Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Walk The Talk Turning Organization’s Purpose and values into HabitSeta Wicaksana
In "The Four Keys to Becoming a Talent Magnet Organization," Pamela Stroko, Vice President, HCM Transformation at Oracle, states that "what distinguishes talent magnet organizations from everyone else is that first and foremost, they live their values."
They consult values such as trust/character, focus/priorities, engagement, and telling the truth, when making decisions.
Values are lived through talent processes because they touch everyone in the organization.
Values are the "who we are" and "what we aspire to become" and the talent practices and habits in the organization are the how.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Berkeley Method of Innovation LeadershipIkhlaq Sidhu
Berkeley Method of Innovation Leadership. A method and language to adapt, do new things, change culture, match strategy, set innovation mindset and psychology.
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
When we say HR Business Partner, do you think, "strategic"?PeopleFirm
More than one business leader in our orbit has recently questioned the value of the Human Resources Business Partner in today's organization. They wonder if the HRBP — traditionally a liaison between the business unit and HR centers of excellence — should be phased out.
Well, we think there's still a uniquely valuable role for the HRBP in the organization... but some changes need to be made. In fact, we felt strongly enough about it that we put together a 3 minute postcard on the subject. Enjoy!
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Agile Cambridge 2016 | Agile HR – The 21st Century People ApproachFabiola Eyholzer
Cambridge; UK | Sep-29-2016
People are the heart & soul of Agile – and Human Resources. The time is right to invest in Agile HR. We will talk about how to turn your Human Resources into Agile People Operations and boost your agility; and we will share stories and examples of Agile HR practices and their impact.
--
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
The time is right to turn your Human Resources into Agile People Operations and any investment in modern People solutions is an investment in your people.
We will talk about how to shift from a traditional to an Agile People approach and we will share stories, ideas, and examples of Agile HR practices and their impact.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Walk The Talk Turning Organization’s Purpose and values into HabitSeta Wicaksana
In "The Four Keys to Becoming a Talent Magnet Organization," Pamela Stroko, Vice President, HCM Transformation at Oracle, states that "what distinguishes talent magnet organizations from everyone else is that first and foremost, they live their values."
They consult values such as trust/character, focus/priorities, engagement, and telling the truth, when making decisions.
Values are lived through talent processes because they touch everyone in the organization.
Values are the "who we are" and "what we aspire to become" and the talent practices and habits in the organization are the how.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Berkeley Method of Innovation LeadershipIkhlaq Sidhu
Berkeley Method of Innovation Leadership. A method and language to adapt, do new things, change culture, match strategy, set innovation mindset and psychology.
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
When we say HR Business Partner, do you think, "strategic"?PeopleFirm
More than one business leader in our orbit has recently questioned the value of the Human Resources Business Partner in today's organization. They wonder if the HRBP — traditionally a liaison between the business unit and HR centers of excellence — should be phased out.
Well, we think there's still a uniquely valuable role for the HRBP in the organization... but some changes need to be made. In fact, we felt strongly enough about it that we put together a 3 minute postcard on the subject. Enjoy!
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Agile Cambridge 2016 | Agile HR – The 21st Century People ApproachFabiola Eyholzer
Cambridge; UK | Sep-29-2016
People are the heart & soul of Agile – and Human Resources. The time is right to invest in Agile HR. We will talk about how to turn your Human Resources into Agile People Operations and boost your agility; and we will share stories and examples of Agile HR practices and their impact.
--
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
The time is right to turn your Human Resources into Agile People Operations and any investment in modern People solutions is an investment in your people.
We will talk about how to shift from a traditional to an Agile People approach and we will share stories, ideas, and examples of Agile HR practices and their impact.
Agile India 2016: Agile HR – Your Secret to Enterprise AgilityFabiola Eyholzer
Bangalore, India | Mar-17-2016
Inspired, empowered, and engaged people are the heart and soul of Agile – and HR.
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
We will talk about how to turn your Human Resources into Agile People Operations and boost your agility.
Join this session to
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– learn about People solutions in Agile Enterprises
DC Enterprise Agilists | Agile HR – The 21st Century People ApproachFabiola Eyholzer
Washington DC; USA | Jun-20-2016
Inspired, empowered, and engaged people are the heart and soul of Agile – and HR. Let’s turn your Human Resources into Agile People Operations to boost your enterprise agility.
--
“#1 trend 2016: HR embraces agile" | HR Trend Institute
"HR drives the agile organization" | HRO Today
--
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
The time is right to turn your Human Resources into Agile People Operations and any investment in modern People solutions is an investment in your people.
