The document discusses an interview with W. Edwards Deming about preventing the "5 Deadly Diseases of Management". It summarizes Deming as saying the main diseases are a lack of purpose, management by numbers, short-term thinking, annual performance ratings, and high mobility of management. The interview then provides suggestions for curing these diseases such as defining purpose, aligning business to purpose, optimizing the whole system, developing leaders from within, and letting peers rate each other. The discussion emphasizes continuous improvement, empowering employees, and focusing on craftsmanship, customer satisfaction, and multiple perspectives.
This document provides information about Salum International Resources, a management consulting firm focused on peak performance. Some key points:
- The company uses a process called Performance Architecture to help clients improve organizational performance through executive education.
- Courses and workshops focus on topics like leadership, sales, innovation, and achieving peak performance by defining focus, managing energy, and designing breakthroughs.
- The founder, Carlos Salum, has experience in peak performance training for athletes and applying those principles to business. He delivers keynotes and facilitates various learning experiences.
- Services include awareness strategies, learning and implementation to help clients achieve their goals through Performance Architecture and other creative thinking tools.
This document provides information about the UBS Private Wealth Management team, The Orcutt Fasano Wealth Management Group. It outlines their services which include financial planning, estate planning, portfolio management, and wealth transfer strategies. It also provides biographies of the key team members, including their backgrounds, roles, and responsibilities.
The document discusses various management skills that are important for managers to develop at different levels, from basic skills like planning and organizing to more advanced skills like self-management, leadership, and time management. It outlines the pyramid of management skills and explains how skills build on each other towards success. Effective managers must master all levels of skills to develop their team and themselves.
This document discusses key elements for creating and sustaining a high-performance sales force in specialty pharmaceutical companies. Participants shared lessons from their experience. Key elements identified include: having a clear vision and purpose that motivates employees; understanding how performance will be measured and rewarded; strategic targeting of opportunities; attracting the right sales talent through clear hiring criteria focused on values, skills and cultural fit rather than just experience; and linking sales, marketing and medical affairs. Special considerations for specialty pharmaceutical companies include the need for sales representatives with scientific and medical expertise to engage prescribers.
The document provides information on various training programs offered by MindRadius Edulitions including corporate and business communication training, soft skills training, life transformation workshops, and business solutions training. A wide range of topics are covered across different training programs aimed at new recruits, managers, executives, and more. MindRadius uses experiential learning tools like simulations, activities, and games to facilitate the trainings.
The document discusses executive coaching and an organization coaching approach. It describes executive coaching as helping clients improve professional performance and organizational effectiveness through behavioral shifts brought about via deeper analysis of dynamics, individuals, and interactions. The organizational coaching approach is described as holistic, sustainable, integrated, and blended, focusing on discovery, diagnosis, implementation of change, and institutionalizing change. The engagement process involves kickoff, diagnosis, agreement, implementation, development of actions for change, and handover.
The ignite programme provides tools, skills and knowledge to help companies work with desired customers, increase profitable sales, and deliver great value through motivating employees to communicate key messages. The programme consists of 3 areas - Review, Develop, and Grow - which help companies assess their current situation, build processes and sales capabilities, and develop their people. Common questions about the programme relate to its structure, timelines, and potential hiring needs to support new marketing initiatives.
This document provides information about Salum International Resources, a management consulting firm focused on peak performance. Some key points:
- The company uses a process called Performance Architecture to help clients improve organizational performance through executive education.
- Courses and workshops focus on topics like leadership, sales, innovation, and achieving peak performance by defining focus, managing energy, and designing breakthroughs.
- The founder, Carlos Salum, has experience in peak performance training for athletes and applying those principles to business. He delivers keynotes and facilitates various learning experiences.
- Services include awareness strategies, learning and implementation to help clients achieve their goals through Performance Architecture and other creative thinking tools.
This document provides information about the UBS Private Wealth Management team, The Orcutt Fasano Wealth Management Group. It outlines their services which include financial planning, estate planning, portfolio management, and wealth transfer strategies. It also provides biographies of the key team members, including their backgrounds, roles, and responsibilities.
