This document summarizes a presentation on high performance collaboration through leadership, teamwork, and negotiation. The presentation was given by a panel that included professionals from Johns Hopkins University, Huntington Ingalls Industries, Ford Motor Company, and IBM. The panel discussed how leadership provides structure, teamwork propels efforts forward, and negotiation provides guidance and control. Effective leadership styles, the stages of team development, tips for teamwork, and keys to successful negotiation were some of the topics covered. The presentation emphasized that high performance collaboration is driven by balancing these three components of structure, propulsion, and guidance/control.
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
Learning Objective: Support leadership effectiveness in managing remote and virtual teams
Description: Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem virtually impossible when your team is assembled around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will enhance your leadership skills and provide you with the essential tools needed to transform your team’s virtual experience.
At the end of this seminar, participants will be able to:
1. Examine how current leaders manage remote and global teams.
2. Explore the limitations and role of technology in leading remote teams.
3. Examine cultural and other factors that impact virtual effectiveness.
7 Practical Tips for Building the Skills of Your L&D TeamLaura Overton
Whether you are an individual or team of 100, one thing is clear: times are changing and the skills in our L&D teams need to evolve.
New learning models, constantly changing technology tools and an increasing demand from customers means that there is often very little time to build our own skills and (more importantly) confidence.
In this webinar delivered by Laura Overton, we looked at:
- Evolving L&D - what new skills are needed?
- How to develop skills when time and money is short
- What's worked and what hasn't for other organisations
- How to prioritise your next steps
Benchmark today and see how your strategy compares with peers around the globe: http://towardsmaturity.org/benchmark
The Digital Talent Challenge - Building Winning Digital Teams Aaron Thomas
Presentation to Interactive Minds forum on the The Secrets of Winning Digital Teams. Key topics - Why building a winning digital team will be a critical key in organisational success, Provide insights on the key traits of successful digital teams, Provide ideas on how to build your digital career.
The document discusses innovation and how to build an innovative environment within an organization. It notes that people and corporate culture are the most important drivers of innovation, and that leaders play a key role by encouraging and modeling innovative behavior. It outlines a five-stage process for building an innovative environment that includes defining the type of innovation needed, connecting diverse groups of people, engaging employees, supporting innovation efforts, and measuring and motivating innovation.
Digital HR-Workshop discusses how to digitalize HR processes. The agenda includes topics like using data insights and social media to build influence. It outlines benefits like establishing HR as a strategic partner and process integration. Activities proposed are developing a vision, upgrading systems, and creating multiple engagement channels. The document also discusses how personal branding, social learning, cloud computing and mobile apps are changing HR practices.
This document summarizes a presentation on high performance collaboration through leadership, teamwork, and negotiation. The presentation was given by a panel that included professionals from Johns Hopkins University, Huntington Ingalls Industries, Ford Motor Company, and IBM. The panel discussed how leadership provides structure, teamwork propels efforts forward, and negotiation provides guidance and control. Effective leadership styles, the stages of team development, tips for teamwork, and keys to successful negotiation were some of the topics covered. The presentation emphasized that high performance collaboration is driven by balancing these three components of structure, propulsion, and guidance/control.
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
Learning Objective: Support leadership effectiveness in managing remote and virtual teams
Description: Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem virtually impossible when your team is assembled around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will enhance your leadership skills and provide you with the essential tools needed to transform your team’s virtual experience.
At the end of this seminar, participants will be able to:
1. Examine how current leaders manage remote and global teams.
2. Explore the limitations and role of technology in leading remote teams.
3. Examine cultural and other factors that impact virtual effectiveness.
7 Practical Tips for Building the Skills of Your L&D TeamLaura Overton
Whether you are an individual or team of 100, one thing is clear: times are changing and the skills in our L&D teams need to evolve.
New learning models, constantly changing technology tools and an increasing demand from customers means that there is often very little time to build our own skills and (more importantly) confidence.
In this webinar delivered by Laura Overton, we looked at:
- Evolving L&D - what new skills are needed?
- How to develop skills when time and money is short
- What's worked and what hasn't for other organisations
- How to prioritise your next steps
Benchmark today and see how your strategy compares with peers around the globe: http://towardsmaturity.org/benchmark
The Digital Talent Challenge - Building Winning Digital Teams Aaron Thomas
Presentation to Interactive Minds forum on the The Secrets of Winning Digital Teams. Key topics - Why building a winning digital team will be a critical key in organisational success, Provide insights on the key traits of successful digital teams, Provide ideas on how to build your digital career.
