There is a way to measure your company’s progress in transforming to company-wide agility! Gain a holistic perspective of (your company’s) organizational agility by using a new assessment tool.
In companies, we define OKRs and KPIs for aligning and measuring our performance. However, not much has been done thus far to measure how we are progressing on our journey to company-wide agility. With the right data, that journey can go more rapidly! In this session we provide an overview of what metrics to use, based on many years of experience and groundbreaking scientific theory and articulated as “BOSSA nova” - a synthesis of Beyond Budgeting, Open Space, Sociocracy & Agile.
Embracing a data-driven approach to company-wide agility doesn’t mean you’ll have all the answers - but you’ll be able to ask better questions. A focus on data is especially important today when remote work settings create additional barriers to communication and understanding.
Probe your Organization. How to implement a Learning Organization with BOSSAnovaJutta Eckstein
The volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in asks for company-wide agility. Yet, agility in the literal sense that means companies need to be adaptive, responsive, fast, and nimble.
Thus, although already created in the 90ies, the original idea of a learning organization, that is a company that facilitates the learning of its members and continuously transforms itself, is more relevant than ever.
Yet, how can such a learning organization come to life? BOSSA nova is one approach to company-wide agility by synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility.
The key to its success are so-called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, Jutta will share various probes implemented by different companies that can guide the probing in your company to establish a learning organization.
Supporting Agile Adoption: Innovation by Sharing. How Your Company can Benefi...Jutta Eckstein
Being connected to society is essential to long-term profitability. If a company is not collaborating on its learning, it will not be innovative enough. At first sight, you might think sharing your learning would prevent you from being the number one in your industry, but the challenges we’re facing right now can only be addressed (quickly) together. Thus, being secretive and focusing on itself inhibits a company from being innovative. In a sense, your company needs to be influenced by outside ideas! A company, especially if it claims to be Agile, is expected to be aware of its ecosystem. Otherwise, it will be viewed as untrustworthy, and distrust will undermine all aspects of the business (including finding clients and talent).
Real Cross-functional Teams for Creating Real and Better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g. backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truely cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc.This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
In agile development we often talk about that our highest priority is to satisfy the customer or that we welcome change for the customer's competitive advantage. However, we always assume the customer is a business customer. In this session I want to attempt to broaden our horizon to have a more holistic perspective on who our customer is (or could be) and how this can change our actions. I will share both ideas about possibilities and examples from companies who make already attempts in implementing this holistic perspective.
So, open your mind and explore with me how the agile community can expand their responsibility.
Beyond KPIs and OKRs: Creating an environment for high-performing, innovative...Jutta Eckstein
oo often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top down OKRs and KPIs. Moreover, “measuring from above,” tends to measure the output of production rather than the truly important outcome: what is really making a difference for our customers and therefore for our company.
Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches. One such synthesis is Beyond Budgeting, Open Space, Sociocracy, and Agile (BOSSA nova). This synthesis enables a company to “measure upwards” without jeopardizing the strengths of “leading downwards.” Fortunately, the implementation can be done in small steps that probe and demonstrate new measurement ideas on a small scale such that the proof cascades beyond the demonstration. This session will enable you to get started on your journey to spreading the idea of upwards measurement company-wide.
This workshop asks participants to start where they are, explains what it means to probe, and helps them develop strategies and experiments they can use in their own situation to create an environment for high performance that goes beyond what OKRs and KPIs can offer.
Don’t Fail Fast - Learn fast: Failing fast is an option. But innovating fast ...Jutta Eckstein
Often in agile working environments, people aim for failing fast. Yet failure is not the goal - learning is. Failure can lead to learning and so can other approaches. It can lead beyond continuous improvement to transformative learning: seeing your situation from a whole new framework in a way that lets you learn by leaps of insight.
In this workshop we present specific ways to probe, using hypothesis, and experiments will help you and your team to learn fast. This approach provides a way to get into the mindset of learning and thus always developing.
Usually a failure is to do nothing… or to do anything (blindly). The key even for big issues is to make small bets (hypothesis) and learn through experiments what's the impact. So, gain insights by (in)validating the bet. In summary it's about thinking big but acting small (and safely). Note, that every great idea, every innovation is at first a guess or rather a hypothesis and only experiments allow us to find out if our idea is really as great as we thought at first.
Innovation by Sharing. How Collaborating on Learning Can Benefit Your CompanyJutta Eckstein
Being connected to society is essential to long-term profitability. If a company is not collaborating on its learning, it will not be innovative enough. At first sight, you might think sharing your learning would prevent you from being the number one in your industry, but the challenges we’re facing right now can only be addressed (quickly) together. Thus, being secretive and focusing on itself inhibits a company from being innovative. In a sense, your company needs to be influenced by outside ideas! A company, especially if it claims to be Agile, is expected to be aware of its ecosystem. Otherwise, it will be viewed as untrustworthy, and distrust will undermine all aspects of the business (including finding clients and talent).
In this session, we will explore how cross-functional teams constructed along BOSSA nova principles not only reach across the entire company but into the ecosystem to comprehend the company holistically.
Probe your Organization. How to implement a Learning Organization with BOSSAnovaJutta Eckstein
The volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in asks for company-wide agility. Yet, agility in the literal sense that means companies need to be adaptive, responsive, fast, and nimble.
Thus, although already created in the 90ies, the original idea of a learning organization, that is a company that facilitates the learning of its members and continuously transforms itself, is more relevant than ever.
Yet, how can such a learning organization come to life? BOSSA nova is one approach to company-wide agility by synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility.
The key to its success are so-called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, Jutta will share various probes implemented by different companies that can guide the probing in your company to establish a learning organization.
