This document outlines two programmes - Sales Collaboration and Client Value Innovation. For Sales Collaboration, the objectives were to ensure effective use of collaboration spaces, have a sustainable programme to prevent disengagement, and achieve quick wins. Lessons learned included maintaining attrition rates for ideas, breaking down silos between employees, and ensuring an ongoing innovation approach. For Client Value Innovation, the objectives were to create incubation blueprints resulting in client value, and present a collaborative cross-unit piece of work. The programme involved workshops, clinics, and developing a 1-page business plan validated against customer needs.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
This document summarizes a presentation on product discovery. It introduces concepts like design thinking, lean UX, design sprints, and how they relate to agile product development and discovery. It discusses tools like the lean canvas that can help structure product discovery work. It also notes some potential pitfalls to avoid, like being too focused on tools/practices over organizational culture. The presentation concludes by discussing next steps like organizing a grand challenge event and forming interest groups.
The document describes an Agile project inception workshop aimed at getting project teams aligned and making commitments. It provides an overview of the workshop agenda which focuses on creating a shared understanding of the project, understanding and managing risks, determining product context and estimating the work. The workshop encourages teams to go through an "Inception Deck" exercise to have important conversations around why the project exists, defining an elevator pitch, designing a product box, creating a "not" list, identifying neighboring teams, showing a potential solution, and discussing what keeps the team up at night. The goal is to eliminate confusion, set expectations, highlight challenges, and get alignment before any coding begins.
Product Owners need Super Powers to unlock the creative potential to innovate in the context of their organisation. The #PoDojo is the place to get your level up.
This document describes an approach called Rapid Project Inception that aims to shorten the project inception phase through collaborative workshops. It discusses the benefits of Agile approaches and how focusing on upstream activities like inception can help deliver quality products more quickly. Rapid Project Inception utilizes time-boxed, workshop-driven sessions with a diverse set of stakeholders to define problems, features, estimates and plans through visual techniques and low-fidelity prototypes. The goal is to build a shared understanding and set the project up for faster delivery while still maintaining quality. Challenges of the approach include availability of participants and effective facilitation.
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session One of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 14, 2020.
Digital Project Management for Digital HumanitiesShawn Day
This document discusses digital project management and success. It begins with learning objectives around developing and executing project ideas. It then shapes the workshop around discussing traditional project management, how digital projects differ, planning projects, setting goals, conceptual approaches, tools, and tips. It defines projects and typical lifecycles. It emphasizes starting with the end in mind by planning for project completion and follow up. The document discusses balancing project constraints, user-centered design, communication tools, documentation, and dealing with challenges. It also presents various digital project management tools for planning, managing, and sharing projects.
Agile at Enterprise Scale: The Tricky BitsBernie Maloney
Agile thrives with individual teams, yet even Ken Schwaber asserts 75% of organizations using scrum won't succeed in getting the benefits they hope for from it. Many such organizations have been structured by default along hierarchical lines, rather than by design for iterative work. A set of established and emerging ideas to address organizational impediments point to a future where Agile introductions Go Big, rather than Go Home.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
This document summarizes a presentation on product discovery. It introduces concepts like design thinking, lean UX, design sprints, and how they relate to agile product development and discovery. It discusses tools like the lean canvas that can help structure product discovery work. It also notes some potential pitfalls to avoid, like being too focused on tools/practices over organizational culture. The presentation concludes by discussing next steps like organizing a grand challenge event and forming interest groups.
The document describes an Agile project inception workshop aimed at getting project teams aligned and making commitments. It provides an overview of the workshop agenda which focuses on creating a shared understanding of the project, understanding and managing risks, determining product context and estimating the work. The workshop encourages teams to go through an "Inception Deck" exercise to have important conversations around why the project exists, defining an elevator pitch, designing a product box, creating a "not" list, identifying neighboring teams, showing a potential solution, and discussing what keeps the team up at night. The goal is to eliminate confusion, set expectations, highlight challenges, and get alignment before any coding begins.
Product Owners need Super Powers to unlock the creative potential to innovate in the context of their organisation. The #PoDojo is the place to get your level up.
This document describes an approach called Rapid Project Inception that aims to shorten the project inception phase through collaborative workshops. It discusses the benefits of Agile approaches and how focusing on upstream activities like inception can help deliver quality products more quickly. Rapid Project Inception utilizes time-boxed, workshop-driven sessions with a diverse set of stakeholders to define problems, features, estimates and plans through visual techniques and low-fidelity prototypes. The goal is to build a shared understanding and set the project up for faster delivery while still maintaining quality. Challenges of the approach include availability of participants and effective facilitation.
