Simon Penny was recently laid off from his role at Hertz Europe directing a customer experience program that was postponed due to the economic crisis. He has since developed a new concept called "Human Sigma Made in France" to continue pursuing the customer experience vision. The concept overlays Lean & Six Sigma processes onto human systems using consistent methods to integrate and monitor the employee-customer experience. It utilizes a new operating system called Holacracy to manage and improve the experience through an engaging story. Penny aims to present the concept proudly to Hertz and satisfy their goals of becoming a top employer by fostering employee engagement and satisfaction.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Talk on the importance of Service Design Thinking, how the evolution of Design and business leads to Service Design Thinking, overview of Service Design Thinking process and key artifacts used.
The Collaboratory: Problem-Solving in the Learning EnvironmentGreg Louviere
This session focuses on the interjection of problem-solving into the learning environment, establishing the Collaboratory as an engine for creative decision-making within a collaborative setting. Of the numerous problem-solving methods available, this presentation examines solution-based "design thinking" in the learning context. Through research and case studies, the presentation will delve into the spatial features that successfully foster a problem-solving learning environment. In recent years, many institutions have created Colaboratories, including the Mayo Clinic, Harvard Innovation Lab, and Stanford d:school. The purpose of which is to investigate problems such as climate change, health care, sustainability, economic globalization, learning equity, business growth and entrepreneurship. This presentation will explain the reasons why the problem-solving environment of a Collaboratory can become a learning opportunity in Higher-Education and K-12 applications and, the reason for its proliferation among corporations, organizations and institutions.
If you work with services, whether in technology, physical or human services, this talk will give you a high level understanding of the Service Design process and how you can use simple tools to find a problem worth solving, and solve it well.
Note: If you are an experienced service designer you may find the content fairly high level :)
Design of Business in an Age of DisruptionCraig Martin
We are all acutely aware of the changes occurring in business. Market and socio political drivers are causing interesting business models to emerge and technological changes are resulting in new digital and disruptive business models that are reshaping our traditional industries. There is significant pressure to respond with solutions, products and services that are not only desirable from a human centred perspective but business viable and technologically feasible.
In order to cater for these pressures, new strategic planning disciplines and tools must be leveraged, or in some cases invented. These disciplines need to both help business solve wicked problems, as well as help solution providers inside and outside an organization provide more value based offerings.
This presentation will look at the emergence of design led strategic planning approaches that merge disciplines to help business decision makers test the viability of ideas and strategies, and play these out within an organisation to determine the high value positions necessary to succeed in the market. In this paper we explore on the fusion of design thinking, business design and enterprise architecture to help organizations address these challenges.
http://enterprisearchitectureconference.com.au/keynote-speakers/
Strategic Design Management (Evolution of Design in Skoda Auto)Kapil Rajput
Designing has huge importance in today’s scenario. Branding is important tool which decide success of any enterprise, if it is not done with proper care and planning. In a highly customized marketplace, differentiation - how one product stands out from a similar product or service allows customers to make a distinction between competing services. Different organizations will often choose to focus their offers on distinctive qualities of brand attributes
On Wednesday 18th November 2015, Craig Martin presented a paper titled 'Looking for Disruptive Business Models in Higher Education' to the CAUDIT EA Symposium hosted at Monash University in Melbourne.
Craig discussed how to bring design thinking into enterprise architecture. The presentation covers the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education and various techniques to tap into the organisation, community and customers to build the Education businesses of the future.
For more information on Business Architecture and Design Thinking professional development, contact training@enterprisearchitects.com
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Talk on the importance of Service Design Thinking, how the evolution of Design and business leads to Service Design Thinking, overview of Service Design Thinking process and key artifacts used.
The Collaboratory: Problem-Solving in the Learning EnvironmentGreg Louviere
This session focuses on the interjection of problem-solving into the learning environment, establishing the Collaboratory as an engine for creative decision-making within a collaborative setting. Of the numerous problem-solving methods available, this presentation examines solution-based "design thinking" in the learning context. Through research and case studies, the presentation will delve into the spatial features that successfully foster a problem-solving learning environment. In recent years, many institutions have created Colaboratories, including the Mayo Clinic, Harvard Innovation Lab, and Stanford d:school. The purpose of which is to investigate problems such as climate change, health care, sustainability, economic globalization, learning equity, business growth and entrepreneurship. This presentation will explain the reasons why the problem-solving environment of a Collaboratory can become a learning opportunity in Higher-Education and K-12 applications and, the reason for its proliferation among corporations, organizations and institutions.
If you work with services, whether in technology, physical or human services, this talk will give you a high level understanding of the Service Design process and how you can use simple tools to find a problem worth solving, and solve it well.
Note: If you are an experienced service designer you may find the content fairly high level :)
Design of Business in an Age of DisruptionCraig Martin
We are all acutely aware of the changes occurring in business. Market and socio political drivers are causing interesting business models to emerge and technological changes are resulting in new digital and disruptive business models that are reshaping our traditional industries. There is significant pressure to respond with solutions, products and services that are not only desirable from a human centred perspective but business viable and technologically feasible.
In order to cater for these pressures, new strategic planning disciplines and tools must be leveraged, or in some cases invented. These disciplines need to both help business solve wicked problems, as well as help solution providers inside and outside an organization provide more value based offerings.
This presentation will look at the emergence of design led strategic planning approaches that merge disciplines to help business decision makers test the viability of ideas and strategies, and play these out within an organisation to determine the high value positions necessary to succeed in the market. In this paper we explore on the fusion of design thinking, business design and enterprise architecture to help organizations address these challenges.
http://enterprisearchitectureconference.com.au/keynote-speakers/
Strategic Design Management (Evolution of Design in Skoda Auto)Kapil Rajput
Designing has huge importance in today’s scenario. Branding is important tool which decide success of any enterprise, if it is not done with proper care and planning. In a highly customized marketplace, differentiation - how one product stands out from a similar product or service allows customers to make a distinction between competing services. Different organizations will often choose to focus their offers on distinctive qualities of brand attributes
On Wednesday 18th November 2015, Craig Martin presented a paper titled 'Looking for Disruptive Business Models in Higher Education' to the CAUDIT EA Symposium hosted at Monash University in Melbourne.