We will talk about how to shift from a traditional to an Agile People approach and we will share stories, ideas, and examples of Agile HR practices and their impact.
Guerrilla or Grassroots? The what and how to Agile HRFabiola Eyholzer
Zurich, CH | Sep-14-2016
People are the heart & soul of Agile. Let’s turn your Human Resources into Agile People Operations to boost your enterprise agility.
–– #1 trend 2016: HR embraces agile | HR Trend Institute
–– HR drives the agile organization | HRO Today
Turning your organization into an Agile enterprise is no small deed and there will be a time when you need to align your HR practices with the mindset and demands of Agile people and organizations.
We will talk about key HR challenges, share case studies, and discover what you can do to change your people approach even if your Corporate HR is not yet ready for a full Agile transformation.
Adventures with Agile: Traditional HR has failed us! How to convince them to ...Fabiola Eyholzer
London, UK | May-19-2015
Do you remember the frustration that comes from trying to make traditional HR instruments like performance reviews work for your Agile teams? Do you feel HR is undermining your best efforts at collaborative leadership and is holding you back? Do you find yourself in a constant dispute with HR over people processes?
It is inevitable: HR must embrace Lean | Agile values and principles in order to engage and energize Agile talents. It’s time to show HR how key people challenges like retention, talent development, and performance management can be addressed successfully with Lean | Agile.
This session will let you
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– identify compelling arguments and tactics to convince HR to go Agile
– discuss the topic with other practitioners
Business is changing faster than it ever has before. To effectively support the business, HR needs to change, too. The one-size-fits-all HR mantra no longer works for all organizations. Many organizations need their HR to be far more flexible, with digital deeply embedded in the way it functions. Accenture has identified new, innovative HR operating models that create and sustain more flexible and integrated HR capabilities. Each model is designed to suit different strategies, cultures and types of workforces -- delivering a more flexible and strategically relevant HR.
Agile HR - Human Resource Management - Manu Melwin Joymanumelwin
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Presentación del programa de aceleración del programa TechBA Monterreal y TechBA Austin, que apoya a las pequeñas y medianas empresas a expandirse a mercados internacionales
Shaping the Future of Media Interactive Media Gamesshahib amin
Be informed of MDA’s initiatives, schemes and opportunities available for your company. Interact, network and exchange ideas with other industry partners.
For full set of presentations shared at the Media Business Forum 2009, please refer to the links below.
An overall description of the state of North American infrastructure, and suggestions for dramatic improvement - including the concept of an infrastructure bank. Focus on the Nafta Corridor, center of the US, plus Canada, plus Mexico.
China Internet Market 2012 - Extended VersionLangeManes
The Most Up-To-Date Insights To Help Understand The World’s Most Important Market
#Extended Version
for our Executive Version please click here:
http://de.slideshare.net/LangeManes/chinas-internet-market-exec-summary-2012
RenRen (RENN) IPO & Company Analysis
Indepth report on the RenRen China Internet Social Network company & its IPO.
TABLE OF CONTENTS
Foreword 3
Executive Summary 4
IPO Details 5
Renren User Base & Internet Demographics in China 5
Financials 8
Sources of Revenue 10
Plans for Proceeds from IPO 11
Early Investors 11
Risk Factors 12
Management 13
Current Competition in China 14
Comparison to Facebook 22
Recent IPO Analysis 23
Investment Strategy for Renren 26
An old business plan for establishing value-added-service-operator (VASO) in China.
iBIT was incubated by Morning Forest back in 2002 and had a wholly owned subsidiary in China for this experiment.
Becoming iConic-Applying Apple's Principles Dallas Diggs at The Connective HubDallas Diggs
Our view on leveraging Apple's amazing success. Although we agree with their 4 basic keys to success, there is no substitute for their amazing strategic insight, timing, and hard work. We believe others can leverage these 4 core points to great success.
Similar to Building the Agile Enterprise: A New Model for HR (20)