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session One of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 14, 2020.
Digital Project Management for Digital HumanitiesShawn Day
This document discusses digital project management and success. It begins with learning objectives around developing and executing project ideas. It then shapes the workshop around discussing traditional project management, how digital projects differ, planning projects, setting goals, conceptual approaches, tools, and tips. It defines projects and typical lifecycles. It emphasizes starting with the end in mind by planning for project completion and follow up. The document discusses balancing project constraints, user-centered design, communication tools, documentation, and dealing with challenges. It also presents various digital project management tools for planning, managing, and sharing projects.
Agile at Enterprise Scale: The Tricky BitsBernie Maloney
Agile thrives with individual teams, yet even Ken Schwaber asserts 75% of organizations using scrum won't succeed in getting the benefits they hope for from it. Many such organizations have been structured by default along hierarchical lines, rather than by design for iterative work. A set of established and emerging ideas to address organizational impediments point to a future where Agile introductions Go Big, rather than Go Home.
Agile Product Development Playbook - Popular Tools and TechniquesAndy Birds
This Playbook provides an overview of some popular agile product development tools and techniques that Andy has found useful when building products. The Playbook focuses on Product Roadmaps as a keystone tool and provides a very high-level overview of other tools including; Product Vision Canvas, Product Canvas, Business Model Canvas, and Lean Canvas.
The Playbook is ideal for Product Managers, Product Owners, Business Analysts, User Experience Designers and anyone who works on an agile team or squad.
In this talk, Suze explores a case study from her recent work in a London agency, where, working for a large retail client, the programme of work moved from a project-based delivery model incorporating Scrum to a more product-based model. Drawing on aspects of Kanban, Design Thinking and Lean Startup, and implementing a dual-track agile approach, the team is now ‘thinking more product’.
Suze will delve into how the organisation has shifted to this model and how it coped with the change. She will talk through some of the difficulties that she experienced along the way and how these issues were mitigated, and provide take away techniques to help in your organisations.
More details:
https://confengine.com/agile-india-2019/proposal/8036/thinking-more-product-moving-from-scrum-to-a-dual-track-agile-approach
Conference link: https://2019.agileindia.org
This document provides an overview of a proposed project to support online colloquia and conferences. The project aims to expand the audiences and scale up recording efforts for more events. It would provide a unified online presence and streamline the workflow for hosting events. Key aspects that are discussed include the benefits, team roles needed, technical architecture, required resources, risks, and milestone dates.
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Enter the need of evidence-based decision-making, which is a great start in bringing the Scrum Stance to the managerial domain, leading to a new management culture, Empirical Management.
Gunther Verheyen uses ‘Evidence-Based Management’ to go into an exploration of empirical management as the best fit for the age of agile.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
The predominant mindset around complex problem solving is decomposition; we inevitably jump to ways of ‘chunking up’ a solution. At Aginic, our experience of delivering hundreds of engaging data experiences is that this often misses a step that is crucial to creating compelling digital experiences: experimentation. In this talk we’ll describe how we have baked in experimentation to our ability to explore and navigate complex problem spaces and how this has helped deliver engaging outcomes for our customers.
This talk is a must for anyone tackling complex projects, particularly involving data.
This document provides examples of retrospective techniques that can be used to keep team retrospectives fresh and relevant. It discusses how retrospectives are important for the inspect and adapt process in Agile but that teams say "I hate retrospectives" when the format does not vary. It then provides descriptions and instructions for several retrospective techniques including The White Elephant, Seven Questions, Two Truths and a Lie, Clear the Air, and Recognizing Group Knowledge. The document emphasizes choosing retrospective techniques appropriate for the team and situation and respecting the team's time.
The document discusses how to implement Lean UX and Agile development methodologies together. It introduces Lean UX, which focuses on rapid iteration, continuous testing, and aligning UX work with business goals. The key is holding regular design studios with stakeholders to align on goals, sketch ideas, and debate design directions early. This allows for rapidly iterating prototypes to test continuously with users. Following these Lean UX secrets enables delivering great experiences through Agile development.