Craig discussed how to bring design thinking into enterprise architecture. The presentation covers the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education and various techniques to tap into the organisation, community and customers to build the Education businesses of the future.
For more information on Business Architecture and Design Thinking professional development, contact training@enterprisearchitects.com
Maryann is a Senior Portfolio Marketing Manager overseeing product marketing, content development, and brand strategy.
The purpose of this deck is to show her creative process, approach to marketing initiatives, and examples of work. This should be used as an extension of her resume. Enjoy!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation with over 320+ slides covers 36 commonly used Design Thinking frameworks, mindsets and methods for Customer Experience innovation and redesign.
A detailed summary is provided for each design framework. The frameworks in this deck span across the inspiration, ideation and implementation phases of Design Thinking.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. Design Thinking
2. Assume a Beginner's Mindset
3. Persona
4. Empathy Map
5. Interviews
6. Extreme Users
7. Point Of View
8. "How Might We" Questions
9. Design Brief
10. Stakeholder Map
11. Customer Journey Map
12. Context Map
13. Opportunity Map
14. Brainstorming
15. SCAMPER
16. Affinity Diagram
17. Ideas Evaluation Matrix
18. Prioritization Map
19. Prototypes
20. Rapid Prototyping
21. Storyboard
22. Storytelling
23. Role Play
24. 2x2 Matrix
25. Ways to Grow Framework
26. Feedback Capture Grid
27. 70-20-10 Rule
28. Kano Model
29. Customer Profile
30. Value Proposition Map
31. Value Proposition Canvas
32. Business Model Canvas
33. The Golden Circle
34. Five Whys Analysis
35. ADKAR® Model for Individual Change
36. Kotter's Change Management Model
These frameworks and templates are used in many design firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem or design challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model. Examples and templates are provided.
These slides were presented as a 1 hour global webcast in partnership with The Open Group.
Summary: In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
Dallas Fort Worth Business Architect Network
Columbus Brown and Kevin Maunz presented
Our mission is to be the premier community in the greater Dallas-Fort Worth area where business architects can come together to share expertise, best practices, and grow professionally. We will accomplish this by hosting events for members to build a strong network with other like-minded professionals, as well as to showcase innovative industry practices and business architecture applications.
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The words "vision," "mission," "purpose" and "values," can hold very different meanings to different people. It is important that each organization must clarify what each term means. The priority is to have agreement among the people involved. When they are actually used in the way they were intended, vision, mission, purpose and values become powerful driving forces for building, running and growing your organization.
This presentation is ideal for setting the stage for a strategic planning workshop for organizational leaders and key employees. It also serves as useful material for the orientation of new hires, interns and temporary staff. Examples of vision and mission statements and core values from twenty successful organizations are included.
LEARNING OBJECTIVES
1. Acquire knowledge on the meanings of vision, mission and values
2. Understand the roles of vision, mission and values in strategy formulation
3. Review examples of the vision, mission and core values of successful organizations
CONTENTS
1. Introduction
2. Vision
3. Mission
4. Core Values
5. Examples
Carla Rocha Morais: Using employee experience design in human resources manag...Service Design Network
Managers around the world are being challenged on the Attractiveness of their companies, and on Loyalty and Motivation of their employees. Most of them are looking for solutions on the same usual places, and therefore creating defragmented experiences for their collaborators. Reality shows that people are dealing with serious workload and over-communication systems; new technologies are both helping and giving additional constrains and challenges (Industry 4.0) to work routines; younger professionals have different expectations and demands, and they are all in need of better talent and assessment management. In this presentation, we will show how Employee Experience Design is helping re-inventing organisations and processes, making them more simple and where people feel happy and engaged.
How to Deliver Great Customer Service in Enterprise SoftwareBob Dahlberg
This presentation is a humorous course I wrote for engineers, SEs, in enterprise software customer facing situations. By applying these lessons that I learned the hard way, your organization too can deliver great customer service.
Strategising with Service as Business Logic / Service Design DrinksService Design Berlin
Service design is en vogue. These days even the most hesitating companies engage in little experiments with the ‘new discipline’. A myriad of methods and tools are taught and trained. ‘Mindsets’ we say have to be developed; philosophies shaped … And yet: Service designers still have a hard time legitimizing their ways of working to all these people in organization who do not seem to ‘get it.’ It still is hard to get really holistic service systems to work. When it comes to implementation, great experience concepts often face resistance not only from operations but also due to a lack of strategic direction. The problem is: When reasoning with top management, service designers are rarely on eye-level. This is not only because of current power structures but also because our notions of service design conceptualize the young field in a rather narrow way. Honestly, most predominant ideas of service design aren’t strategic at all.
The HPI research fellow Jan Schmiedgen gave a glimpse into Service-Dominant Logic, an admittedly abstract but extremely handy theory of service, which provides you with a strategic lens on how to run your business, (re)define your market and even your industry boundaries. Amongst scholars Service-Dominant Logic is already perceived as a new marketing paradigm; a lens to view all economic activity in the world. For you as serve designers it might be a good foundation to base your strategic conversations with top-management on. If you really want to make ‘service thinking’ central to all our business activities, there is no getting around Service-Dominant Logic.
The talk took place at the epicenter of the Berlin tech community – Factory Berlin in Mitte.
Factory is the first and largest startup campus in Germany. With over 16,000 square meters of office space, Factory brings best in class technology businesses together with early stage startups and talents by providing an outstanding work environment, a curated community of founders and quality events.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
This is the deck of my presentation at Interaction 14.
Here's the video: https://vimeo.com/86495316
UX is a broad field and designers are increasingly playing a strategic role in many companies. Be that designer.
Businesses are increasingly adopting user-centered approaches to create experiences, moving UX design to be one of the core activities driving the company strategy and operations.
This is an incredibly valuable opportunity that we designers can take to step up and contribute to create the great experiences and services they envision, taking our vision, tools and understanding to a different level. But we need to learn the new skills to play at this table, a table that's often speaking a different language with a lot of politics and different stakeholders.
