Surviving as a Software Tester, Even in Difficult Circumstancesrrice2000
Most test professionals have worked at some time or other in difficult organizations, dysfunctional cultures, and for unreasonable managers and stakeholders. This causes much internal stress and creates fear instead of creativity.
While some fortunate testers work in fantastic and supportive organizations, Rice’s research with many testers indicate most of the problems in testing are “people problems.”
In this presentation, Randy will describe the most common organizational issues that affect testers and will give some tips and strategies on how to survive through them. He will also discuss the difficult issue of knowing when to move on to a new organization, as well as how to map your own career growth.
Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas.
Better problem formulation
Effectuation (looking for ideas at home with the resources you have)
Systematic search for stimulus and diversity
Techniques to continue building ideas
With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
I created this document to help leaders in a large organization improve collaboration skills. You can update/modify as needed and adapt it for your audience. Source material is noted on the title page.
A medical study showed that when doctors tell their seriously ill heart patients that they will die if they do not make changes to their lifestyle, only one in seven patients is able to make a change. Crazy!
According to Harvard professors, Robert Kegan and Lisa Lahey, people do not resist change. Even when people are genuinely committed to change, they subconsciously apply effort toward a hidden competing commitment. The result is a stalled effort, which looks like a resistance to change. It is like shoveling sand against the tide. In this workshop, I want to demonstrate the power of the Immunity to Change framework developed by Kegan and Lahey and share my practical experience overcoming the immunity when implementing Agile.
MHA2018 - The Immunity to Change - How to discover individual or team resista...AgileDenver
Often we know what we need to change in our behaviors; however, for some reason we either don’t, won’t or can’t sustain the change. This session teaches a method, Immunity to Change, that can help get to the root of the resistance to those changes. This session introduces a method for discovering why we often know exactly what to do differently, but for whatever reason fail to do so. This is the face of really knowing, believing and wanting to change! In the session we explore the theoretical underpinnings of the Immunity to Change (ITC) method. And throughout the session each participant has the opportunity to build their own ITC map and perhaps discover meaning for a personal change in their lives.
Surviving as a Software Tester, Even in Difficult Circumstancesrrice2000
Most test professionals have worked at some time or other in difficult organizations, dysfunctional cultures, and for unreasonable managers and stakeholders. This causes much internal stress and creates fear instead of creativity.
While some fortunate testers work in fantastic and supportive organizations, Rice’s research with many testers indicate most of the problems in testing are “people problems.”
In this presentation, Randy will describe the most common organizational issues that affect testers and will give some tips and strategies on how to survive through them. He will also discuss the difficult issue of knowing when to move on to a new organization, as well as how to map your own career growth.
Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas.
Better problem formulation
Effectuation (looking for ideas at home with the resources you have)
Systematic search for stimulus and diversity
Techniques to continue building ideas
With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
I created this document to help leaders in a large organization improve collaboration skills. You can update/modify as needed and adapt it for your audience. Source material is noted on the title page.
A medical study showed that when doctors tell their seriously ill heart patients that they will die if they do not make changes to their lifestyle, only one in seven patients is able to make a change. Crazy!
According to Harvard professors, Robert Kegan and Lisa Lahey, people do not resist change. Even when people are genuinely committed to change, they subconsciously apply effort toward a hidden competing commitment. The result is a stalled effort, which looks like a resistance to change. It is like shoveling sand against the tide. In this workshop, I want to demonstrate the power of the Immunity to Change framework developed by Kegan and Lahey and share my practical experience overcoming the immunity when implementing Agile.
MHA2018 - The Immunity to Change - How to discover individual or team resista...AgileDenver
Often we know what we need to change in our behaviors; however, for some reason we either don’t, won’t or can’t sustain the change. This session teaches a method, Immunity to Change, that can help get to the root of the resistance to those changes. This session introduces a method for discovering why we often know exactly what to do differently, but for whatever reason fail to do so. This is the face of really knowing, believing and wanting to change! In the session we explore the theoretical underpinnings of the Immunity to Change (ITC) method. And throughout the session each participant has the opportunity to build their own ITC map and perhaps discover meaning for a personal change in their lives.