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
Implementing Dual-Track Agile :: Lessons from the trenches @ITSpring.by May 2019Pedro Teixeira
Evermore people are talking about Discovery and Hypothesis-driven approaches. But where do you start? What do they really mean?
Pedro will share with us how he moved away from a 2-year delivery roadmap by enabling his Engineering teams to do a Dual Track Agile. A real case-study!
Key Learning Points:
- Understand what Dual Track Agile is
- Learn why Pedro and his team decided to use it at OutSystems
- Know what was the strategy in place for the Change Management
- Understand their failures and what they have learned with it
- Identify some Common Pitfalls
- Understand the importance of cadence for alignment and trust
- Understand the importance of building (truly) autonomous teams
Practical Product Innovation - Sydney CTO SummitMike Biggs GAICD
Today, constant innovation defines our marketplace. Businesses must respond to customer expectations for better digital experiences. How do leading organisations launch successful new products and respond rapidly to external change? How do they move beyond the simple need to innovate to actively practicing innovation every day?
We will share proven techniques and approaches to product innovation, from co-creation with customers, to workplace 'hack days'. We will show how collaborative design can speed your product to market using stories from the trenches of product delivery.
Presented By Mike Biggs and Ian Kelsall
20 things I wish I had known about Lean-Agile Delivery when I startedAndy Birds
Agile – Lean, Scrum, Kanban, Nexus, SAFe, DSDM, XP and the list goes on. The world of Agile delivery and Lean product development has come a long way over the past few years and we’ve seen a huge uptake across Europe and globally. We’ve watched companies transform their ways of working and create amazing new product experiences through iterative development and Agile delivery. Not only this, but the engineering, product and delivery culture Agile promotes has revolutionised places of work.
During TechEdge we’ll hear from the evangelists who have transformed businesses and faced the many challenges that come with scaling Agile whilst staying true to the Lean-Agile principles, particularly as businesses mature and grow. We’ll explore the different Agile methodologies, tools and how to scale these and implement them across different teams and businesses.
In this talk, Andy will run through 20 things he wishes he had known about Lean product development and Agile delivery before he started. Andy will be sharing things that he has found useful when building products in the hope that you will be able to pick up a few tips that you can apply.
ATD Virtual Conference: Leveraging Agile Methods in L&DTorranceLearning
This document discusses leveraging agile techniques for instructional design projects. It summarizes some key benefits of agile methods, such as increased flexibility, productivity, and stakeholder engagement. It then discusses challenges with directly applying agile software development practices to instructional design. The document proposes an adaptation of agile called LLAMA that is tailored for instructional design projects. It provides guidance on iteratively developing projects, building relationships, and focusing on delivering value.
The document discusses prototyping and provides guidance on conducting customer interviews to gather feedback on prototypes. It covers:
- The importance of prototyping to visually express, test, and iterate on ideas through the double diamond design process of research, synthesis, ideation, and implementation.
- Different types of prototypes including software, hardware, and data prototypes.
- Best practices for conducting customer interviews including putting customers at ease, asking open-ended questions, actively listening without assumptions, and using probing questions to gain deeper insights.
- The importance of thanking customers for their time and debriefing as a team to identify learnings.
Presentation for Agile Australia Conference 2013. Introducing Lean Startup concepts in a way accessible to people used to usual project management methods. With lean startup you don't assume you know the end state required, (as you do with a project), you assume you need to focus on learning to discover the end state to solve the problem you area you looking at.
The document provides an overview of Agile methodology. It defines Agile as an incremental and iterative approach to project development that values individuals, collaboration, adaptability and working software. The key aspects of Agile include short iterations, frequent delivery of working software, adaptive planning, self-organizing teams, daily stand-ups and retrospectives. Benefits of Agile include improved visibility, productivity and ability to manage changing priorities. The document recommends starting with Agile by identifying issues to solve, creating a visual board and improving through small steps and continuous learning.
Product discovery involves an iterative process of understanding customer needs, setting priorities, and testing solutions. Agile product discovery emphasizes shared learning among the team through activities like stakeholder interviews, prototyping, and usability testing. It focuses on understanding the problem rather than jumping to solutions. Prioritization considers factors like value, cost, risk, and learning potential.
The document discusses starting a new project using Scrum principles. It outlines an agenda for a meeting where the group will: 1) hear a short talk about starting new projects and setting up a repeatable system; 2) break into smaller groups to shape broad ideas into actions; and 3) have teams prioritize stories from their backlog and begin working. The goal is for the group to take their backlog of ideas and shape them into an initial project using Scrum methods.
