A meta-model for changing social complex systems, like teams and organizations. This topic is part of the Management 3.0 course.
There is also a booklet available about this topic:
http://www.lulu.com/product/ebook/how-to-change-the-world/18934108
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Management 3.0 es el futuro de la gestión. Creada por Jurgen Appelo, es una innovadora forma de afrontar el liderazgo y la gestión de equipos y organizaciones, que entiende que la gestión no es una responsabilidad exclusiva de los directivos, sino un trabajo de todos, y que el liderazgo debería tener como objetivo hacer crecer y transformar organizaciones en un gran lugar para trabajar, donde la gente está involucrada, el trabajo cada día es mejor y los clientes están encantados.
Management 3.0 es un movimiento de innovación, liderazgo y gestión. Una revolución en los modelos de gestión, que reúne a miles de directores de proyectos, jefes de equipo, directores y empresarios, para redefinir el rol del liderazgo en las organizaciones. Trabajar en equipo para que las empresas logren sus objetivos, manteniendo la felicidad de los trabajadores como una prioridad.
Management 3.0 se basa en un conjunto de prácticas y técnicas estructuradas en 9 bloques: gestión agile, gestión de la complejidad, motivación, equipos auto-organizados, definición de objetivos, desarrollo del talento, estructuras organizativas, gestión del cambio y mejora continua.
Self-organization is a core concept in the agile principles but can be hard to embrace in traditional command and control environments. We will experience what self-organization is, how it can help your team, and how you can experiment with self-organization strategies in a safe place.
An organization should operate like a city. Some parts emerge bottom-up while others are designed top-down. The art of management is finding the right balance between these two approaches.
Learn more:
https://management30.com/grow-structure/scaling-structure/
https://management30.com/practice/meddlers/
Existen empresas que administran a sus colaboradores con prácticas del siglo pasado. En este siglo XXI, los empleados dejaron de ser solo "knowledge workers" para ser "creative workers" que necesitan libertad para innovar, ser creativos y motivarse.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
Modelo para la evolución de competencias para Facilitadores de EquiposGiovanny Cifuentes
Modelo de coaching utilizado para acompañar a facilitadores de equipos agiles para mejorar sus competencias utilizando ciclos de coaching aplicando OKRs, Team Coaching Framework, Modelos de Madurez, Coaching integrativo y Toyota Kata.
Many people don't like their jobs, and many organizations fail to survive in changing environments.
Here's a story of what happened before, and what should (or could) happen now, to try and make things better.
Management 3.0 es el futuro de la gestión. Creada por Jurgen Appelo, es una innovadora forma de afrontar el liderazgo y la gestión de equipos y organizaciones, que entiende que la gestión no es una responsabilidad exclusiva de los directivos, sino un trabajo de todos, y que el liderazgo debería tener como objetivo hacer crecer y transformar organizaciones en un gran lugar para trabajar, donde la gente está involucrada, el trabajo cada día es mejor y los clientes están encantados.
Management 3.0 es un movimiento de innovación, liderazgo y gestión. Una revolución en los modelos de gestión, que reúne a miles de directores de proyectos, jefes de equipo, directores y empresarios, para redefinir el rol del liderazgo en las organizaciones. Trabajar en equipo para que las empresas logren sus objetivos, manteniendo la felicidad de los trabajadores como una prioridad.
Management 3.0 se basa en un conjunto de prácticas y técnicas estructuradas en 9 bloques: gestión agile, gestión de la complejidad, motivación, equipos auto-organizados, definición de objetivos, desarrollo del talento, estructuras organizativas, gestión del cambio y mejora continua.
Self-organization is a core concept in the agile principles but can be hard to embrace in traditional command and control environments. We will experience what self-organization is, how it can help your team, and how you can experiment with self-organization strategies in a safe place.
An organization should operate like a city. Some parts emerge bottom-up while others are designed top-down. The art of management is finding the right balance between these two approaches.
Learn more:
https://management30.com/grow-structure/scaling-structure/
https://management30.com/practice/meddlers/
Existen empresas que administran a sus colaboradores con prácticas del siglo pasado. En este siglo XXI, los empleados dejaron de ser solo "knowledge workers" para ser "creative workers" que necesitan libertad para innovar, ser creativos y motivarse.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
Modelo para la evolución de competencias para Facilitadores de EquiposGiovanny Cifuentes
Modelo de coaching utilizado para acompañar a facilitadores de equipos agiles para mejorar sus competencias utilizando ciclos de coaching aplicando OKRs, Team Coaching Framework, Modelos de Madurez, Coaching integrativo y Toyota Kata.