Reignite your desire to improve (NDC Sydney 2018)Richard Banks
"We're doing pretty well. There's not much to improve on" #sigh
It's so, so easy to get improvement fatigue. To become overly familiar and comfortable with the little dysfunctions in how you and your team work. To stop improving and start missing out on the fresh ideas and experiments that could elevate your team beyond the level they're currently working at.
Let's explore the common problems teams often become comfortable with, and ideas for addressing them. Let's explore what you could try that can help your team think differently, to challenge the status quo, and to help you and your team reinvigorate your desire to improve and to raise your game to the next level!
f you’re looking to build bigger and better ideas, you need to get feedback.
To get effective feedback you need to be able to explain your ideas clearly, really listen (listening is not just hearing!), slow down to make sure you are on the right path and most importantly be ready to kill bad ideas.
Deliverable: Do people understand the idea, what do they think of the idea, are we making progress. If there is no good hope of progress, kill the idea
All of us want to be high potential, yet few of us have any idea how. Read on if you want ideas to help you chart your journey through your organization. And if you like it--please share it!
One definition of insanity is "doing the same thing over and over, expecting different results." In this talk, Paul will discuss how organizations keep treating developers poorly, especially by demanding overtime, and why it is crazy for developers to expect their organizations to change. Paul will show how you can change the way your organization treats you, to your own benefit and (hopefully) the benefit of the organization.
Metrics for Agile Teams Forget Velocity: 42 Other Things to PonderAndy Cleff
Velocity is one of the most commonly used - and abused - development metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity or a holistic view of a team’s outcomes.
Join Andy Cleff in a lively discussion that explores how we can remove perverse incentives and instead provide healthier ways for teams to gain meaningful insights into the outcomes of their experiments.
Six Steps Towards Self Learning Teams and OrganizationsAndy Cleff
A framework that will propel your teams and organization on a path of self-learning and growth:
1. How to build an inventory of skills to sustain high performance
2. How to visualize the current and future states of the team skill set
3. How to prioritize "the learning backlog" and create conditions conducive to self-learning
4. Building learning communities at scale
5. How to measure outcomes of this experiment, to inspect and adapt the changing needs of the team and the organization
6. And how to making it all visible and amplify a culture of organizational learning
Learn how to win "this" day, most managers fail because they don't have a clear road map on how to reach their goal. Goals are reached because of what you do "this" day.
Operations performance analysis that facilitates an informed decision making ...Bojan Mitrovic, M.A.
I have created the following presentation to demonstrate the contribution of comprehensive analysis and reporting to business performance improvements.
Please contact me if you have any questions. If you are a manager I`d be happy to discuss how analysis and reporting can aid the decision-making process at you organization and lead to continuous operational improvements.
A) Operations performance is vital for any organization
B) The quality objective
C) The speed objective
D) The dependability objective
E) The flexibility objective
F) The cost objective
G) Trade-offs between performance objectives
Reignite your desire to improve (NDC Sydney 2018)Richard Banks
"We're doing pretty well. There's not much to improve on" #sigh
It's so, so easy to get improvement fatigue. To become overly familiar and comfortable with the little dysfunctions in how you and your team work. To stop improving and start missing out on the fresh ideas and experiments that could elevate your team beyond the level they're currently working at.
Let's explore the common problems teams often become comfortable with, and ideas for addressing them. Let's explore what you could try that can help your team think differently, to challenge the status quo, and to help you and your team reinvigorate your desire to improve and to raise your game to the next level!
f you’re looking to build bigger and better ideas, you need to get feedback.
To get effective feedback you need to be able to explain your ideas clearly, really listen (listening is not just hearing!), slow down to make sure you are on the right path and most importantly be ready to kill bad ideas.
Deliverable: Do people understand the idea, what do they think of the idea, are we making progress. If there is no good hope of progress, kill the idea
All of us want to be high potential, yet few of us have any idea how. Read on if you want ideas to help you chart your journey through your organization. And if you like it--please share it!
One definition of insanity is "doing the same thing over and over, expecting different results." In this talk, Paul will discuss how organizations keep treating developers poorly, especially by demanding overtime, and why it is crazy for developers to expect their organizations to change. Paul will show how you can change the way your organization treats you, to your own benefit and (hopefully) the benefit of the organization.
Metrics for Agile Teams Forget Velocity: 42 Other Things to PonderAndy Cleff
Velocity is one of the most commonly used - and abused - development metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity or a holistic view of a team’s outcomes.