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
The document provides information about an online engagement webinar. It includes details about accessing the webinar such as phone numbers and access codes for the UK. It lists today's speakers as Andrew Gerrard and Nicola Meinders and outlines 5 key steps to online engagement: segmenting audiences, personalizing messages, maximizing brand acceptance and recall, launching campaigns quickly across multiple markets, and leveraging social media. Reasons for investing in online engagement are given. Challenges and opportunities for each step are discussed along with best practices and practical examples. Contact information is provided for Nicola Meinders and information on how to request additional resources.
Agile Product Development Playbook - Popular Tools and TechniquesAndy Birds
This Playbook provides an overview of some popular agile product development tools and techniques that Andy has found useful when building products. The Playbook focuses on Product Roadmaps as a keystone tool and provides a very high-level overview of other tools including; Product Vision Canvas, Product Canvas, Business Model Canvas, and Lean Canvas.
The Playbook is ideal for Product Managers, Product Owners, Business Analysts, User Experience Designers and anyone who works on an agile team or squad.
In this talk, Suze explores a case study from her recent work in a London agency, where, working for a large retail client, the programme of work moved from a project-based delivery model incorporating Scrum to a more product-based model. Drawing on aspects of Kanban, Design Thinking and Lean Startup, and implementing a dual-track agile approach, the team is now ‘thinking more product’.
Suze will delve into how the organisation has shifted to this model and how it coped with the change. She will talk through some of the difficulties that she experienced along the way and how these issues were mitigated, and provide take away techniques to help in your organisations.
More details:
https://confengine.com/agile-india-2019/proposal/8036/thinking-more-product-moving-from-scrum-to-a-dual-track-agile-approach
Conference link: https://2019.agileindia.org
This document provides an overview of a proposed project to support online colloquia and conferences. The project aims to expand the audiences and scale up recording efforts for more events. It would provide a unified online presence and streamline the workflow for hosting events. Key aspects that are discussed include the benefits, team roles needed, technical architecture, required resources, risks, and milestone dates.
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Enter the need of evidence-based decision-making, which is a great start in bringing the Scrum Stance to the managerial domain, leading to a new management culture, Empirical Management.
Gunther Verheyen uses ‘Evidence-Based Management’ to go into an exploration of empirical management as the best fit for the age of agile.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
The predominant mindset around complex problem solving is decomposition; we inevitably jump to ways of ‘chunking up’ a solution. At Aginic, our experience of delivering hundreds of engaging data experiences is that this often misses a step that is crucial to creating compelling digital experiences: experimentation. In this talk we’ll describe how we have baked in experimentation to our ability to explore and navigate complex problem spaces and how this has helped deliver engaging outcomes for our customers.
This talk is a must for anyone tackling complex projects, particularly involving data.
This document provides examples of retrospective techniques that can be used to keep team retrospectives fresh and relevant. It discusses how retrospectives are important for the inspect and adapt process in Agile but that teams say "I hate retrospectives" when the format does not vary. It then provides descriptions and instructions for several retrospective techniques including The White Elephant, Seven Questions, Two Truths and a Lie, Clear the Air, and Recognizing Group Knowledge. The document emphasizes choosing retrospective techniques appropriate for the team and situation and respecting the team's time.
The document discusses how to implement Lean UX and Agile development methodologies together. It introduces Lean UX, which focuses on rapid iteration, continuous testing, and aligning UX work with business goals. The key is holding regular design studios with stakeholders to align on goals, sketch ideas, and debate design directions early. This allows for rapidly iterating prototypes to test continuously with users. Following these Lean UX secrets enables delivering great experiences through Agile development.
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
Implementing Dual-Track Agile :: Lessons from the trenches @ITSpring.by May 2019Pedro Teixeira
Evermore people are talking about Discovery and Hypothesis-driven approaches. But where do you start? What do they really mean?
Pedro will share with us how he moved away from a 2-year delivery roadmap by enabling his Engineering teams to do a Dual Track Agile. A real case-study!
Key Learning Points:
- Understand what Dual Track Agile is
- Learn why Pedro and his team decided to use it at OutSystems
- Know what was the strategy in place for the Change Management
- Understand their failures and what they have learned with it
- Identify some Common Pitfalls
- Understand the importance of cadence for alignment and trust
- Understand the importance of building (truly) autonomous teams
Practical Product Innovation - Sydney CTO SummitMike Biggs GAICD
Today, constant innovation defines our marketplace. Businesses must respond to customer expectations for better digital experiences. How do leading organisations launch successful new products and respond rapidly to external change? How do they move beyond the simple need to innovate to actively practicing innovation every day?