Many people don't like their jobs, and many organizations fail to survive in changing environments.
Here's a story of what happened before, and what should (or could) happen now, to try and make things better.
Does a company really need a head office? The new organizational structure of the 21st century is the network, not the hierarchy. And the focus of management should be on leadership, not governance. But how can you organize this?
Happy Melly is a company built as a network of entities, connected through a Constitution, with regular gatherings on Skype. The network is led by a CEO who can be voted out any time. The only way for him to stay on top is to keep everyone’s trust. Every day.
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
Galieleo Galilei, Mother Theresa, Bill Gates, Larry Page--these are just four of the people you look up to because of their significant contribution to the world. How did they do it? How did they start working on their idea? Can you be as influential as them?
Yes! And we hope this presentation inspires you to change the world in your own ways.
In this presentation I describe what the role of a manager is in an agile organization. I give a checklist of 12 topics that managers should concern themselves with.
Note: About 90% of this presentation consists of slides from an earlier presentation (So Now You're an Agilist, What's Next?) But this one is more focused on management.
http://www.noop.nl
http://www.jurgenappelo.com
A description of the term "self-organization" and how it relates to management (which includes governance and leadership).
http://www.noop.nl
http://www.jurgenappelo.com
35 Best Quotes from Management for HappinessJurgen Appelo
The book Managing for Happiness offers concrete games, tools, and practices for all workers so they can introduce better management, with fewer managers. http://m30.me/happiness
The ultimate presentation about Scrum, the world's leading project management framework for agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
The Big-Ass View on Competence (and Communication)Jurgen Appelo
This is an alternative version of "On the Road to Competence", with some stuff added about organizational structure.
http://www.noop.nl
http://www.jurgenappelo.com
How Our Presentations Can Change the WorldEdahn Small
Presentations are important to me because they have so much power. This one explains how I see presentations and their importance in creating global change. Using information, a good message, and powerful visuals, you can change the world, one mind at a time.
Willkommen in der Postmoderne - Organisation und Führung im Innovationswettbe...Frank Düsterbeck
Den Begriff Digitalisierung kann schon keiner mehr hören. Agil ist auch verbrannt und Macht und Management darf man gar nicht mehr sagen. Na gut, dann eben anders aber besser. Was ist denn die Grundlage für den Hype dieser Buzzwords – sie scheinen ja nicht ganz unberechtigt zu existieren. Und wie geht es besser? Genau das wird in diesem Talk behandelt.
Es wird gezeigt was hinter dem ganzen steht und so ein tiefes Verständnis und Bewusstsein erzeugt. Basierend hierauf werden Antworten gegeben, wie den Herausforderungen der Postmoderne und des Innovationswettbewerbs entgegen getreten werden kann. Hierzu wird auf Organisation á la Heterarchie, Führung zur Selbstführung, Macht und Verantwortung eingegangen und am Beispiel der HEC gezeigt, mit welchen Schmerzen und Freuden dieses Unternehmen in der Postmoderne angekommen und adaptionsfähig geworden ist.
Agile Management: Leading Teams with a Complex MindJurgen Appelo
These are the slides I used in my deep dive session at the Scrum Gathering in Amsterdam.
See: Agile Management Workshop
http://www.noop.nl/2010/11/agile-management-workshop.html
Mentoring Startups - What it takes to make a differenceGeorge Vukotich
These are the slides based on the book Mentoring Startups by George Vukotich, Ph.D. They were also used in an interactive session at The Enclave in September 2020.
Marketing Addiction Treatment, Prevention and Recovery ProgramsJennifer Iacovelli
From the 2015 New England Institute of Addiction Studies (NEIAS) Summer School:
Most addiction treatment, prevention and recovery programs do not have the luxury of big marketing budgets or even a designated
staff marketing person. Coupled with the stigma that comes along with substance use disorders, marketing and branding an
organization becomes challenging, to say the least. Managers are tasked with promoting programs on shoestring budgets and little
education on the intricacies of marketing. This course will examine various concepts and strategies for developing an integrated
marketing communications plan ‐ that includes traditional and social media strategies ‐ within your organization.
Learning Objectives:
After taking this course, participants will be able to:
• Understand the basics of branding an organization;
• Understand what an integrated marketing communications plan is;
• Provide examples of how social media can be used to support marketing and branding efforts; and
• Provide examples of how external communications can support marketing and branding efforts.
Sophie Potter of ReachOut.com and Alison Michalk of Quiip share tips & wisdom for creating safe, welcoming and supportive online communities. Presentation from ConnectingUp 2014.