Supporting Agile Adoption: Innovation by Sharing. How Your Company can Benefi...Jutta Eckstein
Being connected to society is essential to long-term profitability. If a company is not collaborating on its learning, it will not be innovative enough. At first sight, you might think sharing your learning would prevent you from being the number one in your industry, but the challenges we’re facing right now can only be addressed (quickly) together. Thus, being secretive and focusing on itself inhibits a company from being innovative. In a sense, your company needs to be influenced by outside ideas! A company, especially if it claims to be Agile, is expected to be aware of its ecosystem. Otherwise, it will be viewed as untrustworthy, and distrust will undermine all aspects of the business (including finding clients and talent).
Real Cross-functional Teams for Creating Real and Better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g. backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truely cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc.This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
In agile development we often talk about that our highest priority is to satisfy the customer or that we welcome change for the customer's competitive advantage. However, we always assume the customer is a business customer. In this session I want to attempt to broaden our horizon to have a more holistic perspective on who our customer is (or could be) and how this can change our actions. I will share both ideas about possibilities and examples from companies who make already attempts in implementing this holistic perspective.
So, open your mind and explore with me how the agile community can expand their responsibility.
Beyond KPIs and OKRs: Creating an environment for high-performing, innovative...Jutta Eckstein
oo often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top down OKRs and KPIs. Moreover, “measuring from above,” tends to measure the output of production rather than the truly important outcome: what is really making a difference for our customers and therefore for our company.
Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches. One such synthesis is Beyond Budgeting, Open Space, Sociocracy, and Agile (BOSSA nova). This synthesis enables a company to “measure upwards” without jeopardizing the strengths of “leading downwards.” Fortunately, the implementation can be done in small steps that probe and demonstrate new measurement ideas on a small scale such that the proof cascades beyond the demonstration. This session will enable you to get started on your journey to spreading the idea of upwards measurement company-wide.
This workshop asks participants to start where they are, explains what it means to probe, and helps them develop strategies and experiments they can use in their own situation to create an environment for high performance that goes beyond what OKRs and KPIs can offer.
Don’t Fail Fast - Learn fast: Failing fast is an option. But innovating fast ...Jutta Eckstein
Often in agile working environments, people aim for failing fast. Yet failure is not the goal - learning is. Failure can lead to learning and so can other approaches. It can lead beyond continuous improvement to transformative learning: seeing your situation from a whole new framework in a way that lets you learn by leaps of insight.
In this workshop we present specific ways to probe, using hypothesis, and experiments will help you and your team to learn fast. This approach provides a way to get into the mindset of learning and thus always developing.
Usually a failure is to do nothing… or to do anything (blindly). The key even for big issues is to make small bets (hypothesis) and learn through experiments what's the impact. So, gain insights by (in)validating the bet. In summary it's about thinking big but acting small (and safely). Note, that every great idea, every innovation is at first a guess or rather a hypothesis and only experiments allow us to find out if our idea is really as great as we thought at first.
Innovation by Sharing. How Collaborating on Learning Can Benefit Your CompanyJutta Eckstein
Being connected to society is essential to long-term profitability. If a company is not collaborating on its learning, it will not be innovative enough. At first sight, you might think sharing your learning would prevent you from being the number one in your industry, but the challenges we’re facing right now can only be addressed (quickly) together. Thus, being secretive and focusing on itself inhibits a company from being innovative. In a sense, your company needs to be influenced by outside ideas! A company, especially if it claims to be Agile, is expected to be aware of its ecosystem. Otherwise, it will be viewed as untrustworthy, and distrust will undermine all aspects of the business (including finding clients and talent).
In this session, we will explore how cross-functional teams constructed along BOSSA nova principles not only reach across the entire company but into the ecosystem to comprehend the company holistically.
Beyond KPIs & OKRs: How “measuring from below” enables innovation and true ef...Jutta Eckstein
“Measuring from above” traditionally means measuring against a standard set in the past - against a set of assumptions based on customer research. The unstated assumption is that the customer data will be valid for at least some period of time in the future. OKRs and KPIs then give feedBACK against targets set based on management’s picture of what customers want. What is needed in our VUCA world, however, is feedFORWARD. That is, we must build a model of what customers will want in the future and act now against that model.
Too often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top-down OKRs and KPIs. Moreover, “measuring from above,” tends to measure only the output of production. However, in the VUCA world, we’re living in right now, measuring the output of production is not enough for companies that need to survive and thrive on disruption. Although OKRs and KPIs have served the business world well in the past, in the future, companies need to focus on the truly important outcome: what is really making a difference for our customers and therefore for our company.
However, in a VUCA world, we cannot assume any sort of stability - the model of the future must change often if it is to be sensitive to changing conditions. The “view from below” is very likely to be more attuned to such changes than the view from the top, which necessarily operates at a more abstract, longer-term level. Without measurement from below, the measurement from the top is likely to become “old-fashioned” very quickly.
Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches.
Real Cross-functional teams for Creating real and better ProductsJutta Eckstein
co-presentation with Maryse Meinen.
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs, etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality, the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
Real Cross-functional Teams for Creating real and better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
Too many products have been developed that serve one kind of client only. The reason is that the composition of the teams leads (subconsciously) to the development of products that serve only people that resemble the people in the team. One “famous” example is the soap dispenser that only works if your hands are white.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...Jutta Eckstein
Company-wide Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex. The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity. BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile. This presentation provides examples of probing your perspectives on the organigram.
Talk delivered by Antoinette Coetzee at Agile Days Istanbul 2019.
Abstract:
Agile at the team level has been around for almost 25 years. Over the last few years it has grown from product development framework to IT department approach, from the software development arena to the larger organisation. We have seen the advent of scaled frameworks like SAFe, we have seen an explosion of tools, we are now onto Business Agility and the application of Agile in non-software companies.
Yet most organisations are still not happy with the improvements brought about by an Agile way of working. Why?
In this talk we explore the issue of agility from multiple angles. We look at the impact of Leadership, Organisational Structure, Culture, Products and Technical Practices, to name but a few.
Please join us to dismantle some of your own hidden assumptions and find a path into great agility!