We will share proven techniques and approaches to product innovation, from co-creation with customers, to workplace 'hack days'. We will show how collaborative design can speed your product to market using stories from the trenches of product delivery.
Presented By Mike Biggs and Ian Kelsall
20 things I wish I had known about Lean-Agile Delivery when I startedAndy Birds
Agile – Lean, Scrum, Kanban, Nexus, SAFe, DSDM, XP and the list goes on. The world of Agile delivery and Lean product development has come a long way over the past few years and we’ve seen a huge uptake across Europe and globally. We’ve watched companies transform their ways of working and create amazing new product experiences through iterative development and Agile delivery. Not only this, but the engineering, product and delivery culture Agile promotes has revolutionised places of work.
During TechEdge we’ll hear from the evangelists who have transformed businesses and faced the many challenges that come with scaling Agile whilst staying true to the Lean-Agile principles, particularly as businesses mature and grow. We’ll explore the different Agile methodologies, tools and how to scale these and implement them across different teams and businesses.
In this talk, Andy will run through 20 things he wishes he had known about Lean product development and Agile delivery before he started. Andy will be sharing things that he has found useful when building products in the hope that you will be able to pick up a few tips that you can apply.
ATD Virtual Conference: Leveraging Agile Methods in L&DTorranceLearning
This document discusses leveraging agile techniques for instructional design projects. It summarizes some key benefits of agile methods, such as increased flexibility, productivity, and stakeholder engagement. It then discusses challenges with directly applying agile software development practices to instructional design. The document proposes an adaptation of agile called LLAMA that is tailored for instructional design projects. It provides guidance on iteratively developing projects, building relationships, and focusing on delivering value.
The document discusses prototyping and provides guidance on conducting customer interviews to gather feedback on prototypes. It covers:
- The importance of prototyping to visually express, test, and iterate on ideas through the double diamond design process of research, synthesis, ideation, and implementation.
- Different types of prototypes including software, hardware, and data prototypes.
- Best practices for conducting customer interviews including putting customers at ease, asking open-ended questions, actively listening without assumptions, and using probing questions to gain deeper insights.
- The importance of thanking customers for their time and debriefing as a team to identify learnings.
Presentation for Agile Australia Conference 2013. Introducing Lean Startup concepts in a way accessible to people used to usual project management methods. With lean startup you don't assume you know the end state required, (as you do with a project), you assume you need to focus on learning to discover the end state to solve the problem you area you looking at.
The document provides an overview of Agile methodology. It defines Agile as an incremental and iterative approach to project development that values individuals, collaboration, adaptability and working software. The key aspects of Agile include short iterations, frequent delivery of working software, adaptive planning, self-organizing teams, daily stand-ups and retrospectives. Benefits of Agile include improved visibility, productivity and ability to manage changing priorities. The document recommends starting with Agile by identifying issues to solve, creating a visual board and improving through small steps and continuous learning.
Product discovery involves an iterative process of understanding customer needs, setting priorities, and testing solutions. Agile product discovery emphasizes shared learning among the team through activities like stakeholder interviews, prototyping, and usability testing. It focuses on understanding the problem rather than jumping to solutions. Prioritization considers factors like value, cost, risk, and learning potential.
The document discusses starting a new project using Scrum principles. It outlines an agenda for a meeting where the group will: 1) hear a short talk about starting new projects and setting up a repeatable system; 2) break into smaller groups to shape broad ideas into actions; and 3) have teams prioritize stories from their backlog and begin working. The goal is for the group to take their backlog of ideas and shape them into an initial project using Scrum methods.
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
The document provides information about an online engagement webinar. It includes details about accessing the webinar such as phone numbers and access codes for the UK. It lists today's speakers as Andrew Gerrard and Nicola Meinders and outlines 5 key steps to online engagement: segmenting audiences, personalizing messages, maximizing brand acceptance and recall, launching campaigns quickly across multiple markets, and leveraging social media. Reasons for investing in online engagement are given. Challenges and opportunities for each step are discussed along with best practices and practical examples. Contact information is provided for Nicola Meinders and information on how to request additional resources.