The document discusses innovation and how to build an innovative environment within an organization. It notes that people and corporate culture are the most important drivers of innovation, and that leaders play a key role by encouraging and modeling innovative behavior. It outlines a five-stage process for building an innovative environment that includes defining the type of innovation needed, connecting diverse groups of people, engaging employees, supporting innovation efforts, and measuring and motivating innovation.
Digital HR-Workshop discusses how to digitalize HR processes. The agenda includes topics like using data insights and social media to build influence. It outlines benefits like establishing HR as a strategic partner and process integration. Activities proposed are developing a vision, upgrading systems, and creating multiple engagement channels. The document also discusses how personal branding, social learning, cloud computing and mobile apps are changing HR practices.
Digital Team Structure: The Foundation for InnovationNTEN
The document summarizes research on digital teams at non-profit organizations. It finds that most digital teams are small (1-2 people), located in communications departments, and rely heavily on contractors. Top roles include social media, strategy, and content production. Teams manage many online properties and social media channels but lack necessary staffing and skills. While social media efforts are considered effective, digital programs overall are only somewhat effective and underfunded. However, most organizations plan to increase digital spending next year, indicating recognition of the importance of digital.
Driving Performance in a Knowledge Economy - The Secret Sauce for People Prof...Laura Overton
In the new world of business, continual learning is essential for organisational and individual success. HR and L&D have a critical role to play. But are we ready? This session presented by Laura Overton at Learn@Work 2015 in Sydney, explored insights gained from top performing HR and L&D teams around the world to challenge and redefine the future role of people professionals and how we can step up to the opportunities ahead. View these slides to see how fresh evidence from the world's largest benchmark programme can help:
- Challenge long-held assumptions about learning and work
- Establish a new reputation for building business value
- Break down the silos between business, HR and learning
- Rule technology rather than have technology rule you
- Equip your people professionals as agents of change
Go to http://towardsmaturity.org/2015benchark for the latest figures and download Towards Maturity's Industry Benchmark Report for 2015 (available Nov 5th).
10 Hidden Secrets of Top Performing L&D Teams - DevLearn 2015Laura Overton
This document outlines 10 secrets of top performing learning and development teams based on research from Towards Maturity. The secrets include: 1) Making data-driven decisions, 2) Making time for reflection, 3) Focusing on specific business results in partnership with senior management, 4) Being consumer-driven in understanding learner needs, 5) Helping staff develop personal learning strategies, 6) Providing ongoing training for L&D staff, 7) Thinking digitally and laterally in technology use, 8) Encouraging unconventional creativity beyond traditional courses, 9) Communicating learning successes, and 10) Actively participating in the learning process instead of just talking about it.
Digital technologies are having a major impact on workplaces and organizations. HR must embrace this change and play a key role in managing the transition. To do so, HR needs to focus less on processes and more on the user experience. HR also needs to use data better and move from a cost center mindset to helping drive the business. Specifically, HR should get people up to speed on digital, optimize tasks through digital services, curate data to make it useful, and lead the digital transformation while ensuring humanity and legality.
How to get your L&D team in tip top condition for 2015Laura Overton
Laura Overton will be addressing how you can get your L&D team 'fighting fit' this year at Learning Technologies 2015, using a number of insights to shed fresh light on what it means to be progressive in 2015 and how to get there.
This is an preview of what she will be addressing on 28 Jan, Theatre 10 at 10:30 at LT15.
How to Drive Sustainable Enterprise Social Adoption #pmiwdcDux Raymond Sy
The document discusses the enterprise social revolution and how social collaboration tools are being adopted by most organizations. It notes that modern social capabilities allow people to engage and connect regardless of geography or time. It then outlines some of the business benefits of enterprise social tools, such as increased agility, employee engagement, and team collaboration. The rest of the document provides recommendations and best practices for achieving sustainable adoption of social collaboration tools in an organization.