Join Andy Cleff in a lively discussion that explores how we can remove perverse incentives and instead provide healthier ways for teams to gain meaningful insights into the outcomes of their experiments.
Six Steps Towards Self Learning Teams and OrganizationsAndy Cleff
A framework that will propel your teams and organization on a path of self-learning and growth:
1. How to build an inventory of skills to sustain high performance
2. How to visualize the current and future states of the team skill set
3. How to prioritize "the learning backlog" and create conditions conducive to self-learning
4. Building learning communities at scale
5. How to measure outcomes of this experiment, to inspect and adapt the changing needs of the team and the organization
6. And how to making it all visible and amplify a culture of organizational learning
Learn how to win "this" day, most managers fail because they don't have a clear road map on how to reach their goal. Goals are reached because of what you do "this" day.
Operations performance analysis that facilitates an informed decision making ...Bojan Mitrovic, M.A.
I have created the following presentation to demonstrate the contribution of comprehensive analysis and reporting to business performance improvements.
Please contact me if you have any questions. If you are a manager I`d be happy to discuss how analysis and reporting can aid the decision-making process at you organization and lead to continuous operational improvements.
A) Operations performance is vital for any organization
B) The quality objective
C) The speed objective
D) The dependability objective
E) The flexibility objective
F) The cost objective
G) Trade-offs between performance objectives
Busy executives and business professionals benefit from the services of a good business ghostwriter. But what makes a good ghostwriter? This shares 5 good traits.
Creativity in business is an everyday operation, but not everyone understands the role or importance and how it is a key to how great companies do business.
An introductory revision presentation looking at the key operational objectives set by businesses. These include cost and volume targets, quality, efficiency and environmental.
OPERATION MANAGEMENT REPORT: A CASE-STUDY ON THE KEY STRATEGIC AND OPERATIONA...Maxie Tran
This report focuses on analyzing the key strategic and business operation issues of a Starbucks coffee shop on 91 Clarence high street in Kingston town (Kingston Upon Thames, London, UK). The report identifies the business context and main operational aspects of this Starbucks shop which will be shown briefly in the Introduction part.
Methods of analysis include the secondary-data, primary-data (qualitative and quantitative research), relevant theories and relative information from books, online databases, as also student’s works and so on.
The report figures out the problems of this Starbucks shop, such as the atmosphere and layout inside the store, as also some customer services. However, those issues depend on many different cases which cannot meet a specific solution to improve themselves. In addition, the general feedback of customers indicates that although the problems exist, these issues are not big impacts.
Recommendation for the business of this Starbucks shop is to keep managing their current operating system and extend their competitive advantage, based on the ideal location (order-winner), to target the potential segment customers as non-coffee drinkers.
This report might not avoid the shortcomings and limitations itself. For instance, a lack of experience in doing the actual surveys which led to incomplete data and information; some results are based on past performance or general context which can be subjective.
Seven C's of effective communication.
The seven C's of effective communication include completeness, conciseness, consideration, clarity, concreteness, courtesy and correctness
Playing to Win – Reenergizing Institutionalized Development - Jeff Schimdt, C...marcus evans Network
For more information contact: Slideshare@marcusevans.com.
Playing to Win – Reenergizing Institutionalized Development - Presentation delivered by Keynote Jeffrey Schimdt, Vice President, Research and Development, Carl Zeiss Meditec AG, at the marcus evans Medical Device R&D Summit held on 25-26 June 2015 in Las Vegas.
Inspired by the New York Times bestselling authors’ book “DECISIVE: How to make better decisions” (Heath and Heath, 2013), I will apply the WRAP model to the world of internal auditing. While internal auditors are not the decision maker for what the implementation of remediating actions is concerned, nonetheless, they are taking many decisions regarding their processes and outcomes.
Along the acronym WRAPS *), I will share my perspective on how to improve such decisions when seeking to render effective internal audit services. Thereby, I will, among other aspects, focus on the challenges of “narrow framing” (“Widen Your Options” is recommended) and “overconfidence” (“Prepare to be Wrong” is recommended).
My perspective is based on over 25 years of senior management experience in global organizations and my dive into the world of academia in parallel to my full-time job, performing empirical research about internal audit, too.
