Managing high technology companies involves planning, organizing, leading, motivating and controlling operations. It requires conceptual skills to see the big picture, human skills to work in teams, and technical skills related to the industry. Effective leadership provides a clear vision and direction while empowering others to achieve objectives. Business strategy should align product innovation with objectives. Rather than chasing multiple programs, focus efforts on key opportunities. Prioritizing customers and measuring performance on market share, profitability and other metrics helps guide success.
Appreciative Governance: Engagement and Innovation Throughout The Organization4Good.org
Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?
Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.
This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Innomantra's Viewpoint - Casting Innovation Leadership in Future Organisation Innomantra
Innovation has been referred to as a ‘Short Skirt’ that’s been in and out of fashion: popular in good times and tossed back into the closet in downturns as quoted by a leading consulting firm, today; it's different as it combines art, science, system, and people however with increased uncertainty the need for Innovation and managing Innovation is best achieved with leadership and planning.
By aligning to ISO 56000 Series-Innovation Management Standard framework, 'LEADERSHIP' establishes an innovation vision, strategy, and policy, including the necessary roles and responsibilities based on the organization's context. Leadership is one of the factors that affect innovation in organizations.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
Appreciative Governance: Engagement and Innovation Throughout The Organization4Good.org
Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?
Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.
This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Innomantra's Viewpoint - Casting Innovation Leadership in Future Organisation Innomantra
Innovation has been referred to as a ‘Short Skirt’ that’s been in and out of fashion: popular in good times and tossed back into the closet in downturns as quoted by a leading consulting firm, today; it's different as it combines art, science, system, and people however with increased uncertainty the need for Innovation and managing Innovation is best achieved with leadership and planning.
By aligning to ISO 56000 Series-Innovation Management Standard framework, 'LEADERSHIP' establishes an innovation vision, strategy, and policy, including the necessary roles and responsibilities based on the organization's context. Leadership is one of the factors that affect innovation in organizations.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
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/
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.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
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.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
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.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
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.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf
General Management of High Tech Companies
1.
2. General Management of High Technology Companies
The basic concepts (1/3)
Managing is to :
Plan
Organize
Lead
Motivate
Control
The skills required are :
Conceptual
Human
Technical
- Robert L. Katz, HBR Managers Directors CEO, VP,
General Manager
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
3. General Management of High Technology Companies
The basic concepts (2/3)
Managing is to :
Plan : to identify goals, objectives, methods, resources needed to
carry out the operations of the company.
Organize : to use the company’s resources to achieve the corporate
goals in an optimum fashion.
Lead : to set a direction for the organization and influence people
to follow that direction.
Control : to monitor and adjust the company’s resources and
processes in order to efficiently reach corporate objectives.
Motivate: to give an incentive for action.
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
4. General Management of High Technology Companies
The basic concepts (3/3)
The skills required are :
Technical skill: involves specialized knowledge and analytical ability within a
specialty, and a facility in the use of the tools and techniques of
a specific discipline. Usually comes from actual practice and
experience.
Human skill: is the ability to work as a group member (intergroup
relationship) and to build cooperative effort within the team he
leads (leadership). By accepting the existence of viewpoints,
perceptions, and beliefs which are different from his own, the
individual is skilled in understanding what others really mean by
their words and behavior.
Conceptual skill: involves the ability to see the enterprise as a whole, it includes
recognizing how the various functions of the organization
depend on one another, and how changes in one part affect all
the others. It extends to visualizing the relationship of the
business to the industry, community, and the political, social,
and economic forces.
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
5. General Management of High Technology Companies
Leadership (1/4)
Leadership is as much about providing a vision and a
direction as it is building a consensus around that
direction.
People usually do not respond well to dictatorship.
There is only one way to do things so get
in line an follow my lead !
Do not take decisions without reviewing
with me first !
the threat of micro-management
processes for processes without a
real-added value
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
6. General Management of High Technology Companies
Leadership (2/4)
As the leader, you do not always have to lead.
You can not lead everything and must “learn to delegate” and let other
people lead Find people you trust… and trust them !