Presentation on "Soft Skills for IT Professionals" by Ms. Kannikar Sethi and Mr. Veerachai Mokkhawes at IMC Institute's seminar on "Technology Trends / AEC 2015 Shaping the IT workforce" 24 June 2013
Almost all companies have some sort of leadership competency model and spend handsomely to maintain it. We wanted to know, is there a payoff? We explored the effect on engagement and organizational outcomes of having clear information on competencies, skills, and behaviors needed to succeed as a leader. No surprise, there is a payoff, but only if the necessary level of behavioral detail is built into the model. Find out why this is so important.
This document discusses the challenges and opportunities for human resource management in the context of digital business transformation. It summarizes preliminary findings from interviews conducted as part of a research project on using digital co-creation for business development. The interviews focused on how digitalization is impacting organizations and the role of leadership, culture, and HR practices. Key findings included the need to view digitalization as integral to business strategy, provide open communication about changes, offer close supervisor support, develop transferable skills, redesign work processes, and engage employees in the transformation. The role of HR is seen as increasingly intertwined with strategic leadership and business development to build capabilities around co-creation, customer understanding, and supporting knowledge workers in a digital environment.
Unlocking Potential: Releasing the potential of the business and its people t...Laura Overton
Today’s successful workplaces are fast moving, global and digital. Learning innovation, done well, delivers results that can support sustainable, agile workplaces. Business and learning leaders alike need to expect more. View the slides from our launch webinar with Laura Overton.
Technical career journeys come in various shapes, sizes and trajectories. Some begin with pursuit of a technical degree or certification, while others may opt for a mid-career shift. No matter the path, it can be intimidating to move into a field where not many people look like you. In this session, you will learn best practices for navigating your career and accelerating your journey to technical excellence and leadership.
Today, technology is the great equalizer for companies to communicate and collaborate across geographies, time zones and departments. But how “people-first” can digital teams be? These research-backed insights will reboot any professional culture, no matter where or how digital teams may work.
The document discusses innovation challenges and best practices according to CEOs and business leaders. It finds that 61% of CEOs see innovation as a primary focus but they face challenges like lack of processes, budget constraints, and limited resources. The most innovative companies implement ideas quickly, set ambitious goals, and recognize employees for their contributions. Fostering an innovative culture requires allowing creativity from all employees, strong visionary leadership, and a willingness to take risks.
This document traces the evolution of organizational decision making from top-down hierarchies to more distributed models. In the past, decisions were made at the top of traditional bureaucratic structures, but starting in the 1980s, organizations began flattening hierarchies and empowering employees. Today, matrix structures involve decision making across departments, while future models will break down divisions further and require even greater autonomy. As decision making authority spreads, organizations need to prepare employees to make rapid, informed choices.
Leadership is no longer a top-down intervention but a working culture that businesses must adopt to flourish. With a potential shortage of 40 million high-skilled workers by 2020 (Mckinsey, June 2012), increasing competition for top talent and a growing crisis regarding the lack of future leaders, it’s time to take hold of the leadership crisis. This presentation from LEO's Chief Strategy Officer Piers Lea covers:
-The challenges of leadership within today’s diverse workplace
-Benefits of growing leadership skills throughout an organisation
-What technology enabled leadership development looks like
-The large scale blend that can make it happen
-The power of accreditation and external/ industry thought leadership
This document analyzes the work persona, activities, places, dynamics, and culture of an organization called HCI. It identifies several areas for improvement, including the need for: 1) training to develop highly productive mobile workers, since 34% of work hours are outside the office; 2) interpersonal communication training to increase productivity of collaborative work which accounts for $8.2 million (53%) of work; and 3) new technology and environments to support brainstorming and planning work, which are currently inadequate. It also finds opportunities to better align the marketing department with strategic intent, and reduce office space needs by 27% to eliminate waste.
Learning Objective: Examine how resilience and adaptability can lead to creativity and innovation
Description: In moments of change comes our greatest ideas and innovation. Sometimes we struggle to organize ourselves in order to capitalize on those opportunities. In recent times of change and hardship, many are feeling it is difficult to move forward without a clear path and many unanswered questions looming overhead. Join us for this essential seminar on change and adversity to develop a plan for the unknown. Our panel of experts will address stress responses and uncover opportunities for resilience, while contemplating factors that should be left behind in a post-COVID environment. As we discuss transition phases, learn about the tools that will assist you in managing those factors that you can control while remaining open to the prospects that lay before you.