*) S added
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Jane Marquardt of Management & Training Corporation curates seven helpful tips published by the Harvard Business Review to help develop the most effective leadership.
Organizations today are in constant flux. Industries are consolidating, new business models are emerging, new technologies are being developed, and consumer behaviors are evolving. For executives, the ever-increasing pace of change can be especially demanding. It forces them to understand and quickly respond to big shifts in the way companies operate and how work must get done. In the words of Arie de Geus, a business theorist, “The ability to learn faster than your competitors may be the only sustainable competitive advantage.”
Culture First 2019: Day 1, How to build a culture first performance and devel...Culture Amp
Explore how to transform your performance management system into one that is truly Culture First. Learn about the core components of “organizational justice”, the most common sources of bias that threaten the effectiveness of your process, and the fundamentals of effective feedback. Practice applying behavioral models with fellow people geeks to enhance the quality of both performance and development feedback. Walk away with a roadmap for creating an inclusive, effective performance & development program.
Top 10 research and development interview questions with answerskidwellbrandon75
In this file, you can ref interview materials for research and development such as, research and development situational interview, research and development behavioral interview, research and development phone interview, research and development interview thank you letter, research and development interview tips …
Navigating Workplace Politics for Young ProfessionalsSahil Punamia
This presentation provides an overview for young professionals on how to manage their career, deal with workplace politics, and get on the promotion fast track.
Similar to Improving Performance in Operations (20)
Next Gen: Critical Conversations Slide DeckGovLoop
How many times have you run into conflict with a colleague? In a one-on-one meeting with your supervisor? Working as a team with your peers? Or even publicly questioned? No matter what we do, there are going to be moments of discontent.
There are really only three ways to deal with a difficult conversation — deal with it well, face it head–on and fail, or avoid it altogether. But there is no need to run away from conflict, it’s time to learn how to deal with it well.
Join this on-demand training to enhance your conflict management skills. We will discuss:
How to handle difficult conversations and conflict.
Tips to better communicate with peers, subordinates and supervisors.
Ways to gain confidence and overcoming a defensive nature.
Once you’ve grasped new conflict management skills, you’ll be on your way to resolving issues and increasing productivity.
Speakers:
Steve Ressler, Founder and CEO, GovLoop
Nate Mercer, HR Specialist – Development, Employee Services|The Learning Center, OPM
Building Powerful Outreach - Executive Research BriefGovLoop
You’ve done the research. You’ve gotten leadership buy-in. Your government program is set to start helping people. But if nobody knows about it, your program will never make a difference. It’s like if a public health department had prepared thousands of flu shots, but no patients showed up to get them. In this brief, we will tell you how to empower your outreach.
NoSQL is not only SQL, so it’s structured and unstructured data AND much of it is very important data, data that requires enterprise-grade features. I’m referring to all the features of Relational databases that large enterprises expect
In today's fast paced and digital world, many in government are looking to the cloud as a means to transform their agency. The cloud allows us to easily collaborate, share resources, receive on demand computing power, and change the way we deliver services to citizens. With the cloud, this all can be done faster and more efficiently than ever before.
Build Better Virtual Events & Training for your AgencyGovLoop
Build Better Virtual Events and Training for Your Agency
Meet In-Person to Learn How to Thrive Online
Conferences are being canceled, and training budgets have been trimmed, but government personnel still need to learn the latest developments in their areas of expertise. That's the crux of the problem facing agency leaders and human resources professionals that want to sustain a top-notch government workforce. Moving in-person events and training to an online forum is one solution, but it's not always easy to do it well.
A successful virtual training program has 3 key ingredients:
An interactive technology platform
Just-in-time, relevant content
Active facilitation by a skilled moderator
Guide to Managing the Presidential Management Fellows (PMF) Application Proce...GovLoop
If you plan to apply for the Presidential Management Fellows (PMF) Program to make the Class of 2014, this guide is your core resource. We interviewed dozens of current and former PMFs, career advisors and agency PMF coordinators to provide both information and insight to help you navigate the process.
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.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
[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
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.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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.
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/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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.
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.