The document discusses various management skills that are important for managers to develop at different levels, from basic skills like planning and organizing to more advanced skills like self-management, leadership, and time management. It outlines the pyramid of management skills and explains how skills build on each other towards success. Effective managers must master all levels of skills to develop their team and themselves.
This document discusses key elements for creating and sustaining a high-performance sales force in specialty pharmaceutical companies. Participants shared lessons from their experience. Key elements identified include: having a clear vision and purpose that motivates employees; understanding how performance will be measured and rewarded; strategic targeting of opportunities; attracting the right sales talent through clear hiring criteria focused on values, skills and cultural fit rather than just experience; and linking sales, marketing and medical affairs. Special considerations for specialty pharmaceutical companies include the need for sales representatives with scientific and medical expertise to engage prescribers.
The document provides information on various training programs offered by MindRadius Edulitions including corporate and business communication training, soft skills training, life transformation workshops, and business solutions training. A wide range of topics are covered across different training programs aimed at new recruits, managers, executives, and more. MindRadius uses experiential learning tools like simulations, activities, and games to facilitate the trainings.
The document discusses executive coaching and an organization coaching approach. It describes executive coaching as helping clients improve professional performance and organizational effectiveness through behavioral shifts brought about via deeper analysis of dynamics, individuals, and interactions. The organizational coaching approach is described as holistic, sustainable, integrated, and blended, focusing on discovery, diagnosis, implementation of change, and institutionalizing change. The engagement process involves kickoff, diagnosis, agreement, implementation, development of actions for change, and handover.
The ignite programme provides tools, skills and knowledge to help companies work with desired customers, increase profitable sales, and deliver great value through motivating employees to communicate key messages. The programme consists of 3 areas - Review, Develop, and Grow - which help companies assess their current situation, build processes and sales capabilities, and develop their people. Common questions about the programme relate to its structure, timelines, and potential hiring needs to support new marketing initiatives.
Back in 1984 Dr. W. Edwards Deming (best known for the "Plan - Do - Check - Act" cycle) foresaw the current economic crisis and its causes. He considered the "5 Deadly Diseases of Management" to be the root of the problem. In his virtual interview with Dr. Deming (who passed away in 1993), Mischa Ramseyer will take a closer look at these diseases - which are still prevalent today - and present some agile management recipes on how to prevent and cure these in today's world.
The whole interview can be viewed on Youtube: http://www.youtube.com/watch?v=ehMAwIHGN0Y
1) The webinar discusses the importance of business owners viewing their company holistically and having a clear vision, goals and plans to avoid constantly "fighting fires".
2) It emphasizes that the business owner's role is to create a vision for the company and communicate it to employees to empower them and guide the company's direction.
3) ROCG offers business owners assistance in developing, implementing and maintaining a clear vision, including establishing objectives, milestones and strategies, and ensuring the vision remains the driving force behind all company decisions and actions.
The document discusses establishing and maintaining vision and goals for a business. It provides tips for creating a clear and specific vision, including evaluating the core purpose and future goals. It emphasizes implementing the vision through objectives, milestones and strategies. The presentation offers to help businesses explore and validate their vision, provide implementation assistance, and hold owners accountable for achieving their goals.
This i a presentation given to a netLinked group charting the journey from being self employed to a true business owner. The presentation looks at the journey you will take and outlines some of thekey steps that you will need to follow.
Tangible provides executive coaching services to help clients achieve their goals and realize their full potential. Their methodology focuses on moving clients from intention to impact through a 5-phase process of initiating goals, mapping a path, practicing adjustments, catalyzing change, and transforming outcomes. They work with individuals and teams across various industries to improve leadership, performance, and organizational success.
Everybody in your business is all about reducing cost, improving productivity and increasing the bottom-line- Nothing Else Matters!. As a leader where do you start and how will you do it?
In this webinar you will learn:
Creating a leadership strategy that increases your leadership ROI.
How to implement a leadership strategy specific to the needs of your unique organization
How to hire the right leader / manager the first time.
Identify and develop future leaders of your organization.