People must know where the company is going and you have to use their
skills to get the company there Empowerment is key…
So, what else ?
g{x ÑÜ|Çv|ÑÄx Éy Äxtäxá
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
7. General Management of High Technology Companies
Leadership (3/4) g{x ÑÜ|Çv|ÑÄx Éy Äxtäxá
The principle of leaves
You can lead your team like you would blow leaves in a tunnel.
Blowing
The PEOPLE in your team are the leaves.
The OBJECTIVES for your company are at the end of the tunnel.
Your VISION is the tunnel. It defines the boundaries (business plan) in which your team must operate.
The strength of the blow is how good you are to push (LEAD) your team to succeed.
The leaves (people) will not follow “ONE STRAIGHT LINE” but if you have good boundaries (business
plan), they will find their way to the objectives within your boundaries (VISION) and at the speed at
which you can blow (LEAD).
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
8. General Management of High Technology Companies
Leadership (4/4) g{x ÑÜ|Çv|ÑÄx Éy Äxtäxá
The principle of leaves
What ?
Find your TEAM.
Define OBJECTIVES based on your VISION.
Identify resources needed to achieve these OBJECTIVES.
How ?
Give your TEAM the level of authority to succeed, trust them and let
them find their own way. They will follow their own path but within the
limit you imposed with your processes and their level of authority.
Frequently, check if they are still in the tunnel (business plan) and
make adjustments when required.
When they succeed, make sure it is recognized.
Say what you mean and mean what you say !
Be bold, be passionate !
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
9. General Management of High Technology Companies
Business Strategy
Defining a business strategy based on a solid product
innovation strategy is key for the performance of high
technology companies.
The stage-gating model is a good starting point.
Discovery
1
Business Test &
Scoping 2 3 Development 4 5 Launching
Case Validation
Post Launch
Review
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
10. General Management of High Technology Companies
Capturing Opportunities
Targeting programs after programs as a strategy is not an
effective way to manage the performance of a company
A program-to-program approach is a “flavor of the month strategy”
On the long run, it will create cynicism within your team.
Too many programs will disperse your efforts and the success ratio
will be lower Focus your efforts !
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
11. General Management of High Technology Companies
Customers
Customers are key in all that the company does.
Give them the product / services they need.
Use them to understand where your market is going.
Use your customers in your product innovation activities.
Support them efficiently when they have problems. Be proactive.
Customer intimacy will get you very far.
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
12. General Management of High Technology Companies
Key Performance Indicators (KPI)
You should measure your results on :
Market Performance (Penetration, Market Share)
Financial Performance (Profitability, Financial Position)
Organization Health
Social Responsibility
Remember to set quantifiable
objectives for your KPI.
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
13. General Management of High Technology Companies
Market Performance
Profitability
Gross & Operations Margins (EBIT, EBITDA)
ROA, ROE, ROS
STOCK PRICE (if applicable)
Financial Position
Leverage Ratios (EBIT/Equity, Interest Coverage)
Liquidity Ratios (Current & Quick)
Activity Ratios (Assets & Inventory Turnover)
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
14. General Management of High Technology Companies
Financial Performance
Absolute & Rate of Sales Growth
Market Share (# unit, Revenue)
New products as a % of sales & profits
Follow the short term results
Plan for the long term objectives
Act for both
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
15. General Management of High Technology Companies
Organization Health
Make sure you know how mobilized is your team
Too often neglected
No, it will not take care of itself.
It will impact your financial results.
Measures of improvement will take time to give results.
What is the culture of your company ?
Collaborative & Flexible
or
Highly Political & Cover-your-Ass
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
16. General Management of High Technology Companies
Social Responsibilities
Your company has responsibilities toward all stakeholders
including:
Your customers
Your suppliers
Your employees
Your shareholders
The societies in which you are present
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
17. General Management of High Technology Companies
Your team
What do they expect from you ?
A vision
A direction and a pace
Clear objectives
Your trust
To define what is allowed
To identify priorities
To have what they need to do their job
To have a pleasant working
environment
To be proud of working for your
company
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010
18. General Management of High Technology Companies
Yourself
It’s lonely at the top
Get your value straightened
Your first 90 days are crucial
It takes time to know if you are effective
Walk the talk
Try to stay available but do set a distance (they are your team, not your friends)
Get out of your office and fell your company
Be careful not to play favorites
Some people will not like you
Do not forget your personal life
Use your common sense
This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010