The document discusses leadership in uncertain times. It outlines that the pace of change is more rapid today due to factors like technology, globalization, and social media. Uncertain times are characterized by seemingly unrelated events having outsized impacts and changes occurring faster. Effective leadership in uncertain times involves contingency planning, staying connected through communication, taking an informal team-based approach, exploiting technology, and managing information. Leaders must shorten their decision-making cycles, involve the entire team in enabling and accessible leadership, and guide the organization through change to survive and succeed during uncertain periods.
The New VUCA World: Creating Alignment for StabilityBizLibrary
The world at large is ever changing, and our organizations and employees are doing all we can to keep up.
The days of going off to a strategic planning retreat, planning a 5-year vision and executing it are gone. We now operate in a world that is VUCA – Volatile, Uncertain, Complex, and Ambiguous.
What do you as the HR leader have to do to adapt to this new and ever changing world?
In this webinar, we will identify common needs of HR functions today and give suggestions to align HR with changes in the organization, insure you gain the resources you need, and establish yourself as the visionary team member that is helping to drive your organization forward.
What You’ll Learn:
What is the VUCA world
Evaluate what areas of HR will be impacted by changes
Establishing and advocating for needs of HR and your employees
Aligning processes with the new initiatives in your organization
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Welsh Consultants publishes- This article aims at setting out which mindsets and practices are proven to make CEOs most effective. The article is based on a study of performance data on thousands of CEOs and the efforts at helping them enhance their leadership approaches. The article provides a set of empirical, broadly applicable insights on how excellent CEOs think and act. It could help CEOs (and CEO watchers, such as boards of directors) determine how closely they adhere to the mindsets and practices that are closely associated with superior CEO performance. All CEOs, new or long-tenured, can use these tools to better apply their scarce time and energy.To answer the question, “What are the mindsets and practices of excellent CEOs?,” let’s first reflect upon the six main elements of the CEO’s job—elements touched on in virtually all literature about the role:
1. Setting the Hierarchy of Goals & the Strategy
2. Aligning the Organization
3. Leading the Top Team
4. Working with the Board
5. Being the Face of the Company to its External Stakeholders
6. Managing one’s own Time and Energy.
This article explores the subject in detail. Author, Founder- Manish P
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
The New VUCA World: Creating Alignment for StabilityBizLibrary
The world at large is ever changing, and our organizations and employees are doing all we can to keep up.
The days of going off to a strategic planning retreat, planning a 5-year vision and executing it are gone. We now operate in a world that is VUCA – Volatile, Uncertain, Complex, and Ambiguous.
What do you as the HR leader have to do to adapt to this new and ever changing world?
In this webinar, we will identify common needs of HR functions today and give suggestions to align HR with changes in the organization, insure you gain the resources you need, and establish yourself as the visionary team member that is helping to drive your organization forward.
What You’ll Learn:
What is the VUCA world
Evaluate what areas of HR will be impacted by changes
Establishing and advocating for needs of HR and your employees
Aligning processes with the new initiatives in your organization
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Welsh Consultants publishes- This article aims at setting out which mindsets and practices are proven to make CEOs most effective. The article is based on a study of performance data on thousands of CEOs and the efforts at helping them enhance their leadership approaches. The article provides a set of empirical, broadly applicable insights on how excellent CEOs think and act. It could help CEOs (and CEO watchers, such as boards of directors) determine how closely they adhere to the mindsets and practices that are closely associated with superior CEO performance. All CEOs, new or long-tenured, can use these tools to better apply their scarce time and energy.To answer the question, “What are the mindsets and practices of excellent CEOs?,” let’s first reflect upon the six main elements of the CEO’s job—elements touched on in virtually all literature about the role:
1. Setting the Hierarchy of Goals & the Strategy
2. Aligning the Organization
3. Leading the Top Team
4. Working with the Board
5. Being the Face of the Company to its External Stakeholders
6. Managing one’s own Time and Energy.
This article explores the subject in detail. Author, Founder- Manish P
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Agile Mindset : The Paradigm Shift..! - Agile Tour Algiers 2017Taoufik Fekhar
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
There's so much said and written about VUCA. Agility, Innovation, DIsruption, Flexibility, Adaptability et all...but very few people talk about the fundamentals of what it takes to create a VUCA-ready, Agile Organization. Check out this overview which was presented at a Webinar for University at Buffalo Alumni Association
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Agile Mindset : The Paradigm Shift..! - Agile Tour Algiers 2017Taoufik Fekhar
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
There's so much said and written about VUCA. Agility, Innovation, DIsruption, Flexibility, Adaptability et all...but very few people talk about the fundamentals of what it takes to create a VUCA-ready, Agile Organization. Check out this overview which was presented at a Webinar for University at Buffalo Alumni Association
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Projeto de parque de inovação no campus do Instituto de Engenharia em São Paulo. Projetado para que grandes corporações se insiram na economia de compartilhamento e possam assim praticar a inovação aberta.
Junto ao Parque de Inovação funciona o Engenho Maker, espaço de coworking, equipamentos e oficina, localizado no campus do Instituto de Engenharia, que permite a qualquer pessoa desenvolver seus projetos de forma coletiva e colaborativa. Democratizando o acesso à modernas e tradicionais tecnologias de fabricação e apoiado em conceitos de criação compartilhada, prototipagem rápida e teste de mercado, com sucessivas interações, o Engenho Maker possibilita o desenvolvimento de produtos em processo ágil, idêntico ao usado para desenvolver software, com alta eficiência de tempo e custo.
Light Space & Time Online Art Gallery is very pleased to announce Kathy Blankley Roman’s month-long solo art exhibition on our site. Kathy will be featured on the Light Space & Time website, in press releases and throughout the gallery’s social media networks. In addition, Kathy will be featured on our YouTube channel, in our event catalogue and on our event postcard.
Light Space & Time Online Art Gallery is very pleased to announce Donna Howard has been awarded a month-long solo art exhibition on their site. Donna and whimsical art will be featured on the gallery’s front page and in the “Solo Art Series” section of their website.
How Old Spice Mesmerized, Caressed, Made Love To… And Hacked The Social GraphNaveed Lalani
Portfolio Center Students (and others!),
Here is my presentation on Old Spice and what tactics they used to blow up on the interwebs in just two days.
If you have questions or comments, add them at and I'll reply.
Thanks for attending!
Nos últimos meses, detectamos forte interesse de corporações em se inserir neste ambiente de co-criação. De forma a possibilitar esta inserção, o Engenho Maker junto com o Instituto de Engenharia criaram o projeto de implantação de um parque de inovação em contêineres, dentro do Campus na Vila Mariana.
O espaço maker somado com a localização privilegiada, o formato moderno e arrojado, as facilidades do Instituto de Engenharia (restaurante, estacionamento, auditório e salas de aula) e a convivência em rede de corporações e startups em um mesmo ambiente alavancarão a capacidade de inovação deste parque, inserindo-o em posição relevante no ecossistema de inovação global.
Engenho Maker é espaço de coworking, equipamentos e oficina, localizado no campus do Instituto de Engenharia, que permite a qualquer pessoa desenvolver seus projetos de forma coletiva e colaborativa. Democratizando o acesso à modernas e tradicionais tecnologias de fabricação e apoiado em conceitos de criação compartilhada, prototipagem rápida e teste de mercado, com sucessivas interações, o Engenho Maker possibilita o desenvolvimento de produtos em processo ágil, idêntico ao usado para desenvolver software, com alta eficiência de tempo e custo.
CONTENT: Who is a Leader,Leadership Framework,Crisis Management,Entrepreneur,Stakeholder Management,How do Leaders grow,Transformational and Transactional Leadership,VUCA Leadership,Dart Leadership,6 styles of Leadership,5 levels of Leadership,Leadership Grid.
A presentation by Robert A. Stahl, Educator, Author and S&OP Coach, R.A. Stahl Company, USA.
Delivered during the 38th annual SAPICS event for supply chain professionals in South Africa at Sun City, North West province.
S&OP has been around for a long time and remains one of the most prolific supply chain pursuits today. This is because it has gotten simpler and better, aligning human energy and helping companies manage through the increasing uncertainty of the 21st Century. Doing S&OP properly brings about bottom line benefits not before possible. Many, however, continue to misunderstand what it is about S&OP that makes it so powerful. Learn from this presentation how the benefits of S&OP do not come from doing what you do better, but from doing things differently to be better. For leadership, this creates an additional obstacle of discomfort that in their mind translates to risk. This requires an implementation approach that will mitigate that risk. Learn from the expert during this 3-hour workshop.