Concinnity strategic plan presentation_2013Bobbi Bilnoski
The document provides an overview of strategic planning for a Parks and Recreation department. It discusses assessing the current environment, identifying stakeholders, conducting a SWOT analysis, and developing a strategic plan with goals, activities, outputs, and outcomes. The purpose is to build on past successes and create a future vision and direction for the department.
To be a good manager, one must fulfill six main roles: setting objectives for the team, organizing work and allocating tasks, clearly communicating responsibilities, motivating the team, setting targets, and developing individuals' skills. Good managers focus everyone's energy on the task, take responsibility for results, set shared aims for teamwork, and regularly update their own knowledge so they can effectively perform management duties throughout the year.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
The document provides an overview of leadership, values, and vision. It discusses what leadership is, focusing on executing goals and building trust. Values like honesty and vision are important. The document outlines qualities of a good leader, including planning, focus, and knowing what type of company and employees are needed. It discusses using the "tornado technique" to revolutionize a business and finding customers to raise money. Overall, the document emphasizes the importance of vision, discipline, focus, planning, and beginning with the end in mind when it comes to leadership.
Balanced Scorecard (BSC) for cultural projects and institutionsTheCultKit
The document discusses implementing a Balanced Scorecard (BSC) for cultural projects and institutions. It provides an overview of the BSC, including its four main perspectives - financial, customer, internal business processes, and learning and growth. It then gives a case study example of completing a BSC, including defining objectives and initiatives for each perspective along with associated metrics, targets, statuses, priorities, and responsibilities. The BSC is presented as a tool to translate vision into measurable goals, communicate strategy, and provide feedback to support strategic learning.
Is It Worth It? Using A Business Value Model To Guide DecisionsKent McDonald
One trait of an effective business analyst is the ability to ask the right questions. One “right” question that applies to just about every projects can sometimes be difficult to ask, let alone answer: “Is it worth it?” This question is difficult to answer, because the answer will change as you proceed through the project and gain more knowledge about the purpose, considerations, costs, and benefits involved in a project.
In this session, we’ll explore a tool you can use to help organize the necessary information to answer the “is it worth it?” question on a regular basis. This interactive session will demonstrate how you can create a value model to make an initial decision about whether to pursue a project, and then utilize that model as your knowledge grows throughout the project to revisit the question and confirm whether the project is on the right course, or if changes need to be made.
Topics discussed during the session include:
Structuring your value model to make decisions about whether to do a project
How to deal with non-financial benefits in your Cost/Benefit discussion
Where measures such as NPV, ROI, TCO, IRR fit into the Cost/Benefit discussion.
The impact of timing of implementation on the Cost/Benefit discussion.
This document discusses continuous improvement and provides tips for effectively planning and executing improvement initiatives. It recommends taking a structured approach by knowing your environment, developing a plan, resourcing the operation, providing the right tools, positioning trained staff strategically, anticipating risks, understanding challenges, dry running scenarios, and then driving results to achieve goals. Continuous improvement is important for any organization, but it requires proper planning, goal-setting, resourcing, and focus on results to be successful. The document also notes that many companies lack time for improvement work due to overly focusing on daily operations, hindering results, and offers the author's company as a way to help keep momentum on improvement strategies.
This document discusses continuous improvement and provides tips for effectively planning and executing improvement initiatives. It recommends thoroughly understanding your environment, developing a detailed plan, properly resourcing your efforts, training staff, anticipating risks, learning about the root causes that need addressing, testing scenarios, and then driving results through your improvement efforts. Continuous improvement is important for any organization, but requires a clear strategy, defined goals and objectives, and ensuring teams have time dedicated to improvements, not just daily operations. Structured planning using the right questions is presented as a good starting point to identify opportunities and achieve rewards through a continuous improvement journey.
The document outlines the steps in a strategic planning workshop to define an organization's strategic process. It discusses assessing the internal and external environment, defining the vision, mission, goals and objectives, developing action plans, and evaluating performance. The workshop aims to clearly define the strategic planning process, explain how to create and execute a strategic plan, and provide a common model for the organization to follow.
