldwide
5. ASSUMPTIONS
We all exist and work within complex social systems.
We are all responsible for the design, development,
and maintenance of purposeful systems.
To build a great team, you must have an organization
design that enables teams to design great customer
experiences.
Before you can design an amazing customer
experience, you must design a team to create the
customer experience.
The most accute constraint organizations currently
face is that their organizational design is incongruent
with their strategy; places to many policies,
procedures, reporting lines, and queues between the
teams delivering great experiences for their
customers.
“Rational discussion is useful only
when there is a significant base of
shared assumptions.”
– NOAM CHOMSKY
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
6. Releases suck.
Change management sucks.
Death marches suck.
Quality sucks.
Morale sucks.
Moral dilemmas suck.
Firefighting sucks.
Things That Suck
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
7. “People are already doing their
best; the problems are with the
system. Only management can
change the system.”
— W. EDWARDS DEMING
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
8. WHAT IS
Organization Design?
“Organization design is conceived to be a
decision process to bring about a coherence
between the goals or purposes for which the
organization exists, the patterns of division of
labor and inter-unit coordination and the
people who will do the work.”
― JAY GALBRAITH, ORGANIZATIONAL DESIGN
There is no one best way to organize.
9. “Organizations that operate from the authoritarian,
hierarchical, command and control model, where the top
leaders control the work, information, decisions, and
allocation of resources, produce employees that are less
empowered, less creative, and less reductive.”
– Creativity and Innovation: The Leadership Dynamics. Journal of Strategic Studies
10. § Isn’t just a mindset and a style of management
(though it is both those things).
§ Command and Control is traditionally about setting
targets and ensuring compliance (to the process).
§ It is a way of making or deligating decisions through
the organizational structure.
§ Traditionally, managers have power….
(to bound, constrain, decide, structure, monitor, reward, punish)
and that power comes from different sources.
Command & Control
“I'm sad to report that in the past few years,
ever since uncertainty became our insistent
21st century companion, leadership has taken a
great leap backwards to the familiar territory of
command and control.”
– MEG WHEATLEY
11. 6 SOURCES OF
Power in Org Design
§ Legitimate Power: formal authority in a hierarchy.
§ Expert Power: possessing knowledge or expertise in a
particular area.
§ Referent Power: use and exercise of interpersonal
relationships a person cultivates and social capital a
person accumulates.
§ Coercive Power: ability and willingness to influence
others through threats, violence, or sanctions.
§ Reward Power: ability to influence the allocation of
incentives within an organization including pay,
appraisals and promotions
§ Informational Power: ability to control the flow of
information and disinformation within a social group.
“There is no power relation without a
correlative constitution of a field of
knowledge, nor any knowledge that does not
presuppose at the same time power relations.”
– MICHEL FOUCAULT
French, John R. and Raven, Bertram (1959) The Bases of Social Power. Studies in Social Power
12. GOVERNANCE is a process by which
power is intentionally allocated
across the organization.
Governance systems are how managers
intentionally delegate decision-making
vertically into the organization through
hierarchy and policy, and establish
decision rights horizontally across
functions and business units. This
becomes the structure of empowerment.
Designing for Empowerment
Through Governance
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
13. When power dynamics are not
designed well, the result is
prolonged decision-making,
endless meetings, mindless email
chains, misunderstanding,
friction, failure, and death.
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
14. When those with more power in a group aren’t
needed to help with bounding, structuring, or
deciding, they need to get out of the way so that
the team can do what teams do best — share,
discuss, and integrate diverse perspectives and
knowledge to create value.
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
15. “Self-organization is the spontaneaous
formation of interest groups and
coalitions around specific issues,
communication about those issues, co-
operation and the formation of consensus
on and commitment to those issues.”
– RALPH STACEY
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
16. The Four Levers of Control model (derived
from Robert Simon‘s work) serves as a way for
leaders to consciously make governance part of
the organizational design process.
The four levers are defined as:
1. Belief Systems, used to inspire and direct the
search for new opportunities
2. Interactive Networks, used to stimulate
organizational learning and the emergence of
new ideas and strategies
3. Boundary Systems, used to set limits on
opportunity seeking behavior
4. Measurements, used to monitor and reward
achievement of specific goals.
CONSTRAINING ACTION
Robert Simon‘s Four Levers of Control
17. When management tells a group of
people they are empowered, it means
those people have the power to make a set of
decisions without their managers second-
guessing them.