At the end of the session, participants will be able to:
1. Understand resilience, fear, and why both are important.
2. Identify opportunities to build and use resilience.
3. Articulate concepts around change, creativity, and innovation.
4. Develop a roadmap for exploring innovative ideas and developing creativity.
Not surprisingly, participation in and management of virtual teams comes with its own unique challenges and opportunities. This white paper will explore virtual teams, their benefits and challenges to organizations, and will outline the three key steps that HR and talent management professionals can follow to ensure that virtual team members and leaders in their organizations have the skills, competencies and tools needed to succeed. These important steps are:1. Participate in the selection process of virtual team members and leaders.2. Ensure for the appropriate selection, training and use of virtual team technologies.3. Provide training for virtual team members.
Digital Team Structure: The Foundation for InnovationNTEN
The document summarizes research on digital teams at non-profit organizations. It finds that most digital teams are small (1-2 people), located in communications departments, and rely heavily on contractors. Top roles include social media, strategy, and content production. Teams manage many online properties and social media channels but lack necessary staffing and skills. While social media efforts are considered effective, digital programs overall are only somewhat effective and underfunded. However, most organizations plan to increase digital spending next year, indicating recognition of the importance of digital.
Driving Performance in a Knowledge Economy - The Secret Sauce for People Prof...Laura Overton
In the new world of business, continual learning is essential for organisational and individual success. HR and L&D have a critical role to play. But are we ready? This session presented by Laura Overton at Learn@Work 2015 in Sydney, explored insights gained from top performing HR and L&D teams around the world to challenge and redefine the future role of people professionals and how we can step up to the opportunities ahead. View these slides to see how fresh evidence from the world's largest benchmark programme can help:
- Challenge long-held assumptions about learning and work
- Establish a new reputation for building business value
- Break down the silos between business, HR and learning
- Rule technology rather than have technology rule you
- Equip your people professionals as agents of change
Go to http://towardsmaturity.org/2015benchark for the latest figures and download Towards Maturity's Industry Benchmark Report for 2015 (available Nov 5th).
10 Hidden Secrets of Top Performing L&D Teams - DevLearn 2015Laura Overton
This document outlines 10 secrets of top performing learning and development teams based on research from Towards Maturity. The secrets include: 1) Making data-driven decisions, 2) Making time for reflection, 3) Focusing on specific business results in partnership with senior management, 4) Being consumer-driven in understanding learner needs, 5) Helping staff develop personal learning strategies, 6) Providing ongoing training for L&D staff, 7) Thinking digitally and laterally in technology use, 8) Encouraging unconventional creativity beyond traditional courses, 9) Communicating learning successes, and 10) Actively participating in the learning process instead of just talking about it.
Digital technologies are having a major impact on workplaces and organizations. HR must embrace this change and play a key role in managing the transition. To do so, HR needs to focus less on processes and more on the user experience. HR also needs to use data better and move from a cost center mindset to helping drive the business. Specifically, HR should get people up to speed on digital, optimize tasks through digital services, curate data to make it useful, and lead the digital transformation while ensuring humanity and legality.
How to get your L&D team in tip top condition for 2015Laura Overton
Laura Overton will be addressing how you can get your L&D team 'fighting fit' this year at Learning Technologies 2015, using a number of insights to shed fresh light on what it means to be progressive in 2015 and how to get there.
This is an preview of what she will be addressing on 28 Jan, Theatre 10 at 10:30 at LT15.
How to Drive Sustainable Enterprise Social Adoption #pmiwdcDux Raymond Sy
The document discusses the enterprise social revolution and how social collaboration tools are being adopted by most organizations. It notes that modern social capabilities allow people to engage and connect regardless of geography or time. It then outlines some of the business benefits of enterprise social tools, such as increased agility, employee engagement, and team collaboration. The rest of the document provides recommendations and best practices for achieving sustainable adoption of social collaboration tools in an organization.
Presentation on "Soft Skills for IT Professionals" by Ms. Kannikar Sethi and Mr. Veerachai Mokkhawes at IMC Institute's seminar on "Technology Trends / AEC 2015 Shaping the IT workforce" 24 June 2013
Almost all companies have some sort of leadership competency model and spend handsomely to maintain it. We wanted to know, is there a payoff? We explored the effect on engagement and organizational outcomes of having clear information on competencies, skills, and behaviors needed to succeed as a leader. No surprise, there is a payoff, but only if the necessary level of behavioral detail is built into the model. Find out why this is so important.