Project Management Case Study – IDEO Redesigning Cineplanet Cinema ExperienceBalaji Katakam
• Defined scope of the project, drafted a Project Charter, worked on Resource Allocation and Project Scheduling
• Developed a list of Deliverables and Milestones, defined success measures, submitted a report as a project manager
Design Thinking, From Idea to Product @ Product TankDavide Scalzo
These are the slides that I used for my keynote on Design Thinking at Product Tank London in November 2015.
In this keynote I was introducing how to use design thinking when trying to get a new product or feature to market in order to deliver a product that your customer audience actually wants.
Return on Design: The business value of design for servicesCsilla Narai
Service design is at the forefront of innovation and customer-centered business value generation. This deck explains how we, service designers approach problems, what tools we use and what exactly you, as a decision maker gain from working with us.
Introduction to International StandardizationKris Kimmerle
This is my publication on the Introduction to International Standardization. In this publication I overview the ISO, IEC, and Common Criteria international organizations and their unique approaches to security evaluations, certification & accreditation, and lastly standard development.
Maryann is a Senior Portfolio Marketing Manager overseeing product marketing, content development, and brand strategy.
The purpose of this deck is to show her creative process, approach to marketing initiatives, and examples of work. This should be used as an extension of her resume. Enjoy!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation with over 320+ slides covers 36 commonly used Design Thinking frameworks, mindsets and methods for Customer Experience innovation and redesign.
A detailed summary is provided for each design framework. The frameworks in this deck span across the inspiration, ideation and implementation phases of Design Thinking.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. Design Thinking
2. Assume a Beginner's Mindset
3. Persona
4. Empathy Map
5. Interviews
6. Extreme Users
7. Point Of View
8. "How Might We" Questions
9. Design Brief
10. Stakeholder Map
11. Customer Journey Map
12. Context Map
13. Opportunity Map
14. Brainstorming
15. SCAMPER
16. Affinity Diagram
17. Ideas Evaluation Matrix
18. Prioritization Map
19. Prototypes
20. Rapid Prototyping
21. Storyboard
22. Storytelling
23. Role Play
24. 2x2 Matrix
25. Ways to Grow Framework
26. Feedback Capture Grid
27. 70-20-10 Rule
28. Kano Model
29. Customer Profile
30. Value Proposition Map
31. Value Proposition Canvas
32. Business Model Canvas
33. The Golden Circle
34. Five Whys Analysis
35. ADKAR® Model for Individual Change
36. Kotter's Change Management Model
These frameworks and templates are used in many design firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem or design challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model. Examples and templates are provided.
These slides were presented as a 1 hour global webcast in partnership with The Open Group.
Summary: In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
Dallas Fort Worth Business Architect Network
Columbus Brown and Kevin Maunz presented
Our mission is to be the premier community in the greater Dallas-Fort Worth area where business architects can come together to share expertise, best practices, and grow professionally. We will accomplish this by hosting events for members to build a strong network with other like-minded professionals, as well as to showcase innovative industry practices and business architecture applications.
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The words "vision," "mission," "purpose" and "values," can hold very different meanings to different people. It is important that each organization must clarify what each term means. The priority is to have agreement among the people involved. When they are actually used in the way they were intended, vision, mission, purpose and values become powerful driving forces for building, running and growing your organization.
This presentation is ideal for setting the stage for a strategic planning workshop for organizational leaders and key employees. It also serves as useful material for the orientation of new hires, interns and temporary staff. Examples of vision and mission statements and core values from twenty successful organizations are included.
LEARNING OBJECTIVES
1. Acquire knowledge on the meanings of vision, mission and values
2. Understand the roles of vision, mission and values in strategy formulation
3. Review examples of the vision, mission and core values of successful organizations
CONTENTS
1. Introduction
2. Vision
3. Mission
4. Core Values
5. Examples
Carla Rocha Morais: Using employee experience design in human resources manag...Service Design Network
Managers around the world are being challenged on the Attractiveness of their companies, and on Loyalty and Motivation of their employees. Most of them are looking for solutions on the same usual places, and therefore creating defragmented experiences for their collaborators. Reality shows that people are dealing with serious workload and over-communication systems; new technologies are both helping and giving additional constrains and challenges (Industry 4.0) to work routines; younger professionals have different expectations and demands, and they are all in need of better talent and assessment management. In this presentation, we will show how Employee Experience Design is helping re-inventing organisations and processes, making them more simple and where people feel happy and engaged.
How to Deliver Great Customer Service in Enterprise SoftwareBob Dahlberg
This presentation is a humorous course I wrote for engineers, SEs, in enterprise software customer facing situations. By applying these lessons that I learned the hard way, your organization too can deliver great customer service.
Strategising with Service as Business Logic / Service Design DrinksService Design Berlin
Service design is en vogue. These days even the most hesitating companies engage in little experiments with the ‘new discipline’. A myriad of methods and tools are taught and trained. ‘Mindsets’ we say have to be developed; philosophies shaped … And yet: Service designers still have a hard time legitimizing their ways of working to all these people in organization who do not seem to ‘get it.’ It still is hard to get really holistic service systems to work. When it comes to implementation, great experience concepts often face resistance not only from operations but also due to a lack of strategic direction. The problem is: When reasoning with top management, service designers are rarely on eye-level. This is not only because of current power structures but also because our notions of service design conceptualize the young field in a rather narrow way. Honestly, most predominant ideas of service design aren’t strategic at all.
The HPI research fellow Jan Schmiedgen gave a glimpse into Service-Dominant Logic, an admittedly abstract but extremely handy theory of service, which provides you with a strategic lens on how to run your business, (re)define your market and even your industry boundaries. Amongst scholars Service-Dominant Logic is already perceived as a new marketing paradigm; a lens to view all economic activity in the world. For you as serve designers it might be a good foundation to base your strategic conversations with top-management on. If you really want to make ‘service thinking’ central to all our business activities, there is no getting around Service-Dominant Logic.
The talk took place at the epicenter of the Berlin tech community – Factory Berlin in Mitte.
Factory is the first and largest startup campus in Germany. With over 16,000 square meters of office space, Factory brings best in class technology businesses together with early stage startups and talents by providing an outstanding work environment, a curated community of founders and quality events.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
This is the deck of my presentation at Interaction 14.
Here's the video: https://vimeo.com/86495316
UX is a broad field and designers are increasingly playing a strategic role in many companies. Be that designer.