The Future NGO is Agile, digital and entrepreneurial.pptx.pdfMzN International
We reflect on 10 years of building better NGOs and International Organisations. What are the factors that successful organizations have in common? What does the non-profit of the future look like?
Keys to Thriving in the Nigerian Business EnvironmentFATE Foundation
Keynote Speech by Mr. Dipo Davies, Publisher/CEO, Realhouse Communications Limited and Director, FATE Foundation at the November 25, 2015 FATE Alumni Meeting.
Chapter 19: Kilgore Custom Milling (300 – 350 Words)
1). Assume that the management team has hired you to advise them on their overall risk profile and has asked you to prepare a SWOT analysis for their review and as input to the upcoming strategic planning session. What would you put into your analysis? Additionally, how does your analysis affect the risk management strategies that Kilgore might choose to utilize?
2). What are the main financial risk management issues that Cathy and the rest of the management team at Kilgore need to focus on?
3). What factors need to be considered when integrating financial risk management into an enterprise risk management framework?
Chapter 18: Blue Wood Chocolates (300 – 350 Words)
1). What are the prospects and consequences for Blue Wood if it carries on the way it has been?
2). What are the main challenges in developing and implementing a risk management framework for Blue Wood? How does the ownership structure affect these challenges?
3). If the company is to develop a risk management framework, who should lead the process? Should a Chief Risk Officer (CRO) be appointed? If so, to whom should he/she report and have access to? How could smaller companies without the resources for a dedicated CRO deal with ERM? What is the role for the Board in such a process?
Title
ABC/123 Version X
1
History and Perspectives Worksheet
PSY/275 Version 4
2
University of Phoenix MaterialHistory and Perspectives Worksheet
Timeline of Events
Complete a timeline of the historical events that show the progression of the treatment of mental illness, based on the historical perspectives discussed in Chapter 1 of Abnormal Psychology in a Changing World. You should have between 5-8 events.
· Event 1
· Event 2
· Event 3
· Event 4
· Event 5
· Event 6
· Event 7
· Event 8
Matching
Review the contemporary perspectives of abnormal behavior listed in Ch. 2 of Abnormal Psychology in a Changing World.
Match the contemporary perspective on the right with the main tenet (idea/proposition) on the left by typing the corresponding letter of the matched perspective in the middle column. Each perspective may be used more than once.
Main Tenet (Idea/Proposition)
Answer
Contemporary Perspective of Abnormal Psychology
1. Unconscious conflicts manifest in symptoms of mental illness.
A. Biological Perspective
2. Psychotropic medications seek to treat mental illness by acting on neurotransmitters that may be malfunctioning.
B. Psychological Perspective – Psychodynamic Models
3. Manipulation of information may cause cognitive distortions. These errors in thinking produce maladaptive behaviors based on a distorted belief that was produced by an activating event.
C. Psychological Perspective – Learning Models
4. Mental illness is a product of learned behavior that is maladaptive.
D. Psychological Perspectives – Humanistic Models
5. The interactions of biological, psychological, and sociocultural factors contribute to abnormal behavior. ...
10 What does a golfer, tennis player or cricketer (or any othe.docxchristiandean12115
10 What does a golfer, tennis player or cricketer (or any other professional sportsperson) focus on to achieve high performance? They nearly always give the same answer: “Repeat my process (that is the process they have practised a million times) – replicate it under real pressure and trust in my ability” That’s why Matthew Lloyd throws the grass up under the roof at Etihad Stadium. It is why Ricky Ponting taps the bat, looks down,
looks up and mouths “watch the ball”. It’s
unnecessary for Matthew Lloyd to toss the
grass. There’s no wind under the roof – it’s
simply a routine that enables him to replicate
his process under pressure.
Ricky Pointing knows you have to watch the
ball. Ponting wants the auto pilot light in his
brain to fl ick on as he mutters “watch the ball”.
High performance in sport is achieved through focusing on your
processes, not the scores.
It is absolutely no different in local government. Our business
is governance and we need to be focusing very hard on our
governance processes. We need to learn these processes, modify
them when necessary, understand them deeply, repeat them
under pressure and trust in our capabilities to deliver. If we do
that, the scores will look after themselves.
