Agile practices are designed to facilitate organizational learning through collaboration like natural systems. Tools like Scrum, Kanban boards and iterations promote learning within teams. However, more can be done to enhance knowledge transfer between teams in the post-knowledge era of information overload. The presenter proposes improving online courses, communication channels, tech talks and learning skills seminars to better structure and share information across teams through discussion, debate and peer learning. The goal is to apply principles of emergence and self-organization to build a "living company" capable of continuous adaptation.
British Computing Society [Software Practice Advancement]: What is possibly p...Rob Brown
- The document discusses Rob Brown's experiences and reflections on what is possibly possible with agile in large organizations.
- Brown discusses that first order changes do not change the underlying system, while second order changes transcend the system by changing how the system changes.
- He suggests understanding constraints, people, structures, and forces in the system, while not getting caught by the system. Small changes to individuals can cause reflection and changes in mindsets and behaviors.
Celerate the "Future of CIO" 4500 Blogs Posting Pearl Zhu
Blogging is to pursue the digital communication way for envisioning, brainstorming, sharing, and debating. It’s the journey to make the continuous leadership influence and connect the dots for spurring creativity and advocating digital innovation. It’s the time to celebrate the #4500th blog posting of the “Future of CIO
Having proposed 'an idea worth sharing' in response to a challenge issued by this year's TED Prize winner-The City 2.0; Group Epignosis is pleased to announce its launch of Project Epignosis.
A version of this PowerPoint presentation was shown at a public briefing and reception detailing the initiative's plan to transform the (global) City 2.0 -- beginning in Roanoke.
You're invited to read, "Transforming the City 2.0 - An Idea Worth Spreading" at:
http://theemergenteconomist.blogspot.com/p/transforming-city-20-idea-worth.html
Your Culture will Eat your Agile Strategy for BreakfastMichael Sahota
Struggling with Agile? Frustrated that people don’t really get it? Tired of fighting with organizational bureaucracy? Wondering how you could have been more successful?
We provide a set of essential thinking tools for understanding Agile adoption and transformation so that your change effort avoids becoming another statistic. In particular, you will learn how to use culture to work more effectively with your organization.
It is called a survival guide since so many people have found the concepts to be invaluable in understanding their experiences when working with Agile.
This presentation includes:
Identification of causes of the widespread Agile adoption failure
A model for understanding Agile, Kanban, and Software Craftsmanship cultures
An outline of key adoption and transformation approaches
A framework to help guide when to use these these approaches with your organization
Agile Comes to You - keynote presentation, June 19, 2012.
If you would like the slides for use under creative commons licence, please ask me.
Agile adoption survival guide - working with cultureMichael Sahota
This document discusses strategies for adopting agile practices in organizations with unsupportive cultures. It recommends incremental adoption by focusing on areas of pain and specific practices that address them, rather than trying to implement scrum or adopt the agile manifesto fully. Leaders need to live the agile values through transparency and understanding the existing culture. Developing a transformational leadership team aligned around a shared vision is also important. Transforming culture requires hard conversations and actions from leaders to change the world of work. Resources are provided on agile culture and transformation.
British Computing Society [Software Practice Advancement]: What is possibly p...Rob Brown
- The document discusses Rob Brown's experiences and reflections on what is possibly possible with agile in large organizations.
- Brown discusses that first order changes do not change the underlying system, while second order changes transcend the system by changing how the system changes.
- He suggests understanding constraints, people, structures, and forces in the system, while not getting caught by the system. Small changes to individuals can cause reflection and changes in mindsets and behaviors.
Celerate the "Future of CIO" 4500 Blogs Posting Pearl Zhu
Blogging is to pursue the digital communication way for envisioning, brainstorming, sharing, and debating. It’s the journey to make the continuous leadership influence and connect the dots for spurring creativity and advocating digital innovation. It’s the time to celebrate the #4500th blog posting of the “Future of CIO
Having proposed 'an idea worth sharing' in response to a challenge issued by this year's TED Prize winner-The City 2.0; Group Epignosis is pleased to announce its launch of Project Epignosis.
A version of this PowerPoint presentation was shown at a public briefing and reception detailing the initiative's plan to transform the (global) City 2.0 -- beginning in Roanoke.