Managing change in today\'s topsy turvey business climate -- practical tips in this eBook produced in association with Interaction Associates. More info is at: www.interactionassociates.com
This document provides guidance on effective personal development for microbusinesses. It outlines 6 steps: 1) create a vision statement, 2) develop a mission statement, 3) prepare the vision statement, 4) assess your current position, 5) achieve the mission and vision, and 6) decide on development activities. Having clear vision and mission statements helps to inform a personal development plan to drive the business towards its goals. Ongoing learning and development are important to remain competitive and deliver high quality services that help accomplish the business's overriding purpose.
Agilität ist dieser Tage sehr beliebt. Wer seine Teams heute nach traditioneller Methodik aufstellt, erntet schon fast mitleidige Blicke nach dem Motto: “In welcher Zeit lebst du denn”. Fakt ist aber, dass Agile nicht klar definiert ist. Auch das Agile Manifesto bleibt eine Antwort schuldig. Diesem Umstand wollen wir im ersten Teil des Talks auf den Grund gehen und eine Definition von Agile herleiten.
Im 2. Teil des Talks wenden wir uns dem Management von Agilen Organisationen und Teams zu. Erstaunlicherweise sind die Informationen zum Thema Management in der Agilen Literatur recht dürftig. Welche Schlüsse ziehen wir daraus? Sind Manager in der Zeit selbstorganisierender Teams überflüssig? Oder definieren sich deren Aufgaben im agilen Kontext neu? Diesen und weiteren Fragen rund ums Agile Management geht Mischa Ramseyer in seinem Referat auf den Grund und gibt seine gesammelten Erfahrungen aus Agilen Transformationen der letzten 5 Jahre an seine Zuhörer weiter.
Nach dem Referat ist es möglich
- eine Definition von Agile zu liefern,
- die Aufgaben des Managements im Agilen Kontext aufzuzählen
- DEN Schlüsselerfolgsfaktor bei Agilen Transformationen zu benennen.
Da die traditionelle Wirtschaft Mühe hat, mit den Veränderungen unserer Zeit Schritt zu halten, sich die finanzielle Wirtschaft in den letzten Jahren als dysfunktional, abgehoben und unbrauchbar erweist, tritt nun die Creative Economy ihren Siegeszug an. Firmen wie Apple, Amazon, Salesforce oder DM haben verstanden, ihre Kunden mit einem Strom an kontinuierlicher Innovation immer aufs Neue zu begeistern. Aber Kunden zu begeistern ist nicht genug. In den kommenden Jahren werden wir auch im Arbeitsmarkt einen radikalen Wandel erleben. Firmen, denen es nicht gelingt, ihre Mitarbeiter über eine längere Zeit mit auf ihre Reise zu nehmen, werden durch einen Mangel an qualifizierten Arbeitskräften nicht mehr in der Lage sein, ihr Kerngeschäft zu betreiben.
Diese Präsentation hilft, die aktuellen Herausforderungen im Wirtschafts- und Arbeitsmarkt besser zu verstehen und unterbreitet konkrete Vorschläge, wie eine Adaptive Pragmatische Organisation und deren Management-Modell gestaltet werden soll, damit sie es mit dem 21. Jahrhundert aufnehmen kann.
More Related Content
Similar to Preventing the 5 Deadly Diseases of Management
Back in 1984 Dr. W. Edwards Deming (best known for the "Plan - Do - Check - Act" cycle) foresaw the current economic crisis and its causes. He considered the "5 Deadly Diseases of Management" to be the root of the problem. In his virtual interview with Dr. Deming (who passed away in 1993), Mischa Ramseyer will take a closer look at these diseases - which are still prevalent today - and present some agile management recipes on how to prevent and cure these in today's world.
The whole interview can be viewed on Youtube: http://www.youtube.com/watch?v=ehMAwIHGN0Y
1) The webinar discusses the importance of business owners viewing their company holistically and having a clear vision, goals and plans to avoid constantly "fighting fires".
2) It emphasizes that the business owner's role is to create a vision for the company and communicate it to employees to empower them and guide the company's direction.
3) ROCG offers business owners assistance in developing, implementing and maintaining a clear vision, including establishing objectives, milestones and strategies, and ensuring the vision remains the driving force behind all company decisions and actions.