* Agility does not impact leaders
* We need a framework
* We need tools
* Technical mastery is not important
* We can continue to measure success in the same old way
* We don’t need to change our organisation structure
* We can scale without having it right at the team level
* There is an end state
* Decisions can be made in the same way
* It has to start from the top, or it had to start from the bottom
* It is an IT problem
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisalsJutta Eckstein
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.
Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisalsJutta Eckstein
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.
In this keynote I want to attempt to broaden our horizon to a more holistic one. So, open your mind and explore with me our societal responsibility within the agile community and beyond.
ANI | Webinar | Agile BOSSA nova | Jutta Eckstein and John Buck | 13th Oct'19AgileNetwork
Webinar Abstract:
Digitalization and other disruptions call for rapid organizational flexibility and adaptability. This has an impact on all dimensions of a company: its strategy, structure, and the processes. Thus, companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be agile. Yet, doing Agile (the mechanics) is different from being agile (the mindset). The mindset lets you apply flexible Agile patterns not only for software development teams but for the whole company.
In this workshop, we will examine what being agile really means and how it can be implemented by combining principles from different “streams” like Beyond Budgeting, Open Space, Sociocracy, Agility (BOSSA nova).
Together, these concepts enable a company not only to survive but also to thrive on (digital) disruptions through entrepreneur initiatives. In this session, we will use case studies of companies that are pioneering the combination of these concepts.
Key Takeaways:
1. Understand the organizational values that support the digital transformation
2. Learn how Beyond Budgeting, Open Space, Sociocracy & Agile combines supporting digitalization
3. Know how you can accelerate your digital transformation company-wide.
Beyond Agile: Thriving on Digitalization with Beyond Budgeting, Open Space & ...Jutta Eckstein
Digitalization calls for rapid organizational flexibility and adaptability. This has an impact on all dimensions of a company: its strategy, structure, and the processes. Thus, companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be agile. Yet, doing agile (the mechanics) is different from being agile (the mindset). The mindset lets you apply flexible agile patterns not only for software development teams but for the whole company.
In this workshop, we will examine what being agile really means and how it can be implemented by combining principles from different "streams" like Beyond Budgeting, Open Space, Sociocracy, Agile (BOSSA nova).
Together, these concepts enable a company not only to survive but also to thrive on (digital) disruptions through entrepreneur initiatives. In this session, we will use case studies of companies that are pioneering the combination of these concepts.
Agilists, the planet is (silently) screaming!Jutta Eckstein
There’s no time to wait just because we’re overwhelmed. We need to act on the climate crisis NOW! We’ll create small experiments we all can do, and we’ll involve the whole conference to get feedback.
We are dealing with a slow crisis. We are used to a crisis being now and urgent and stirring fight or flight hormones that cause us to drop everything and face the crisis. So, the difficulty with the climate crisis (and other planetary challenges) is that for most of us the fight or flight hormones are not kicking in. Additionally, that crisis is a wicked problem that tends to leave us overwhelmed (“what can little me do about such a big problem?”), uncertain if we can make a difference at all, and if so, how?
In this workshop, we will focus on the professional life of agile leaders and testers in their organizations and will present a strategy for creating necessary internal and external connections that can help us better react NOW to this slow crisis in our everyday work. Furthermore, we will explore how to overcome the helplessness many people feel with such a wicked problem and explore specific sustainable testing strategies you can use in your day-to-day work. We will not only create small experiments that we all can specifically do as agile leaders and testers but also as a group we will organize a way to get feedback on these experiments from the whole conference. This way, the whole conference can start to hear the “silent scream of the planet” and both the participants of the workshop and the whole conference can mutually benefit from these experiments.
BOSSA nova: Beyond Agile - Preparing for DigitalizationJutta Eckstein
Today companies are expected to be flexible and both rapidly responsive and resilient to change, to both survive but also to thrive on disruptions. These challenges call for company-wide agility. Yet, doing Agile (the mechanics) is different from being Agile (the mindset). For example, substituting management meetings with daily Scrums or using a backlog for the board of directors doesn’t make a company agile.
In order to become truly agile (meaning flexible, responsive, adaptive, fast, and nimble), you need to think outside the (agile) box. Company-wide agility requires a holistic approach, a combination of different principles: First and foremost the principles of
Beyond Budgeting (flexible budgeting & relative targets),
Open Space (leveraging the innovative power of all employees),
Sociocracy (flexible organizational structures and decentralized decision making), and –of course–
Agile (inspecting & adapting).
We synthesized these proven principles into a wider perspective dubbed BOSSA nova: B = Beyond Budgeting, OS = Open Space, S = Sociocracy, A = Agile. Jutta will reveal a path toward company-wide Agility by showing the synthesis of BOSSA nova.
EPIP Webinar: The Next Frontier in Impact Measurement Isn't Measurement At AllEPIPNational
Why we need skilled impact analysts to improve social capital markets
The investment and philanthropic worlds are converging, as foundations increasingly focus on strategic, results-based giving, businesses seek to manage their supply chains and reputations in a world increasingly concerned about sustainability and social equity, and Impact Investing rises to the fore. But the central question- what's the impact- remains elusive. The quest for a universal set of standard metrics has proven elusive, for good reason. This week's speaker, Sara Olsen, has nearly two decades of work in impact management with an impressively diverse range of investors, social entrepreneurs and nonprofits, from CalPERS to Fair Trade USA to the cellist Yo-Yo Ma. We will talk about the emergence of the new profession of skilled impact analysts, what "good enough" impact information looks like to different audiences, where impact measurement practice is heading, and how you play a role.
This session will include content by Kate Ruff and Sara Olsen originally published in Stanford Social Innovation Review.
**This webinar is co-hosted by EPIP-San Diego**
More about the presenter: ara Olsen has been recognized twice as one of America’s Most Promising Social Entrepreneurs by Bloomberg Businessweek for her work defining the impact management discipline.