You're invited to read, "Transforming the City 2.0 - An Idea Worth Spreading" at:
http://theemergenteconomist.blogspot.com/p/transforming-city-20-idea-worth.html
Your Culture will Eat your Agile Strategy for BreakfastMichael Sahota
Struggling with Agile? Frustrated that people don’t really get it? Tired of fighting with organizational bureaucracy? Wondering how you could have been more successful?
We provide a set of essential thinking tools for understanding Agile adoption and transformation so that your change effort avoids becoming another statistic. In particular, you will learn how to use culture to work more effectively with your organization.
It is called a survival guide since so many people have found the concepts to be invaluable in understanding their experiences when working with Agile.
This presentation includes:
Identification of causes of the widespread Agile adoption failure
A model for understanding Agile, Kanban, and Software Craftsmanship cultures
An outline of key adoption and transformation approaches
A framework to help guide when to use these these approaches with your organization
Agile Comes to You - keynote presentation, June 19, 2012.
If you would like the slides for use under creative commons licence, please ask me.
Agile adoption survival guide - working with cultureMichael Sahota
This document discusses strategies for adopting agile practices in organizations with unsupportive cultures. It recommends incremental adoption by focusing on areas of pain and specific practices that address them, rather than trying to implement scrum or adopt the agile manifesto fully. Leaders need to live the agile values through transparency and understanding the existing culture. Developing a transformational leadership team aligned around a shared vision is also important. Transforming culture requires hard conversations and actions from leaders to change the world of work. Resources are provided on agile culture and transformation.
Haiku Deck is a presentation tool that allows users to create Haiku-style slideshows. The tool encourages users to get started making their own Haiku Deck presentations, which can be shared on SlideShare. In just 3 sentences, it promotes creating Haiku Deck presentations and publishing them to SlideShare.
Sig t02-analisis espacial y gestion de objetosGabriel Parodi
Este documento describe conceptos y herramientas de análisis espacial y gestión de objetos en ILWIS, incluyendo cálculo de mapas y tablas usando operadores aritméticos, lógicos y condicionales, funciones especiales en rásters, concepto de dependencia, información de objetos y propiedades. También cubre tablas de dos dimensiones, clasificación de mapas de valor, y cálculo de distancias a partir de fuentes.
Residential Projects in Dadar East- 4 BHK Flats in Dadar By Ekta InvictusJennifer Johner
Ekta Invictus new residential property in Dadar East by Ekta World, introducing 30 storeys of privacy with 4 BHK apartments and panoramic views of the city. An iconic marvel of privacy and exclusivity, where you witness the finest sights in the city, from the comfort of your abode.
O documento apresenta contrastes no desenvolvimento entre diferentes países e regiões através de imagens, discutindo países desenvolvidos, em desenvolvimento, organização de países exportadores de petróleo, novos países industrializados e países menos avançados.
O documento discute o uso sustentável de recursos naturais, particularmente recursos hídricos. Ele descreve como a água é essencial para a vida humana, mas seu uso crescente pela agricultura, indústria e outros setores ameaça sua disponibilidade a longo prazo se não for gerenciado de forma sustentável. Ele também discute as consequências da escassez de água, como secas, e a necessidade de cooperação internacional para proteger esse recurso compartilhado.
La escuela São Lourenço presentó varios proyectos y eventos durante el año 2012, incluyendo un proyecto sobre los indígenas, el Día de las Madres, las Olimpíadas, las partes de las plantas, el Día de los Padres, el folclore y las celebraciones del 7 de septiembre.
Este documento describe PAIR (Prototype Software for Irrigation Performance and Drainage Indicator), un software prototipo para indicadores de rendimiento de riego y drenaje. Explica que PAIR utiliza varios indicadores de rendimiento para evaluar sistemas de riego. Describe la interfaz de PAIR y sus objetos principales como estructuras de medición, bombeo, información química del agua y herramientas de zoom y panorámica. También resume las bases de datos de PAIR relacionadas con mediciones de caudales, divisiones, parcelas y grupos
Sig t01-modelos de datos-dominios-representacionGabriel Parodi
Este documento introduce los conceptos básicos de ILWIS, un software SIG y de teledetección desarrollado por ITC. Explica que ILWIS puede manejar datos espaciales vectoriales y raster, y que los datos deben estar asociados a dominios que definen sus posibles valores o clases. También describe las representaciones que definen cómo se visualizan los datos espaciales.