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
2. History of IMPACT®
IMPACT
IMPACT IMPACT 2012
2008 2011
IMPACT
2010
IMPACT
2009
Troops Leave Iraq Elections Egypt Libya China
War in Iraq
Iraq
Lebanon Tunisia Europe
100 M LinkedIn LinkedIn IPO
Facebook LinkedIn 600 M Facebook Apple, Facebook
Launch of iPad
40 MM users 33M users ~6 B Cell Phones ~8 B Mobile
2
3. Top Drivers of Change
1 Accelerated Globalization
2 Talent and Skills Imbalance
3 Emergence of BigData
3
4. The Global Auto Marketplace
Automobile Sales – U.S. vs. China
20 U.S.
17.7 million
18
Million Vehicles Sold
16
14
12.7 million
12
10
8 China
6
4
2
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
4
5. The Global Auto Marketplace
Automobile Sales – U.S. vs. China
Sales of Mercedes-Benz Cars in China
20 U.S. 193,339
200,000 17.7 million
18 23,000 in
Million Vehicles Sold
December
180,000
16
14
160,000 12.7 million
127,763
140,000
12
120,000
10 100,000
68,541
8 80,000 China
6 60,000
4 40,000
2 20,000
-
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
5
6. Global Talent Imbalances India Graduates Millions, but
Too Few Are Fit to Hire
75% of technical graduates and 85%
The Cultural Revolution of general graduates in India are
created a “missing unemployable by India’s high-growth
generation” of talent between industries, including IT and call
40-55, so expatriates fill many centers.
jobs at the top
Regional Leadership
Young workers flooding the
marketplace, yet most have BofA’s wealth management arm,
Country Leadership
weaker language and Merrill Lynch, plans to hire 2,400
technical skills. trainees in 2012, a 50 percent
increase over last year. And these
are now global positions.
Middle Management
Entry Level
“We are entering the era of
China unparalleled talent scarcity, which
will put a brake on economic growth
around the world, and will
fundamentally change the way
we approach workforce challenges.”
Age
6
8. Has Created Challenges in ….
Young, Diverse Workforce Engagement
In 2012, 32% of employees are “planning on leaving”
their employers, vs. 19% two years ago
Only 55% of employees believe their employer is a sound
“long term” place to work vs. 65% over last three years.
People under the age of 35 are twice as likely to be looking
for new work as older workers.
- Mercer October 2011
“By 2013, 47% of employees will be those born after 1977.
-- US Census Bureau
8
10. #1 Risk
Loss of Customers
#2 Risk
Talent and Skill
Shortages
10
11. A New Model of Management
WORKFORCE WORKPLACE
Young Specialized
Connected Diverse
Global Performance-Driven
Mobile Team-Oriented
Employee
New Models for Career New Models for Work
Partner
Manager Peer
Mentor
Customer
Candidate
THE AGILE ENTERPRISE
Highly Connected Virtual Teams
Collaboration to Meet Customer Needs Rapidly
Using Data to Make Decisions
New Models for Management
11
12. A New Model of Management
“In prior economic recoveries we have always rebuilt our
organizations the way we did before. This time is different.
We are not going back. We are going to be leaner,
quicker, and have to do more with less forever onward.”
- Pat Crull, CLO of Time Warner Cable, formerly CLO of McDonald’s
12
13. A New Model of Management
People are an appreciating asset
Customers are now in charge
13
14. How CEOs Define Agility
1 Rapid Decision-Making
2 A High-Performance Culture
3 Flexible Management of Teams
4 Transparent Availability of Information
14
15. Which Business Functions
Most Contribute to Agility
1 Sales 11 ……
2 Marketing 12 …..
3 Customer Service 13 Legal & Regulatory
4 Operations…. 14 Human Resources
15
16. New Rules and Roles for HR
Traditional Management Agile Management
Focus on Control & Alignment Focus on Speed & Customers
Creates: Execution, Order, Control Creates: Adaptability, Innovation, Speed
HR’s Job: Implement controls, standards, and HR’s Job: Implement programs, systems,
systems to drive alignment & execution strategies, which foster expertise,
collaboration, and decision-making
16
20. Agile Software Development
adaptability
Agility is… transparency
charter funding Daily
STRATEGY simplicity Scrum
information
RELEASE
goals unity
retrospective
ITERATION
release
plan
acceptance
vision
review DAILY Weekly
backing
standup
Sprint
CONTINUOUS
iteration
plan TOO build
burndown
refactoring integration
collaboration
velocity
Working Scrum
burnup Software Master
tests
Focus: Accelerate Delivery
20
21. The Agile Manifesto
People over process and tools
Working software over documentation
Customer collaboration over customer research
Responding to change over following a plan
….
21
22. Building the Agile Enterprise
Agile Management
Agile Leadership
Agile Learning
Agile Talent Acquisition
Agile HR
23. Agile Management
Growth in Coaching & Development Model
Change or abandon the rating
Goals frequently updated
Social rewards and recognition
New talent management software tools
Myth: Management starts top-down.
Reality: Management is all bottoms up.
23
24. Agile Leadership
Agile leaders are experts (Steve Jobs)
They are hands-on managers
They serve as a coach
They are at all levels of the organization
Leaders have global awareness
Myth: Leadership is for the chosen few.