Since founding SVT Group in 2001, Sara and SVT’s team of subject-matter experts have measured the social and environmental value of approximately $9Bn in private equity, debt and grants in dozens of countries and issue areas. Recent clients include Yo-Yo Ma, Restore the Earth Foundation, Fair Trade USA, the Global Fund for Women and CalPERS’ Environmental Investment Advisor.
Agile BOSSA nova: an “Unrecipie” for Thinking Outside the Box with Beyond Bud...Jutta Eckstein
Today companies and organizations are expected to be flexible and both rapidly responsive and resilient to change, to both survive but also to thrive on disruptions. These challenges originate in the VUCA (volatile, uncertain, complex, and ambiguous) world and call for the whole organization to become agile.
To become truly agile (meaning flexible, responsive, adaptive, fast, and nimble), you need to think outside the box. Organization-wide agility requires a holistic approach, a combination of different principles: First and foremost the principles of Beyond Budgeting, Open Space, Sociocracy, and Agile.
However, in talking with various experts about how to address the challenges organizations organizations face, we got answers from within that expert’s “box.” For example,
A Beyond Budgeting expert said, “Stop fixing the budget annually, because otherwise you won't have the flexibility to react to frequent market changes.”
An Open Space expert said, “You need to make space for what you don’t know and can’t control, for totally new things to emerge. If people can follow their passion, you will be able to implement company-wide Agility, otherwise people will just do what they are asked.”
A Sociocracy expert said, “You first need to resolve the power structure, because as long as you have a hierarchy defined as top-down you will not become agile.”
An Agile expert said, “You need to start inspecting and adapting by using regular retrospectives in order to react flexibly, otherwise you will neither be able to learn from the market nor from within your company.”
All of these perspectives are true, but each perspective was always from within the discipline (or within the box). We synthesized the approach into a wider perspective dubbed BOSSA nova: B = Beyond Budgeting, OS = Open Space, S = Sociocracy, A = Agile.
We describe how everyone can use “probes” to implement BOSSA nova in their own organization. Examples will lead to discussion of what probes might mean to you.
Beyond KPIs & OKRs: How “measuring from below” enables innovation and true ef...Jutta Eckstein
“Measuring from above” traditionally means measuring against a standard set in the past - against a set of assumptions based on customer research. The unstated assumption is that the customer data will be valid for at least some period of time in the future. OKRs and KPIs then give feedBACK against targets set based on management’s picture of what customers want. What is needed in our VUCA world, however, is feedFORWARD. That is, we must build a model of what customers will want in the future and act now against that model.
Too often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top-down OKRs and KPIs. Moreover, “measuring from above,” tends to measure only the output of production. However, in the VUCA world, we’re living in right now, measuring the output of production is not enough for companies that need to survive and thrive on disruption. Although OKRs and KPIs have served the business world well in the past, in the future, companies need to focus on the truly important outcome: what is really making a difference for our customers and therefore for our company.
However, in a VUCA world, we cannot assume any sort of stability - the model of the future must change often if it is to be sensitive to changing conditions. The “view from below” is very likely to be more attuned to such changes than the view from the top, which necessarily operates at a more abstract, longer-term level. Without measurement from below, the measurement from the top is likely to become “old-fashioned” very quickly.
Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches.
Real Cross-functional teams for Creating real and better ProductsJutta Eckstein
co-presentation with Maryse Meinen.
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs, etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality, the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
Real Cross-functional Teams for Creating real and better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
Too many products have been developed that serve one kind of client only. The reason is that the composition of the teams leads (subconsciously) to the development of products that serve only people that resemble the people in the team. One “famous” example is the soap dispenser that only works if your hands are white.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...Jutta Eckstein
Company-wide Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex. The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity. BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile. This presentation provides examples of probing your perspectives on the organigram.
Talk delivered by Antoinette Coetzee at Agile Days Istanbul 2019.
Abstract:
Agile at the team level has been around for almost 25 years. Over the last few years it has grown from product development framework to IT department approach, from the software development arena to the larger organisation. We have seen the advent of scaled frameworks like SAFe, we have seen an explosion of tools, we are now onto Business Agility and the application of Agile in non-software companies.
Yet most organisations are still not happy with the improvements brought about by an Agile way of working. Why?
In this talk we explore the issue of agility from multiple angles. We look at the impact of Leadership, Organisational Structure, Culture, Products and Technical Practices, to name but a few.
Please join us to dismantle some of your own hidden assumptions and find a path into great agility!
* Agility does not impact leaders
* We need a framework
* We need tools
* Technical mastery is not important
* We can continue to measure success in the same old way
* We don’t need to change our organisation structure
* We can scale without having it right at the team level
* There is an end state
* Decisions can be made in the same way
* It has to start from the top, or it had to start from the bottom
* It is an IT problem
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisalsJutta Eckstein
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.
Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisalsJutta Eckstein
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.
In this keynote I want to attempt to broaden our horizon to a more holistic one. So, open your mind and explore with me our societal responsibility within the agile community and beyond.
ANI | Webinar | Agile BOSSA nova | Jutta Eckstein and John Buck | 13th Oct'19AgileNetwork
Webinar Abstract:
Digitalization and other disruptions call for rapid organizational flexibility and adaptability. This has an impact on all dimensions of a company: its strategy, structure, and the processes. Thus, companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be agile. Yet, doing Agile (the mechanics) is different from being agile (the mindset). The mindset lets you apply flexible Agile patterns not only for software development teams but for the whole company.
In this workshop, we will examine what being agile really means and how it can be implemented by combining principles from different “streams” like Beyond Budgeting, Open Space, Sociocracy, Agility (BOSSA nova).
Together, these concepts enable a company not only to survive but also to thrive on (digital) disruptions through entrepreneur initiatives. In this session, we will use case studies of companies that are pioneering the combination of these concepts.