1. Improving Performance in Operations David Lengacher, Six Sigma MBB Adjunct Prof., Univ. of Maryland Principal, Concurrent Tech. Corp. dclengacher@gmail.com
2. Intro Who are you and what brought you here? Your dream job, position, or title?
3. Performance & Leadership You can affect organizational performance via… Qualitative Skills (our focus today) Quantitative Skills (Lean, Six Sigma, Ops Research)
6. Leadership “Above all other traits and characteristics…. leaders are those who are more PREPARED than anyone else” -Peter Drucker- Preparedness starts with developing situational awareness…
7. What is SA? …a perception of key details, critical to decision-makers in a complex environment. Takeaway regarding Situational Awareness It’s better to have STRONG opinions and be wrong than it is to be indifferent. Why? Because if you wait for 100% perfect info…you’ll never have a strong opinion.
8. Situational Awareness Takeaway… Good Leaders have STRONGER opinions about more organizational topics than their subordinates. NOTE: I didn’t say “more accurate opinions”
9. Test Your SA …of your organization, industry, etc. Name the Top 3 external “risks” facing your org. Name the Top 3 internal “risks” facing your org. “thing” = initiative, product line, etc.
10. Test Your SA …of your organization, industry, etc. Name the most recent thing your org has stopped doing or divested in. “thing” = initiative, product line, etc.
11. Test Your SA …of your organization, industry, etc. Name the most recent thing currently under review for divestiture or elimination. “thing” = initiative, product line, etc.
12. Accurate SA = Correct Language Definitions are IMPORTANT
13. Test Your SA …of your organization, industry, etc. How does your org define “Efficiency”? How does your org define “Effectiveness”? Future Leaders should have strong opinions about what these terms mean in their current org…
14. But…. ….my org doesn’t really use the terms “Efficiency” and “Effectiveness” at work…. Don’t be afraid to introduce these terms to your peers and supervisors. “But I might be way off basis?” Then use industry-specific literature/publications to identify the standard definitions and applications.
15. Identify Your Information Gaps Find gaps in your awareness of your organization or field and FILL THEM! Write down 1 thing you know you don’t know.
16. SA includes History SA is not just knowing what an organization is doing or wants to do… but also what it has stopped doing. The past is as important as the present. Become your department’s amateur org-historian. Why? Not to score points at lunch, but to build confidence in your SA.
17. Growth “The first step in a growth policy is not to decide where and how to grow. It is to decide what to abandon. In order to grow, a business must have a systematic policy to get rid of the outgrown, the obsolete, the unproductive.” -Peter Drucker-
20. Fear You can leverage it, but in most cases you will never conquer it. Why? Because fear is natural and is present in every species on Earth. Proof? Just watch Animal Planet!
22. Fear Exercise: Write down 2 of your most recent fears that kept you up at night. 1 personal, 1 professional. Good news: What % of all of your fears have ever came true?
23. Leveraging Fear If you lie awake at night fearful of losing “X”… …then devote more of your resources to either securing “X” …or liquidate “X” or remove “X” from your life plans. Especially if you realize that “X” does not lie on your critical path!
24. Leveraging Fear If you lie awake at night fearful of your future …then leverage that fear by taking a multi-pronged approach to standing out from your peers! Ideas: Publish! In newsletters, journals, etc. Don’t just attend conferences…Present! Publish!
25. Publish Your Thoughts ….because the best and brightest people in your peer group are. Exercise: List the 3 places you think your peers are publishing.
26. Leveraging Fear In summary… You can never conquer all of your fears… But you can covert many of them into TENACITY
28. Curiosity “The single most important trait when selecting a successful player is curiosity. Because a curious person will find solutions to problems before they manifest. A curious person is a prepared person.” -Bobby Knight-
29. Curiosity Exercise: Who is the most curious person you know? If that person is a 10 on the scale, then rate your own curiosity 1 to 10.
30. Belief “Think you can or think you can’t. Either way, you’ll be right.” -Henry Ford-
31. Belief Exercise: Rate how strong your belief is in your own professional capabilities 1 to 10.
32. Stress “It’s not the load that breaks you down, it’s how you carry it.” -Lena Horne-
33. Stress Exercise: Rate your ability to handle stress from 1 to 10.
34. Risks “You can’t steal 2nd base with one foot on 1st.” -Frederick B. Wilson-
35. Risks Exercise: Name 2 risks that you almost took, but didn’t following through with. Are you more risk-averse or more risk-taking? Exercise: Rate your risk tolerance 1 to 10 (risky)