Reality: Leaders are at all levels.
24
25. Enabling Leader at All Levels
The Grundfos Talent Engine
25%
• To realize our Innovation Intent and
strategies, leaders are needed but
they are not the only ones
18%
12% • We also look for the best experts in
various fields
• We look for innovators in all areas
10% • Assessment of their profile is done
through a single talent centre
• All employees in the company are
engaged in leadership
9% 26%
25
26. Agile Learning
Continuous learning environments
Understand the capability model
Performance consulting, not just design
Globalize L&D function
Growth in mobile and gaming
Relentless focus on learning culture
Myth: L&D builds blended programs.
Reality: Learning is continuous and cultural.
26
27. Agile Talent Acquisition
A continuous, never-ending process
Employment brand as core
Mine the referral network
Social media and new technology
Leverage and use BigData
Myth: Talent Acquisition is recruiting.
Reality: Talent Acquisition is continuous.
27
28. Agile HR
Redefine the mission of HR
Engagement as a strategic weapon
Transparent access to talent information
Integrated talent technology
Globally integrated operating model
Deep skills within the HR team
Myth: HR must be a global service center.
Reality: HR needs a global operating model.
28
29. Role of BigData
Transparency of business and workforce
information
Analytics as a journey, not an end
Develop culture of data-driven decision-
making
Empowers line leaders, not just HR and
L&D
Myth: Build an HR Data Warehouse
Reality: Deliver Actionable Business Information
29
Let’s start our conversation about agility with a look backwards. We started this conference in Spring of 2008, and I remember well we were in the the war in iraq. We talked that year about “buidling the enduring organization” and we talked about the five keys to success: leadership, management, learning, systems, and HR. Facebook was only 18 months old and had around 50 million users. Twitter was about a year old and no one knew what it was.Then the recession hit and in 2009 we came to Florida and talked about Talent Strategies for Transformative change. Bear Stearns and Lehman went bankrupt, Bank of America acquired Merrill Lynch, the banking industry restructured, and we talked about how to deal with business transformation. And I remember one of my keynote themes was ‘how to do less with less.” And LinkedIn was just a startup!Then in 2010 we started the recovery, and only around 350 of you came. Our foucs was on rebuilding skills. We had Ted Hoff the CLO of IBM and Don Vanthournout the CLO of Accenture discuss their reskilling and talent strategies., The IPAD was introduced… … and our theme was the “New Imperatives for HR” – talent segmentation, recruiting tunnel, business-integrated HR. 2011 we talked about the emergence of the borderless workplace, and we were right on. Today the workplace truly is borderless. LinkedIn hit 100 million users and Facebook hit 500 million, and there were around 4 bilion cell phones. We talked about globalization and Innovation as the new themes for this decade. We had Lori Sweere from UHG describe the transformation taking place in one of the world’s biggest healthcare companies.Now here it is in 2012, we are entering a global recovery, and the borderless workplace has now become real, dramatically changing the way organizations work. Facebook is going public with more than 800 million users, LinkedIN with nearly 200 million professionals, and there are more than 8 billion cell phones. And Apple, a company I remember as a fledgling startup early in my career, is now the most valuable company in the planet.Today companies are making money again, the auto industry is back, and the stock market is nearing new highs. We have entered the new world of highly interconnected business.
As I start to explain how business and HR has changed, its important that we first look at three huge trends impacting our organizations.First, accelerated globalization – it’s happening even faster than we anticipated. Second, growing imbalance of talent in the world, coupled with a much younger and highly diverse workforce. Third, the explosion of BigData, a new opportunity for competitive advantage (or of falling behind).Let me explain these for a few minutes.
And these developing economies are quickly maturing. China is now the largest market for cellular phones and one of the fastest growing markets for Mercedes and BMW. And this maturity means that these countries will need more mature talent and recruiting strategies as well.Our advisory board told us that their #1 issue this year is “how to globalize our HR and talent strategies.”Do you believe you can take a US trained manager and expect him to succeed in China or the Middle east? Do you know how to train leaders in the middle east and why and how they are different from leaders in Europe, the Far east, and India? Do you understand the role of the patriarch in middle-eastern organizations? Globalization is one of the key themes of our conference this week. Globalizing our talent strategies, but localizing their implementations.One of our clients, Wal-Mart, has totally re-engineered its leadership strategy to help globalize its business. Matt Milbrodt, the senior director in the international people group from Walmart, will talk with us tomorrow about how WalMart has now globalized its talent management, talent mobility, and leadership strategies.