Key Takeaways:
1. Understand the organizational values that support the digital transformation
2. Learn how Beyond Budgeting, Open Space, Sociocracy & Agile combines supporting digitalization
3. Know how you can accelerate your digital transformation company-wide.
Beyond Agile: Thriving on Digitalization with Beyond Budgeting, Open Space & ...Jutta Eckstein
Digitalization calls for rapid organizational flexibility and adaptability. This has an impact on all dimensions of a company: its strategy, structure, and the processes. Thus, companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be agile. Yet, doing agile (the mechanics) is different from being agile (the mindset). The mindset lets you apply flexible agile patterns not only for software development teams but for the whole company.
In this workshop, we will examine what being agile really means and how it can be implemented by combining principles from different "streams" like Beyond Budgeting, Open Space, Sociocracy, Agile (BOSSA nova).
Together, these concepts enable a company not only to survive but also to thrive on (digital) disruptions through entrepreneur initiatives. In this session, we will use case studies of companies that are pioneering the combination of these concepts.
Agilists, the planet is (silently) screaming!Jutta Eckstein
There’s no time to wait just because we’re overwhelmed. We need to act on the climate crisis NOW! We’ll create small experiments we all can do, and we’ll involve the whole conference to get feedback.
We are dealing with a slow crisis. We are used to a crisis being now and urgent and stirring fight or flight hormones that cause us to drop everything and face the crisis. So, the difficulty with the climate crisis (and other planetary challenges) is that for most of us the fight or flight hormones are not kicking in. Additionally, that crisis is a wicked problem that tends to leave us overwhelmed (“what can little me do about such a big problem?”), uncertain if we can make a difference at all, and if so, how?
In this workshop, we will focus on the professional life of agile leaders and testers in their organizations and will present a strategy for creating necessary internal and external connections that can help us better react NOW to this slow crisis in our everyday work. Furthermore, we will explore how to overcome the helplessness many people feel with such a wicked problem and explore specific sustainable testing strategies you can use in your day-to-day work. We will not only create small experiments that we all can specifically do as agile leaders and testers but also as a group we will organize a way to get feedback on these experiments from the whole conference. This way, the whole conference can start to hear the “silent scream of the planet” and both the participants of the workshop and the whole conference can mutually benefit from these experiments.
BOSSA nova: Beyond Agile - Preparing for DigitalizationJutta Eckstein
Today companies are expected to be flexible and both rapidly responsive and resilient to change, to both survive but also to thrive on disruptions. These challenges call for company-wide agility. Yet, doing Agile (the mechanics) is different from being Agile (the mindset). For example, substituting management meetings with daily Scrums or using a backlog for the board of directors doesn’t make a company agile.
In order to become truly agile (meaning flexible, responsive, adaptive, fast, and nimble), you need to think outside the (agile) box. Company-wide agility requires a holistic approach, a combination of different principles: First and foremost the principles of
Beyond Budgeting (flexible budgeting & relative targets),
Open Space (leveraging the innovative power of all employees),
Sociocracy (flexible organizational structures and decentralized decision making), and –of course–
Agile (inspecting & adapting).
We synthesized these proven principles into a wider perspective dubbed BOSSA nova: B = Beyond Budgeting, OS = Open Space, S = Sociocracy, A = Agile. Jutta will reveal a path toward company-wide Agility by showing the synthesis of BOSSA nova.
EPIP Webinar: The Next Frontier in Impact Measurement Isn't Measurement At AllEPIPNational
Why we need skilled impact analysts to improve social capital markets
The investment and philanthropic worlds are converging, as foundations increasingly focus on strategic, results-based giving, businesses seek to manage their supply chains and reputations in a world increasingly concerned about sustainability and social equity, and Impact Investing rises to the fore. But the central question- what's the impact- remains elusive. The quest for a universal set of standard metrics has proven elusive, for good reason. This week's speaker, Sara Olsen, has nearly two decades of work in impact management with an impressively diverse range of investors, social entrepreneurs and nonprofits, from CalPERS to Fair Trade USA to the cellist Yo-Yo Ma. We will talk about the emergence of the new profession of skilled impact analysts, what "good enough" impact information looks like to different audiences, where impact measurement practice is heading, and how you play a role.
This session will include content by Kate Ruff and Sara Olsen originally published in Stanford Social Innovation Review.
**This webinar is co-hosted by EPIP-San Diego**
More about the presenter: ara Olsen has been recognized twice as one of America’s Most Promising Social Entrepreneurs by Bloomberg Businessweek for her work defining the impact management discipline.
Since founding SVT Group in 2001, Sara and SVT’s team of subject-matter experts have measured the social and environmental value of approximately $9Bn in private equity, debt and grants in dozens of countries and issue areas. Recent clients include Yo-Yo Ma, Restore the Earth Foundation, Fair Trade USA, the Global Fund for Women and CalPERS’ Environmental Investment Advisor.
Agile BOSSA nova: an “Unrecipie” for Thinking Outside the Box with Beyond Bud...Jutta Eckstein
Today companies and organizations are expected to be flexible and both rapidly responsive and resilient to change, to both survive but also to thrive on disruptions. These challenges originate in the VUCA (volatile, uncertain, complex, and ambiguous) world and call for the whole organization to become agile.
To become truly agile (meaning flexible, responsive, adaptive, fast, and nimble), you need to think outside the box. Organization-wide agility requires a holistic approach, a combination of different principles: First and foremost the principles of Beyond Budgeting, Open Space, Sociocracy, and Agile.
However, in talking with various experts about how to address the challenges organizations organizations face, we got answers from within that expert’s “box.” For example,
A Beyond Budgeting expert said, “Stop fixing the budget annually, because otherwise you won't have the flexibility to react to frequent market changes.”
An Open Space expert said, “You need to make space for what you don’t know and can’t control, for totally new things to emerge. If people can follow their passion, you will be able to implement company-wide Agility, otherwise people will just do what they are asked.”