Explanation of very simple methods for atmospheric corrections and an example adapted from a paper of the Dept. of Thermodynamics, University of Valencia, Spain.
Agile leadership practices for PIONEERSStefan Haas
This document outlines 8 principles for applying complexity thinking to leadership practices:
1. Address complexity with complexity by using stories, metaphors and pictures rather than just text.
2. Use a diversity of perspectives by considering multiple weak models rather than one strong model.
3. Assume dependence on context and that what worked in the past is not guaranteed for the future.
4. Anticipate, adapt and explore through safe-to-fail experiments rather than just reacting or following a plan.
5. Develop models in collaboration so they help people make sense of the world through many local interactions.
6. Shorten the feedback cycle to learn faster than others and adapt more quickly.
Engelbart Vision - Getting from 3.6% to the other 96.4% - University of Oslo,...Community of Impact
Graduate seminar talk given at University of Oslo, 2014 April 10
by request of Professor Dino Karabeg (Computer Science Dept)
Audio is at: https://soundcloud.com/samhahn/engelbart-vision-getting-from
Can We Do Agile? Barriers to Agile AdoptionTechWell
“Can we do agile?” is a question often asked by individuals enviously looking at the impressive results reported by other organizations that adopted agile practices. What they are usually concerned about are the commonly perceived barriers to agile adoption: large scale, legacy architecture and tools; and demanding governance and compliance practices. Yet, despite these perceived barriers, many organizations with these challenges do agile. Others wonder why, after all their training and shiny new tools, they can’t do agile. What they’re not seeing are the real barriers to agile adoption—the social barriers that impede fast decision cycles. Steve Adolph introduces a fast decision cycle model, explains why social factors are the dominant determinant of agile success, and provides a configuration guide to help participants identify and evaluate these social impediments. Using a case study of a “high ceremony” organization, you and Steve work together to find ways to resolve impediments to doing agile.
This document describes a program to develop collective intelligence among an executive team by addressing problems of keeping up with new information and knowledge. It involves customized education on management topics combined with converting relevant material into actionable strategies. The program aims to help executive teams address issues like information overload, determining relevance of new ideas, improving organizational learning beyond individual knowledge, and ensuring knowledge is converted to strategies before decaying. It provides an example process of distilling literature on a topic like innovation, assessing relevance, and developing an innovation strategy tailored to the company's goals and interdependencies. The overall goal is for the executive team and company to learn faster than competitors and effectively respond to major changes.
How should interactions and collaborations within the group be organized and fostered?
How would you envision and organize interactions in the group and foster communication between individuals?
How should social aspects of lab life be fostered?
What would an optimal lab atmosphere look like?
This document summarizes a presentation about building organizations of the future using the examples of Reaktor and Stora Enso companies. It discusses how Reaktor operates using self-managed teams and agile working methods. Reaktor teams are fluid, have no formal roles, make decisions collectively, and receive support from the whole company. The presentation compares practices at Reaktor to those of Maori tribes, finding similarities in informal social structures and values. It concludes that Reaktor's success is based on trust throughout the organization and suggests Stora Enso rethink practices to encourage informal networking and relationships.
Engineering Management Compiled Powerpoint Presentations (A. Y. 2013 - 2014 2nd Term : Mapua Institute of Technology - Intramuros)
(C) 2013 SHYRA GAIL SUMAGUE. ALL RIGHTS RESERVED.
MAPUA INSTITUTE OF TECHNOLOGY - INTRAMUROS.
shyrawrgrr.tumblr.com | @shyrawrgrr | fb.me/gailshyra | gailshyra@yahoo.com
The Key Success Factor in Knowledge Management... What Else? Change ManagementPatti Anklam
Presented at SLA 2013, on a panel with Ethel Salonen of MITRE Corporation. Provides perspective on change management and how it is used in understanding and creating interventions in knowledge networks.
A complexity approach to managing technology enabled business transformation ...Mikkel Brahm
An alternative - or rather a supplement - to using systems theory to understand organizations and organizational change by drawing on Complex Responsive Processes of Relating.
Haiku Deck is a presentation tool that allows users to create Haiku-style slideshows. The tool encourages users to get started making their own Haiku Deck presentations, which can be shared on SlideShare. In just 3 sentences, it promotes creating Haiku Deck presentations and publishing them to SlideShare.