I want to share with you my ten most important elements in
the governance process. Let me fi rst say that good governance is
the set of processes, protocols, rules, relationships and behaviours
which lead to consistently good decisions. In the end good
governance is good decisions. You could make lots of good
decisions without good governance. But you will eventually
run out of luck – eventually, bad governance process will lead
to bad decisions. Consistently good decisions come from good
governance processes and practices.
Good governance is not only a prerequisite for consistently
good decisions, it is almost the sole determinant of your
reputation. The way you govern, the ‘vibe’ in the community
and in the local paper about the way you govern is almost the
sole determinant of your reputation. Believe me, if reputation
matters to you, then drive improvements through good
governance.
So here are the ten core elements:
1. THE COUNCIL PLAN
An articulate council plan is a fundamental fi rst step to achieving
your goals. It is your set of promises to your community for a
four-year term.
Unfortunately, there are too many wrong plans:
• Claytons Plans – say too little and are too bland. Delete the
name of the council from these plans and you can’t tell whose
it is! There’s no ‘vibe’ at all.
• Agreeable Plans – where everyone gets their bit in the plan.
There’s no sense of priorities, everyone agrees with everything
in the plan and we save all the real fi ghts and confl icts to be
fought out one by one over the four-year term.
• Opposition-creating Plans – we don’t do this so often but we
sometimes ‘use the numbers’ to enable the dominant group of
councillors to achieve their goals and fail to a.
10 What does a golfer, tennis player or cricketer (or any othe.docxpaynetawnya
10 What does a golfer, tennis player or cricketer (or any other professional sportsperson) focus on to achieve high performance? They nearly always give the same answer: “Repeat my process (that is the process they have practised a million times) – replicate it under real pressure and trust in my ability” That’s why Matthew Lloyd throws the grass up under the roof at Etihad Stadium. It is why Ricky Ponting taps the bat, looks down,
looks up and mouths “watch the ball”. It’s
unnecessary for Matthew Lloyd to toss the
grass. There’s no wind under the roof – it’s
simply a routine that enables him to replicate
his process under pressure.
Ricky Pointing knows you have to watch the
ball. Ponting wants the auto pilot light in his
brain to fl ick on as he mutters “watch the ball”.
High performance in sport is achieved through focusing on your
processes, not the scores.
It is absolutely no different in local government. Our business
is governance and we need to be focusing very hard on our
governance processes. We need to learn these processes, modify
them when necessary, understand them deeply, repeat them
under pressure and trust in our capabilities to deliver. If we do
that, the scores will look after themselves.
I want to share with you my ten most important elements in
the governance process. Let me fi rst say that good governance is
the set of processes, protocols, rules, relationships and behaviours
which lead to consistently good decisions. In the end good
governance is good decisions. You could make lots of good
decisions without good governance. But you will eventually
run out of luck – eventually, bad governance process will lead
to bad decisions. Consistently good decisions come from good
governance processes and practices.
Good governance is not only a prerequisite for consistently
good decisions, it is almost the sole determinant of your
reputation. The way you govern, the ‘vibe’ in the community
and in the local paper about the way you govern is almost the
sole determinant of your reputation. Believe me, if reputation
matters to you, then drive improvements through good
governance.
So here are the ten core elements:
1. THE COUNCIL PLAN
An articulate council plan is a fundamental fi rst step to achieving
your goals. It is your set of promises to your community for a
four-year term.
Unfortunately, there are too many wrong plans:
• Claytons Plans – say too little and are too bland. Delete the
name of the council from these plans and you can’t tell whose
it is! There’s no ‘vibe’ at all.
• Agreeable Plans – where everyone gets their bit in the plan.
There’s no sense of priorities, everyone agrees with everything
in the plan and we save all the real fi ghts and confl icts to be
fought out one by one over the four-year term.
• Opposition-creating Plans – we don’t do this so often but we
sometimes ‘use the numbers’ to enable the dominant group of
councillors to achieve their goals and fail to a ...
Digitization acceleration - Why it matter for institutional funding and grantsMzN International
Talking points:
- Think before we act on digitalisation
- Stay alert - but calm!
- Be Proactive - but not too much!