Businesses are increasingly adopting user-centered approaches to create experiences, moving UX design to be one of the core activities driving the company strategy and operations.
This is an incredibly valuable opportunity that we designers can take to step up and contribute to create the great experiences and services they envision, taking our vision, tools and understanding to a different level. But we need to learn the new skills to play at this table, a table that's often speaking a different language with a lot of politics and different stakeholders.
Project Management Case Study – IDEO Redesigning Cineplanet Cinema ExperienceBalaji Katakam
• Defined scope of the project, drafted a Project Charter, worked on Resource Allocation and Project Scheduling
• Developed a list of Deliverables and Milestones, defined success measures, submitted a report as a project manager
Design Thinking, From Idea to Product @ Product TankDavide Scalzo
These are the slides that I used for my keynote on Design Thinking at Product Tank London in November 2015.
In this keynote I was introducing how to use design thinking when trying to get a new product or feature to market in order to deliver a product that your customer audience actually wants.
Return on Design: The business value of design for servicesCsilla Narai
Service design is at the forefront of innovation and customer-centered business value generation. This deck explains how we, service designers approach problems, what tools we use and what exactly you, as a decision maker gain from working with us.
Introduction to International StandardizationKris Kimmerle
This is my publication on the Introduction to International Standardization. In this publication I overview the ISO, IEC, and Common Criteria international organizations and their unique approaches to security evaluations, certification & accreditation, and lastly standard development.
Every technology goes through a number of transformations during its lifetime. And this is true for the humble lamppost. In Europe there are some 60-90 million of them lining the streets of our cities. And more than 75% of them are 25 years or older. Now is their time: doing more with this modest city asset to ‘bootstrap’ smart city services presents a real and rapid opportunity. What then needs to be done?
Talk by Jason Warwick, UrbanDNA
Product managers interact with many audiences, from investors to users, from developers to marketing and salespeople. Using the Clarity Method they'll be able to communicate effectively with all of them.
This talk was presented at Productized conference in Lisbon, October 2016 - http://www.productized.co/
You can download the Clarity Checklist at http://www.claro.pt/productized/
Productized Conference Lisbon - Oct 8-9 2015Andre Marquet
The Productized Conference Lisbon brings together thought-leaders from product design, product management and design thinking during October 8th, and 9th to network and exchange their vision for the future and insights of designing great products.
Attending Productized Conference allows you to learn how to build successful products by tapping on the experience of thought-leaders from product design, product management and design thinking. Get practical tools and inspiration to design great products within your company.
This event is open and of special interest to product managers, developers, designers, team managers, marketeers, software companies C-level, startups’ teams and products lovers.
We can learn something from consumer businesses by making our b2b services more product-like, they will be easier to sell to clients and more manageable to maintain.
Think Optimised - Learn digital analytics to optimise a business - Squared Online Digital Marketing UK. With one insight and provide three recommendations 2015 - Group 18
19 Reasons for GigaFactory-2 in PortugalAndre Marquet
This presentation gives 17 Reasons for GigaFactory-2 in Portugal, regarding the possibility of a Gigafactory-2 in Europe as announced by Tesla in November, to build both cars and batteries. Data was collected from several sources which are referred to, and inspiration came from several contributions, including from Rui da Rocha Ferreira among others. The author is not employed by the Portuguese government, or any of promotion agency, but is part of an informal group to support bringing GigaFactory-2 to Portugal.
Join us at facebook group to get #gigainportugal:
https://www.facebook.com/groups/gigainportugal/
Risk-driven and Business-outcome-focused Enterprise Security Architecture Fra...Craig Martin
Ana Kukec, Lead Enterprise Security Consultant, Enterprise Architects, Australia
The Open Group Architecture Forum and Security Forum agree that the coverage of security in TOGAF should be updated and improved. The understanding and focus of security architecture has moved from a threat-driven approach of addressing non-normative flaws through systems and applications to a risk-driven and business outcome-focused methodology of enabling a business strategy.
Following this trend, we defined fundamental characteristics of effective security architecture. 1) Capabilities are primary assets at risk, while information systems and technology components are secondary assets at risk supporting the primary assets. 2) Security requirements include the business aspects and not only the technology aspects of confidentiality, integrity and availability. 3) IT risk management is business-opportunity-driven. It requires understanding of risk appetite across business, information systems and technology architecture to manage security risks of vulnerabilities and compliance issues, which may arise at any layer of enterprise architecture in a business-outcome-focused way. 4) Security services are aligned to business drivers, goals and objectives, and managed in a risk-driven way.
Yet, there is no single security architecture development methodology to deliver these characteristics. We believe that existing information security standards and frameworks in a combination with the TOGAF are sufficient to meet the aforementioned fundamental characteristics of effective security architecture. However the challenge is in their integration. Our Enterprise Security Architecture Framework integrates key industry standards and best practices for information security and risk management, such as COBIT 5 for Information Security, ITILv3 Security Service Management, ISO/IEC 27000 and ISO/IEC 31000 families of standards, using the TOGAF Architecture Development Method and Content Meta-model as the key integrators. It is a pragmatic security architecture framework which establishes a common language between IT, security, risk and business organisations within an enterprise and ensures effective and efficient support of long-term security needs of both business and IT, with a risk-driven enterprise as a final outcome.
We will present a case study of the implementation of the aforementioned business-outcome-focused and risk-driven Enterprise Security Architecture Framework at the University of New South Wales.
Key takeaways:
-- Overview of a risk-driven and business-outcome-focused security architecture methodology seamlessly integrated with the TOGAF
-> Security strategic planning
-> Enterprise-wide compliance, internal (policies and standards) and external (laws and regulations
-> Business-opportunity driven management of security risk of threats, vulnerabilities and compliance issues across business, information systems and technology architecture
Building a more cohesive organisation using business architectureCraig Martin
In shifting the focus away from enterprise architecture being seen purely as an IT discipline, organizations are beginning to formalise the development of business architecture practices and business architecture outcomes.
The OpenGroup has made the differentiation between business, IT and enterprise architects through their various working groups and certification tracks.
However, industry at present is grappling to try and understand where the discipline of business architecture resides in the business and what value it can provide separate of the traditional project based business analysis focus.
