The document discusses Objectives and Key Results (OKRs), a framework for setting goals and strategy at startups. OKRs involve setting objectives that are clear and foster discussion, with 50% coming from employees. Key results are quantitative metrics to measure objectives on a 0 to 1.0 scale, with 0.6-0.7 typically meaning an objective was successful. OKRs benefit startups by focusing efforts, establishing progress measures, and creating accountability. The document provides tips for setting OKRs across companies, teams and individuals and grading them transparently.
This document introduces Objective and Key Results (OKRs) and provides guidance on how to effectively implement them. It discusses how OKRs originated at Intel and Google and have become a best practice for goal setting. Key aspects of OKRs covered include focusing on measurable results, encouraging ambition, facilitating alignment, and promoting transparency. The document provides examples of properly structured OKRs and emphasizes balancing quantitative and qualitative metrics. It outlines best practices for cascading OKRs from the board to teams and separating OKRs from initiatives. The presentation concludes by recommending next steps for rolling out OKRs, including using planning sheets, training, and software.
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
The document discusses an approach to increase coaching capacity without hiring more coaches. It involves establishing an "Agile Thinking" framework to build independent capability, establishing apprentice coaches through training, and creating a peer coaching community. The approach aims to elevate more team members to coach others by establishing common principles, training topics, and incentivizing contribution. It also discusses defining metrics linked to business outcomes to measure the impact of coaching.
This document provides an introduction to OKRs (Objectives and Key Results). It defines what OKRs are, explains that they should be SMART (Specific, Measurable, Attainable, Relevant, Time-Bound). The document outlines best practices for setting OKRs including having 2-3 objectives per level, setting them quarterly, and updating bi-weekly or monthly. It provides an example of OKRs for increasing the number of stores by 20% and shows how to present OKR progress. The workshop portion of the document involves brainstorming and setting OKRs for the workshop and launching an online gift shop.
OKRs - Practical tips for getting started from practical experience with doze...Tima Bouqdour
OKRs can and will transform your organisation when implemented properly, but many people are confused on how to get started and what pitfalls to avoid.
This presentation will give you an easy-to-understand introduction of things to consider, and our top tips, from experience gained implementing OKRs for thousands of people.
Objectives and Key Results (OKR) is a collaborative goal-setting framework. They are used by teams and individuals to set challenging, ambitious goals with measurable outcomes.
The document discusses Objectives and Key Results (OKRs), a framework for setting goals and strategy at startups. OKRs involve setting objectives that are clear and foster discussion, with 50% coming from employees. Key results are quantitative metrics to measure objectives on a 0 to 1.0 scale, with 0.6-0.7 typically meaning an objective was successful. OKRs benefit startups by focusing efforts, establishing progress measures, and creating accountability. The document provides tips for setting OKRs across companies, teams and individuals and grading them transparently.
This document introduces Objective and Key Results (OKRs) and provides guidance on how to effectively implement them. It discusses how OKRs originated at Intel and Google and have become a best practice for goal setting. Key aspects of OKRs covered include focusing on measurable results, encouraging ambition, facilitating alignment, and promoting transparency. The document provides examples of properly structured OKRs and emphasizes balancing quantitative and qualitative metrics. It outlines best practices for cascading OKRs from the board to teams and separating OKRs from initiatives. The presentation concludes by recommending next steps for rolling out OKRs, including using planning sheets, training, and software.
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
The document discusses an approach to increase coaching capacity without hiring more coaches. It involves establishing an "Agile Thinking" framework to build independent capability, establishing apprentice coaches through training, and creating a peer coaching community. The approach aims to elevate more team members to coach others by establishing common principles, training topics, and incentivizing contribution. It also discusses defining metrics linked to business outcomes to measure the impact of coaching.
This document provides an introduction to OKRs (Objectives and Key Results). It defines what OKRs are, explains that they should be SMART (Specific, Measurable, Attainable, Relevant, Time-Bound). The document outlines best practices for setting OKRs including having 2-3 objectives per level, setting them quarterly, and updating bi-weekly or monthly. It provides an example of OKRs for increasing the number of stores by 20% and shows how to present OKR progress. The workshop portion of the document involves brainstorming and setting OKRs for the workshop and launching an online gift shop.