- Adapt in a way that suits you - not the tech.
- 5 practical steps towards digitalized funding approaches
Data is crucial in today’s learning culture. Just think of the LMS that charts your end users’ results - and that’s just one of countless possibilities. Do you sometimes wonder what you could do with your data and which insights you could gain from it? In this session, we’ll talk about our experience and tell you more about the news presented at the L&D event DevLearn.
This presentation was given by Keith Stopforth to the APM South Wales & West of England branch membership in Bristol on Thursday 10th April 2014.
Keith shared his observations of leadership and leadership development, as well as inviting the audience to share their experiences of what is going on in their business or industry today. This presentation was suitable for all levels of the project management profession.
The session began by exploring the world of leadership as it is now. Looking at the profound changes in society, commerce, technology and the global economy that are driving change at the fastest pace many leaders have ever known. This set the context for the main focus of the session which looked at leaders and how they can survive and thrive in this new world.
Keith focussed on four key areas that he believes are central requirements for 21st century leaders to master:
Authenticity
Resilience
Networked
Learning Agility
For this session Keith referred to leaders at all levels and for those who have to lead without authority - such as project leaders. Often they have to influence and negotiate resources with people and this can draw on the four areas above even more intensely.
Projects often involve challenges such as meeting deadlines, building commitment and working with limited resources - perhaps more so for the interim project manager negotiating his/her way around companies with the pressure of tight deadlines. At these times resilience and learning agility are needed even more so.
Keith's style is to facilitate, be slightly provocative and get the audience thinking in groups so that the learning can be shared across the room.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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3. • Why a question mark?
• Am I to ask the question?
• Will I be asked to answer?
• Why in the corner?
• Why only one? One question only?
• Why black on white?
4. Its always been an ‘uncertain times’
• 9/11
• Gulf War
• Y2K Bug
• Cold war
• 1973 Oil shock
• Pearl Harbor - WW II
• Great depression
• WW I
5. Nothing new ever happens
if you consider the time past immemorial
6. What are ‘uncertain times’?
• Pace of change more rapid.
• Its not only economic but even social changes
that have their impact.
• Factors impacting outcome
– Seemingly unrelated events impact outcomes
more than ever before.
– Impact felt faster.
8. Uncertainty
• Triggers of uncertainty. The black swan
syndrome.
• Chaos theory.
• Impact of technology.
• Globalisation.
• Demographic shift.
9. How to prepare for uncertain times
The traditional approaches are –
Anticipate.
• Things you can foresee.
Adapt.
• Things that you cant foresee.
In either case, ACT and act fast.
11. Uncertain times
• The millennials.
• Impact of technology.
• Information overload.
• Globalisation.
• Social media.
12. Uncertainty–Leadership Correlation
Level of uncertainty
Possibleoptions/outcomes
Level 1
• Relatively simple view of future
• One of two obvious options
• Leadership – Traditional
SWOT
Benchmarking
Competency-based
13. Summary of “Industrial” Leadership
• Framed by level 1 uncertainty
• These industrial age leadership theories have been:
• management-oriented
• Focused on the leader
• goal-achievement-dominated
• male-oriented
• utilitarian and materialistic in ethical perspective
• Rationalistic
– Philip Rost, Leadership for the 21st Century
14. Uncertainty–Leadership Correlation
Level of uncertainty
Possibleoptions/outcomes
Level 1
Level 2
Alternate futures
• Mutually exclusive and collectively
exhaustive
• One will occur
• Leadership - Qualitative decision
analysis
15. Uncertainty–Leadership Correlation
Level of uncertainty
Possibleoptions/outcomes
Level 1
Level 2
Level 3
Range of futures
Not mutually exclusive
• Leadership Strategy -Decision
tree/cost-benefit analysis
16. Uncertainty–Leadership Correlation
Level of uncertainty
Possibleoptions/outcomes
Level 1
Level 2
Level 3
Level 4
• True ambiguity- The future is
unknown and unknowable
• Leadership strategy – Work
backwards
17. ‘White Water’ Conditions
• Conditions are full of surprises
• Complex systems tend to produce novel
problems
• Conditions feature events that are “messy”
and
• Events are often very costly
18. Working Backwards
• Start with a strategy
• Aligning strategy with the organizational
mission and values
• Assumptions about the future to support a
defined strategy
• ‘Wargame’ likelihood of assumptions
coming out to be true
• Hedging bets on the outcome
19. How to prepare for uncertain times
• Contingency planning. Remember - No plan
survives contact.