This document discusses the challenges and opportunities for human resource management in the context of digital business transformation. It summarizes preliminary findings from interviews conducted as part of a research project on using digital co-creation for business development. The interviews focused on how digitalization is impacting organizations and the role of leadership, culture, and HR practices. Key findings included the need to view digitalization as integral to business strategy, provide open communication about changes, offer close supervisor support, develop transferable skills, redesign work processes, and engage employees in the transformation. The role of HR is seen as increasingly intertwined with strategic leadership and business development to build capabilities around co-creation, customer understanding, and supporting knowledge workers in a digital environment.
Unlocking Potential: Releasing the potential of the business and its people t...Laura Overton
Today’s successful workplaces are fast moving, global and digital. Learning innovation, done well, delivers results that can support sustainable, agile workplaces. Business and learning leaders alike need to expect more. View the slides from our launch webinar with Laura Overton.
Technical career journeys come in various shapes, sizes and trajectories. Some begin with pursuit of a technical degree or certification, while others may opt for a mid-career shift. No matter the path, it can be intimidating to move into a field where not many people look like you. In this session, you will learn best practices for navigating your career and accelerating your journey to technical excellence and leadership.
Today, technology is the great equalizer for companies to communicate and collaborate across geographies, time zones and departments. But how “people-first” can digital teams be? These research-backed insights will reboot any professional culture, no matter where or how digital teams may work.
The document discusses innovation challenges and best practices according to CEOs and business leaders. It finds that 61% of CEOs see innovation as a primary focus but they face challenges like lack of processes, budget constraints, and limited resources. The most innovative companies implement ideas quickly, set ambitious goals, and recognize employees for their contributions. Fostering an innovative culture requires allowing creativity from all employees, strong visionary leadership, and a willingness to take risks.
This document traces the evolution of organizational decision making from top-down hierarchies to more distributed models. In the past, decisions were made at the top of traditional bureaucratic structures, but starting in the 1980s, organizations began flattening hierarchies and empowering employees. Today, matrix structures involve decision making across departments, while future models will break down divisions further and require even greater autonomy. As decision making authority spreads, organizations need to prepare employees to make rapid, informed choices.
Leadership is no longer a top-down intervention but a working culture that businesses must adopt to flourish. With a potential shortage of 40 million high-skilled workers by 2020 (Mckinsey, June 2012), increasing competition for top talent and a growing crisis regarding the lack of future leaders, it’s time to take hold of the leadership crisis. This presentation from LEO's Chief Strategy Officer Piers Lea covers:
-The challenges of leadership within today’s diverse workplace
-Benefits of growing leadership skills throughout an organisation
-What technology enabled leadership development looks like
-The large scale blend that can make it happen
-The power of accreditation and external/ industry thought leadership
This document analyzes the work persona, activities, places, dynamics, and culture of an organization called HCI. It identifies several areas for improvement, including the need for: 1) training to develop highly productive mobile workers, since 34% of work hours are outside the office; 2) interpersonal communication training to increase productivity of collaborative work which accounts for $8.2 million (53%) of work; and 3) new technology and environments to support brainstorming and planning work, which are currently inadequate. It also finds opportunities to better align the marketing department with strategic intent, and reduce office space needs by 27% to eliminate waste.
Learning Objective: Examine how resilience and adaptability can lead to creativity and innovation
Description: In moments of change comes our greatest ideas and innovation. Sometimes we struggle to organize ourselves in order to capitalize on those opportunities. In recent times of change and hardship, many are feeling it is difficult to move forward without a clear path and many unanswered questions looming overhead. Join us for this essential seminar on change and adversity to develop a plan for the unknown. Our panel of experts will address stress responses and uncover opportunities for resilience, while contemplating factors that should be left behind in a post-COVID environment. As we discuss transition phases, learn about the tools that will assist you in managing those factors that you can control while remaining open to the prospects that lay before you.