OKRs - Practical tips for getting started from practical experience with doze...Tima Bouqdour
OKRs can and will transform your organisation when implemented properly, but many people are confused on how to get started and what pitfalls to avoid.
This presentation will give you an easy-to-understand introduction of things to consider, and our top tips, from experience gained implementing OKRs for thousands of people.
Objectives and Key Results (OKR) is a collaborative goal-setting framework. They are used by teams and individuals to set challenging, ambitious goals with measurable outcomes.
OKR (Objective Key Results) Best PracticesWilliam Chin
This document discusses how to make OKRs more specific, measurable, attainable, relevant and time-bound (SMART) to improve focus and coordination among teams. It recommends defining objectives and key results that are clear, quantifiable, regularly reviewed, and can integrate strategic goals across an organization. A case study example shows how applying SMART guidelines to OKRs can clarify responsibilities, dependencies and expectations to better connect work to overall objectives.
The document provides an overview of OKRs (Objectives and Key Results), a goal setting framework used by companies like Google, Intel, and others. It discusses what OKRs are, how they work, their benefits, a typical implementation cycle including setting strategic and tactical OKRs, tips for writing objectives and key results, examples of OKRs for a perfume franchise, and resources for further reading.
This document discusses OKRs (Objectives and Key Results), a framework for setting goals and measuring progress. It emphasizes the importance of aligning employees by focusing collective efforts on measurable priorities that further business objectives. Regular check-ins are recommended to keep teams on track, address challenges early, and promote goal attainment. Studies show interventions that increase progress monitoring can boost performance and behavior change.
Driving Value Creation with A/B Testing & OKRProduct School
The document is about a speaker presenting on using A/B testing and OKRs at Booking.com. The speaker, Dianthe van Velzen, works as a Product Manager at Booking.com and will discuss how the company uses data from A/B testing to build better products. Booking.com runs thousands of A/B tests each year to test small changes and make data-driven decisions. The speaker will also cover how OKRs are used to focus teams and set clear objectives and metrics.
Scaling agility across your enterprise with kanbanDaniel Ploeg
This talk describes how you can use Kanban as an alternative method for scaling your organisation for agility.
Contrasting with other methods, Kanban doesn't look for large disruptive change as a default.
1. The document discusses how company strategy is often disconnected from DevOps teams, lacking clear objectives and priorities.
2. It introduces OKRs (Objectives and Key Results) as a framework to link company strategy and missions to team objectives in a measurable way.
3. An example company implemented OKRs and saw improved focus, transparency, and alignment between teams and business goals as a result.
The document is a presentation by ProcessWhirl Management Consulting about becoming an Agile coach. It discusses what an Agile coach is and the competencies required, including ICF core coaching competencies. It promotes an upcoming one-day workshop on becoming an Agile coach, as well as SAFe certification courses. The presentation provides an overview of the role and responsibilities of an Agile coach, and encourages participants to consider joining the field.
A brief introduction to STATIK - the Systems Thinking Approach To Introducing Kanban.
This presentation was given at LAST Conference Melbourne 2019.
See also http://evogility.com.au
https://www.wrike.com/blog/tag/okr/ - OKR (Objectives and Key Results) is a planning and goal setting technique made famous by Intel and Google. OKRs represent aggressive goals and define the measurable steps you’ll take towards achieving those goals. This presentation walks you through why and how you can use OKRs to power your business.
Execution and Accountability - UBT Australia presentation RESULTS.com
This document discusses the importance of execution and accountability in business. It begins with statistics showing that 90% of health club members quit within 90 days and 90% of strategies fail due to poor execution. The document then notes that only a small percentage of employees understand their company's strategy and priorities. It argues that execution is so difficult because most companies don't measure key performance indicators or make performance visible. The rest of the document provides an agenda for a presentation that discusses setting big goals, engaging employees with a clear core purpose, using software to track key performance indicators and projects, celebrating small wins, and holding employees accountable for their performance.
This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance
The document discusses OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It provides an overview of OKRs, including that objectives define goals and key results are metrics to measure progress. The document also discusses how OKRs can focus efforts, provide clarity of priorities, keep teams aligned, and enable accountability. OKRs are presented as a way to maximize efforts by setting "stretch" goals that motivate high performance.
