Millennials are not waiting for you to get your act together... If your processes and tools and communication are not simple and fast... They'll make them so, without you!
Aiming to eliminate the compromises in organizational life. Covering some interesting and provocative ideas, spanning human rights, complexity science, the death of heuristics, influence flows, personal knowledge mastery, social physics, trust, the digital nervous system, Web 3.0, performance and learning, public relations, collective intelligence, sociocracy, Holacracy, podularity, wirearchy, emergent civilization, self-organization, organized self, socioveillance, middleware corporate, bread incorporated and the Mozilla manifesto.
20 quotes from Larry Page...Just analyzing Larry Page’s quotes from the past ten years is a guidebook for “billion person success” and for personal success.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others.
This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.
In the last year we've learned something that we suspected, but never really knew about mobile, great mobile design sells. But great mobile design doesn't start in Photoshop, it starts by understanding the users, the business goals, the intended devices and a million other tiny variables. Who better to solve these problems than the designer?
In this workshop we will deconstruct a variety of successful mobile experiences from the old green screens to today's hottest iPhone apps. We'll identify what works in the mobile context and why. But more importantly we'll learn how we can design incredible mobile experiences for today and for tomorrow.
There is a lot more in my O'Reilly book: Mobile Design & Development (http://oreilly.com/catalog/9780596155445/)
Aiming to eliminate the compromises in organizational life. Covering some interesting and provocative ideas, spanning human rights, complexity science, the death of heuristics, influence flows, personal knowledge mastery, social physics, trust, the digital nervous system, Web 3.0, performance and learning, public relations, collective intelligence, sociocracy, Holacracy, podularity, wirearchy, emergent civilization, self-organization, organized self, socioveillance, middleware corporate, bread incorporated and the Mozilla manifesto.
20 quotes from Larry Page...Just analyzing Larry Page’s quotes from the past ten years is a guidebook for “billion person success” and for personal success.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others.
This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.
In the last year we've learned something that we suspected, but never really knew about mobile, great mobile design sells. But great mobile design doesn't start in Photoshop, it starts by understanding the users, the business goals, the intended devices and a million other tiny variables. Who better to solve these problems than the designer?
In this workshop we will deconstruct a variety of successful mobile experiences from the old green screens to today's hottest iPhone apps. We'll identify what works in the mobile context and why. But more importantly we'll learn how we can design incredible mobile experiences for today and for tomorrow.
There is a lot more in my O'Reilly book: Mobile Design & Development (http://oreilly.com/catalog/9780596155445/)
Leading Without Formal Authority -- By Using DataTerri Griffith
Success in today's fast-paced environments requires that we all lead, whether or not we have the formal authority. Our goals, roles, and colleagues change more quickly than in the past and this pushes us to develop strategies of influence that work clearly and quickly. In this session, we will develop a data-focused approach to direct and coordinate your human, technical, and organizational resources -- we need all three! -- through "light-weight" experiments. Whether you have two minutes or a whole business cycle, you can use data to lead.
35 of the most forward thinking, global CPOs gathered in Ascot, England for our annual CPO retreat, Ovation. We've compiled the key soundbites overheard across the two days of invaluable conversations and presentations.
John Powell from Hypergiant speaks at SDGC19 in Toronto.
Despite our best intentions, contemporary design practice increases inequity, erodes privacy, and decays happiness. Human centered design methods are assumed to be inherently self-correcting and technology and data to be neutral, but this has proven to be far from true. Let's interrogate design practice and explore more ethical methods.
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
IBM Research Distinguished Speaker Series 2014. (Some notes included.) How can we improve work with the power of analytics? IBM’s Analytics website describes the success AAA of Northern California, Nevada, and Utah had in their compensation area (“what if” modeling was used to assess different sales compensation strategies against past data.) Tacit, acquired in 2008 by Oracle, used email and other work products to identify expertise where the experts were not always even aware of their own value, and to link people unaware of the value their being connected could provide. These are relatively rare examples of the power of analytics being turned inward on work. Using frameworks from substitutes for leadership (e.g., feedback from the work itself, technology support -- Kerr & Jermier, 1978; Jermier & Kerr, 1997) and organizational behavior more generally, I will offer a framework suggesting where analytics has the opportunity to complement our ability to lead by letting go -- to let go of work practices that made sense before we had the opportunity to work with the power of vast, varied, and dynamic data.
Women in Tech: How to Build A Human CompanyLuminary Labs
We often think about design in terms of product or service strategy, but what about the design of companies? In the words of Phin Barnes of First Round Capital: “Entrepreneurs are the designers of companies. Great startup CEOs recognize very early that their job is not to build a product, but to build a company — defined by mission, values, and culture.”
