This document provides guidance for managers in agile environments. It emphasizes the importance of adapting to change, challenging assumptions before taking action, and staying on the cutting edge of management practices to support innovative development teams. Key takeaways encourage managers to reflect on how to better adapt while enabling their teams. Contact information is provided for further discussion.
An investment is only successful if intended benefits are realised. Benefits realization supports key choices and actions to achieve this success.
Some relevant and entertaining quotes from Wovex, the leader in benefit realization software - www.wovex.com
30 Benefits Management quotes from Wovex Wovex Limited
30 quotes for programs that achieve outcomes and realize benefits of strategic importance to the business.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
An investment is only successful if intended benefits are realised. Benefits realization supports key choices and actions to achieve this success.
Some relevant and entertaining quotes from Wovex, the leader in benefit realization software - www.wovex.com
30 Benefits Management quotes from Wovex Wovex Limited
30 quotes for programs that achieve outcomes and realize benefits of strategic importance to the business.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
Encouraging Grassroots Innovation at a Legacy Publisher - Tech Forum 2016 - T...BookNet Canada
"Encouraging Grassroots Innovation at a Legacy Publisher" by Teresa Elsey (moderator) with panelists Erin Mallory, Meghan MacDonald, Laura Brady & Ana Maria Allessi, for Tech Forum 2016 - April 1, 2016
Everything You Wanted to Ask a Retailer About Pricing But Your Legal Departme...BookNet Canada
"Everything You Wanted to Ask a Retailer About Pricing But Your Legal Department was Afraid to Ask" by Ryan James O'Sullivan (Rakuten Kobo) for Tech Forum 2016, presented by BookNet Canada - April 1, 2016
This was the first big iamgood. event after our first two small meetups in May and June.
Thomas briefly talked about the story, the motivation and the vision behind "iamgood." and also gave an intro on "Essentialism".
After that Michael Herold and Iza Hegedűs told the crowd how to get out of your comfort zone and why that is important.
And we also had Ulf Gottsberger, who focused on "Bewegung ist Aktiv-Wellness".
Matthias Tretter quickly pitched talkin' - check out their sites talkin’ vienna (EN) and talkin' (DE).
If you got any further questions or want to help us with organizing, write me an email (peter@iamgood.cc) or check out our facebook group (https://www.facebook.com/groups/iamgood.cc/).
#iamgood3 - Essentialism, Comfort Zones & Wellnessiamgood
This was the first big iamgood. event after our first two small meetups in May and June.
Thomas briefly talked about the story, the motivation, and the vision behind "iamgood." and also gave an intro on "Essentialism".
After that Michael Herold and Iza Hegedűs told the crowd how to get out of your comfort zone and why that is important.
And we also had Ulf Gottsberger, who focused on "Bewegung ist Aktiv-Wellness".
Matthias Tretter quickly pitched talkin' - check out their sites talkin’ Vienna (EN) and talkin' (DE).
If you got any further questions or want to help us with organizing, write us an email (say@iamgood.cc) or check out our facebook group (https://fb.com/groups/iamgood.cc/).
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
Encouraging Grassroots Innovation at a Legacy Publisher - Tech Forum 2016 - T...BookNet Canada
"Encouraging Grassroots Innovation at a Legacy Publisher" by Teresa Elsey (moderator) with panelists Erin Mallory, Meghan MacDonald, Laura Brady & Ana Maria Allessi, for Tech Forum 2016 - April 1, 2016
Everything You Wanted to Ask a Retailer About Pricing But Your Legal Departme...BookNet Canada
"Everything You Wanted to Ask a Retailer About Pricing But Your Legal Department was Afraid to Ask" by Ryan James O'Sullivan (Rakuten Kobo) for Tech Forum 2016, presented by BookNet Canada - April 1, 2016
This was the first big iamgood. event after our first two small meetups in May and June.
Thomas briefly talked about the story, the motivation and the vision behind "iamgood." and also gave an intro on "Essentialism".