Agile2016: Stop Using Agile with Waterfall Goals: Goal Agility with OKR Felipe Castro
Slides from my talk during Agile2016. Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm.
Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile.
This talk shows how to define agile goals using OKR (Objectives and Key Results), the goal setting framework adopted by Google, Twitter, LinkedIn and Dropbox.
Upgrading existing content can be just as important as creating new content according to the Pareto principle where 20% of content generates 80% of effects. The document provides instructions for identifying content needing upgrades using analytics tools, analyzing the content for gaps, filling those gaps, and updating the content. It includes a case study of a content owner who upgraded 7 articles, which led to a 64% increase in total views across those articles after the upgrades.
This document discusses OKR (Objectives and Key Results), a goal setting framework used by companies to define, align, and track measurable goals. It consists of an objective, which is significant, concrete, action-oriented, and inspirational, and key results which are specific, time-bound, aggressive yet realistic, and measurable. The document provides examples of OKRs, advantages like exceptional focus and alignment, and steps for adoption such as getting top management buy-in and running a pilot. Reasons for failure include using it only for KPIs rather than strategy or tying it to bonuses. OKRs differ from MBOs in being quarterly rather than annual, bottom-up rather than top-down, looking forward
The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.
Web content 2010 - Transforming The Economist using Scrum - 2010-06-08Rob Purdie
The document discusses the transformation of The Economist online to use Scrum and Drupal. It overviews The Economist's background and content strategy, challenges with legacy systems and outdated practices, and how adopting Scrum and Drupal allows for more flexible and frequent delivery of business value through self-organizing teams. The transformation is ongoing to continuously improve.
The Essentialist Product Manager by ProductPlan Co-FounderProduct School
Main Takeaways:
- Essentialism: Why Less is Better
- Non-essentialist patterns of product managers
- The mindset of an essentialist product manager
- Habits for claiming back your time
This document provides descriptions of various services offered by a digital content and video production company including video production starting at $9, PowerPoint makeover services starting at $1, and holiday videos starting at $5. It also describes a PowerPoint makeover service February 2012 special promotion and includes contact information for those services. The document contains multiple sections with descriptions of products, services, pricing and contact information for a digital media and video production company.
This document provides an overview of training for new distributors. It covers systems for running the business, goal setting, inviting prospects, and becoming an executive. The training emphasizes duplication through following the system, being coachable, maintaining a growth mindset, and developing a supportive group culture. It outlines habits like being a product user, setting goals, expanding contact lists, and promoting events to achieve success in the business.
OKR (Objective Key Results) Best PracticesWilliam Chin
This document discusses how to make OKRs more specific, measurable, attainable, relevant and time-bound (SMART) to improve focus and coordination among teams. It recommends defining objectives and key results that are clear, quantifiable, regularly reviewed, and can integrate strategic goals across an organization. A case study example shows how applying SMART guidelines to OKRs can clarify responsibilities, dependencies and expectations to better connect work to overall objectives.
The document provides an overview of OKRs (Objectives and Key Results), a goal setting framework used by companies like Google, Intel, and others. It discusses what OKRs are, how they work, their benefits, a typical implementation cycle including setting strategic and tactical OKRs, tips for writing objectives and key results, examples of OKRs for a perfume franchise, and resources for further reading.
This document discusses OKRs (Objectives and Key Results), a framework for setting goals and measuring progress. It emphasizes the importance of aligning employees by focusing collective efforts on measurable priorities that further business objectives. Regular check-ins are recommended to keep teams on track, address challenges early, and promote goal attainment. Studies show interventions that increase progress monitoring can boost performance and behavior change.
Driving Value Creation with A/B Testing & OKRProduct School
The document is about a speaker presenting on using A/B testing and OKRs at Booking.com. The speaker, Dianthe van Velzen, works as a Product Manager at Booking.com and will discuss how the company uses data from A/B testing to build better products. Booking.com runs thousands of A/B tests each year to test small changes and make data-driven decisions. The speaker will also cover how OKRs are used to focus teams and set clear objectives and metrics.