• Stay connected- communicate.
• Informal approach.
• Exploit technology.
• Manage information.
20. Nirbhaya rapist released
Diesel SUVs registration suspended
Paris accord
Green signal to stalled projects
Start ups the way to be
Economy to grow 8 percent
GST bill stalled. Again.
Three more bills need to be passed after GST Bill
Indian growth projections faulty
Public spending at all time low
Social sector ignored
JAM – the focus of NDA government
Sonia Gandhi appears in court
DDCA scandal. Financial irregularities surface
AAP demands Jaitley’s head
Modi tells his cabinet to go after the opposition
Arunacahal Assembly proceedings stalled
Japan to finance Bullet trainIIP figures disappoint
Fed rates cut
Oil prices not likely to fall further
Syria peace process gets UN backing
Executive process the only way out
Indo-Pak talks back on rail
UP elections due in 2017
BJP appoints new Kerala unit head
21. Nirbhaya rapist released
Diesel SUVs registration suspended
Paris accord
Green signal to stalled projects
Start ups the way to be
Economy to grow 8 percent
GST bill stalled. Again.
Three more bills need to be passed after GST Bill
Indian growth projections faulty
Public spending at all time low
Social sector ignored
JAM – the focus of NDA government
Sonia Gandhi appears in court
DDCA scandal. Financial irregularities surface
AAP demands Jaitley’s head
Modi tells his cabinet to go after the opposition
Arunacahal Assembly proceedings stalled
Japan to finance Bullet trainIIP figures disappoint
Fed rates cut
Oil prices not likely to fall further
Syria peace process gets UN backing
Executive process the only way out
Indo-Pak talks back on rail
UP elections due in 2017
BJP appoints new Kerala unit head
22. The simulation exercise
• Ravinder was the only one who made money
in the simulation exercise. How ?
• He kept abreast of the news.
• Observe how seemingly unrelated events
occur. Join the dots, and you get to know with
a reasonable degree of assurance – what to do
23. What do leaders need to do?
• A strong effective and skill sets of others to get more
done inleader in today’s uncertain economy shares the
leadership role with others members of the team.
Stepping out from the formal leadership role, it is an
informal team approach where the lead role shifts by
the subject at hand. It allows the organization to tap
the excitement a way that drives an even better
outcome.
• By building trusted relationships within an
organization through accessibility, transparency,
communications and actions the shared leadership
concept achieves a much higher sense of commitment
and meaning to those involved.
Colleen Brown
President / CEO
Fisher Communications
24. What do leaders need to do?
There are lots of effective styles. Yet they should
be enabling in order to succeed and generate leverage.
Leaders need to demonstrate a steady hand. It’s easy to
worry and lose focus in a bad economy. Steve McConnell
Managing Partner
NBBJ
25. What do leaders need to do?
There are lots of effective styles. Yet they should
be enabling in order to succeed and generate leverage.
Leaders need to demonstrate a steady hand. It’s easy to
worry and lose focus in a bad economy.
Hiring the right people really matters, and really counts.
After that, as a leader, you need to stay out of the way.
Surround yourself with people who are smarter than you,
and then just lead through the team. In a sense, the
whole organization must lead together.
Steve McConnell
Managing Partner
NBBJ
Chris Wallace
President / CEO
Texas Chamber of Commerce
26. Requisites for effective leadership
• Manage information.
• Shorten your OODA loop.
• Involve the entire team.
• Enable the team.
• Accessibility.
• Communications.
• Integrity.
27. Transformative Leadership
Transformative leadership
occurs when one or more
people engage with others
in such a way that leaders
and followers raise one
another to higher levels of
motivations and morality.
Burns. Transformative Leadership
28. Leadership in Self-Organizing Systems
• Define the boundaries
• Invite diversity
• Create transforming
exchanges
• Serve the system
29. • There are no set piece strategies or plans that
will win.
• You have to chart your own course. And select
what suits you and your organization.
30. • Who follows change, will survive.
• Who does not, will perish.
• Who causes change, will lead.