The document discusses the concept of Web 2.0 and its implications for enterprises. It outlines some benefits of adopting participative and collaborative technologies like reducing ineffective email use, connecting distributed teams, improving communication, attracting and retaining talent, and facilitating innovation. It also provides examples of how to measure the impact of these technologies and recommends starting with people and objectives and then expanding use over time.
Gordon Vala-Webb presents a framework for developing a collaboration strategy. The strategy involves:
1) Defining business outcomes from collaboration.
2) Focusing efforts on specific people, tasks, and types of collaboration.
3) Nurturing new ways of working by addressing psychological needs.
4) Measuring collaboration activities and outcomes to evaluate progress.
5) Revising the strategy based on feedback to accelerate or stop certain approaches.
The presentation provides examples of collaboration tools and challenges of implementing new strategies in organizations. Attendees are engaged in exercises to apply the framework to their own contexts.
Keys to Online engagement in B2B
Segment your audience.
Personalise your message for a mass market.
Increase brand recognition by using multiple content formats - videos, websites, emails, etc. - which add personality and improve recall among your targets.
Launch your campaign in your markets quickly, and in their language.
Take advantage of social media to properly build a conversation around your key messages.
The document outlines an agenda for a social media seminar. The agenda includes presentations on LinkedIn, Facebook, Twitter, YouTube, Pinterest and Foursquare. It also covers coffee breaks, lunch, and a concluding session on managing social media networks and time. Speakers include Mark, Scott, Xiao, and Ellie, and topics range from using various social media platforms for business to exposing businesses' visual sides and leveraging location-based services.
Storytelling: Selling a brilliant idea like a rock starRicardo Luiz
Storytelling in User Experience and in Projects.
The 5 Magic Steps to tell the story you need to sell a project, a solution or an idea.
How to understand what you need to do in order to engage like a rock star
Agile Project Management is an exciting methodology to manage complex projects. It’s mainly used in software development but can be used in any discipline.
This presentation explores the benefits of using Agile, a case study which purposely isn't software and a consideration of the leadership styles required to make an Agile project a success.
It was originally developed for TC World Bangalore and later adapted for GALA as a webinar.
This document provides an introduction to concepts for developing a business model, including customers and value propositions. It discusses workshops on shaping good ideas through human-centered design and introduction to the Business Model Canvas. The key activities are to identify customer segments and develop value propositions for the business by getting to know customers, their needs and pain points. The document encourages prototyping ideas and testing them with customers to gain insights.
Creating Great User Experiences: Tips and TechniquesTechWell
Many software people look at creating great user experiences as a black art, something to guess at and hope for the best. It doesn't have to be that way! Jennifer Fraser explores the key ingredients for great user experience (UX) designs and shares the techniques she employs early-and often-during development. Find out how Jennifer fosters communications with users and devs, and works pro-actively to ensure true collaboration among UX designers and the rest of the team. Whether your team employs a formal agile methodology or not, Jennifer asserts that you need an iterative and incremental approach for creating great UX experiences. She shares her toolkit of communication techniques-blue-sky brainstorming sessions, structured conversation, and more-to use with different personality types and describes which types may approach decisions objectively versus empathetically. Leave with examples of UX design methods-personas, use scenarios, and user stories-to get you started on your current and upcoming projects.
How Microlearning is Having a $2.2 Million Annual Impact at Bloomingdale’sHuman Capital Media
Microlearning has quickly become a hot topic in corporate learning, primarily because conventional learning methods have struggled to meet the demands of the business and the needs of the modern employee. Many organizations are incorporating microlearning into their learning strategy and are seeing incredible results.
In this session, you will learn why Bloomingdale’s decided to break away from conventional practices and try microlearning in 2012—before microlearning was a known term. It will explore the issues the company faced when it was decided to take the organization down the microlearning path and what the dramatic results have been. You will learn from the pitfalls and successes that were encountered along the way. For some, this session will provide a wake-up call for how learning professionals need to adapt their approaches to better meet the needs of a business and its employees. For others, it will help them gain a better perspective on the true benefits of taking a microlearning approach.