Scaling agility across your enterprise with kanbanDaniel Ploeg
This talk describes how you can use Kanban as an alternative method for scaling your organisation for agility.
Contrasting with other methods, Kanban doesn't look for large disruptive change as a default.
1. The document discusses how company strategy is often disconnected from DevOps teams, lacking clear objectives and priorities.
2. It introduces OKRs (Objectives and Key Results) as a framework to link company strategy and missions to team objectives in a measurable way.
3. An example company implemented OKRs and saw improved focus, transparency, and alignment between teams and business goals as a result.
The document is a presentation by ProcessWhirl Management Consulting about becoming an Agile coach. It discusses what an Agile coach is and the competencies required, including ICF core coaching competencies. It promotes an upcoming one-day workshop on becoming an Agile coach, as well as SAFe certification courses. The presentation provides an overview of the role and responsibilities of an Agile coach, and encourages participants to consider joining the field.
A brief introduction to STATIK - the Systems Thinking Approach To Introducing Kanban.
This presentation was given at LAST Conference Melbourne 2019.
See also http://evogility.com.au
https://www.wrike.com/blog/tag/okr/ - OKR (Objectives and Key Results) is a planning and goal setting technique made famous by Intel and Google. OKRs represent aggressive goals and define the measurable steps you’ll take towards achieving those goals. This presentation walks you through why and how you can use OKRs to power your business.
Execution and Accountability - UBT Australia presentation RESULTS.com
This document discusses the importance of execution and accountability in business. It begins with statistics showing that 90% of health club members quit within 90 days and 90% of strategies fail due to poor execution. The document then notes that only a small percentage of employees understand their company's strategy and priorities. It argues that execution is so difficult because most companies don't measure key performance indicators or make performance visible. The rest of the document provides an agenda for a presentation that discusses setting big goals, engaging employees with a clear core purpose, using software to track key performance indicators and projects, celebrating small wins, and holding employees accountable for their performance.
This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance
The document discusses OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It provides an overview of OKRs, including that objectives define goals and key results are metrics to measure progress. The document also discusses how OKRs can focus efforts, provide clarity of priorities, keep teams aligned, and enable accountability. OKRs are presented as a way to maximize efforts by setting "stretch" goals that motivate high performance.
Agile2016: Stop Using Agile with Waterfall Goals: Goal Agility with OKR Felipe Castro
Slides from my talk during Agile2016. Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm.
Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile.
This talk shows how to define agile goals using OKR (Objectives and Key Results), the goal setting framework adopted by Google, Twitter, LinkedIn and Dropbox.
Upgrading existing content can be just as important as creating new content according to the Pareto principle where 20% of content generates 80% of effects. The document provides instructions for identifying content needing upgrades using analytics tools, analyzing the content for gaps, filling those gaps, and updating the content. It includes a case study of a content owner who upgraded 7 articles, which led to a 64% increase in total views across those articles after the upgrades.
This document discusses OKR (Objectives and Key Results), a goal setting framework used by companies to define, align, and track measurable goals. It consists of an objective, which is significant, concrete, action-oriented, and inspirational, and key results which are specific, time-bound, aggressive yet realistic, and measurable. The document provides examples of OKRs, advantages like exceptional focus and alignment, and steps for adoption such as getting top management buy-in and running a pilot. Reasons for failure include using it only for KPIs rather than strategy or tying it to bonuses. OKRs differ from MBOs in being quarterly rather than annual, bottom-up rather than top-down, looking forward
The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.
Web content 2010 - Transforming The Economist using Scrum - 2010-06-08Rob Purdie
The document discusses the transformation of The Economist online to use Scrum and Drupal. It overviews The Economist's background and content strategy, challenges with legacy systems and outdated practices, and how adopting Scrum and Drupal allows for more flexible and frequent delivery of business value through self-organizing teams. The transformation is ongoing to continuously improve.
The Essentialist Product Manager by ProductPlan Co-FounderProduct School
Main Takeaways:
- Essentialism: Why Less is Better
- Non-essentialist patterns of product managers
- The mindset of an essentialist product manager
- Habits for claiming back your time
This document provides descriptions of various services offered by a digital content and video production company including video production starting at $9, PowerPoint makeover services starting at $1, and holiday videos starting at $5. It also describes a PowerPoint makeover service February 2012 special promotion and includes contact information for those services. The document contains multiple sections with descriptions of products, services, pricing and contact information for a digital media and video production company.