Sig t02-analisis espacial y gestion de objetosGabriel Parodi
Este documento describe conceptos y herramientas de análisis espacial y gestión de objetos en ILWIS, incluyendo cálculo de mapas y tablas usando operadores aritméticos, lógicos y condicionales, funciones especiales en rásters, concepto de dependencia, información de objetos y propiedades. También cubre tablas de dos dimensiones, clasificación de mapas de valor, y cálculo de distancias a partir de fuentes.
Residential Projects in Dadar East- 4 BHK Flats in Dadar By Ekta InvictusJennifer Johner
Ekta Invictus new residential property in Dadar East by Ekta World, introducing 30 storeys of privacy with 4 BHK apartments and panoramic views of the city. An iconic marvel of privacy and exclusivity, where you witness the finest sights in the city, from the comfort of your abode.
O documento apresenta contrastes no desenvolvimento entre diferentes países e regiões através de imagens, discutindo países desenvolvidos, em desenvolvimento, organização de países exportadores de petróleo, novos países industrializados e países menos avançados.
O documento discute o uso sustentável de recursos naturais, particularmente recursos hídricos. Ele descreve como a água é essencial para a vida humana, mas seu uso crescente pela agricultura, indústria e outros setores ameaça sua disponibilidade a longo prazo se não for gerenciado de forma sustentável. Ele também discute as consequências da escassez de água, como secas, e a necessidade de cooperação internacional para proteger esse recurso compartilhado.
La escuela São Lourenço presentó varios proyectos y eventos durante el año 2012, incluyendo un proyecto sobre los indígenas, el Día de las Madres, las Olimpíadas, las partes de las plantas, el Día de los Padres, el folclore y las celebraciones del 7 de septiembre.
Este documento describe PAIR (Prototype Software for Irrigation Performance and Drainage Indicator), un software prototipo para indicadores de rendimiento de riego y drenaje. Explica que PAIR utiliza varios indicadores de rendimiento para evaluar sistemas de riego. Describe la interfaz de PAIR y sus objetos principales como estructuras de medición, bombeo, información química del agua y herramientas de zoom y panorámica. También resume las bases de datos de PAIR relacionadas con mediciones de caudales, divisiones, parcelas y grupos
Sig t01-modelos de datos-dominios-representacionGabriel Parodi
Este documento introduce los conceptos básicos de ILWIS, un software SIG y de teledetección desarrollado por ITC. Explica que ILWIS puede manejar datos espaciales vectoriales y raster, y que los datos deben estar asociados a dominios que definen sus posibles valores o clases. También describe las representaciones que definen cómo se visualizan los datos espaciales.
Explanation of very simple methods for atmospheric corrections and an example adapted from a paper of the Dept. of Thermodynamics, University of Valencia, Spain.
Agile leadership practices for PIONEERSStefan Haas
This document outlines 8 principles for applying complexity thinking to leadership practices:
1. Address complexity with complexity by using stories, metaphors and pictures rather than just text.
2. Use a diversity of perspectives by considering multiple weak models rather than one strong model.
3. Assume dependence on context and that what worked in the past is not guaranteed for the future.
4. Anticipate, adapt and explore through safe-to-fail experiments rather than just reacting or following a plan.
5. Develop models in collaboration so they help people make sense of the world through many local interactions.
6. Shorten the feedback cycle to learn faster than others and adapt more quickly.
Engelbart Vision - Getting from 3.6% to the other 96.4% - University of Oslo,...Community of Impact
Graduate seminar talk given at University of Oslo, 2014 April 10
by request of Professor Dino Karabeg (Computer Science Dept)
Audio is at: https://soundcloud.com/samhahn/engelbart-vision-getting-from
Can We Do Agile? Barriers to Agile AdoptionTechWell
“Can we do agile?” is a question often asked by individuals enviously looking at the impressive results reported by other organizations that adopted agile practices. What they are usually concerned about are the commonly perceived barriers to agile adoption: large scale, legacy architecture and tools; and demanding governance and compliance practices. Yet, despite these perceived barriers, many organizations with these challenges do agile. Others wonder why, after all their training and shiny new tools, they can’t do agile. What they’re not seeing are the real barriers to agile adoption—the social barriers that impede fast decision cycles. Steve Adolph introduces a fast decision cycle model, explains why social factors are the dominant determinant of agile success, and provides a configuration guide to help participants identify and evaluate these social impediments. Using a case study of a “high ceremony” organization, you and Steve work together to find ways to resolve impediments to doing agile.