Marketing Substance Abuse Treatment, Prevention and Recovery ProgramsJennifer Iacovelli
Most substance abuse treatment, prevention and recovery programs do not have the luxury of big marketing budgets or even a designated staff marketing person. Coupled with the stigma that comes along with substance use disorders, marketing and branding an organization becomes challenging, to say the least. Managers are tasked with promoting programs on shoestring budgets and little education on the intricacies of marketing. This course will examine various concepts and strategies for developing an integrated marketing communications plan – that includes traditional and social media strategies - within your organization.
LEARNING OBJECTIVES: After taking this course, participants will be able to:
1. Understand the basics of branding an organization;
2. Understand what an integrated marketing communications plan is;
3. Provide examples of how social media can be used to support marketing and branding efforts; and
4. Provide examples of how external communications can support marketing and branding efforts.
This introduction to social media for business was given at the open house of Miami University's Armstrong Institute for Interactive Media Studies. Presented by Glenn Platt and Peg Faimon, AIMS Co-Directors. The presentation was a "teaser" for a two-day workshop on social media marketing and online community engagement.
Social Media for Social Good: How Nonprofits Can Use Social Media Marketing T...Julia Campbell
Are you thinking about entering the world of social media for your nonprofit but not sure where to start? Do you wonder how it can make a difference to your organization? Or have you started out in the world of blogs, Twitter and Facebook but you’re not sure which tools and approaches are right for you? Are you concerned about time management and how much it will all cost?
When it comes to communication strategies, many nonprofits tend to stay in familiar, one-way marketing terrain – static websites, direct mail appeals, and print newsletters. However, the explosive growth of social media marketing tools offers an interactive way for nonprofits to build community and raise funds and awareness like never before.
Whether you already use social media in your nonprofit’s development plan or you’re new to the game, this presentation is for you. We will cover 10 highly successful social media habits of nonprofits, the “rules of the road” in social media for nonprofits and answer the big question – why do it at all?
Charla sobre social media y personal branding para alumnos de Bachillerato que acudieron al Campus Preuniversitario de la Universidad CEU Cardenal Herrera en junio de 2014
It has been said that Social Media is the future of advertising. .docxchristiandean12115
It has been said that Social Media is the future of advertising. What is your opinion of social media? Does it empower or exploit?
I believe that Social Media can be both and operates on a fine line. For those over the age of 18, you are aware of the information you are putting out there and the privacy levels of which it is shown. I personally am not bothered by the targeted advertising of which social media is the vehicle because I choose what I participate in and what information I am offering up. For the younger audience that is less aware and more malleable it can work both ways. It can be a great outlet to further self expression, but it can also be detrimental in influencing young minds to look to external sources for self acceptance.
Is social media really worth the kind of money that investors are paying?
Yes, as we move away from print and cable, social media and streaming services are becoming the easiest way to get marketing impressions. If done successfully, items or campaigns trend and reach a huge audience for a lower cost.
Explain what “Like”ing someone’s post on Facebook means to you.
For me "like"ing is a way for me to express my interest in something someone shared. I am fairly selective about liking and only do so when I agree with something, fing entertainment from the content, or have an emotional connection to something shared. I only like content that resonates with me. For some others I think "like"ing something is just a way to identify they read or watched the content and were listening.
Does knowing others “Like” what you “Like” influence you? Explain.
I would not say it particularly influences whether I like something, but does expose or impress upon me new content I might be interested in. I find I enjoy content of those who have common "likes" since we have similar taste. Facebook actually use an algorithm to gear your feed to show content of those who you "like" more. For example, during the presidential elections you likely got more content that agreed with your viewpoints as you liked others who had similar viewpoints and that content then got prioritized on your feed. This can be good because you may not be interested in content of which does not resonate with you, but also bad in limiting your viewpoint.
How do companies use social media to advertise?
Mostly, social media is used by companies to produce targeted marketing through big data or as a vehicle to create trendy content that catches like wildfire. For example, the ALS Ice Bucket Challenge, which raised awareness and donations for ALS by inciting popular content people wanted to be involved in. Marketing till social media was largely hands off, now it's all about the power of the people.
Is social media empowering or exploiting teens?
I think it can be on both ends of the spectrum. From their perspective I think most teens feel they now have a vehicle for their voice and a way to express themselves. From a more adult perspective I.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
This slide deck was created by the animators of Robo MG. http://www.robomg.com/
For more info, see: http://www.noop.nl/2013/07/video-experiment.html
http://www.happymelly.com/
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
Managing Agility: From Complex To SimpleJurgen Appelo
This is my contribution to the Pecha Kucha at the Business of Software 2009 conference. Most slides are picked from my other presentations, and there's little to no text in it.