This document provides an overview of training for new distributors. It covers systems for running the business, goal setting, inviting prospects, and becoming an executive. The training emphasizes duplication through following the system, being coachable, maintaining a growth mindset, and developing a supportive group culture. It outlines habits like being a product user, setting goals, expanding contact lists, and promoting events to achieve success in the business.
This document summarizes a leads generation course that covers graphic design, video editing, content writing, important tools, and the leads generation process. It defines leads as potential customers and provides examples like website forms and social media interactions. The course then covers capturing leads through online ads and landing pages, nurturing leads with CRMs, automations, and offers, and converting leads through upselling, cross-selling, and sales closes. It emphasizes understanding qualified leads and the customer lifecycle. The document promotes the course as providing live training, recordings, and a certificate for an offer price that is significantly lower than the actual price.
The document discusses the acquisition process and sales tools. It notes that 80% of the sales process is influenced by emotions and triggers. It also states that 17 direct or indirect contacts are usually necessary to close a sale and that having a return on investment (ROI) calculation in a quote can lead to an 80% closing rate. The document provides an example sales proposition that includes objectives, costs summary, and estimated annual savings and ROI for a potential client. It also lists some benefits of using an ROI tool in sales, such as negotiating higher prices and reducing the sales cycle. Finally, it mentions strategic sales planning and business development services.
Demand Generation New Year Planning Session: How to Stand Out in 2021Marketo
The document discusses planning for demand generation activities in 2021. It provides tips for budget planning, aligning activities with content, and ensuring consistency. It also discusses optimizing programs through A/B testing, evaluating results, and making data-driven decisions. Additionally, it covers using intent data to enhance account targeting and prioritize sales opportunities by surfacing accounts actively searching on relevant topics. The key takeaways are to plan strategically while allowing flexibility, capitalize on all engagements, optimize through testing, and leverage intent data when built and used correctly.
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...Rod King, Ph.D.
In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
How to Implement Integrated (pURL) CampaignsCustomXM
Presentation from the 2013 NPOA Spring Conference in New Orleans. Demonstrating how and why print service providers should consider implementing integrated campaigns as part of their service offerings
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems EverywhereRod King, Ph.D.
There are myriad problems in the world. However, problems are discovered and solved using just 4 basic questions: Why? Who? What? How? These 4 Questions (4Q) are mainly presented using a blank template of the 4Q-Canvas. Nevertheless, some other visual templates such as the 4Q-Iceberg and 6Q-Star are shown.
Also, included are variations of the 4Q-Canvas for problem discovery and solving in various domains. This presentation illustrates the power of using the 4Q-Canvas for Universal Problem Solving.
Product Management Strategy and Product GovernancePMIUKChapter
This document discusses product management strategy and governance. It defines product management as focusing on achieving future outcomes through a roadmap and cross-functional team. Product lifecycles and development cadences vary depending on the product type and industry. Products may use a finite, continuous, or hybrid delivery method. The conclusions emphasize that product should be central to strategy, and governance depends on the specific product.
How To Improve Your Brand and Get It Found Online - June 16 2020Gavin O'Halloran
Presented Live at the Vancouver Business Network June 16, 2020
This Talk Is For You If …
● You are tired of working on your business and not seeing desired results.
● Your brand appears outdated or doesn’t communicate to your audience effectively
● You are struggling to get your business noticed online.
What’s it all about?
Come and join us on Tuesday evening, June 16, 2020 and learn from Andrew Scherle and Gavin O’Halloran, how to improve your brand and get it found online.
During this collaborative presentation we will discuss how small businesses can take control of their brand and online presence. You will be taken through the process of what it means to improve your brand and gain more online exposure for your business.
Now more than ever, it’s vital that your brand gets noticed and attracts the right customers. So grab your seat for this value-packed presentation!
What you will learn:
✅ Know how to create a brand that excites your customers
✅ Improve the brand you already have and extend its lifetime.