At the end of the session, participants will be able to:
1. Understand resilience, fear, and why both are important.
2. Identify opportunities to build and use resilience.
3. Articulate concepts around change, creativity, and innovation.
4. Develop a roadmap for exploring innovative ideas and developing creativity.
Not surprisingly, participation in and management of virtual teams comes with its own unique challenges and opportunities. This white paper will explore virtual teams, their benefits and challenges to organizations, and will outline the three key steps that HR and talent management professionals can follow to ensure that virtual team members and leaders in their organizations have the skills, competencies and tools needed to succeed. These important steps are:1. Participate in the selection process of virtual team members and leaders.2. Ensure for the appropriate selection, training and use of virtual team technologies.3. Provide training for virtual team members.
This document discusses elements that are important for an effective SharePoint governance and user adoption strategy. It emphasizes that governance includes establishing a vision and philosophy, communication, training users, and supporting users. It also stresses that without governance, a SharePoint implementation can become disorganized and its capabilities reduced. Effective adoption strategies include developing communication, training, content migration, user support, and incentive plans to help users understand SharePoint and incorporate it into their workflows. Governance and adoption require balancing controls with flexibility, and guiding without restricting users.
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
TriBee is an online network that aims to connect competent teams to work together remotely and collaboratively on projects. It allows individuals to work as part of multiple functional and cross-functional teams, find and share resources with other teams, and collaborate on projects. TriBee's process involves collecting requirements from clients, understanding constraints, evaluating suitable teams, and making introductions between clients and teams. This helps reduce costs and time spent on team building compared to traditional hiring. TriBee sees team-based hiring, transactions between teams, and hackathon-based hiring as ways to continue growing and maximizing untapped global talent through 2025.
Cross-functional teams that successfully scale digital transformations have clear missions, collaboration across functions, a sense of ownership over their work, and support from central teams. To prepare for the future, companies must build a culture that emphasizes innovation and values diverse perspectives to quickly adapt to new challenges. A report from the Top Employers Institute found that most organizations do not measure the key HR drivers that most impact business outcomes, such as leadership, wellbeing, and career development.
This document discusses key concepts of organizational structure and design. It covers:
1) The four main management functions of planning, organizing, leading, and controlling and how organizing involves determining tasks, divisions of labor, and reporting relationships.
2) The five steps of the organizing process which are reflecting on plans and objectives, establishing major tasks, dividing tasks into subtasks, allocating resources and directives, and evaluating results.
3) Key elements of organizing like organizational structure, span of control, chain of command, and division of labor. It provides examples of different types of organizational structures.
4) Factors that influence organizational structure like strategy, technology, human resources, and the organizational environment. Coordination
The document summarizes the journey and work of a Knowledge Manager at Medibank Private. It describes developing a new intranet to better organize information for employees. Key steps included identifying user needs through surveys, personas, card sorting exercises. Content was streamlined and a new taxonomy created based on how users accessed and categorized information. The new design aimed to provide intuitive search and navigation across devices.
Planning your Digital Workplace: A Systems-Based Planning ApproachChristian Buckley
When deploying a “Digital Workplace,” where do you begin? What is needed is an iterative, strategic, and systems-based approach of identifying core challenges at the team and company level, working with key stakeholders to identify appropriate strategies, building a solution using a scalable, repeatable, and sustainable change model. This approach drives stakeholder engagement, and ensures a more holistic solution that aligns with the needs of the business at every level. In this presentation, we walk through a systems-based planning approach for Enterprise Collaboration. Topics will include:
--Engaging leaders in a systems analysis, identifying high-priority needs and challenges
--Outlining a set of targeted and strategic actions based on common customer scenarios
--Developing an implementation plan to support successful operational and improvement strategies
The intent of this presentation is to help organizations incorporate systems-based planning into their Digital Workplace planning processes, using real-world customer examples, and to receive tips on how to fold these best practices into their own strategies.
Product Teams Need a Family Too! @ New Ways of Working - Modern Agile in Well...Manuel Pais
Are you trying to move from agile project teams to business-aligned product teams?
Everyone from the CEO to middle management is on board.
Yet somehow it’s not that easy, is it?
You’ve just about figured out how to split infrastructure responsibilities between teams when the next great tech for cost-effective scalability is out there and it doesn’t fit in the new model. Oh, and let’s not forget that products X and Y have no automated tests since they were developed by temporary project teams.
The underlying questions are: What are the product team’s responsibilities? How do they interact with other teams and when?
The fundamental team topologies provide a framework for thinking about and aligning teams with an expected set of behaviors and responsibilities. In other words, we are clarifying their purpose and ways of working.