A Sociocracy expert said, “You first need to resolve the power structure, because as long as you have a hierarchy defined as top-down you will not become agile.”
An Agile expert said, “You need to start inspecting and adapting by using regular retrospectives in order to react flexibly, otherwise you will neither be able to learn from the market nor from within your company.”
All of these perspectives are true, but each perspective was always from within the discipline (or within the box). We synthesized the approach into a wider perspective dubbed BOSSA nova: B = Beyond Budgeting, OS = Open Space, S = Sociocracy, A = Agile.
We describe how everyone can use “probes” to implement BOSSA nova in their own organization. Examples will lead to discussion of what probes might mean to you.
International Business WorkEach quiz needs to be answered .docxLaticiaGrissomzz
International Business Work
Each quiz needs to be answered in a four-page minimum APA style research paper. Title page and references page are not included in page count. Don’t worry about adding this page after the title page which is stated in the lower instruction. However, please restate each question in the paper before answering it.
Please answer each question thoroughly. Research must be done where applicable. Your grade is contingent upon the in-depthness of the responses given. The minimum/maximum length of this paper is four pages.
Quiz 1
1. Explain the impact of the recent hurricane/disasters to the import export system.
2. You have a manufacturer company that produces tennis shoes (XY2 Company). You have decided that you would like to market your product to Indonesia. Determine the differences in attitude, values, and norms: relationship with the U.S, regarding business operations, and how to alleviate any barriers that may exist in doing business with your company.
3. You are the CEO of a cough syrup company (666 Cough Syrup). Taking into consideration the legal and political system, the cultural barriers and the language barriers, how would you market your cough syrup to China? Give specific details on
marketing promotion, distribution, and packaging.
Quiz 2
1
. China is the largest country in the world. You are thinking about marketing your product in their country. Your information must be current (NLT 2008). You are to conduct a COMPARATIVE ANALYSIS between China and the United States.
You are to determine the population of China, the mean gross income, the gross national product (GNP). It is suggested that you display your information in a table format however do not forget to cite your source.
2. Choose two countries from Africa and two countries from Asia. Conduct a COMPARATIVE ANALYSIS with inflation rates, interest rates, exchange rates in comparison with the United States. discuss the economic system of these countries. whether they are mixed economies, etc, discuss the economic slowdown and what factors could have contributed to it. discuss whether economies are moving toward private ownership and how.
3. You are the owner of a tennis shoe company. Taken into consideration all the issues presented in question 2, would you expand your market to the four countries in question 2. If so, what steps would you take relating to political policies, legal environment behavioral practices, and economic environment to gain access.
Quiz 3
1. One of the Eastern Bloc countries has resulted in a transition from a command economy to a market economy. Explain the process, incentives, decontrols Hungarian’s government has/had to put in place to transition to a market economy. How long you think this process will take? As a manager, at what stage would you try to market your
product/service to this country? Explain.
2. With regards to the various agreements/treaties discussed: EU, WTO, NAFTA, CARICOM.
Topic: North Texas | Social Entrepreneurship: Innovative Thinking to Build a ...North Texas Commission
When we think of entrepreneurs we often imagine successful business people, pitching their ideas on shark tank. However, entrepreneurial thinking can be applied not just to businesses, but to the largest challenges that face our communities.
In this Topic North Texas Webinar, Suzanne Smith of Social Impact Architects teaches you how using social entrepreneurship at any level in any organization can help us address pressing issues facing our region. If you are focused on water conservation or reaching under-served populations, there are lessons from the business community that can show us how to think creatively to best address the needs of those we serve.
Suzanne Smith, founder of Social Impact Architects, has been reshaping the business of social change for more than two decades. Harnessing the powerful force of nonprofits, foundations, socially responsible businesses, entrepreneurs and students, she pioneers meaningful and sustainable social solutions to create real, scalable impact. Author of Social TrendSpotter (@socialtrendspot), one of the sector’s top blogs according to the Huffington Post, Suzanne is frequently interviewed by regional and national media to share her expertise on social entrepreneurship and has published articles in Forbes, See Change, Nonprofit Business Advisor, Upstart and Grantmakers in Health.
A talk by Rick Miller
President & CEO, Pro 356 Consulting
How could Clifton Strength Finders, Gallup's Q12 Engagement approach, and the Fogg Behavioral Model combine to raise your teams focus in the new normal business climate? This workshop will show you how.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/raise-your-teams-engagement-with-agile-re-boarding-strategies/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Probe your Organization – How you can implement a Learning Organization with ...Jutta Eckstein
The volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in asks for company-wide agility. Yet, agility in the literal sense that means companies need to be adaptive, responsive, fast, and nimble. Thus, although already created in the 90ies, the original idea of a learning organization, that is a company that facilitates the learning of its members and continuously transforms itself, is more relevant than ever. Yet, how can such a learning organization come to life? BOSSA nova is one approach to company-wide agility by synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility. The key to its success are so-called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, I will share various probes implemented by different companies that can guide the probing in your company to establish a learning organization.
Fueling a Culture of Sustainability: Using Behavior Design Technology to HR's...WeSpire
Follow along the slide deck from WeSpire's webinar "Fueling a Culture of Sustainability: Using Behavior Design Technology to HR's Benefit," on August 11, 2015 with speakers such as Katie Ryan, Senior Manager of Sustainability at NRG, Renee Lertzman, engagement strategist & author, and Susan Hunt Stevens, the CEO & Founder of WeSpire. (Original webcast on August 11, 2015)
Similar to How Agile Is Your Whole Company? Use Data-based KPIs to Find Out! (20)
Perfection and Reality on Crossing the - Diversity- ChasmJutta Eckstein
We Agile enthusiasts have a tendency to believe that we're miles ahead of the rest of the IT industry. And in many ways, we truly are. But let me share a personal experience that might challenge this perception.