✅ Strategies to successfully help grow your brand’s visibility online.
Take the "OMG" out of PPC for B2B: Five Strategies for B-to-B Paid SearchTrada
Marketing is different when your customer is another business. In this brief, we'll show you how to use paid search as the basis for a highly sophisticated marketing strategy. With these tips, you will be able to find out where your quality leads are coming from, target stages of the buying cycle, and use your leads from PPC to drive a thoughtful nurturing program.
Check out Trada Reviews here: http://www.trada.com/trada-reviews/
Small Business Roundtable
July 11, 2012
Earl Hadden presented 'The Keys to Small Business Success' at the July Small Business Roundtable. Hadden, who has more than 30 years of consulting and small business experience, has developed a proven accountability system that will keep your business on track. The Roundtable discussion covered the six factors that lead to dramatic business improvement and how to implement them. Hadden also discussed three action items that will help improve your business immediately.
Balanced Scorecard for Strategic Planning and MeasurementKenny Ong
ABF Advanced Balanced Scorecard Conference
April 2009
* How BSC can link and facilitate strategy planning
* Performance management measurement through Balanced Scorecard
* BSC as business intelligence to help organisation build strategic direction and measure the progress of strategic execution
The document provides an overview of building a successful online business using the CTPM process. It discusses understanding the big picture, mastering the basics in Day 1, and the importance of having brains and motivation. It also covers dangers to avoid like sites that don't work, outlines what works like quality content and targeted traffic, and emphasizes that the content is the key to success. Finally, it discusses the homework of completing the course registration, reading the intro and Days 1-2 of the action guide, and identifying 3 potential site concepts.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...Rod King, Ph.D.
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
Webinar: Crate and Barrel Accelerates Their Personalization Program with Opti...Optimizely
A New, More Relevant Way to Personalize
Personalization is a difficult concept to bring to life at scale as it can require large data purchasing and building rigid rules, or taking an automated approach that doesn’t always feel human. In the end, you can be left with more questions than answers. Optimizely’s new approach to personalization, Adaptive Audiences, is powered by natural language processing, and blends machine learning with human expertise to deliver the most relevant experiences to users.
Join Christine Garvey, Senior Manager of Personalization and Optimization at Crate and Barrel, to learn how they have improved their personalization program. Using Adaptive Audiences, Crate and Barrel has been able to increase homepage conversion rates by 20%+ while reducing bounce rates by up to 30%.
Tune into this webinar to learn how:
- Adaptive Audiences decreases the time it takes to target visitors on your website with relevant content
- Crate and Barrel scales their website reach and drives substantial business impact through personalization
- To develop strategies for new personas and segments in your business today
The Business DNA Clock for Investors & Lean Startups: The 8 Steps of Every Su...Rod King, Ph.D.
Based on the perceived inadequacies of Steve Blank's "Investmeter" or thermometer for the Investment Readiness Level (IRL), I decided to develop the Business DNA Clock as a visual tool that shows a customizable roadmap for developing businesses that are built to last. We are currently using the Business DNA Clock to systematically develop, test, and validate ideas for our Business DNA Search Engine project.
The Business DNA Clock is method or tool-agnostic: the Business DNA Clock can be used with tools such as the Experiment Board, Business Model Canvas, and Lean Canvas. The Business DNA Clock also comprehensively summarizes ideas in Eric Ries's "The Lean Startup" as well as Furr and Dyer's "The Innovator's Method."
Try the Business DNA Clock and let's hear from you.
Bromide is a leading provider of enterprise growth solutions, financial advisory and content services for small and medium-sized enterprises, individual proprietors and individuals. Our business comprises of 2 arms, Bromide Enterprise - Dedicated to offering small businesses with the necessary tools and know-how to navigate their business environment, and Bromide Agency - Dedicated to offering individuals with content and avenues through which they can invest. Our tools and programs ensure that our clients are well set up to take charge of their business and financial management.
This document discusses integrating the product development process (PDP) and customer insight process (CIP) to improve customer insight and new product success. It argues that companies often struggle because they don't ask the right market research questions at the right times in the processes. The sweet spot for gaining valuable customer insight is during the pilot and production phases, when prototypes can be tested. Integrating PDP and CIP into a single customer-centric model allows gathering insight continuously and developing messaging early. This shared understanding of customers dramatically improves cross-functional teamwork and outcomes.