The document discusses establishing and maintaining vision and goals for a business. It provides tips for creating a clear and specific vision, including evaluating the core purpose and future goals. It emphasizes implementing the vision through objectives, milestones and strategies. The presentation offers to help businesses explore and validate their vision, provide implementation assistance, and hold owners accountable for achieving their goals.
This i a presentation given to a netLinked group charting the journey from being self employed to a true business owner. The presentation looks at the journey you will take and outlines some of thekey steps that you will need to follow.
Tangible provides executive coaching services to help clients achieve their goals and realize their full potential. Their methodology focuses on moving clients from intention to impact through a 5-phase process of initiating goals, mapping a path, practicing adjustments, catalyzing change, and transforming outcomes. They work with individuals and teams across various industries to improve leadership, performance, and organizational success.
Everybody in your business is all about reducing cost, improving productivity and increasing the bottom-line- Nothing Else Matters!. As a leader where do you start and how will you do it?
In this webinar you will learn:
Creating a leadership strategy that increases your leadership ROI.
How to implement a leadership strategy specific to the needs of your unique organization
How to hire the right leader / manager the first time.
Identify and develop future leaders of your organization.
Concinnity strategic plan presentation_2013Bobbi Bilnoski
The document provides an overview of strategic planning for a Parks and Recreation department. It discusses assessing the current environment, identifying stakeholders, conducting a SWOT analysis, and developing a strategic plan with goals, activities, outputs, and outcomes. The purpose is to build on past successes and create a future vision and direction for the department.
To be a good manager, one must fulfill six main roles: setting objectives for the team, organizing work and allocating tasks, clearly communicating responsibilities, motivating the team, setting targets, and developing individuals' skills. Good managers focus everyone's energy on the task, take responsibility for results, set shared aims for teamwork, and regularly update their own knowledge so they can effectively perform management duties throughout the year.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
The document provides an overview of leadership, values, and vision. It discusses what leadership is, focusing on executing goals and building trust. Values like honesty and vision are important. The document outlines qualities of a good leader, including planning, focus, and knowing what type of company and employees are needed. It discusses using the "tornado technique" to revolutionize a business and finding customers to raise money. Overall, the document emphasizes the importance of vision, discipline, focus, planning, and beginning with the end in mind when it comes to leadership.
Balanced Scorecard (BSC) for cultural projects and institutionsTheCultKit
The document discusses implementing a Balanced Scorecard (BSC) for cultural projects and institutions. It provides an overview of the BSC, including its four main perspectives - financial, customer, internal business processes, and learning and growth. It then gives a case study example of completing a BSC, including defining objectives and initiatives for each perspective along with associated metrics, targets, statuses, priorities, and responsibilities. The BSC is presented as a tool to translate vision into measurable goals, communicate strategy, and provide feedback to support strategic learning.
Is It Worth It? Using A Business Value Model To Guide DecisionsKent McDonald
One trait of an effective business analyst is the ability to ask the right questions. One “right” question that applies to just about every projects can sometimes be difficult to ask, let alone answer: “Is it worth it?” This question is difficult to answer, because the answer will change as you proceed through the project and gain more knowledge about the purpose, considerations, costs, and benefits involved in a project.
In this session, we’ll explore a tool you can use to help organize the necessary information to answer the “is it worth it?” question on a regular basis. This interactive session will demonstrate how you can create a value model to make an initial decision about whether to pursue a project, and then utilize that model as your knowledge grows throughout the project to revisit the question and confirm whether the project is on the right course, or if changes need to be made.
Topics discussed during the session include:
Structuring your value model to make decisions about whether to do a project
How to deal with non-financial benefits in your Cost/Benefit discussion
Where measures such as NPV, ROI, TCO, IRR fit into the Cost/Benefit discussion.
The impact of timing of implementation on the Cost/Benefit discussion.