And these developing economies are quickly maturing. China is now the largest market for cellular phones and one of the fastest growing markets for Mercedes and BMW. And this maturity means that these countries will need more mature talent and recruiting strategies as well.Our advisory board told us that their #1 issue this year is “how to globalize our HR and talent strategies.”Do you believe you can take a US trained manager and expect him to succeed in China or the Middle east? Do you know how to train leaders in the middle east and why and how they are different from leaders in Europe, the Far east, and India? Do you understand the role of the patriarch in middle-eastern organizations? Globalization is one of the key themes of our conference this week. Globalizing our talent strategies, but localizing their implementations.One of our clients, Wal-Mart, has totally re-engineered its leadership strategy to help globalize its business. Matt Milbrodt, the senior director in the international people group from Walmart, will talk with us tomorrow about how WalMart has now globalized its talent management, talent mobility, and leadership strategies.
The second big issue we face is a global talent imbalance. I call it the “talent paradox.” Even with today’s high unemployment rate, companies tell us that hiring great people is harder than ever – despite high unemployment, recruiting teams increase their budgets by 6% last year. This is happening for three reasons. First, the demographics around the world are out of balance. In the emerging economies there are lots of young people and older people, and a lack of available talent in prime working ages. In developed countries like the US, we have mid-aged workers, but their skills are atrophied from the recession.Second, the developing countries are suffering from an atrophy of skills, driven largely by the recession. Siemens and Boeing, for example, tell us they cannot find manufacturing workers, so the have developed apprentice programs to build hands-on technical skills.And Kevin Wilde, the head of TM at General Mills, told us that moving executives to expatriateassignments is one of the biggest derailers of executive talent.Accenture, Ford, and SAP, have all opened education centers in India to help train young people in the ways of their business. But the talent imbalance is further being greatly exacerbated by a third factor. One which is very profound. We are becoming a workforce of specialists.
The vast amount of connectivity now availability in the world, experts can now be shared and used all over your organization. And that has led to a new key to business success: deep levels of expertise (and specialization).Intel, Accenture, IBM, Qualcomm, Pfizer, Ford, General Mills all tell us that their competitive advantage is now dependent on building deeper and deeper levels of expertise.Pfizer created an internal marketplace for technical specialists (statisticians, scientists, organ experts) who can be shared among Pfizer workers – called Pfizer Works).Accenture can no longer compete by just hiring smart people – they have to be world class experts. Accenture has implemented a 7-level capability model they use for all consultants, and they understand that people will take 10-12 years or more to reach level 7. This has worked: two weeks ago the company announced record revenues and profit and upgraded its financial guidance for the rest of 2012..The trend toward specialized work reached the consumer market as well.Today a fast-growing startup in California called Task Rabbit lets you find experts to do your laundry or assemble your furniture from IKEA. Today we recruit for skills, not just talent.We have entered the expertise economy. Expertise is the new currency of success. And as you will see in a few minutes, building and rewarding expertise is one of the most important things you can do to make your organization more agile.
And the world has also become much younger. By the end of 2017, nearly half the workforce will be under the age of 35. This alone is transforming our organizations.Young people not only bring new ideas, but they also bring a whole new way of communicating. IDC now believes that Text Messaging, Facebook, and Twitter have already replaced email as the #1 way people communicate. We can expect this shift to move much faster into the future.And… young people also bring new expectations and a different set of demands from employers. They want meaningful work, and they are not afraid to switch jobs. Nearly a third of young people are planning on switching jobs once the recession is over, and only 55% think that their employers are a good long term place to work.So now we have to focus on engaging people in work, to drive both job satisfaction and what we call discretionary effort. Discretionary effort is what makes you competitive.Brenda Kowske and Charlie Goretskiwill be launching our new engagement research this week. Our research shows that there are many models for engagement, but ultimately it is one of the most important assets you have.Two sessions I want to point out: ManonKebodeaux from Baker Hughes is going to talk about the power of building diversity, and LauriKwilos from Sage, Peter Jones from Bristol Myers Squbb, and Carol Robinette from the Red Cross are going to talk about managing contingent workers.