We recommend four fundamental team topologies, each with a well defined purpose and responsibilities. Along stream-aligned teams (of which product teams are a subset), the other three topologies recommended are platform, enabling, and complicated subsystem. This family of topologies provides the support system necessary for product teams to thrive.
In this talk we will see what each of these topologies brings to the table and how they enable organizations to quickly evolve and respond to both new technology and business requirements over time.
This document provides an overview of strategic management concepts covered in Session 9, including:
1. Implementing and controlling decisions involves both formal controls like organizational structures, processes, and rules as well as informal controls like social networks, routines, and power dynamics.
2. Informal controls are exercised through middle managers who interpret strategy and help facilitate change, as well as organizational routines and culture.
3. Tools for managing change when deploying strategy include mapping an organization's "cultural web" to analyze the current and desired culture and changes needed to achieve strategic success.
4. The next session will include a quiz over Sessions 7-9 and a team case study analysis of the JC Decaux company
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
The document summarizes a presentation given by Agata Dulnik at the Global WIAL conference in Warsaw on October 19th. The presentation covered the following topics:
1. An introduction to Accenture, a leading professional services company, outlining its businesses, revenues, and global footprint.
2. A discussion of mergers and acquisitions activity, shifting focus from scale to strategic value through complementary deals and concurrent transformation.
3. Accenture's view of the future workforce, which will value judgment work through enabling multi-skilled workers, breaking hierarchies, and engaging in the digital race.
This document discusses the critical skills needed for success in today's changing workplace. It notes that management skills are key to company success and outlines skills like flexibility, creativity, cooperation and ethical behavior that are in high demand. Specific management skills needed vary by organizational level but include conceptual, human and technical abilities. While skills training is common, many companies still fail to develop important managerial competencies in areas like leadership, stress management and performance feedback.
Accenture Workforce of the Future: Humanizing Work through Digitalaccenture
This new wave of technology is far from dehumanizing. In fact, it’s precisely what will make work radically more human: more tailored to individual strengths, more flexible and portable, more collaborative and more meaningful to employees throughout the organization.
The document discusses how organizations can build capabilities in their people to engage employees, grow revenue, and improve efficiency. It specifically discusses how building capabilities in leadership, management skills, customer focus, sales, operations and other areas can help achieve these goals. The document then describes how a company called Latitude provides e-learning content, a learning platform, and advisory services to help organizations develop these capabilities in a cost-effective way using blended learning solutions. It provides details on the types of content, features of the platform, and services Latitude offers to design, implement and measure the impact of learning programs.
Office 365 Planner helps teams organize work visually through tasks, conversations, and files sharing. It is best suited for ad hoc teams under 25 members collaborating on projects like marketing campaigns, procurement planning, and budget planning. Microsoft Project provides tools for managing complex project portfolios and resources. It is aimed at professionals managing enterprise projects and portfolios across infrastructure, product development, and other domains. While Planner addresses collaborative work management, Project is a leading solution for project portfolio management.
What You Need To Know To Supercharge Your Creative WorkflowMetaCommunications
Work Like The World’s Most Successful Creative Teams. In less time than it takes to grab your next coffee, learn what you need to know to get your team on the path to working smarter, faster and more effectively.
How great internal comms has an immediate impact on your bottom lineHelen McInnes
Increasing employee satisfaction has a direct impact on customer satisfaction and operating margins. Empower managers to become effective communicators as they are the most trusted channel in your organisation and a vital listening post. Use SharePoint intranet and webcasts to enable multi-way communication and collaboration.
Noble Manhattan Coaching is a leading European coaching firm established in 1993 with over 7,800 trained coaches operating in 26 countries. The presentation discusses trends in coaching, methodology, and ROI studies showing significant benefits of coaching for both individuals and organizations. A local case study on executive team coaching found measurable improvements in areas like decision quality, information sharing, and stress levels, resulting in a 750% ROI. Emerging trends include younger workforces, new technologies, globalization, and changing work styles. Most executive coaching is still conducted in person, though remote options via phone, email and video chat are growing.