Recently, organizations large and small have radically rethought company design by embracing employee-favorable policies such as establishing livable wages, developing creative equity plans, offering paid parental leave policies, and even pulling out of an entire state in protest of discrimination. In addition to sending a strong signal that people come first, these organizations are also making an economic argument to investors that employee-friendly policies pay dividends in reduced turnover and improved business outcome.
In this talk, Sara Holoubek, CEO of Luminary Labs, shares the forces behind this sea change as well as practical examples from companies featured in The Human Company Playbook, including Plated, Etsy, Pinterest, and General Assembly.
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype
First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.
The Web is the largest public big data repository that humankind has created. In this overwhelming data ocean, we need to be aware of the quality and, in particular, of the biases that exist in this data. In the Web, biases also come from redundancy and spam, as well as from algorithms that we design to improve the user experience. This problem is further exacerbated by biases that are added by these algorithms, specially in the context of search and recommendation systems. They include selection and presentation bias in many forms, interaction bias, social bias, etc. We give several examples and their relation to sparsity and privacy, stressing the importance of the user context to avoid these biases.
What happens when everyone’s on Facebook? How in particular is the natural wish of young people to have their own places and cultures manifesting itself digitally? Moreover, how are we all changing our behaviour in light the data that we’re increasingly aware we give up when we use social sites? Is the often cited, rarely challenged belief that young people don't care about privacy actually true? How are kids coping with a world where they are growing up in public? Are the scare stories true, or is something more subtle emerging?
We look at Tumblr, Instagram and Snapchat amongst others for clues to how behaviour is changing and - what this means for the audience, the networks and brands. We examine how a far more nuanced contract between these groups is being negotiated - and how to thrive in this emerging world. How do brands cope with younger groups sophistication when it comes to being marketed to - particularly given the huge global demographic shift due to take place, with over 50% of world's population due shortly to be under 25.
We often optimize our software for performance, but what also optimizing our development teams for happiness? Take a look at how the tools you choose for your development team can impact developer happiness, and learn how to keep your teams happier and more productive.
*The graph on slide 3 is fabricated data, because studies also show that people are more likely to believe statements accompanied by scientific data.*
To enable innovation in a large and dispersed organization, there is a need for a shared digital platform with simple, social, mobile, smart and situation-aware services that allow people - employees, partners and customers - to get inspired, openly share ideas, and collaborate to implement the best ideas - big or small.
This presentation explores the relationship between agile methodologies and generative artificial intelligence (AI). It reflects on how agile principles enabled organizations to adapt during the COVID-19 pandemic, proving agility is a mindset not a place. The rise of generative AI brings new opportunities to augment human capabilities and boost productivity. However, over-reliance on AI risks decreasing human creativity and collaboration. Agile practitioners must remain vigilant to use generative AI purposefully, preserving team interactions. Examples demonstrate how generative AI chatbots can assist with agile coaching, accelerating knowledge acquisition. But human compassion endures despite innovations. Overall, embracing change through strong values and advanced technology allows agile practices to thriv
Leading Without Formal Authority -- By Using DataTerri Griffith
Success in today's fast-paced environments requires that we all lead, whether or not we have the formal authority. Our goals, roles, and colleagues change more quickly than in the past and this pushes us to develop strategies of influence that work clearly and quickly. In this session, we will develop a data-focused approach to direct and coordinate your human, technical, and organizational resources -- we need all three! -- through "light-weight" experiments. Whether you have two minutes or a whole business cycle, you can use data to lead.
35 of the most forward thinking, global CPOs gathered in Ascot, England for our annual CPO retreat, Ovation. We've compiled the key soundbites overheard across the two days of invaluable conversations and presentations.
John Powell from Hypergiant speaks at SDGC19 in Toronto.
Despite our best intentions, contemporary design practice increases inequity, erodes privacy, and decays happiness. Human centered design methods are assumed to be inherently self-correcting and technology and data to be neutral, but this has proven to be far from true. Let's interrogate design practice and explore more ethical methods.
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
IBM Research Distinguished Speaker Series 2014. (Some notes included.) How can we improve work with the power of analytics? IBM’s Analytics website describes the success AAA of Northern California, Nevada, and Utah had in their compensation area (“what if” modeling was used to assess different sales compensation strategies against past data.) Tacit, acquired in 2008 by Oracle, used email and other work products to identify expertise where the experts were not always even aware of their own value, and to link people unaware of the value their being connected could provide. These are relatively rare examples of the power of analytics being turned inward on work. Using frameworks from substitutes for leadership (e.g., feedback from the work itself, technology support -- Kerr & Jermier, 1978; Jermier & Kerr, 1997) and organizational behavior more generally, I will offer a framework suggesting where analytics has the opportunity to complement our ability to lead by letting go -- to let go of work practices that made sense before we had the opportunity to work with the power of vast, varied, and dynamic data.