Defining Empowerment
18. “Teams need leaders who don’t need to
be out in front, who are able to work
quietly, creating an environment
where everyone on the team is
empowered to make decisions.”
– ESTHER DERBY
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
19. “Decision Making is an organizational
process. It is shaped as much by the pattern
of interaction of managers as it is by the
contemplation and cognitive processes of the
individual.”
- L.R. SAYLES
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
21. The “Dictator”
What happens when we tell people what to do?
§ We deprive them of the opportunity to think.
§ You take the responsibility away from them.
§ They might do it (and you might be wrong).
§ Probably farthest from the work (or problem).
§ Farthest from the customer.
§ Least capable of ‘doing’ the actual work.
In employee surveys, people will
say they “aren’t empowered” and
will give leadership low scores in
collaboration and engagement.
22. The “Hippie”
What happens when we provide results
targets & disappear?
§ Sub-optimization (or local
optimization)
§ Waste resources / Thrashing
§ Only short term benefits (if any)
§ Loss of direction, control,
potential synergies
§ Risk-shifting
§ Fratricide
§ Blame-bombing
In employee surveys, people will say
there is no clear strategy, water
cooler conversation tends towards
whispers, calendars are completely
booked.
23. A Lean Leader
§ Clarifies the vision and intent. (Why
and What!)
§ Articulates boundaries.
§ Distributes decision rights.
§ Models right behavior.
§ Creates Trust.
§ Favors Safe-to-Fail Experiments
over Fail-Safe Solutions
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
24. Trust starts with the individual. Here is a shortlist of what people need to
feel confident to enjoy their work:
1. Responsibility: A person needs to feel confident they have the skills to
undertake their responsibility and that they won’t be asked to do something
they think is undoable.
2. Safety: A person needs to feel physically and psychologically safe, which
means they shouldn’t have to worry about being suddenly “attacked” by
either co-workers or management.
3. Progress: A person needs to find an interest in the job, see how it is useful
and meaningful and slightly challenging, as well as a clear path to personal
progress in the organization.
4. Control: Some degree of control over one’s environment and skills is
essential for humans to feel confident and good about the three previous
points.
Trust is bottom-up
25. “Individuals and teams closest to the
problem, armed with unprecedented
levels of insights from across the
network, offer the best ability to
decide and act decisively.”
- GEN. STANLEY MCCHRYSTAL
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
26. CASE STUDY
An agile transformation in infrastructure engineering.
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
27. The business* said to IT:
“You deliver last years tech,
in twice the time,
for three times the price,
and a fraction of the value!”
* A Fortune 50 Pharmaceutical Company
28. Six weeks later…
§ Reduce the lead time for delivering
enterprise services from 9 months to
days, and most cases, hours.
§ Unplanned work dropped from 64% to
28% of capacity.
§ Business satisfaction increased by 72%
§ The infrastructure engineering team
began the journey from waterfall to agile.
29. HOW DID THEY DO THAT?
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
30. 1. Create a Kanban (this was harder than you think!)
2. Visualize all the work in the team
3. Map the value stream
4. Identify all the steps and waste (approvals/handoffs/rework)
5. Talk to the users!
6. Talk to the stakeholders (this includes compliance, security, finance)
7. Design Studio new processes!
8. Prototype, Test, Measure, Learn
9. Build MVS (Minimum Viable Enterprise Service)
10. Iterate, Test, Measure, Learn, Iterate, Repeat
Six Weeks to Flow
32. Map End-to-End Flow
One way to evaluate the end-to-end workflow through
your system is to draw a process flow map – also known
as a value stream map – of the end-to-end flow of a
product or a customer problem as it makes its way
through your organization.
33. Value Stream Maps
There are two reasons for drawing these maps:
1. Discover the reasons for failure demand, so it can be eliminated
2. Find waste in the system; waste includes:
1. Queues
2. Unnessary approvals
3. Returns and rework
Remember, all time spent handling failure demand is waste. It is better to map the
process that creates the failure in the first place, than to map and improve the process
that handles the failure demand.
34. OVERBURDENING DISEMPOWERS
“Every system is perfectly designed to get the result that it does.”
― W. Edwards Deming
Adding more capacity upstream or downstream of the bottleneck will make things
worse, not better. Try to “improve” any other point but the bottleneck, and you’ve
made the whole system significantly worse.