It probably won't be useful to anyone without a video. Still, I include it here for sake of completeness.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
8. I often get questions like this...
How did I do that
9. How can I...
• “Make” the rest of the organization moreAgile?
10. How can I...
• “Make” the rest of the organization moreAgile?
• “Motivate” my employees to develop themselves?
11. How can I...
• “Make” the rest of the organization more Agile?
• “Motivate” my employees to develop themselves?
• “Convince” customers they should accept Scrum?
12. How can I...
• “Make” the rest of the organization more Agile?
• “Motivate” my employees to develop themselves?
• “Convince” customers they should accept Scrum?
Etc...•
13. How can I be successful
at influencing other
people to do what I want
27. The vision... pan-European collaboration
Going well... new initiatives born in meetups
To be copied... getting together face-to-face
http://ale2011.eu/
28. What Are the Crucial Steps?•
When and Where Do You Start?•
29. Define simple steps to follow, and choose the right
moment/place to start.
http://www.flickr.com/photos/cs-jay/4668311333/
30. • How DoYou Get Feedback?
• How DoYou Measure Results?
31. The Feedback Door
Feedback... sticky notes
Measure... happiness index
http://www.noop.nl/2011/04/the-feedback-door.html
33. Try, again and again, until you have it right.
(And learn from other people’s failures.)
http://www.huffingtonpost.com/2010/04/15/history-tablet-pc-photos_n_538806.html
34. A social system is complex
and adaptive. Keep poking it
with ideas and see how it
responds and changes.
The System
35. We can't control systems or figure them
out. But we can dance with them.
- Donella H. Meadows,Thinking in Systems
http://www.amazon.com/Thinking-Systems-Donella-H-Meadows/dp/1603580557/
36.
37. You want the organization to be more Agile?
• What Is My Goal?
• Where Is It GoingWell?
• What Are the Crucial Steps?
• When andWhere Do I Start?
• How Do I Get Feedback?
• How Do I Measure Results?
• How Do I Accelerate Results?
40. How Will You Communicate?•
How Will You Set an Example?•
41. Choose ways to communicate...
http://www.flickr.com/photos/ajnabee/18211729/
42. • How DoYou Make It Urgent?
• How DoYou Make It Desirable?
43. 10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
44. Find innovative ways to target human needs
Curiosity
Honor
Acceptance
Mastery
Power
Freedom
Relatedness
Order
Goal
Status
45. Who Will Be Teaching?•
How Will You Teach Them?•
46. Use experts to help
people understand
exactly what to do.
http://www.imdb.com/title/tt0266697/
51. Sending rational messages is
not enough. Treat people as
emotional beings who can
use a little help on the way.
The Individuals
52. You want developers to educate themselves?
• HowWill I Communicate?
• HowWill I Set an Example?
• How Do I Make It Urgent?
• How Do I Make It Desirable?
• WhoWill BeTeaching?
• HowWill ITeachThem?
• What Makes It Easy?
• How CanThey Practice?
• What Are the Short-Term Wins?
• What Makes It Sustainable?
67. You want people to use your services?
Am I Committed?•
Who Is Assisting Me?•
Who Will Be the Innovators?•
Who Are the Early Adopters?•
How Will the Leaders Help?•
How Do• I Reach the Early Majority?
How• Can I Make It Viral?
How Will• I Deal with Skeptics?
How• Will I Prevent a Relapse?
83. Define and enforce rules of good conduct...
http://www.flickr.com/photos/wordridden/53998367/
84. Behavior is a function of a
person and his or her
environment. Instead of
changing a person, change
the environment.
The Environment
85. Culture changes only after you have
successfully altered people's actions, after
the new behavior produces some group
benefit for a period of time.
- John P. Kotter, Leading Change
http://www.amazon.com/Leading-Change-John-P-Kotter/dp/0875847471/
86. You want your friends to go to a conference?
• How Do I Radiate Information?
• How Do I Ease Communication?
• What Is the Group Identity?
• How Can I Grow Peer Pressure?
• CanYou Incentivize Good Behavior?
• Which Barriers Will I Remove?
• Which GuidesWill I Place?
• Who Can Make the Rules?
90. http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and
I cannot possibly list them all. Though I did my very best to attribute
all authors of texts and images, and to recognize any copyrights, if
you think that anything in this presentation should be changed,
added or removed, please contact me at jurgen@noop.nl.
Editor's Notes
Here I show the problems with Agile adoption, and I point out that most of them are management responsibilities!See book: page 28
The final result, reviewed briefly on the following slides...