This document discusses continuous improvement and provides tips for effectively planning and executing improvement initiatives. It recommends taking a structured approach by knowing your environment, developing a plan, resourcing the operation, providing the right tools, positioning trained staff strategically, anticipating risks, understanding challenges, dry running scenarios, and then driving results to achieve goals. Continuous improvement is important for any organization, but it requires proper planning, goal-setting, resourcing, and focus on results to be successful. The document also notes that many companies lack time for improvement work due to overly focusing on daily operations, hindering results, and offers the author's company as a way to help keep momentum on improvement strategies.
This document discusses continuous improvement and provides tips for effectively planning and executing improvement initiatives. It recommends thoroughly understanding your environment, developing a detailed plan, properly resourcing your efforts, training staff, anticipating risks, learning about the root causes that need addressing, testing scenarios, and then driving results through your improvement efforts. Continuous improvement is important for any organization, but requires a clear strategy, defined goals and objectives, and ensuring teams have time dedicated to improvements, not just daily operations. Structured planning using the right questions is presented as a good starting point to identify opportunities and achieve rewards through a continuous improvement journey.
The document outlines the steps in a strategic planning workshop to define an organization's strategic process. It discusses assessing the internal and external environment, defining the vision, mission, goals and objectives, developing action plans, and evaluating performance. The workshop aims to clearly define the strategic planning process, explain how to create and execute a strategic plan, and provide a common model for the organization to follow.
Managing change in today\'s topsy turvey business climate -- practical tips in this eBook produced in association with Interaction Associates. More info is at: www.interactionassociates.com
This document provides guidance on effective personal development for microbusinesses. It outlines 6 steps: 1) create a vision statement, 2) develop a mission statement, 3) prepare the vision statement, 4) assess your current position, 5) achieve the mission and vision, and 6) decide on development activities. Having clear vision and mission statements helps to inform a personal development plan to drive the business towards its goals. Ongoing learning and development are important to remain competitive and deliver high quality services that help accomplish the business's overriding purpose.
Agilität ist dieser Tage sehr beliebt. Wer seine Teams heute nach traditioneller Methodik aufstellt, erntet schon fast mitleidige Blicke nach dem Motto: “In welcher Zeit lebst du denn”. Fakt ist aber, dass Agile nicht klar definiert ist. Auch das Agile Manifesto bleibt eine Antwort schuldig. Diesem Umstand wollen wir im ersten Teil des Talks auf den Grund gehen und eine Definition von Agile herleiten.
Im 2. Teil des Talks wenden wir uns dem Management von Agilen Organisationen und Teams zu. Erstaunlicherweise sind die Informationen zum Thema Management in der Agilen Literatur recht dürftig. Welche Schlüsse ziehen wir daraus? Sind Manager in der Zeit selbstorganisierender Teams überflüssig? Oder definieren sich deren Aufgaben im agilen Kontext neu? Diesen und weiteren Fragen rund ums Agile Management geht Mischa Ramseyer in seinem Referat auf den Grund und gibt seine gesammelten Erfahrungen aus Agilen Transformationen der letzten 5 Jahre an seine Zuhörer weiter.
Nach dem Referat ist es möglich
- eine Definition von Agile zu liefern,
- die Aufgaben des Managements im Agilen Kontext aufzuzählen
- DEN Schlüsselerfolgsfaktor bei Agilen Transformationen zu benennen.
Da die traditionelle Wirtschaft Mühe hat, mit den Veränderungen unserer Zeit Schritt zu halten, sich die finanzielle Wirtschaft in den letzten Jahren als dysfunktional, abgehoben und unbrauchbar erweist, tritt nun die Creative Economy ihren Siegeszug an. Firmen wie Apple, Amazon, Salesforce oder DM haben verstanden, ihre Kunden mit einem Strom an kontinuierlicher Innovation immer aufs Neue zu begeistern. Aber Kunden zu begeistern ist nicht genug. In den kommenden Jahren werden wir auch im Arbeitsmarkt einen radikalen Wandel erleben. Firmen, denen es nicht gelingt, ihre Mitarbeiter über eine längere Zeit mit auf ihre Reise zu nehmen, werden durch einen Mangel an qualifizierten Arbeitskräften nicht mehr in der Lage sein, ihr Kerngeschäft zu betreiben.