35. Identify Waste
A value stream map is a diagram of the end-to-end flow
of value-creating activities through your process; its
purpose is to help you understand and improve the flow
of value value through your system.
36. “By contrast, work in an organization where
value is made to flow continuously also creates
the conditions for psychological flow. Every
employee has immediate knowledge of whether
the job has been done right and can see the
status of the entire system.”
- JAMES P. WOMACK
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
38. Design Thinking begins with as open
approach to the people, the problem,
and the possibilities involved in creating
innovative solutions in complex adaptive
systems.
“In practice it combines empathy to enable deep
understanding and reframing of a problem in
context, divergence to generate insights and solutions;
visualization and prototyping to document, connect
and test ideas, and rationality to analyze and assess
the solutions outcome.”
- TIM BROWN, IDEO
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
41. Design Thinking Mindsets
Exploration
We have problems
What is the context?
Who is impacted?
Where is the value?
Ideation
I have an opportunity for design
How do I make sense of the data?
What are our options?
What experiments could I run?
Experimentation
I have an interesting solution
What is the smallest experiment I could
run?
How will we know things are getting
better?
How do I scale the solution?
45. “A problem well stated is mostly solved.”
— CHARLES KETTERING
The problem is that stating a problem well is really hard.
Just as our cognitive default is to see and try to
solve symptoms, not their underlying causes,
our brains normally jump to solutions as well
instead of framing and stating a problem clearly.
On Problems
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
47. “The day soldiers stop bringing you
their problems is the day you have
stopped leading them. They have
either lost confidence that you can help
or concluded you do not care. Either
case is a failure of leadership.”
- COLIN POWELL
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
48. Empathy for Users
Empathy — it’s a buzzword in the CX (customer
experience) design world.
Empathy requires us to put aside our learning,
culture, knowledge, opinions, and worldview
purposefully in order to understand other peoples’
experiences of things deeply and meaningfully.
49. Practiced Empathy
1. Abandon Your Ego. It really isn’t all about you.
2. Adopt Humility. You really don’t know more than
you think.
3. Active Listening. Stop waiting to talk, and actually
hear what people are saying.
4. Observation. 93% of communication is non-verbal.
See what people are saying.
5. Care. You need to actually be driven by a need to
make things better for others.
6. Be Curious. Surface explanations never uncover the
complex web of meanings and causes.
7. Be Sincere. You intentions must be transparent, and
your mindset open.
50. Collaboration is the cooperative behavior of a team
empowered to solve clear and meaningful
problems.
The capabilities, frames, and subjective experiences
of the team are leveraged in addition to the
collection of individual skills (practices) to both
solve the problems – and deliver value.
Collaboration
51. Design Studio Process
1. Framing the Problem
2. Solo Ideation (Silent, 8 Concepts)
5 minutes
3. Generative Critique (Yes, and…)
5 minutes
4. Steal & Integrate
5. Solo Ideation (Silent, 1 Concept, 5 minutes)
5 minutes
6. Critique
5 Minutes
7. Solo Ideation (1 Concept, 10 minutes)
8. Transference & Seeding
9. Synthesis (Team Design, 1 Concept)
30 minutes
10. Ritual Dissent (Only Negative)
10 Minutes
11. Active Decision Making
(Ignore, Innovate, Remove, Best Practice)
10 Minutes
12. Kill Your Babies
13. Final Design, Ritual Assent
60 minutess
FROM “THE DESIGN STUDIO METHODOLOGY,” WILL EVANS
53. SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
ACTIVITY
Phase
EXPLORE
Research
SELECT
Synthesis
EXPERIMENT
Ideation
SELECT & SCALE
Execution
A
Solving the right problems Solving problems the right way
WE KNOW
Should Be
WE GUESS
Could Be
B
54. Final Thoughts
§ Self-organizing teams still need a vision and a goal.
§ Boundaries and constraints allow exploration and meaningful
interactions to emerge.
§ Empowerment means intentionally distributing decision-making
authority closest to the problems.
§ Teams require access to information to make good decisions.
§ Teams must be trusted to talk with customers or users.
§ Creating trust takes time and consistent modeling by leaders.
§ Designing Thinking (divergence/convergence) is a collaborative
process to created shared empathy, create options, test prototypes, and
move towards better value creation.
§ Design Thinking isn’t brain science!