Women in Tech: How to Build A Human CompanyLuminary Labs
We often think about design in terms of product or service strategy, but what about the design of companies? In the words of Phin Barnes of First Round Capital: “Entrepreneurs are the designers of companies. Great startup CEOs recognize very early that their job is not to build a product, but to build a company — defined by mission, values, and culture.”
Recently, organizations large and small have radically rethought company design by embracing employee-favorable policies such as establishing livable wages, developing creative equity plans, offering paid parental leave policies, and even pulling out of an entire state in protest of discrimination. In addition to sending a strong signal that people come first, these organizations are also making an economic argument to investors that employee-friendly policies pay dividends in reduced turnover and improved business outcome.
In this talk, Sara Holoubek, CEO of Luminary Labs, shares the forces behind this sea change as well as practical examples from companies featured in The Human Company Playbook, including Plated, Etsy, Pinterest, and General Assembly.
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype
First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.
The Web is the largest public big data repository that humankind has created. In this overwhelming data ocean, we need to be aware of the quality and, in particular, of the biases that exist in this data. In the Web, biases also come from redundancy and spam, as well as from algorithms that we design to improve the user experience. This problem is further exacerbated by biases that are added by these algorithms, specially in the context of search and recommendation systems. They include selection and presentation bias in many forms, interaction bias, social bias, etc. We give several examples and their relation to sparsity and privacy, stressing the importance of the user context to avoid these biases.
What happens when everyone’s on Facebook? How in particular is the natural wish of young people to have their own places and cultures manifesting itself digitally? Moreover, how are we all changing our behaviour in light the data that we’re increasingly aware we give up when we use social sites? Is the often cited, rarely challenged belief that young people don't care about privacy actually true? How are kids coping with a world where they are growing up in public? Are the scare stories true, or is something more subtle emerging?
We look at Tumblr, Instagram and Snapchat amongst others for clues to how behaviour is changing and - what this means for the audience, the networks and brands. We examine how a far more nuanced contract between these groups is being negotiated - and how to thrive in this emerging world. How do brands cope with younger groups sophistication when it comes to being marketed to - particularly given the huge global demographic shift due to take place, with over 50% of world's population due shortly to be under 25.
We often optimize our software for performance, but what also optimizing our development teams for happiness? Take a look at how the tools you choose for your development team can impact developer happiness, and learn how to keep your teams happier and more productive.
*The graph on slide 3 is fabricated data, because studies also show that people are more likely to believe statements accompanied by scientific data.*
To enable innovation in a large and dispersed organization, there is a need for a shared digital platform with simple, social, mobile, smart and situation-aware services that allow people - employees, partners and customers - to get inspired, openly share ideas, and collaborate to implement the best ideas - big or small.
This presentation explores the relationship between agile methodologies and generative artificial intelligence (AI). It reflects on how agile principles enabled organizations to adapt during the COVID-19 pandemic, proving agility is a mindset not a place. The rise of generative AI brings new opportunities to augment human capabilities and boost productivity. However, over-reliance on AI risks decreasing human creativity and collaboration. Agile practitioners must remain vigilant to use generative AI purposefully, preserving team interactions. Examples demonstrate how generative AI chatbots can assist with agile coaching, accelerating knowledge acquisition. But human compassion endures despite innovations. Overall, embracing change through strong values and advanced technology allows agile practices to thriv
Data analytics with managerial application ass 3Nishant Kumar
In this presentation , we discussed about important insight from “ what do we do with all these big data “ by Susan Etlinger , finally data are not always correct, but we can make useful deduction to search other possibilities in order to innovate by changing our frame of reference
To decompress from the awesome talks and workshops at Lean Day: West, I built a presentation to share with my colleagues in order to share some of the stories of real-world Lean Engineering and Lean Startup. Apologies for removing some privileged information, and for the font weirdness!
Google's guide to innovation: How to unlock strategy, resources and technologyrun_frictionless
Organizations are facing unprecedented change and challenges stemming from a confluence of natural and artificial conditions. These forces are driving many to rethink the tools and technologies they use, and the places they need to be, to grow, and to innovate.
https://runfrictionless.com/b2b-white-paper-service/
What does it take to be a change agent? This study focused on the skill sets required to effect change in large organizations. It also measured individual career performance and options for career growth in this role.
Citrix Research Shows Those ‘Born Digital’ Can Deliver Superlative Results — ...Dana Gardner
Transcript of a discussion on new research into what makes the “Born Digital” generation tick and the paybacks and advantages of understanding and embracing this new breed of employees.
Case Number 39Andy Grove of Intel Entrepreneur Turned Executive.docxjasoninnes20
Case Number 39
Andy Grove of Intel: Entrepreneur Turned Executive
Andy Grove, one of the three founders of Intel Corporation, was asked three questions by Peter F. Drucker in a 1986 interview. The three questions appear below along with Dr. Grove’s responses.