The third radical change which will define the next few years in business is the emergence of BigData. McKinsey’s research on this topic points out that today there are more than 15 EXABYTES of data in us corporations (an exabyte is 40,000 X the entire library of congress) and this data is will grow by 44 times in the next 8 years. For example, there are more than 8 billion photos uploaded to Facebook every month.And this information affects you. Within your own IT systems are millions of data points about your own employees, their performance, and where and how they best impact your business. But our research shows that only 6% of you feel that you have mastered the ability to analyze talent data. So this will be a major area of focus for HR and L&D in the coming years.We have started a working group called BigData in HR for our research members and this week we are publishing a major new research report on the four stage maturity model for a world-class talent analytics function. In this week’s conference we have four sessions about bigdata. In particular I would like to highlight the panel entitled Making Better Decisions: Data, BigData, and You, featuring Jim Rayburn the head of LinkedIn product strategy, Sean Dineen the head of analytics for Luxxotica, Dan Samtulski the lead HR technologist for AT&T and Marc Williams the head of statistics for workforce analytics at Capital One.As Mckinsey points out, we are at an inflexion point. Companies that understand how to manage big data will dramatically outperform those who don’t.
So we’ve talked about globalization, specialization, youth, and engagement. How are these workforce changes affecting top business leaders? The answer is, they are very worried.Late last year Lloyds of London asked 500 CEO’s to rank their top 100 business risks for the coming year.The #1 risk they stated is loss of customers, which I will explain in a few minutes. But the #2 risk they state is talent and skills shortages.This means skills shortages are a larger risk than sovereign debt, currency devaluation, cyber terrorism, flood, earthquake, raw material shortages, and 90 other areas of risk. We really are in a global skills and talent crisis, and it appears to be getting worse.
So what does all this mean? We now work in a borderless workplace filled with communication technologies. Our workers are younger, more specialized, and they want to be trained and engaged. They often work at home or in cities far away from their manager, yet we need them to stay aligned, execute, and deliver high performance.Well we have entered a world where the nature of work itself is different. People now work in high-performance virtual teams, they collaborate across the world, and managers play hands on roles throughout the company.What our research shows is that this new environment demands a new model of management: something we call the Agile Enterprise.
Let me explain. Historically the invention of management started in the 1800s, when Andrew Carnegie, the British Empire, and the Railroad magnates defined the role of the professional manager. The “professional manager” was a hired gun who came in to supervise the labor (or employees as they are now called).These professional managers were called upon to put in place a “system” which enabled semi-skilled workers to operate efficiently, and when someone did not fit, they were simply replaced. ITT coined the idea in 1965 (not that long ago) that “the goal of management is to make individuals as predictable as capital assets.”This period marked the beginning of the field of “Human Resources.” If you think about the name Human Resources, it is actually somewhat degrading. It implies that people are resources like raw materials and capital. They just happen to be Human. The Human Resources department manages these “resources” – in a way similar to the way Finance manages financial resources and Logistics manages physical resources.Of course today this sounds absurd. We know that people are very different from physical things: we are an appreciating asset. We don’t wear out, we get more valuable as we build greater skills in the organization. And the more engaged and excited we are, the more “discretionary effort” we contribute. So many of the original principles of HR (such as ranking, rating, appraisal, etc.) are built on an old, rapidly obsoleting model.In addition to this, something else huge has happened. I would argue that manager no longer really “run” companies – customers do. The great transparency of information in the world now makes it very easy for customers to compare products and shift from you to your competition. So the companies that win, in this “new world” of borderlessness, are those who are highly customer centric, are able to respond immediately to new customer needs, and act as “agile” organizations.This is a new model for management, and it is dramatically changes what HR must do. Let me show you how urgent it is that you take these trends seriously.
Let me explain. Historically the invention of management started in the 1800s, when Andrew Carnegie, the British Empire, and the Railroad magnates defined the role of the professional manager. The “professional manager” was a hired gun who came in to supervise the labor (or employees as they are now called).These professional managers were called upon to put in place a “system” which enabled semi-skilled workers to operate efficiently, and when someone did not fit, they were simply replaced. ITT coined the idea in 1965 (not that long ago) that “the goal of management is to make individuals as predictable as capital assets.”This period marked the beginning of the field of “Human Resources.” If you think about the name Human Resources, it is actually somewhat degrading. It implies that people are resources like raw materials and capital. They just happen to be Human. The Human Resources department manages these “resources” – in a way similar to the way Finance manages financial resources and Logistics manages physical resources.Of course today this sounds absurd. We know that people are very different from physical things: we are an appreciating asset. We don’t wear out, we get more valuable as we build greater skills in the organization. And the more engaged and excited we are, the more “discretionary effort” we contribute. So many of the original principles of HR (such as ranking, rating, appraisal, etc.) are built on an old, rapidly obsoleting model.In addition to this, something else huge has happened. I would argue that manager no longer really “run” companies – customers do. The great transparency of information in the world now makes it very easy for customers to compare products and shift from you to your competition. So the companies that win, in this “new world” of borderlessness, are those who are highly customer centric, are able to respond immediately to new customer needs, and act as “agile” organizations.This is a new model for management, and it is dramatically changes what HR must do. Let me show you how urgent it is that you take these trends seriously.