Rethinking Kållered │ From Big Box to a Reuse Hub: A Transformation Journey ...SirmaDuztepeliler
"Rethinking Kållered │ From Big Box to a Reuse Hub: A Transformation Journey Toward Sustainability"
The booklet of my master’s thesis at the Department of Architecture and Civil Engineering at Chalmers University of Technology. (Gothenburg, Sweden)
This thesis explores the transformation of the vacated (2023) IKEA store in Kållered, Sweden, into a "Reuse Hub" addressing various user types. The project aims to create a model for circular and sustainable economic practices that promote resource efficiency, waste reduction, and a shift in societal overconsumption patterns.
Reuse, though crucial in the circular economy, is one of the least studied areas. Most materials with reuse potential, especially in the construction sector, are recycled (downcycled), causing a greater loss of resources and energy. My project addresses barriers to reuse, such as difficult access to materials, storage, and logistics issues.
Aims:
• Enhancing Access to Reclaimed Materials: Creating a hub for reclaimed construction materials for both institutional and individual needs.
• Promoting Circular Economy: Showcasing the potential and variety of reusable materials and how they can drive a circular economy.
• Fostering Community Engagement: Developing spaces for social interaction around reuse-focused stores and workshops.
• Raising Awareness: Transforming a former consumerist symbol into a center for circular practices.
Highlights:
• The project emphasizes cross-sector collaboration with producers and wholesalers to repurpose surplus materials before they enter the recycling phase.
• This project can serve as a prototype for reusing many idle commercial buildings in different scales and sizes.
• The findings indicate that transforming large vacant properties can support sustainable practices and present an economically attractive business model with high social returns at the same time.
• It highlights the potential of how sustainable practices in the construction sector can drive societal change.
World trade center in kerala proposal- AR. DEEKSHITH MAROLI 724519251008 REPORTdeekshithmaroli666
World trade center live proposal in kerala.
Future of our nation is looking towards kerala..?
Yes, because the biggest sludge less port is going to open in kerala soon and also about the hidden massing growth of tourism, it , business sector
World trade center in kerala proposal- AR. DEEKSHITH MAROLI 724519251008 REPORT
Infographic - PGi
1. and
A CMO’s guide to virtual collaboration
Today’s Marketing Teams are
Geographically dispersed
and have more skill-diverse
team members
Currently there are
(globalworkplaceanalytics.com)
in the U.S.
full-time virtual workers
2.9 million
Herding catsHerding cats
corralling chickenscorralling chickens
Tips for bringing the cats
and chickens together
Clarify and track
commitments
Don’t forget
the 1:1s
Form consistent
work practices
to create
team rhythm
Create
a“virtual
water cooler”
Foster shared
leadership
Clarify tasks
and processes,
not just goals
and roles
Collaboration is not easy!
and contain 30+ memberson average
(blog.hubspot.com)
Commit to a
communication
charter
85%of C-level executives believe
enterprise-wide collaboration
is more important
than individual specialization.
(Accenture)
CMOs must now engage
the entire organization:
Service, Sales, Product, IT, HR, and Finance.
Leverage
the best
communication
technologies
49%Effectively communicating
with remote employees
43%Managing projects and
deadlines successfully
43%Creating consensus
during decision-making
Managers key concerns
(Forrester survey)(American Management Association)
36%
Only
believe their
managers have the
necessary skills required
to manage virtual teams effectively.
Employees key concerns
Five years from now,
CMOs will spend more
on IT than CIOs do
(Forbes)
75%indicated they plan to
increase use of
collaboration technologies
next year
(Accenture)(Michael Watkins, Harvard Business Review)
Work together, remotely
on a project or activity
Delegate work, collaborate as a
team, share files and work status
updates and increase productivity by
having more impactful communications
An integrated and centralized
“workspace”for your
geographically dispersed team
Virtual collaborative task management,
document storage, document sharing,
version control, activity feed for projects,
and individual status updates
Communicate with internal
teams and external
vendors in all locations
Make decisions, brainstorm, coordinate
day-to-day activities, have impromptu
meetings, customer and vendor discussions
A reliable, easy way to quickly
arrange virtual meetings
Online meetings, screenshare, chat, and
high definition group video conferencing
Then you need:
If you need to:
The number of teleworkers in the
U.S. have grown an average of
(2005-2012, globalworkplaceanalytics.com)
per year
9%
Collaborative activity is
the“secret sauce”that
enables teams to come up with
innovative new products or creative,
buzz-worthy marketing campaigns.
(Harvard Business Review)
Agree on shared
nomenclature.
Marketing
acronyms abound!