Diese Präsentation hilft, die aktuellen Herausforderungen im Wirtschafts- und Arbeitsmarkt besser zu verstehen und unterbreitet konkrete Vorschläge, wie eine Adaptive Pragmatische Organisation und deren Management-Modell gestaltet werden soll, damit sie es mit dem 21. Jahrhundert aufnehmen kann.
Da die traditionelle Wirtschaft Mühe hat, mit den Veränderungen unserer Zeit Schritt zu halten, sich die finanzielle Wirtschaft in den letzten Jahren als dysfunktional, abgehoben und unbrauchbar erweist, tritt nun die Creative Economy ihren Siegeszug an. Firmen wie Apple, Amazon, Salesforce oder DM haben verstanden, ihre Kunden mit einem Strom an kontinuierlicher Innovation immer aufs Neue zu begeistern. Aber Kunden zu begeistern ist nicht genug. In den kommenden Jahren werden wir auch im Arbeitsmarkt einen radikalen Wandel erleben. Firmen, denen es nicht gelingt, ihre Mitarbeiter über eine längere Zeit mit auf ihre Reise zu nehmen, werden durch einen Mangel an qualifizierten Arbeitskräften nicht mehr in der Lage sein, ihr Kerngeschäft zu betreiben.
Diese Keynote hilft, die aktuellen Herausforderungen im Wirtschafts- und Arbeitsmarkt besser zu verstehen und unterbreitet konkrete Vorschläge, wie eine Adaptive Pragmatische Organisation und deren Management-Modell gestaltet werden soll, damit sie es mit dem 21. Jahrhundert aufnehmen kann.
Doppelter Output in der halben Zeit - Wo bleibt die Qualität?Mischa Ramseyer
The document summarizes a presentation on quality and agile development given at an annual meeting of the Swiss Association for Quality (SAQ). It discusses different definitions of quality from various thought leaders and standards bodies. It also covers how quality has both effectiveness and efficiency aspects. A key theme is that in agile development, teams should focus on "doing the right thing" by delivering business value early through iterative development and continuous improvement based on customer feedback. This approach helps ensure the most important and highest priority features are delivered first while continuously reducing defects and technical debt.
Diese Präsentation wurde an verschiedenen internen Management-Weiterbildungsanlässen gehalten.
Die Präsentation stellt Management 3.0 vor. Ich gehe dabei in der ersten Phase auf die Wurzeln von Management 3.0, nämlich die Agile (Softwareentwicklung) Bewegung und Complexity Thinking ein. Anschliessend wird die Rolle des Management im Agilen Kontext beleuchtet. Danach wird aufgezeigt, welche Herausforderungen wir im 21. Jahrhundert bewältigen müssen, und wie uns Agilität dabei unterstützt.
Erst dann gehen wird auf die Spezifika von Management 3.0 eingegangen. Die Präsentation schliesst mit konkreten Workout-Tipps, damit dein Unternehmen gesund bleibt.
Viel Spass beim Studieren.
The document discusses how agile teams can drive innovation. It argues that innovation is important for companies like Apple, which has seen tremendous growth through innovative products like the iPod, iPhone, and iPad. The document presents the concept of a pragmatic organization that continuously innovates, delights customers and employees, and is organized as a network of empowered teams delivering value.
Twice as much in half time - What's about the Quality?Mischa Ramseyer
This Slideshow contains principles and practices to improve quality in software engineering process. First we have to make sure that we implement the right stuff and then we have to make sure that we do it right. Agile Quality Assurance is a practice which in the end leads to performance improvements in the software devleopment process.
Die Rolle des Managers wird in der agilen Welt oft übersehen. Es gibt viele Informationen über die agile Softwareentwicklung, agiles Testing und agiles Projektmanagement, aber wenig konkrete Praktiken für Entwicklungsleiter oder Teamleader. Aber wenig für das traditionelle Linienmanagement.
Einige Studien identifizieren das klassische “old-style” Management als grösstes Hindernis bei der Einführung der Agilen Softwareentwicklung. Entwicklungsleiter und Teamleader müssen neu lernen, was ihre Rolle in der agilen Organisation ist.