Late last year the Economist asked CEOs to define what makes their businesses agile.They cited four key criteria: Rapid ability to make decisions, A high performing culture where people deliver for each other, A flexible management structure that lets teams reorganize quickly, And the transparent availability of financial, workforce, and customer information.
When these same CEO’s were asked to rank their business functions in their contribution to agility, the story was a little frightening. The most highly contributing part of the organization was Sales, followed by marketing. Then the other business functions were ranked, and at the very bottom of the list was the legal department. And at the bottom was HR.The message here is simple. If we as HR and learning professionals want to add more value in this new management world, we have to reinvent what we do, why we do it, and how we do it.
What are the new rules and roles for HR?Well our organizations are moving from a “hierarchy” where decisions are made on top, to what one pundit calls a “wirearchy” where people operate in high-performing teams.Teams: Have you ever been on a high-performance team? Maybe a sports team? Or flown an airplane? Or worked on a small project team? It’s among the most exciting and fulfilling things we do in our lives.These small teams (and Yale professor Richard Hackman has proven that these teams should be six people or smaller), must be what is called “self-organizing.” They decide how to set themselves up, they create their goals, and they manage themselves. Mission and Culture: The organization must provide them great degrees of shared mission, value, and culture to ensure alignment – but in an agile organization we want these teams fully empowered to directly meet customer needs (internal or external) and run at their own pace.These teams also provide their own rewards systems, they rate and rank each other internally, and they set their own ever-changing goals. They deliver their work in customer-centric iterations.Old Fashioned Ideas: This is why the old-fashioned ideas of top down goal alignment, hierarchical talent management and leadership, and formal performance ratings are falling apart.If you are operating in a traditional management hierarchy on the left, your job in HR is to create alignment, control, and execution. That may work for some companies, but fewer every day. Pharmaceuticals, oil and gas, automotive, media, insurance, entertainment, technology, professional services are all industries which are going through massive changes as a result of this “customers and data-centric” revolution. So my guess is that your company may look like it’s on the left, but it’s trying to become like the one on the right.
Two industries best implement agile management practices today: Media and Software.Media, because it operates in a 24x7 always-on environment, is agile by nature. New tools like Twitter and Skype have now made even the traditional TV cameras too slow. Tomorrow Dana Tomechko is going to talk with you about how HR at NBC news is actually driving agility, not holding it back. She is going to tell us some stories about how twitter and other tools have actually been quite disruptive, forcing her to take an open, agile approach to HR and management.Another great example of a media company I want to highlight is the YES network. This is a regional sports network that is owned by the NY Yankees, started in 2004 and now worth more than $2.5 billion.Peter Dolgin, the CEO of YES, talks about the “reverse peter principle.” Rather than promote people to their level of incompetence, he does the opposite. He hires experts (the “Steve Jobs” of each department, he calls it) and gives them the leadership of a very small team – which is flat. They operate as team mates and he avoids promoting them.Our leadership development program at Bersin is modeled this way. We believe greatly in hands-on management.
Of course the other industry that one thinks of when we talk about speed is software and there is no more exciting software company to talk about than Facebook.Facebook, which we are all going to hear a lot more about when it goes public, calls its management model “The Hacker Way.” And if you read about the hacker way, Zuckerburg talks about speed, customer centric iterations, and small teams.In fact, the Like button, the most widely used icon on the internet, was developed by only three people. These principles apply to you, so let me explain them a little more.Jeff Bezos, who has now replaced Steve Jobs as the #1 CEO in the world, tells his team that if you need more than one pizza at a meeting, the team is too big.Have you ever wondered how many iphone apps there are? Half a billion. And how do you think all these software programs are being developed? They’re being developed using a revolutionary new model, called AGILE.
Of course the other industry that one thinks of when we talk about speed is software and there is no more exciting software company to talk about than Facebook.Facebook, which we are all going to hear a lot more about when it goes public, calls its management model “The Hacker Way.” And if you read about the hacker way, Zuckerburg talks about speed, customer centric iterations, and small teams.In fact, the Like button, the most widely used icon on the internet, was developed by only three people. These principles apply to you, so let me explain them a little more.Jeff Bezos, who has now replaced Steve Jobs as the #1 CEO in the world, tells his team that if you need more than one pizza at a meeting, the team is too big.Have you ever wondered how many iphone apps there are? Half a billion. And how do you think all these software programs are being developed? They’re being developed using a revolutionary new model, called AGILE.