The document provides an overview of developing a retail strategy focused on finding the best customer. It discusses understanding the business and competition through analysis, refining the customer value proposition, and leveraging innovation. The strategy development process involves three stages: looking, listening and learning about the marketplace and customers; evaluating, collaborating and testing ideas; and assembling and executing the final strategy. Key elements include analyzing financial and category level product data, understanding customer profiles and segments, and using filters to deeply examine the business and opportunities. The overall goal is to build a strategy that creates profitable growth through a customer-centric approach.
This document discusses how to use the Redmine tool for Scrum project management. It provides step-by-step instructions for setting up a project in Redmine, creating stories and tasks, assigning tasks to sprints, and monitoring the burn down chart. Redmine is an open source project management tool that supports the Scrum framework through plugins. The document outlines the entire Scrum process and how it can be visualized and managed in Redmine.
This document provides an overview of three common software development models: Waterfall, Scrum, and Kanban. It defines the essence of each model, including that Waterfall involves long-term planning while Agile focuses on early feedback and minimal planning. Key aspects of each model are outlined, such as phases for Waterfall and roles for Scrum. A comparison table shows differences between the models in terms of task cycle time, feedback lead time, roles involved, and delivery risk. The document recommends Scrum as a personally preferred model.
Jordan Chung outlines the complicated process to launch a website in China, which requires ICP enrollment. The 15 step process includes:
1. Creating accounts on the Aliyun cloud platform and ICP enrollment page.
2. Filling out company and owner profiles, uploading licenses and forms.
3. Undergoing multiple reviews, including taking a photo at a checkpoint station.
4. Sending paper documents to the government and waiting for final approval.
5. Creating DNS records and launching the site with the ICP ID displayed.
Introduce the Big-Data data characteristic, big-data process flow/architecture, and take out an example about EKG solution to explain why we are run into big data issue, and try to build up a big-data server farm architecture. From there, you can have more concrete point of view, what the big-data is.
Rule 1 suggests having a warm-up session to get people engaged and help them lose inhibitions. Rule 2 says to postpone judging ideas during brainstorming. Rule 3 encourages wild and exaggerated ideas. Rule 4 recommends using "we" instead of names to build group bonding. Rule 5 states that quantity, not quality of ideas, counts during brainstorming. Rule 6 is to build on others' ideas.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
6. SMART
Specific: Clear, not be too general in nature.
Measurable: Generally quantity
Attainable: know your capabilities and must be within reach
Realistic: NEVER be too easy or too difficult
Time-Based: be linked to time
7. Example I
One man – 95 Kg / 170cm.
Dr. suggests 75 Kg is good
for health
8. Example I
One man – 95 Kg / 170cm. Dr. suggest 75 Kg is
good for health
Goal:
Lose weight to 75Kg in 3 month
Specific Measurable Attainable Realistic Time-Based
9. Example I
One man – 95 Kg / 170cm. Dr. suggest 75 Kg is
good for health
Goal:
Lose weight to 75Kg ASAP
Specific Measurable Attainable Realistic Time-Based
10. Example I
One man – 95 Kg / 170cm. Dr. suggest 75 Kg is
good for health
Goal:
Lose weight to 75Kg in 6 months
Specific Measurable Attainable Realistic Time-Based
11. Example II
Sales kick off meeting:
We have to raise the revenue of
Product ABC in this year.
12. Example II
Sales kick off Goal:
We have to raise the revenue to US$ 5M
Specific Measurable Attainable Realistic Time-Based
13. Example II
Sales kick off Goal:
Get the revenue to US$ 5M by the end of this
year.
Specific Measurable Attainable Realistic Time-Based
14. Workshop
Setup the goal to improve your coding
performance for RD
Setup the goal to improve ROI for marketing
Setup the goal to improve testing quality
15. Workshop
Setup the goal to improve your coding
performance for RD
Setup the goal to improve ROI for marketing
Setup the goal to improve testing quality
You can send me your practice and get back to you
jordan_chung@hotmail.com