This document describes a program to develop collective intelligence among an executive team by addressing problems of keeping up with new information and knowledge. It involves customized education on management topics combined with converting relevant material into actionable strategies. The program aims to help executive teams address issues like information overload, determining relevance of new ideas, improving organizational learning beyond individual knowledge, and ensuring knowledge is converted to strategies before decaying. It provides an example process of distilling literature on a topic like innovation, assessing relevance, and developing an innovation strategy tailored to the company's goals and interdependencies. The overall goal is for the executive team and company to learn faster than competitors and effectively respond to major changes.
How should interactions and collaborations within the group be organized and fostered?
How would you envision and organize interactions in the group and foster communication between individuals?
How should social aspects of lab life be fostered?
What would an optimal lab atmosphere look like?
This document summarizes a presentation about building organizations of the future using the examples of Reaktor and Stora Enso companies. It discusses how Reaktor operates using self-managed teams and agile working methods. Reaktor teams are fluid, have no formal roles, make decisions collectively, and receive support from the whole company. The presentation compares practices at Reaktor to those of Maori tribes, finding similarities in informal social structures and values. It concludes that Reaktor's success is based on trust throughout the organization and suggests Stora Enso rethink practices to encourage informal networking and relationships.
Engineering Management Compiled Powerpoint Presentations (A. Y. 2013 - 2014 2nd Term : Mapua Institute of Technology - Intramuros)
(C) 2013 SHYRA GAIL SUMAGUE. ALL RIGHTS RESERVED.
MAPUA INSTITUTE OF TECHNOLOGY - INTRAMUROS.
shyrawrgrr.tumblr.com | @shyrawrgrr | fb.me/gailshyra | gailshyra@yahoo.com
The Key Success Factor in Knowledge Management... What Else? Change ManagementPatti Anklam
Presented at SLA 2013, on a panel with Ethel Salonen of MITRE Corporation. Provides perspective on change management and how it is used in understanding and creating interventions in knowledge networks.
A complexity approach to managing technology enabled business transformation ...Mikkel Brahm
An alternative - or rather a supplement - to using systems theory to understand organizations and organizational change by drawing on Complex Responsive Processes of Relating.
Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 15 years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.
This document discusses communities of practice and how they evolve through different lifecycles. It begins by providing background on communities of practice and how they were first observed among groups of technicians sharing expertise. The document then discusses the emerging paradigm of communities having lifecycles that include planning, initiating, launching, driving toward self-sufficiency. Barriers to their evolution like lost momentum are also examined, along with tips for reversing trends like providing resources and recognizing contributions. The document presents two case studies, one of a community in an Italian bank and another of a virtual online community, to illustrate successful communities. Mantras for structuring and sustaining communities through variety and breaking monotony are also shared.
The document discusses organizational learning and knowledge creation. It provides definitions of a learning organization and communities of practice. It then describes the cycle of knowledge creation involving the conversion of tacit knowledge to explicit knowledge. This cycle includes socialization, externalization, combination, and internalization. Effective learning involves a social process within communities of practice and managing the interplay between tacit and explicit knowledge.
This document discusses several theories of knowledge management. It introduces the multi-perspective theory, which views knowledge management from technical, organizational, and personal perspectives. It also describes the triology model, which includes the OODA loop model, SECI model, and Oinas-Kakkonen model for understanding knowledge management processes. Finally, it discusses the KISARD model and knowledge management hypercube strategy.
BB Triatmoko, SJ, MA, MBA, Emerging Management Issues and Challenges.pptxssuser3d9304
1. The document discusses emerging management challenges in the global marketplace such as the effects of globalization, black swan events, knowledge-based management, ethics and social responsibility, and environmental development.
2. It notes that since the 2008 global financial crisis, the unpredictability of the future has been recognized, so organizations must develop robust management systems that can handle uncertainty.
3. Small, ecologically diverse and entrepreneurial organizations that foster innovation are discussed as being better able to handle unpredictability compared to large speculative organizations.