QUESTION 1
If there were one thing to tell a young man or woman who starts out with their own new business and wants to build it, what is the one absolutely essential thing you would tell them?
If I had one shot at getting something into a person’s mind or heart in this situation, it would be the concept of submerging their own self and putting it behind the interests of the enterprise. They should not put themselves ahead of the enterprise. And I can’t say that emphatically enough. Whatever problems I have seen all come from people wanting to succeed personally, wanting to be right personally, wanting to win an argument personally, wanting an organization change to propel them ahead personally, without considering what impact that desire or that change has on the organization.
Particularly when you are in the small boat with a number of other people—close proximity and pressures are high and tension is high. Getting into the people’s mind that you won’t get there any faster by positioning yourself at the bow of the boat; you’ll only get there faster if you row faster and move the boat forward. If you can get this into the founding people’s hearts and minds, you have won automatically the majority of the battles that will come up.
The only thing that matters is the enterprise. You cannot succeed if the enterprise does not succeed. And if the enterprise succeeds, there will be enough success to go around and you’ll get your share. So, my admonishment to any person in that situation is, Don’t put your ego ahead of the enterprise, because you will lose. What is right matters, not who is right.
QUESTION 2
What did you have to learn to do and what did you have to learn not to do at the beginning, when the three of you sat down and began to build the company and the business? And then how did this change once the company was successful and very large?
The job [initially] was very simple conceptually. You needed to do a certain number of things today, a certain number of things tomorrow, and a certain number of things by the end of the month. And unlike in a company like Intel today, where we are very preoccupied with the process of how to do things, we knew what to do and somebody went and did it.
This lack of interest in the process of how you are doing things started to give way to more thought to the [formal] process maybe about three years into the life of the company. For the first three years, there was no game plan; people just did things that they were naturally attracted to, and very rarely did they collide. We only hired people with very specific skills; there was no training involved. We were concerned with people right from the very beginning of the company. The nature of the con ...
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Innovation & Entrepreneurship in the Digital Age: Seven traits of entrepreneurs. Even if you don't start a business, these defining traits of an entrepreneur will serve you well in business and in life.
Networking as a Managerial Tool for Excellence By Dr. Gil BozerGil Bozer P.hD.
A presentation I delivered at sapir academic college on the power of internal and external networking and the need to develop & practice these skills for personal & professional success. Please feel free to share, comment & contact me.
Determine factors affecting motivation level in generation z at workplaceMohammed Hassanien
Thesis summary presentation talking about factors affecting motivation level in generation z at workplace.
Agenda:
- Workplace & Generations
- Deep Dive in Generation Z
- What Motivates Them?
- Recommendation.
A review of the technical and cultural benefits and barriers to adopting social media inside the organization to aid in collaboration, knowledge management.
Maria Ruotolo at IBM shared her journey from traditional media into the digital media. Also included tips and resources to get more information on the how-tos.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
There is an underground army of benevolent hackers out there saving business from itself, one back act at a time. You could be one of them. You should be one of them!
Ten quick slides...The highlights of Hacking Work by Bill Jensen and Josh Klein, "One of 2010's Top Ten Breakthrough Ideas" — Harvard Biz Review
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
17. Some people see things
that are and ask, Why?
Some people dream
of things that
never were and ask,
Why not?
Some people
have to go to work
and don't have time
for all that...
George Carlin
THE CV OF
A Simpleton
Bill Jensen makes it easier to do great work.
Bill is today’s foremost expert on work complexity and
cutting through clutter to what really matters.
He has spent the past two decades studying how work gets done.
(Much of what he’s found horrifies him.)
He is an internationally-acclaimed author and speaker who is
known for provocative ideas, extremely useful content, and his
passion for making it easier for everyone to work smarter.
His first book, Simplicity, was the Number 5
Leadership/Management book on Amazon in 2000.
His next best-seller is Simplicity Survival Handbook:
32 Ways to Do Less and Accomplish More.
His latest books — The Courage Within Us and Disrupt! —
coach us through the character traits, skills and aha’s we need
to thrive in today’s era of personal disruption.
Bill is CEO of The Jensen Group, whose mission is:
To make it easier to do great work.
Among the Jensen Group’s clients are Bank of America, GE,
NASA, the US Navy SEALS, British Petroleum, American Express,
Chevron, the government of Ontario, Pfizer, Merck, L’Oréal Italia,
Johnson&Johnson, Guangzhou China Development District,
and the Swedish Post Office.
Bill’s personal life fantasy is to bicycle around the globe
via breweries.
The Jensen Group bill@simplerwork.com
1 Franklin Place www.simplerwork.com
Morristown, NJ 07960 USA
1 (973) 539-5070
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