This presentation will take the audience through an overview of some of the critical questions being asked by business and how these are addressed through the discipline of business architecture.
Using both method as well as case study examples, I will show the audience an approach to building more cohesion across the business landscape using business architecture techniques and artefacts.
The presentation will focus on using business motivation models, strategic scenario planning and capability based planning techniques to provide input into the strategic planning process.
It will also highlight some of the outputs through examples from engagements.
10 Professional Tips from SlideModel.com and MoneyGossips.com for creating amazing slideshare decks that will lead traffic and increase your authority.
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
How Whole Brain Thinking Helps A Large International Professional Serv- ices Firm’s Employees Cultivate Their Creative Side And Stay Connected To The Firm’s Overall Strategy
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Successful organizations recognize employees are their most valuable asset. They are the heart and soul of your business. In turn, organizations spend a lot of time recruiting, training, and managing employees which is a signifcant investment. One of the best ways to protect your investment is to create engaged employees by communicating with them. Often.
Using the MBTI Type Tool in Corporate StroytellingSimon Penny
Just wanted to share with you my vision of how we could work together.....a vision built on real life experiences and solid Type and Temperament Frameworks. Go to interstrength.com for further information about Linda Berens and her interstrength method - highly recommended by me.
Human Sigma Made In France, The Communication Zone™& Holacracy™
1. Curriculum Vitae – March 2010
Simon PENNY tells the “Human Sigma Made in France Story”:
France™
Twelve months ago I was “suddenly & unexpectedly” made redundant by Hertz Europe when the Corporate Customer Experience Program for
Experience
which I was the Director of Mobilization, Communication and Learning was indefinitely postponed due to the economic crisis.
Extremely motivated by the Customer Experience concept that the Hertz Corporation was pursuing and inspired by the Program Champion's vision
and theatre approach, I decided that I would continue working independently on my vision of building an integrated customer & employee
experience by using storytelling as a tool to deliver strategic initiatives in real time.
I set myself the double objective of building a concept that firstly I would be proud to present to the Hertz Customer Experience Champion and that
proud
secondly also satisfied all the “HR Branding” requirements essential to Hertz's quest to become a “First in Class Employer of Choice” in the rental
car industry.
2. My concept is called Human Sigma Made in France™ and is about overlaying the same basic business processes of Lean & Six Sigma onto the
human systems of the business by providing a consistent method to integrate and monitor the effectiveness of the “employee-customer” encounter.
A new operating system - Holacracy - provides the disciplined process necessary to manage and improve this experience - engaging employees in
the process which is laid out as a story which writes itself in real-time as strategy evolves.
I set myself the objective of building an employee engagement concept that would be something that I would be proud to present to the Hertz
Customer Experience Champion and that also satisfied all the “HR Branding” requirements essential to Hertz's quest to become a “First in Class
Employer of Choice” in the world wide rental car industry.
Hertz Corporation HR Branding objective:
The Hertz Corporation is the world's largest general use car rental brand, operating from approximately 8,100 locations in 147 countries worldwide. Hertz is the
number one airport car rental brand (RAC) in the U.S. and at 69 major airports in Europe, and operates both corporate and licensee locations in cities and
airports in North America, Europe, Latin America, Australia and New Zealand. In addition, the Company has licensee locations in cities and airports in Africa,
Asia, and the Middle East.
Hertz also operates one of the world's largest equipment rental businesses, Hertz Equipment Rental Corporation (HERC), offering a diverse line of equipment,
including tools and supplies, as well as new and used equipment for sale, to customers ranging from major industrial companies to local contractors and
consumers through more than 360 branches in the United States, Canada, France and Spain.
Hertz is a 90-year old company with a rich legacy of industry leadership and service and with a mission to be the most efficient, high quality, customer focused
company in the rental markets the company serves and moves into. In support of this mission, company is undergoing a 2+year worldwide reorganisation
program (which commenced at the beginning of 2007) in order to operate more efficiently, as well as further improve customer service and employee satisfaction.
Employer of choice branding initiative The Company has a stated objective to become an "Employer of Choice" in order to both attract and retain the best
talent in the industry. The company has commenced a number of far-reaching initiatives to develop the company as a ' best in class' employer, and measures
employee views of progress through bi-annual employee pulse surveys. Furthermore, a specialist task force within the HR group is leading a Global Employee
Retention Project to address seven key areas relating to employee retention: Attracting new employees; Recruiting new employees; Integrating new employees;
Rewarding employees; Growth & Career Opportunities; Managing & Engaging employees; and Separating from employees.
3. To support this objective, the HR team would like to create one common identity — closely aligned with the overall identity of the global organisation — which
helps convey to both internal and external audiences worldwide that Hertz is indeed an exciting and rewarding company to work for.
Human Resources team branding initiative Also, as part of the overall global reorganisation of Hertz, departmental functions have been transformed to global
centre’s of excellence, whereas previously the functions operated on a country or regional basis The HR function is a key example of this initiative. Previously,
the HR teams in each of Hertz's company owned (corporate) countries have operated fairly autonomously, each with country-driven approaches to their own
markets, and with RAC and HERC teams operating separately. Now, however, as a result of the reorganisation of the HR function, all HR employees from all
countries across both RAC and HERC are part of one global HR team, which is organised into closely linked, pan geographic HR disciplines.
Now that the HR function has regrouped, it needs to create one common identity for the function itself so that its messages and visual manifestation are
consistent around the globe. Furthermore, this activity needs to form part of the larger employer of choice branding requirement.
The overall project objectives are two-fold.
Firstly, the team needs to help convey one consistent, vibrant and dynamic image of Hertz as an employer of choice to both internal and external audiences such
as job candidates and recruitment companies. To support this, the output of the project needs to help further cultivate pride of the company and foster
appreciation amongst both internal and external audiences (eg job candidates) that Hertz is an employer of choice.
Secondly, the team would like to communicate and convey HR as one function, one team and one voice, as opposed to individual practice areas each conveying
their own messaging. The HR function should be clear to the business, with one mission communicated in a fresh, lively and engaging manner. The aim is to
foster internal and external understanding of the HR function, its vision and its offerings.