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Designing and using group software through patternsKyle Mathews
The document discusses designing effective group learning environments using social software and patterns. It proposes that understanding problems in teaching is difficult but can be addressed by sharing patterns of common solutions. Teachers in a private beta of the Edully Learning Platform this fall can install the platform and sign up to help design more effective learning experiences for students by collaborating to share patterns.
Cultivating Pedagogical Innovation Through Emerging LeadersAndrea Tejedor
This document outlines a spiral model for cultivating pedagogical innovation through emerging leaders. It discusses initiating a leadership group through invitation and discovery phases. It focuses on seeding the ground by creating containers for inquiry and collective maturation. The goal is to leverage educational technologies by exploring technologies, examining pedagogy, and evaluating outcomes through an ongoing process of synthesis, differentiation, and living design.
Similar to Getting insights from natural system to create an Agile “Living”Company (20)
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
2. Speaker: RAZVAN OLARIU
- Geographer - bachelor thesis in Paleoclimatology;
- online student : Coursera and Santa Fe Institute of Complexity Science;
- 1 year and a half in a local IT company starting as
“The manager with the lowest income”in the company
to later becoming
an Agile enthusiast
(currently applying Agile in 2 projects)
- Lean Startup
3. FROM: “Industrial Era”
Scientific Management (Taylorism)
- End 19th century until 1960-1970;
-Capital and labor;
- Bureaucracy;
- Hierarchies;
-Standardized work;
-“Squeezing” people;
-- machine-like model
TO: “Knowledge Era”
- Knowledge and information are the resources
on which competitiveness is created;
-Emphasize on communication and collaboration;
- getting insights from natural living systems;
-Organizational Learning : creating, retaining
and transferring knowledge;
-Knowledge Management: capturing, developing,
-sharing, and effectively using knowledge;
Information Era
“Learning is a lifelong process of keeping
abreast of change. And the most pressing task
is teaching people how to learn.”
(Peter Drucker)
“We should work on our process, not the
outcomes of our process.”
(Edwards Deming)
4. Post Knowledge Era ?
- Increased connectivity and exponential growth of information;
- the returns of Information and knowledge have flattened;
- paralysis by analysis;
- next scarce resource: the ability to focus on the right information in the decision making process;
- Learning should become a collaborative process!!!
5. Describe how Agile is designed to acquire and spread knowledge
My Goals:
Offer my view through the lens of Complexity Science of how Agile brings
insights from the realm of living networks to create a successful model for the
Knowledge Era
Present a personal model of how Agile should be improved in order to make the
transition to a Post-Knowledge Era
6. “The best architectures, requirements and design emerge from
self-organized teams.”
(Agile Manifesto)
9. An ant colony:
No one is in charge
Emergent behavior through simple rules (ex. ant
hill aging stages) cyclically applied
An Agile team:
“Simplicity –the art of maximizing the amount of work not done – is essential”.
(Agile Manifesto)
- Most of the Agile’s tools and processes are simple designed and applied daily and in
iterations: Scrum meetings, pair programming etc.
Daily Scrum - asking the same simple questions day by day can bring into light
important insights
Recursiveness –nature’s strategy to generate complexity
10. Ant Foraging (NetLogo simulation):
- Ants move randomly in many different directions.
When an ant encounters a food source it returns to
the nest, leaving a
Pheromone trail.
- In the absence of reinforcement , he pheromone will
dissipate;
- at any given time the existing trails and their
strengths , encode the colony’s collective information
about the food
environment.
This information adapts to changes in environmental
conditions.
11. Task allocation
-Workers in a colony divide themselves into:
-Nest maintenance - patrolling -foraging - refuse sroting
-How is it that at a specific time the ants decide what task to perform?
-The number of workers pursuing each kind of task adapts to changes in the
environment
Ants decide to adopt particular tasks as a function of :
- what they encounter in the environment
- Their rate of interaction with ants performing different tasks.