Back in the 1980’s Fred Brooks, one of the inventors of IBM’s mainframe operating system, wrote a book called “The mythical man month.” Brooks found that when you added more engineers to a software project it slowed down, ultimately to a halt. This original work evolved, and in 2001 an engineering manager named Jim Southerland and some other engineers refined the model and named it Agile. As part of their management philosophy, they wrote a small booklet called The Agile Manifesto.Today there are more than 1600 books on Agile and nearly every software engineer and student in the planet learns about this model. More than half a billion iPhone apps have been built in Agile. And in fact we have adopted the agile model in our research, our publishing, and to a degree in our consulting.The agile model simply states that engineering teams should be small, they should deliver near-term features every few weeks, they should communicate in person (not over email), they should be honest, and they should have defined roles such as the “scrum master” who manages the process. The scrum master is a senior engineer, not a professional manager. He or she also writes code.This model has been explosive. It has created a revolution in software development, to the degree that nearly every major company, including the US government, has now adopted Agile.
Fundamental to Agile are some basic management principles – and these will sound very familiar to you. First, Agile, Like The Toyota Way, puts people before process and tools. People can stop the production line, they decide what to do, and they talk to each other. Every day there is a “standup meeting” (where people stand up so they don’t waste time) which lets people talk about what they need to do that day and what challenges they face.Second, Agile focuses on delivering working software (product) before heavy documentation. In the words of Mark Zuckerberg,”ship software” He calls it “keep calm and hack on”. Action.This is a fundamental difference in process design: by shipping products fast, the organization designs itself to respond quickly and therefore iterate quickly. Quality is continuously improved through customer-centric iterations.Third it focuses on customer collaboration over negotiation. Rather than doing a lot of anonymous customer research, Agile says that the engineers work directly with customers. This is what IBM did when I worked there, and what all good companies do. And fourth, Agile talks about how the team defines its success by rapidly responding to change, not simply following a plan. Rather than “watching a train wreck” – which is what I saw take place in some of my prior employers, the culture is one of “stopping the train and fixing the boiler NOW.”These practices sound simple, but they are not. Let’s look at how these new agile management principles change the fundamentals of what we do.
Show how does Agile affect what we do? Let’s now look at how the Agile model affects management, leadership, learning, recruiting and HR itself.
Last year I was in Stockholm last December and had the opportunity to meet Corinne Danner the head of leadership and talent management at Grundfos. Grundfos is a highly successful $3 billion global manufacturer of pumps and other hydraulic equipment. What Corinne showed me was a highly evolved management model where all employees in the company go through leadership development. They are assigned one of three categories of role (and related competencies) – innovator (engineering, sales, manufacturing), specialist (internal operations), and management (people in supervisory roles).As you can see from the model, the three role categories overlap significantly – showing that all employees need similar leadership capabilities whether they are project managers, sales people, engineers, or supervisors. Grundfo’s goal is to innovate, attract great people, develop a strong sense of business acumen, and create an enduring and consistent organizational culture. This is a company that weathered the European debt crisis, the global recession, and the energy crisis with continued growth and is over $3 billion in revenue around the world. Amazing company.I had a similar discussion with the head of leadership development at Verizon a few weeks ago – where they are revamping their entire leadership program to touch more than 80,000 people. Both AT&T and Verizon have totally revamped their leadership program to put leadership skills into the hands of leaders and specialists throughout the organization, driving organizational agility and empowerment.
Before I wrap up, let me make a final point.Building an agile organization means taking time to rethink the way you do business. Over the last ten years in our HR and L&D we have seen many “sacred cows” continue to roam, but others are clearly going away.The most important thing I can advise you to do is learn. Just as the agile models of management are new to business leaders, you too must learn new ways to add value in your company.I can tell you right now that if you focus on the practices I mentioned here – those of building organizational collaboration, training leaders at all levels, driving culture and engagement as a strategic weapon, using data strategically, and developing a globalized local business model for HR – you will thrive.The US dept of labor predicts that the HR profession and all its sub-specialities will grow by 22% over the next 8 years, vs. only 10.5% for the rest of the US workforce. This means that your job will be more important than ever for the decade ahead. Think about what the agile enterprise means for your organization, and I hope the next few days give you new insights, new ideas, and new friends to learn from.Our mission is to keep you current, give you insights, and make sure you have the tools and information you need to drive bottom line impact in your organization.Thank you again for coming, have a wonderful conference.