Picture this: I'm a woman attending an Agile conference, ready to soak in all the knowledge and excitement. But there's one thing that never fails to catch my attention. Every time nature calls, I find myself standing in line for what feels like an eternity, just to access the women's restrooms. Interestingly enough, this never happens at general IT conferences. So, are we there yet? Not quite.
In this session, I want to shed light on the gaps between our perception of Agile and its community and the harsh reality we face. It's not just about diversity, although that's an important part of it. We still have hurdles to overcome, and it's time to cross the chasm that separates us from our ideal Agile world.
Agile Sustainability: You can be more – socially, environmentally, and econom...Jutta Eckstein
According to one forecast, IT will account for 21% of global energy consumption by 2030. If we don't change the way we implement software, we will contribute to increasing the carbon footprint. So, it's time to examine how agility can help to reduce energy consumption and ensure greater - environmental, social & economic - sustainability. The point is not to pursue sustainability for altruistic reasons, but to understand that over time, sustainability is also becoming a key factor that determines the success of companies, both in the search for talent and for customers and markets.
In this session, inspect real data and gain a holistic perspective of your team’s or company’s current situation regarding agile sustainability. Comparative Agile Sustainability is an approach that we created in a small team with the support of data analysts that serves to anchor and promote the awareness of sustainability in an (agile) team and/or company. The evaluation was published under creative commons and is therefore freely available to all interested parties. By using the results of this validated assessment, agile teams and organizations can better understand how they can increase their own effectiveness and contribute to increasing sustainability across the industry.
Let’s get more – social, environmental, and economic – sustainability based o...Jutta Eckstein
The world is on fire! None of our improvements in software development will matter at all if we can’t change the course of the climate crisis. The software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. So, it's time to examine how agility can help to reduce energy consumption and ensure greater - environmental, social & economic - sustainability. The point is not to pursue sustainability for altruistic reasons, but to understand that over time, sustainability is also becoming a key factor that determines the success of companies, both in the search for talent and for customers and markets.
In this session, inspect real data to gain a holistic perspective of your team or company’s current situation regarding agile sustainability. Comparative Agile Sustainability is an approach that we created in a small team with the support of data analysts that serves to anchor and promote the awareness of sustainability in an (agile) team and/or company. The evaluation was published under creative commons and is therefore freely available to all interested parties. By using the results of this validated assessment, agile teams and organizations can better understand how they can increase their own effectiveness and contribute to increasing sustainability across the industry.
Let’s get more – social, environmental, and economic – sustainability based o...Jutta Eckstein
The world is on fire! None of our improvements in software development will matter at all if we can’t change the course of the climate crisis. The software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. So, it's time to examine how agility can help to reduce energy consumption and ensure greater - environmental, social & economic - sustainability. The point is not to pursue sustainability for altruistic reasons, but to understand that over time, sustainability is also becoming a key factor that determines the success of companies, both in the search for talent and for customers and markets.
In this session, inspect real data to gain a holistic perspective of your team or company’s current situation regarding agile sustainability. Comparative Agile Sustainability is an approach that we created in a small team with the support of data analysts that serves to anchor and promote the awareness of sustainability in an (agile) team and/or company. The evaluation was published under creative commons and is therefore freely available to all interested parties. By using the results of this validated assessment, agile teams and organizations can better understand how they can increase their own effectiveness and contribute to increasing sustainability across the industry.
Increasing Productivity by Uncovering Costs of Delay Jutta Eckstein
Fred Brooks once stated so wisely "How does a project get to be a year late? … One day at a time." Lean Development and queuing theories offer help so that this won't happen. The suggested remedy is to implement a steady flow in order to achieve maximum productivity. However, most teams and organizations are far from reaching that goal and moreover, it is often unclear which approach leads to what kind of delay. In-depth examination shows how generally accepted concepts such as Definition of Ready, Clean Code, or experts in a team can lead to costs of delay. In this session, Jutta presents simple tools and methods for uncovering hidden costs of delay. These tools and methods can be applied in various contexts: In small and large teams as well as in co-located and distributed teams. Using an agile approach will help to make these costs visible.
The Planet sends an S.O.S. – Taking Responsibility for our Carbon FootprintJutta Eckstein
The world is on fire! None of our improvements in software development will matter at all if we can’t change the course of the climate crisis. The software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. However, the environmental aspect is not the only one we need to focus on. If we take our task seriously, we have to take a holistic view of software development in the sense of the so-called triple bottom line from all three sustainability perspectives: social, economic, and ecological.
In this session, I want to broaden our horizon on having this holistic perspective on our responsibility for sustainability that comes with software development. I will share both ideas about possibilities and examples from companies who make already an effort in implementing this holistic perspective because sustainability becomes more and more a success factor for every company: For finding and keeping both clients as well as talent. Thus, this session is about raising awareness of our contribution to sustainability and understanding the (first) steps we can take to make a difference.
“For the Future—Agile Practice Must Make a Difference for the Earth and Susta...Jutta Eckstein
This is an emergency.
None of our Agile improvements in product development will matter at all if we can’t change the course of the climate crisis. Like everyone we feel overwhelmed to confront a problem as wickedly complex as the climate crisis, and we’ll show you that Agile practitioners have many skills and methods at our fingertips to make a difference in the future.
Many hands make lighter work. So, let’s do this!
Agile for Future: Mit dem Agilen Manifest zu mehr Nachhaltigkeit! Jutta Eckstein
Das Agile Manifest erschließt „bessere Wege, Software zu entwickeln“. Könnte dieser bessere Weg auch den CO2-Fußabdruck der Software berücksichtigen? Einer Prognose zufolge wird die IT bis 2030 21% des weltweiten Energieverbrauchs ausmachen. Ändern wir die Art und Weise wie wir Software implementieren nicht, werden wir zur Erhöhung des CO2-Fußabdrucks beitragen. Es ist also Zeit zu prüfen, wie agile Entwicklung dazu beitragen kann, den Energieverbrauch zu senken und für mehr – ökologische, soziale & wirtschaftliche – Nachhaltigkeit zu sorgen.