12. Emergence
– when networks have properties not present in constituent individuals;
-As a management principle – “The guiding structures that stimulate individuals
to coordinate their activities, in a focused way, of their own volition”
(J. Birkinshaw)
-decision making is an act of collective wisdom
-allowing employees to decide what motivates them
Benefits:
-Responsiveness to a changing environment;
- it energizes the ones involved;
-Enables creativity;
13. Case Study: Valve
-Non hierarchical;
- no job titles, no job descriptions and no employees called “bosses”;
- every employee can initiate projects, and choose which projects to work on;
- each project decides for itself about testing, how often to meet (not very),
-and what the goal is;
-Bonuses for top performances – peers review others performances – high
-Hiring - multiple rounds of interviewing by many employees
“A fearless adventure in knowing what to do when
no one’s there telling you what to do.”
14. Self Organization
-No clear distinction with emergence;
-Stated as one of the principles of the Scrum
Since it’s first definition by Takeuchi & Nonaka
Governing “at the edge of chaos”
- confused with anarchy;
-we should not be afraid by chaos and big fluctuations;
-Ken Schwaber “the pressure cooker of the deadline ”
15. Leadership in a self organized team?
-Influence by acting upon environment ;
-Managers set the goal and let the team to self organize to achieve it;
-Establish enough checkpoints to prevent instability, ambiguity and tension;
-Act to increase spontaneity and creativity;
-Takeuchi & Nonaka – “control by peer pressure” and “control by love”
16. So what makes an Agile Company
a “Living Company”?
Emergence
Self Organization
Recursiveness
AND …
18. ”The ability to learn faster than your competitors
may be the only sustainable competitive
advantage.” Arie de Geus,
“The Living Company”
-1983 – conducted a study on Shell on corporate longevity
-Companies being in place for hundreds of years = “Living companies”
-they depend on the ability of a company’s managers to absorb what is going on in
the business environment and to act on that information with appropriate business moves
-they rely on organizational learning;
How does a company learn and adapt?
What is planning’s role in corporate learning?
19. Role of Management : Planning as learning
The only relevant learning in a company is the learning done by those people who
have the power to act;
-facilitator, catalyst, and accelerator of the Organizational learning process
- changing the rules, or suspending them, could be a spur to learning
20. HOW DOES LEARNING TAKES PLACE IN AN AGILE COMPANY?
“The New New Product Development Game” (Takeuchi & Nonaka, 1986)
"At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly."(Agile Manifesto)
“Multilearning” Organizational transfer of learning
- members of the project team stay in close
touch with outside sources of information;
-learning by doing - across two dimensions:
-across multiple levels (individual, group, and
corporate) and
-across multiple functions -Experts are encouraged
to accumulate experience in areas other
than their own
-through “osmosis”—by assigning
key individuals to subsequent projects;
- by converting project activities
to standard practice
21. LEARNING IN AGILE
Scrum
Kanban Task Boards
Pair Programming
Iterations
Burndown Charts
Code Review Meetings
-These are tools for learning through collaboration;
- But most of the learning process takes place inside the team;
22. Question :
Are these tools enough to facilitate
the transition to the post knowledge era?
My assumption:
Agile leaves room for improvement especially in building
communication channels among different teams
23. Agile practices to enhance knowledge transfer among teams:
Scrum of Scrums Attending workshops
Online courses
Ex: Scrum of Scrums
- an hierarchical model rather than a networked one
24. Example:
- Online courses – internal or external trainers;
- Webinars and Techtalks
- Internal communication channels (IM Tools, E-mail)
- Online Library access
25. My Model:
1.From Online Courses to MOOC’s
-Better adapted for an era of information overload
-Way to connect and collaborate, to engage people in the learning process;
- emphasize on discussion forums;
- Teacher job is rather to facilitate exchanges between participants;
- goal is interaction and exchange : facilitating the production of additional elements
of knowledge
-evaluation done by other peers in the course
27. 3. TechTalks and presentations should be designed more for enhancing debate
- They should resemble more the Scrum meetings
28. 4. Seminars on “learning how to learn” techniques and public speaking
Dealing with procrastination - doing more pleasurable things in place of less
pleasurable ones;
overlearning - continue to study what you've already mastered;
Einstellung - an idea that's already in your mind and you feel
comfortable with may prevent a better idea to show up.
29. Conclusions:
-Agile resemble patterns from the realm of natural world in order to build a model
opposed to “Command and Control” specific for the Knowledge Era;
-Agile was designed to respond change and responding change is learning
- Agile leaves room for improvement
-Agile should emphasize more on cross-team harvesting of knowledge in an era of
Information overload