In continuing my work, I have always held as objective that my final product must be able to be presented, in true theatrical style, to a client who
“plays the role” of the Hertz Corporation Customer Experience Champion or even CEO of Hertz. So in true theatrical fashion I ask you, when you
watch this presentation, to play the role of the Hertz Corporation’s Customer Experience Champion and to hither formulate any questions, queries,
concerns, satisfaction or delight that you may “experience” from this perspective.
Since leaving Hertz I have acquired two additional skill sets or qualifications as part of my plight to launch "Human Sigma Made in France™":
4. 1. Certified Communication Zone Facilitator - (USA – April 2009). www.interstrength.com
In May 2009 I was certified as a Communication Zone Facilitator – “A Common Language for Understanding Personality Differences”
The Human Sigma Made in France™" approach to understanding personality differences provides a common language for understanding our
natural personality diversity. Through this multifaceted approach, we can begin to understand how people have fundamental temperament
differences that can lead to “stands”, value agendas and fixed ways of interacting. These differences also determine how they learn, make
decisions, and develop. Our approach describes natural preferences that lead to various ways of perceiving and ways of deciding that are often
critical for an organization’s success, yet, if not understood, can be the primary source of miscommunications.
Effective application of this approach is not through a flavor-of-the-month workshop. It is not enough that people take a personality instrument and
find out their “type.” In fact, such use of instruments will probably have unintended negative consequences.
5. To be truly effective, this approach needs to be introduced in a strategic way that aligns with organizational objectives. It needs to be introduced as
a common language, available to all and readily under stood.
•Know Themselves — using the Temperament, Interaction Styles, and Cognitive Dynamics models
•Make Space for Others — by appreciating what others need in a communication and doing those things that don’t interfere
•Shift Their Communications — by communicating in the style the client most likely wants and using the words they most easily understand
6. 2 . Certified Holacracy Workshop Facilitator – (USA – January - 2010). www.holacracy.org
In January 2010 I became a certified "Holacracy" workshop facilitator. Holacracy is a new operating system for 21st Century Companies – Holacracy
provides the new meeting and decision making processes needed to successfully implement and integrate all current organizational,
transformational and developmental projects that Hertz sought to integrate into a Global Customer Experience Program managed as a theatre..
Customer
Holacracy is for me a way forward to total integration of all existing projects towards a final objective outlined in the Company’s Vision, Mission and
Value Statements.
What is Holacracy?
Holacracy is a practice for organizations that are looking to embed f
practice ooking flexibility and effectiveness in their core processes, such as meetings, decision
ity decision-
making processes and the organizational structure. The way in which Holacracy manages this is by combining an innovative syst system of meeting
practices with a number of operating principles. The result? A flexible and effective operating system with embedded adaptive capacity.
7. Who is Holacracy for?
Organizations that waste a Lot of energy and agility through ineffective meetings, unclear decision-making processes and a rigid organizational
Structure will have much to gain from Holacracy. Holacracy can make a difference in dealing with the following questions:
How do we make decisions? Who makes which decisions? How do we make changes in policy and structure?
Dynamic steering enables an organization to adapt quickly and flexibly to change in and around the organization. It does so by shifting the focus
away from predicting and controlling, toward building internal adaptive capacity, so the organization (-al structure) can deal with problems and
opportunities in a proactive manner. In this way, Holacracy enables a much more agile way of decision making; one that’s much more in alignment
with human nature. In fact, this way of steering the organization is quite similar to the way you steer a bicycle.
8. The essence of Holacracy: Dynamic Steering
Holacracy in practice: What’s in it for you?
When an organization or team has worked with Holacracy for some time:
1. It becomes more sensitive to internal and external change, so it takes less time to become aware of problems and opportunities as they arise.
And the earlier they show up on the radar, the sooner they can be dealt with.
2. It becomes more capable of rapidly integrating new insights and changes into all layers of the organization.
Holacracy facilitates the transition to a dynamically steering organization, by embedding into the structure of the organization the capacity to
effectively transform needs and tensions. Holacracy enables this by making it crystal clear who takes decisions on what, so there is explicit
agreement on how to deal with surprises as they occur. The result is that information and awareness flow naturally to those places in the
organization where decisions are most effectively taken.
9. Holacracy creates an organization able to learn, because tensions that arise from a changing environment are used as direct input into the
continuing development of the organization (-al structure). This process takes place at all layers, creating a resilient organization that embraces
change, rather than resisting and fighting it. Such an organization can be compared to an engine which actually becomes better and stronger as
sand is put in.
Holacracy:
is about exploring a new tier of organization and culture that is only recently available to us and one that allows an organization to deal with
tensions as they arise.
is a new organizational operating system that is a "Practice" not just a model or theory.
It includes a more organic organizational structure and provides concrete meeting and decision making processes.
The big difference is that Holacracy takes individual "egos" out of the workplace because its approach is from a new ground that is about the
organization’s "Evolutionary Purpose", not about the individual employee or the people.
What's more Holacracy uses "dynamic steering" to deliver the goods in “real-time”..
Holacracy provides a “new business operating system” that is designed to be used with Lean Sigma and the 4 Lenses of the Communication Zone
provide the communication skills and individual understanding- the dynamic steering process kindles employee engagement and does the rest!
23. HUMAN SIGMA MADE IN FRANCE ™– INTEGRATING THE EMPLOYEE AND
CUSTOMER ENCOUNTER WITH THE COMMUNICATION ZONE™ & HOLACRACY™
Most organizations have problems.
Most of these problems can be traced back to communication and interpersonal
relationship differences.
24. Human Sigma Made in France optimizes organizations for being in
France™
“The Communication Zone™
The
Using the tools of The Communication Zone ™, the Human Sigma Made in France
Zone™ France™
approach help “ALL EMPLOYEES become more effective in their professional roles,
helps EMPLOYEES”
as well as in their personal lives.
Individuals learn about their strengths, weaknesses and blind spots and as a result
learn
have an increased sense of self mastery, self worth and self confidence. They
self-mastery, self-worth self-confidence.
communicate better and their teamwork will improve.
They develop new skills that they can use with collea gues, teammates, those they
colleagues,
lead and manage, and those who lead and manage them, customers, suppliers,
allies, as well as their family members and friends.