Can we leverage the Agile Manifesto to reduce our Carbon footprint?Jutta Eckstein
Do you know that some forecasts project that in 2030 IT will account for 21% of all energy consumption? So, if we do not change the way we implement software, we will contribute to the increase in the carbon footprint. This means it is about time to take another look at how agile development can help decrease energy consumption.
In this workshop, we'll explore how the agile principles can guide us to more sustainability, and we'll provide you with concrete ideas for increasing sustainability in your product development.
Software Sustainability: Wake-Up Call for Taking ResponsibilityJutta Eckstein
The increase of digitalization means that software is a key driver for society and the economy. However, this means we can’t keep creating products and without taking the responsibility for the impact of the software. For example, IT is predicted to account for 21% of global energy consumption by 2030. If we don't change the way we implement software, we will add to our carbon footprint. So, it is time to examine how software development can help reduce energy consumption and ensure more - ecological, social & economic - sustainability.
In this keynote, I want to broaden our horizon on having a more holistic perspective on our responsibility for sustainability. I will share both ideas about possibilities and examples from companies who make already an effort in implementing this holistic perspective, because sustainability becomes more and more a success factor for every company: For finding and keeping both clients as well as talent. Thus, this session is about raising the awareness of our contribution to more sustainability and hopefully being a wake-up call for taking responsibility.
Addressing Complexity by Learning fast with BOSSA novaJutta Eckstein
The pandemic is a stark example of the volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in and this world asks for company-wide agility. By synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility, BOSSA nova is one approach to company-wide agility. Yet it is often unclear, where and how to start implementing this approach. As pointed out by the so-called Fearless Change Patterns, it doesn’t help to wait for the perfect moment when you have the resources and knowledge you think you need; instead, take the first baby step and start learning. Thus, for living in the VUCA world an open mindset to learning is essential that can be approached by the concept called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, I will share both the concept and some examples of probes implemented by different companies that can guide the probing in your company to establish a learning organization.
We often find ourselves in complex situations without recognizing what makes them complex. Yet, only understanding the context will help us to either benefit from the complex situation (yes, it can also be beneficial) or know how to reduce the complexity.
In this workshop, we will introduce a simple tool (the difference matrix of Human Systems Dynamics, HSD in short) that helps to see the differences and exchanges that at the same time make a situation complex and provide hints for reducing the complexity. Using a case study, participants will experience in small groups (using breakout rooms) how they can use the difference matrix by example.
Agile Comes with a Responsibility for Sustainability: Are You Aware of it?Jutta Eckstein
Agility and sustainability are intertwined and define more and more the success factor for every company: For finding and keeping both clients as well as talent.
Have you ever wondered about the responsibility that comes with “being agile”? If you, your team, or your organization claim to be agile people expect you, for example, to embrace diversity & inclusion, to satisfy your customers without any bias, and even to protect your environment. In this session, I want to broaden our horizon on having a more holistic perspective on our responsibility for sustainability that comes with being agile. I will share both ideas about possibilities and examples from companies who make already an effort in implementing this holistic perspective. Thus, this session is about raising the awareness of our contribution to more sustainability and understanding how the principles of the agile manifesto can be leveraged to change our actions.
What's the Impact of the Agile Manifesto on our Carbon Footprint?Jutta Eckstein
The Agile Manifesto captures "better ways of developing software" yet, could this better way also take the carbon footprint of your software into account? Some forecasts project that in 2030 IT will account for 21% of all energy consumption. Software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. If we do not change the way we implement software, we will contribute to the increase of the carbon footprint. This means it is about time to take another look at how agile development can help decrease energy consumption.
So, this session tries to provide the first answers to "how can the agile community and the agile principles contribute to or guide sustainability?" In this workshop, we want to examine how the principles of the Agile Manifesto can provide guidance for implementing sustainability in IT. In order to do so, we will explore how the principles can contribute to sustainability, and how a greater awareness can change our current way of working for providing our contribution to addressing climate change.
Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...Jutta Eckstein
Business Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex. The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity. (BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile.) This presentation provides examples of probing your perspectives on the organigram.
Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...Jutta Eckstein
Business Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex.
The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity.
BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile. This presentation provides examples of probing your perspectives on the organigram.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
9. @JuttaEckstein | @johnabuck
9
agilebossanova.org
Self-Organization
■ Cross-functional teams are accountable, select themselves, and follow their passion with
responsibility.
■ Teams understand their responsibilities in the context of the whole company.
■ I feel invited to expand my role and to innovate by following my passion.
■ Equivalence is ensured by collaborative decision-making.
■ Local optimizations support the company's global corporate optimizations.
16. @JuttaEckstein | @johnabuck
16
agilebossanova.org
Connected Perspective
■ The language the company uses in its communications is all-encompassing, e.g., there is no
differentiation between “us” and “them” (including shareholders and customers).
■ The company acts fairly and ethically within its connected perspective i.e., suppliers, customers, and
business partners.
■ The company demonstrates societal responsibility by respecting the people in its communities.
■ The company is protecting and improving the environment by embracing sustainable practices.
■ The company balances profits, vision, customer service, and adherence to regulations.
■ The company meets its corporate social responsibilities by participating in networks that aim to improve
the economic, ecological, and social aspects of society.
■ Through the fair compensation of employees; supporting individual growth; and fostering diversity,
inclusion, dignity and respect, the company demonstrates investments in its employees.
■ Teams think of themselves as a whole system that has a place and responsibility in societal systems.
21. @JuttaEckstein | @johnabuck
21
agilebossanova.org
In Essence
■ Apply key metrics for your agile journey
■ Decide your next actions based on:
– Agreements & disagreements
– Strengths & weaknesses
■ Verify that there was a change