Brauchen wir wirklich ein neues Agiles Management? Oder sollten sich Manager auf vorhandenes Wissen abstützen und dieses konsequent anwenden?
Dieser Vortag beantwortet diese Frage!
This presentation was held at the Atlassian & Java User Group Joint Event about Scrum & electronic tool support. It contains an introduction into Scrum, some tooling principles and an evaluation process for Scrum tools.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
17. Define your Mission, or ...
We’re always creating.
To provide
Organize the world’s information the best
and make it universally customer
accessible and useful. service
possible.
18. ... a Manifesto
hJp://www.liip.ch/staSc/manifesto/index.html
10.04.13
From
Vision
to
Backlog
18
23. To provide the best customer service possible.
Values:
hJp://labyrinthgal.blogspot.ch/2010/06/delivering-‐happiness-‐book-‐report.html
Movement:
hJp://www.deliveringhappiness.com
35. Rewards can work for your organization, and not against
it, when you take the following six rules into account:
hJp://www.management30.com/workout/kudo-‐box/
6
These six rules for rewards in you the best chance at increasing rewards small.
Don’t promise rewards give advance. Keep anticipated satisfies all six criteria. A well-aimed kiss, blown carefully across a
Reward continuously, not once.
people’s performance and enjoyment, while encouraging intrinsic conferencepeoplecan also donot look just once per (just kidding!) It’s
Give rewards at unexpected moments, so Sometimes you cannot prevent table, an- Do wonders, I’ve noticed month or once per
The Six Rules of Rewards
motivation instead of destroying it. Notice thatticipating a potential reward. In such cases, year for something to celebrate. Every day
that people don’t change their intentions an incidental com- not that difficult to implement rewards well.
pliment addressed reward. When acknowled- accordingwellresearch, big rewards are likely can be a day to celebrate something. When
and focus on the at a colleague in a meeting, for a job to done,
gement of good work comes as a surprise, to decrease the performance of people. This people do useful work every day, every day
research says intrinsic motivation will not might be because the stress of anticipation is an opportunity for a reward [McCrimmon,
be undermined [Pink, Drive l:524]. will interfere with people’s working memory “Celebrating Success”].
[Fleming].
1
Reward publicly, not privately.
2
Reward behavior, not outcome.
3
Reward peers, not subordinates.
7
Everyone should understand what is rewar- Outcomes can often be achieved through Rewards should not come just from the ma-
ded and why. The goal of giving rewards is shortcuts, while behavior is about decent nager. Find a way for people to reward each
to acknowledge good work, and have people work and effort. When you focus on good other, because peers often know better than
enjoy it too. To achieve this, a regular public behavior, people learn how to behave. When managers which of their colleagues deserve
reminder works better than an annual pri- you focus on desired outcomes, people may a compliment [Tynan, “Reward Employees”].
vate one [Alberg, “Celebrate Success”]. learn how to cheat [Fleming].
38. craftsman development
Shu
tradiSonal
wisdom,
learning
fundamentals
appren)ce
Ha
detachment,
breaking
with
tradiSon
journeyman
Ri
transcendence,
everything
is
natural
master
hJp://en.wikipedia.org/wiki/Shuhari
hJp://en.wikipedia.org/wiki/Master_cra_sman
hJp://www.management30.com/workout/business-‐guilds/
39. OK, we understood that
craftsmanship is important, but
where are the leaders?
40. 1. Commit to self-development
Learn to live True North values
through repeated learning cycles
True North
4. Create Vision and Values 2. Coach and
Align Goals Challenge Develop Others
Create True North vision Kaizen See & challenge true
& align goals vertically Go and See potential in others through
and horizontally Teamwork self-development
Respect for learning cycles
Humanity
3. Support Daily Kaizen
Build local capability throughout for
daily management & kaizen
47. perspective
3. Organization
7. Community
1. Employee
4. Customer
5. Manager
6. Supplier
2. Team
hJp://www.management30.com
dimension
1.
Time
2.
Tools
3.
People
4.
Value
5.
FuncSonality
6.
Quality
7.
Process
It’s
like
a
balanced
scorecard,
but
2-‐dimensional