Teams also learn their strengths, weaknesses and blind spots. They increase their
ability to move to high performance quickly, to avoid their blind spots and
to
compensate for their weaknesses.
The Communication Zone™ is a zone where we are in sync with others, are
mutually understood, communication is easy and effective, miscommunication is
minimized, and conflicts are handled proactively.
All behavior communicates something and as a result every aspect of our behavior
contributes to our communication. Individual differences influence our
communications and there are three aspects to getting into The Communication
Communication
Zone™:
Zone™
The Key to The Communication Zone™ — Understanding Yourself and Others
The Door into The Communication Zone™ — Making space for others,
responding to them in ways that allow them to use their strengths and natural
preferences
Entering The Communication Zone™ — Shifting your communication to meet
others at their view of the world
Dr. Linda V. Berens introduces us to the next evolution of Temperament —the four
—the
new terms: Improviser™, Stabilizer™, Theorist™ and Catalyst™.
Theorist™
Dr. Berens has developed a resource used by thousands to better understand
themselves and others. Engaging graphics and easy to-read text lead readers on a
easy-to read
journey of self discovery.
self-discovery.
25. Also used widely by trainers, career professionals, coaches, managers and others to
lead individuals, groups and teams through the dynamics of Temperament.
Linda Berens is renowned for taking Temperament Theory, which has been used for
over 25 centuries and describes the core values, motivations and needs of
individuals, and translating it into practical business applications.
Many corporate organizational development leaders recognize that understanding
Temperament can enhance nearly every aspect of corporate performance, from
leadership development to employee motivation and retention to creativity and
innovation to navigating change.
The challenge has been that the old names—Rational, Guardian, Artisan and
Idealist—contribute to some bias in organizations.
“We found people resonate with words they identify with,” says Berens. “Who
wouldn’t want to be called ‘Rational’ when the opposite is ‘irrational’ and being an
‘Idealist’ may not be highly valued in the ‘real’ world of balance sheets and
shareholder value.”
26. Over the years, people have called the four temperaments by many names.
Dr. Berens and her team selected the new names based on three core ideas —the the
names had to be active, describe a contribution to organizations and get to the
talent as well as the core values of each temperament pattern.
core
The next evolution of Temperament —the four new terms: Improviser™, Stabilizer™,
he Temperament—the
Theorist™ and Catalyst™.
27. The Self Discovery Process: OPTIMIZE INDIVIDUAL PERFORMANCE
Organizations can be viewed as a form of network in which webs of people interact.
In such a network, the health of the organization—its ability to grow, adapt, and
excel—can literally be reliant on a single “node” in the network, the individual.
This notion helps explain why large organizations often find it harder than small
ones to adapt.
As the size and complexity of the network grows, the ability for organizational
alignment, effective communication and collaborative interpersonal relationships
diminishes.
Communication Zone performance-boosting workshops can help your organization
address several fundamental challenges by focusing on the challenge of improving
and optimizing individual performance in the following critical areas:
Effectively communicating for meaning
Interacting and collaborating with others
Responsibly resolving conflicts
Instilling and nurturing creativity
Providing effective feedback
28. Esteban plays the role of the “Wise man (CEO) in the “Hertz Story
man” Hertz Story”.
The Key to The Communication Zone™ - Understanding Yourself and Others
o Looking through the Window (“Johari Window and seeing a “wiseman
Johari Window”) wiseman”
(yourself).
29. The Door into The Communication Zone™ — Making space for others,
responding to them in ways that allow them to use their strengths and natural
preferences
o Seeing the four animals(Temperaments) or “Schools of Thought”,
teamed together in a forest full of 16 “matrix” trees (“MBTI” type patterns
or one of the 5 satellites of the self-discovery process).
o Understanding how the four animals pool their natural gifts and talents to
use “Global Organizational Learning and Development” or the GOLD
that they find under the rainbow in the story, to build the CLOUD or story
that integrates both customer service (a Customer Persona is linked in
to each of the four Temperament) and employee development.
30. o Consequently, all customer service initiatives, sales training &
management training are double linked into Training and Individual
development and the employee/customer encounter. This allows the
“real-time” translation of strategy into action engaging both employees
throughout the enterprise in the process with their respective customers.
Entering The Communication Zone™ — Shifting your communication to meet
others at their view of the world
o Here the story is built using the new meeting and decision making tools
offered by the new operating system that is “Holacracy
o The Balanced Score Card is the tool that the wise man (also CEO – who
must be the first in the story to look through the window where he will see himself
first as a “Wiseman” (him/herself) before seeing the wise man that is the CEO) uses
to guide others to build his vision through storytelling.
31. o This entire process takes place in real time, builds a new culture, a
“holacracy” and gives everyone roles and accountabilities in the story.
The story then links into C stomer Experience initiatives and Employer of Choice
Customer
criteria through the building of the “Cloud” which refers to cloud computing or
pooling all resources as in the Hertz “Centre of Excellence Concept” and all training and
ooling resources “Centre Concept ”
development structures in the field.
32. Catalyst™ Stabilizer™
(a.k.a. Guardian/SJ/Gold)
(a.k.a. Idealist/NF/Blue)
Stabilizing prevents groups and
To catalyze is to engage with others in a institutions from falling apart. It is
way that promotes their identity without fundamental to creating an environment
losing one’s own identity. Catalyzing is where one can be secure in a sense of
natural to those who need to have a belonging. It provides the means to
meaning and purpose to their lives. It is economic security and behaving in a
the means to self-actualization. responsible way.
Theorist™ Improviser™
(a.k.a. Rational/NT/Green)
(a.k.a. Artisan/SP/Orange)
Understanding and developing theories
provides the basis for mastery and To improvise is to vary your actions to get
competence. It is fundamental to success a result using whatever is at hand. In an
in business as well as in school. ever changing environment, improvising
Businesses are built on scientific is greatly needed. It is the ultimate
discoveries and innovations. Theory is expression of the freedom to respond to
the means to understanding an objective the needs of the moment. It is also the
truth on which to build a path to means to create pleasant aesthetic
achievement. experiences.
33.