In this session, you will learn:
Why Bloomingdale’s took a microlearning approach
What Bloomingdale’s learned during their three-plus year journey with microlearning
The ingredients of an effective microlearning strategy
The results that Bloomingdale’s has achieved: a $2.2 million a year impact
Presentation Coaching Workshop at Singapore PolytechnicKenny Lew
The document provides an agenda and materials for a presentation coaching workshop. It discusses key elements of effective pitches such as having a compelling story, clear message, capturing attention, and convincing the audience to take action. It offers tips for preparing pitch decks, including knowing the audience and goal, highlighting compelling elements, and using visual designs over text. Common mistakes like reading slides and meaningless information are also addressed. Example pitch videos are presented and discussed.
The document outlines Tomás Caeiro's workshop on crafting an effective pitch deck. The workshop agenda includes defining what a pitch and pitch deck are, pitch secrets and goals, and pitch format and structure. The presentation covers communicating something to someone to achieve a goal, different types of pitches, and the importance of practice, planning and anticipating questions. It provides guidance on pitch elements like problem, solution, competitors, marketing, business model and metrics. Bonus tips are given on dos and don'ts of pitching, including knowing your audience, competitor, and not giving false information.
How Would You Start? - starting projects on the right footIIBA UK Chapter
This document proposes a new framework called SADD (Strategic Analysis Discovery Design) for pre-project analysis. It argues that most projects fail to meet objectives because they lack proper upfront analysis and design. SADD involves fact-finding, analysis, ideation and high-level design before a project begins. It is presented as an alternative to traditional project management approaches with a stronger emphasis on understanding problems, exploring options creatively and establishing a holistic strategic direction and high-level solution design. The framework has both a process model and principles like design thinking. It aims to establish the right conditions for success before a project is initiated.
Arne Sigurd Rognan Nielsen is a senior social business advisor and evangelist at IBM. He has held many positions throughout his career, including photographer, journalist, and writer. Nielsen writes books on topics like sales, marketing, and key account management. He is also an active blogger and advocates for collaboration and social business.
How to Insightfully Engage Candidates by Jennifer Newbill, Dell Inc.Shahid Wazed
This is the webinar deck on how to insightfully engage candidates. Don't forget to claim your offer using coupon Webinar14 to get an instant $200 off when you register for the 2016 Top Talent Summit taking place in Toronto, ON, Canada on April 20-21. Learn more at http://www.toptalentsummit.com/ . Thanks!
Networking Power covers the secrets of successful people. Provides - Speeches for Coaches - Professional seminar presentation and work book materials. Help your clients build a personal plan to succeed in their goals. www.speechesforcoaches.com, Jon Newsome (770) 614-4146.
Why do Data and Analytics struggle in large organizations? This presentation explores the structural and causal issues at play through the lens of 'systems thinking' and 'business dynamics'.
Simple Principles for Complex Data-Led Organisational TransformationBarry Magee
Digital Transformation Lab - Best of Practitioner Research - Jun 2021 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Culture Hacking with Data - front line experiences in Data Driven TransformationBarry Magee
UCC PGDip in Innovation Studies - Feb 2021 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Data Strategy for Digital Sales : Case Study & Best PracticeBarry Magee
Citrix Peer Exchange : Indeed.com - Oct 2020 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Data Driven Customer Engagement: Workflow and Feedback SystemsBarry Magee
This document discusses making sales and marketing more data-driven. It notes that traditionally conversion rates are around 2-3% but increasing data capture and feedback allows for higher rates. Edison is introduced as a system that uses AI to integrate data sources and customer feedback to help salespeople make better decisions. It captures 1.3 billion datapoints from various sources to provide a single view of customers and territories. Edison's market feedback system helps identify what is and isn't working for winning deals. This integrated approach including short sprints of activity allows for quicker adjustments and has achieved lead conversion rates up to 18% compared to the industry baseline of 3%.
The Use of A.I. in Sales & Marketing Pipeline Build - A Case StudyBarry Magee
The document discusses using artificial intelligence to improve pipeline building for a sales organization. It describes the current problems as an ineffective, list-based approach without feedback. The proposed solution is to build an embedded, data-driven process using AI to help prioritize accounts and optimize sales efforts. This would allow managers and sellers to see market potential and focus on building new pipeline. There were both technical and organizational challenges, but initial results showed improved conversion rates and sales cycles after implementing a centralized workflow using AI to make sales efforts more informed and productive.
This document outlines a data strategy for Oracle Digital to deliver actionable insights and business transformation. It discusses identifying relevant datasets, blending internal and external data, developing models to generate insights, and implementing an agile process to deliver improved targeting, seller insights, and data-driven transformation. The goal is to help sales teams optimize territory management, prioritize and engage clients effectively, and provide the right information to prospects.