36. Risks Regardless of your answer, there is 1 sure-fire way to leverage your current risk tolerance...
38. Expectations “Expecting the world to treat you fairly because you’re a good person is like expecting the bull not to attack you because you’re a vegetarian.” -Dennis Wholey-
39. Expectations Exercise: Rate how aggressive your professional expectations are from 1 to 10
40. Internal Performance So how can you use these 6 principles to improve your own performance? By reallocating energy within your internal portfolio
43. Consider This “People don’t change much. Don’t waste time trying to put in what was left out. Try to draw out what was left in.” -Warren Buffet-
44. Best use of Your Time In the next 90 days, you will have xxx hours of free time to devote toward learning or skill building. Which is better for you? Making your strengths even stronger Making your weaknesses less weak i.e. Do you want to be “average” in 5 areas….or an eventual expert in 2 areas?
45. Interviewing Exercise: Write down the 1 or 2 of the most popular interview tips. What is one of your own tips?
46. Your Next Interview Don’t sell who are you today…. Sell who you will be in 6 months…especially when you take your current tenacious pace of learning and extend it inside the organization. Sell the seed……not the plant!
47. Your Next Interview Ask them this: “Every organization defines efficiency and effectiveness differently; how do you define them here? Efficiency Effectiveness You’re guaranteed to stump your interviewer and simultaneously look smart.
48. Your Next Interview Also ask: “Innovation affects every organization differently….what is the most recent innovation that has changed the way you do business?”
51. Learning There is no substitute for experiential or unguided learning. Classes are good Amazon.com is better What does your book shelf look like? Does it look like it belongs to the person you want to become? Do you own at least 5 books on your field or position with highlights and sticky notes poking out?
53. Performance Improvement via Quant Lean Inc Speed/Removing Waste Six Sigma Reducing Variation Ops Research Scientific Decision Making
54. Lean How many units enter the END stage per hour? 1 min End A Continuous Operations (aka “warmed-up”) 1 min 1 min 1 min 1 min End B 2 min 2 min 1 min 1 min End C
55. Lean Where would you focus your process improvement efforts? 1 min End A 1 min 1 min 1 min 1 min End B 2 min 2 min 1 min 1 min End C
56. Lean Reducing processing time by 50% does you no good! Why? Because the slowest link defines the speed! 1 min 2 min 1 min 1 min End C
57. Lean Reducing 2 processes by 25% does make a difference 1.5 min 1.5 min 1 min 1 min End C
58. Seven Deadly Wastes Defects Waiting Motion Transportation Inventory/WIP Over-production Over-processing Some organizations add other wastes, particularly injuries and wasted human talents
59. Defects In service, this can be: Missing information Missing deadlines Incorrect documents Mis-labeling/categorizing Usually detected downstream
60. Waiting (downtime) Delays between the end of Step 1 and the beginning of Step 2. Because service work is often invisible, process mapping is critical for finding these delays.
61. Motion Switching screens constantly or having to perform too many keystrokes to accomplish a task.
62. Inventory / WIP Excess WIP Slower Reaction Time Look for physical piles of forms (inboxes). List of pending requests in: Email Callers on hold People standing in line
66. Over-processing Think of a process that requires multiple approvals. Does your customer think that each approval is adding this his/her value? Would they be just as happy if there was 1 approval so it could get to them faster? If so, then you’re over-processing!
67. Six Sigma Focuses on reducing variation in the processing of work. Examples of variation in your job? 99% Quality 1% Defects
70. How do Lean & SS Interact? What if these are average cycle times? i.e. What if there is variation from 30 secs to 1.5 mins? 1 min 1 min 1 min 1 min End Reduce sources of variation….to both decrease defects….and increase speed!
71. 99% Yield 99% Yield 99% Yield 80% Yield 99% Yield 99% Yield 99% Yield Quality Level of System 75% .99 x .99 x .99 x .80 x .99 x .99 x .99 Identify the Weakest Link
72. Discussion What is 1 information gap you could fill to help you gain a better Situational Awareness in your current role?
Editor's Notes
…so we’re going to talk a lot about preparedness
Sometimes as little as 600 words.Ask yourself this….when will you make the transition from consuming advice/information….to producing it for others to consume.
Exercise: Now write down how you can take advantage of that fear….and convert it into action that reduces the odds of that fear ever becoming a reality.