34. The Self Discovery Process: OPTIMIZE INDIVIDUAL PERFORMANCE
TIMIZE PERFORMANCE
35. Esteban plays the role of the “Wise man” (CEO) in the “Hertz Story”.
36. Dr. Linda Berens and Temperament Theory:
Dr. Linda V. Berens introduces us to the next evolution of Temperament—the four new terms: Improviser™, Stabilizer™, Theorist™ and Catalyst™.
Dr. Berens has developed a resource used by thousands to better understand themselves and others.
Engaging graphics and easy-to-read text lead readers on a journey of self-discovery.
Also used widely by trainers, career professionals, coaches, managers and others to lead individuals, groups and teams through the dynamics of Temperament.
Linda Berens is renowned for taking Temperament Theory, which has been used for over 2 centuries and describes the core values, motivations and needs of
individuals, and translating it into practical business applications.
Many corporate organizational development leaders recognize that understanding Temperament can enhance nearly every aspect of corporate performance,
from leadership development to employee motivation and retention to creativity and innovation to navigating change.
The challenge has been that the old names—Rational, Guardian, Artisan and Idealist—contribute to some bias in organizations.
“We found people resonate with words they identify with,” says Berens. “Who wouldn’t want to be called ‘Rational’ when the opposite is ‘irrational’ and being an
‘Idealist’ may not be highly valued in the ‘real’ world of balance sheets and shareholder value.”
37.
38. Over the years, people have called the four temperaments by many names. Dr. Berens and her team selected the new names based on three core
ideas—the names had to be active, describe a contribution to organizations and get to the talent as well as the core values of each temperament
pattern.
Interaction Style Theory – How we influence and interact with others.
It should be no surprise that “healthy” organizations outperform their categories on a number of performance metrics, not the least of which is
financial. There are a number of attributes that describe healthy companies. Human Sigma Made in France™ believes that three of the most critical
elements include the ability to execute consistently; the capacity for organizational resilience; and the ability to renew an organization’s purpose and
behaviors.
The Human Sigma Made In France™ approach is designed with this thinking in mind. The ability to understand and fully leverage the talents and
strengths of everyone in the organization and increase the level of collaboration to meet business objectives increases substantially when
individuals and teams recognize:
1. Navigating human interpersonal dynamics of whatever sort requires the ability to recognize what each party both “needs” and wants out of
the interaction.
2. Creating cultural change starts with an understanding of the behaviors that currently influence the culture—and what works and what needs
to change.
3. Collaboration is a mind-set, not an event. Teams work together best when they learn to.
4. The future is often not what we think—or hope—it will be.
5. The way we work is changing. What opportunities and perils are presented changing work habits and styles?
39.
40.
41.
42.
43. Organizations succeed and prosper based on the capacity of their leadership and that of the teams that support these leaders. Even the best
strategies can fail if companies do not have a cadre of leaders with the right capabilities at the right levels within an organization.
Many organizations fail to recognize the leadership capacity that changing business or regulatory environments will require, let alone treat
leadership as the starting point of strategy. This oversight condemns many such endeavors to disappointment.
What is meant by "leadership"? While good managers often can deliver predictable results or the occasional incremental improvement, leaders
generate breakthroughs in performance. They create unexpected value that significantly drives them and their organizations to higher levels.
Human Sigma Made in Frances’s personalized method can help leaders with their own development as well as implementation of desired
organizational initiatives.
In addition to attention to the levels of expertise needed, Human Sigma Made in France™ also takes into consideration other aspects of the
organizational system as well as external forces. These will determine the appropriate application areas. For example e, if the systemic structures
such as standard procedures and practices, reward systems, and staff meetings are counter to the underlying philosophy and framework, the time
and money invested may not be as well spent. Human Sigma Made in France™ then guides leadership towards conducting staff meetings using a
philosophy and language consistent with the goals of the implementation plan for which Holacracy provides the new operating system for business
meetings and decision making.
44. Human Sigma Made In France™ recognizes that people are unique, complex, and adaptive self-organizing systems. My focus is to provide
organizations with a cost-effective approach to using personality differences information as a foundation and common thread for their corporate
initiatives and trainings.
Unlike many uses of personality typologies that use a "test and tell" approach and then label and stereotype, Human Sigma Made In France™
methodology provides a way of viewing the individual as evolving and growing, thus increasing their adaptability.
Organizations can be viewed as a form of network in which webs of people interact. In such a network, the health of the organization—its ability to
grow, adapt, and excel—can literally be reliant on a single “node” in the network, the individual.
This notion helps explain why large organizations often find it harder than small ones to adapt. As the size and complexity of the network grows, the
ability for organizational alignment, effective communication and collaborative interpersonal relationships diminishes.
As a “Communication Zone™” Certified Facilitator, Human Sigma Made in France™ addresses several fundamental challenges by focusing on the
challenge of improving and optimizing individual performance in the following critical areas:
Levels of Expertise for Sustainability A sustainable organization-wide implementation of this approach as a common language requires having
several levels of in-house expertise. We have found the levels outlined below are critical to sustaining effective use of the language. Ongoing
external expertise is also required to ensure accurate design, effective coaching and consistent results. “Human Sigma Made In France” is uniquely
positioned to provide this training and expertise to achieve desired results in a cost-effective way.
Individual Level As the language of typology is introduced into the organization, individuals throughout the organization become more self-aware
and develop knowledge of self and others as well as the skills to use this information to communicate more effectively.
Champion Level As enthusiasm builds, some people are drawn to the framework and keep it actively alive. They become the ones who call the
language to mind when conflict arises. As middle managers typically fill this role they will ensure sustainability and lessen the potential for
resistance by those who often feel squeezed between demands of those above them and the people they are managing.
45. Facilitator/Trainer Level To implement this knowledge on a broad scale, it is more cost effective and more sustainable if some of these
enthusiasts become facilitators who may be MBTI® certified or licensed to use other Type Theory compatible tools. The more facilitators, the faster
the implementation process.
Organization Development/Intervention Level This role can be played by Human Sigma Made in France™ as well as internally by a key
training and development professional. Given the nature of systems, changing them from within usually requires some outside intervention since it
is hard to “see” the system of which one is a part.
Subject Matter Expert Level This is the role of Human Sigma Made in France™ - I train your facilitators, consult on design, and coach your
internal expert as well as your executives and the facilitators.