Intelligent Tooling for (Digital) SalesBarry Magee
The document discusses using intelligent tools to help digital sales teams. It notes key seller questions around achieving sales targets and prioritizing clients effectively. It then outlines some of the challenges sales teams face like having too much data and tools, not enough time, and lack of insights. The solution discussed using a cognitive sales advisor that maps territories, provides insights, and helps answer questions to optimize sales processes. It aims to help sales teams prioritize, prepare for client engagements, and find new customers through a data-driven approach.
Using analytics to drive client engagement and find the market sweetspots Barry Magee
1. The document discusses using analytics to drive client engagement and find market opportunities by taking an iterative, data-driven approach to sales execution.
2. It outlines lessons learned from IBM's transformation journey, including using design thinking and prototyping to continuously improve models through feedback loops that incorporate data from sales outcomes.
3. The goal is to codify expertise into models that can match clients to offerings and prioritize engagements, helping sales teams focus on the right clients.
Using Analytics to improve Prospecting and reduce time to Pipeline targetsBarry Magee
The document discusses how analytics can be used to improve sales prospecting and reduce the time it takes to reach sales pipeline targets. It outlines lessons learned from IBM's transformation journey in using data-driven sales sprints and prioritization models to more effectively engage with prospective customers. The goal is to match customers with their needs, prioritize customer engagements, and incorporate feedback loops to continuously improve prioritization models.
Combining Agile and Analytics to improve Next Best Customer selectionBarry Magee
This document discusses combining agile and analytics approaches to improve customer selection. It describes IBM's journey moving towards an agile analytics model with five elements: single version of truth from multiple data sources, interpreting data as insights not just reports, modeling multidimensional rather than simple linear problems, modeling with limited historic data, and incorporating feedback loops. The goal is to codify expertise into models that match customers with needs and prioritize customer engagement.
Organisational Transformation with Data-Driven PracticesBarry Magee
This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and discussing how to put the lessons into practice. The case studies will focus on challenges of introducing data-driven practices into a sales environment and critical success factors for technical, behavioral, and organizational change. The document provides context on one case study involving challenges of helping sales reps manage their territories using limited data and time. It summarizes findings and outcomes from three cycles of the case study work.
Organisational Transformation with Data-Driven PracticesBarry Magee
This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and putting the lessons into practice. The case studies will focus on introducing data-driven practices into a sales environment at Citrix and the critical success factors for technical, behavioral, and organizational change. The document provides context on Citrix's sales environment and outlines evidence of problems from previous rounds of the case study.
Organisational Transformation with Data-Driven PracticesBarry Magee
The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.
Organisational Transformation with Data-Driven PracticesBarry Magee
The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.
The document provides tips for developing a blueprint that focuses on problem-solving rather than solutions. It advises embracing failure through iteration, building a team of rivals with complementary skills, and organizing diverse information over time to spot connections. It also notes that understanding will develop gradually, with 40% of information making sense initially and 60% sinking in over time through a cathartic process of building capabilities.
Data transformation in the sales environment - cat herding in sales prezBarry Magee
This document discusses challenges with data transformation in sales and marketing and provides recommendations. It notes that currently data is not used effectively across the sales funnel due to siloed activities without integration. It recommends taking a design thinking approach to capture the right data and ask the right questions to gain insights, then implement agile marketing and sales sprints using data to continuously observe, adjust and improve conversion rates.
Co-dependency with Clients - building a great product ≠ great product successBarry Magee
This document discusses the importance of client adoption of new products and change management. It notes that simply building a great product does not guarantee success and that the client organization must adapt to fully utilize the new product. The document provides several examples and argues that deployment, adoption, engagement and results (D-A-E-R) should be systematically monitored and improved over time to ensure clients derive value from products. It also stresses understanding organizational behaviors, change requirements and culture to facilitate adoption of new technologies and processes.
Getting Strategic about Sales AccelerationBarry Magee
1. The document discusses using data more effectively across the sales funnel to maximize return on investment.
2. Currently, activities throughout the sales funnel are often siloed without integration, focusing on short term wins rather than market trends or customer feedback.
3. The document proposes taking a more strategic approach by codifying expertise into models to prioritize customer engagement, integrating data visualization across sales and marketing, and using an end-to-end management system to continually adjust efforts based on outcomes.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.