After that Michael Herold and Iza Hegedűs told the crowd how to get out of your comfort zone and why that is important.
And we also had Ulf Gottsberger, who focused on "Bewegung ist Aktiv-Wellness".
Matthias Tretter quickly pitched talkin' - check out their sites talkin’ vienna (EN) and talkin' (DE).
If you got any further questions or want to help us with organizing, write me an email (peter@iamgood.cc) or check out our facebook group (https://www.facebook.com/groups/iamgood.cc/).
#iamgood3 - Essentialism, Comfort Zones & Wellnessiamgood
This was the first big iamgood. event after our first two small meetups in May and June.
Thomas briefly talked about the story, the motivation, and the vision behind "iamgood." and also gave an intro on "Essentialism".
After that Michael Herold and Iza Hegedűs told the crowd how to get out of your comfort zone and why that is important.
And we also had Ulf Gottsberger, who focused on "Bewegung ist Aktiv-Wellness".
Matthias Tretter quickly pitched talkin' - check out their sites talkin’ Vienna (EN) and talkin' (DE).
If you got any further questions or want to help us with organizing, write us an email (say@iamgood.cc) or check out our facebook group (https://fb.com/groups/iamgood.cc/).
Learn the 5 Discovery Skills of Out-Performing Innovators
Based on the innovator’s DNA study by Christensen et al
Presented by Linda Naiman Founder, Creativity at Work.com
For ProductCamp, Vancouver 2013
Now is a time for leaders to remind yourselves of what your people need you to do, and to pause and think about what type of leader you need to ‘be’ for others. We won’t have all the answers, and silence isn’t an effective response. We need to meet people where they are and understand their concerns, and we want them to stay adaptable and focused as our ways of working and the work itself changes.
“Leading in a Time of Crisis,” part 1 of Korn Ferry’s Leading Through and Beyond COVID-19 series. Presenters: Dennis Baltzley, Madeline Dessing and Steve Newhall.
For more information, visit https://kornferry.com/challenges/coronavirus.
10 Steps great leaders take when things go wrongGetSmarter
http://resources.getsmarter.co.za/
Most of us avoid taking action because we’re afraid to fail. The truth is, every failure is simply one step closer to success. So, are you counting your failures as stepping-stones to success? These 10 tips will motivate you to approach failure with a fresh perspective.
Shaping Organizational Culture Beyond Wishful ThinkingGiuseppe De Simone
Organizational culture is defined by how people in an organization behave and interact with one another, which values and experiences they share.
Getting better results and an increased level of agility often requires a shift in culture, which is more than just beanbags, table football and free snacks.
Which culture does an organization need to achieve its goals? And how can one shape an organizational culture which is coherent with the Scrum values?
We are used to hearing the expression “Agile is a mindset” and research shows that this is actually true.
The problem is that mindset or culture can’t be designed and can’t be changed, but the good news is that it can be measured and influenced. This means that we can’t define an “ideal culture” and implement it, but we can visualize the current culture across various dimensions and measure change continuously as we experiment with different ways of behaving and collaborating.
In this talk, we will discuss the importance of a coherent culture and how to influence it by using data and examples from a case study.
In this talk, I will explore the importance of visualizing the culture of an organization and making it coherent with the company goals and market conditions. I will introduce a model and a tool for visualizing culture and illustrate a few complexity management techniques to influence it for real.
I will show which cultural elements can become catalysts for organizational change and how leadership influences the culture, by using data and examples from a real case study.
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Giuseppe De Simone
As we move towards 2030, the landscape of work is rapidly evolving, presenting both challenges and opportunities for organizations worldwide. Recent reports have highlighted the necessity for every employee to acquire three additional skills to effectively fulfill their roles in the coming decade and agile teams already know how crucial cross–functionality is. Concurrently, the Great Reshuffle has emphasized the importance of workplaces that foster growth, engagement, and vibrant company culture, especially for the Gen Z workforce. Last but not least the pandemic accelerated the transition to remote and hybrid work by a decade and it is now here to stay, because work flexibility helps retain talents, increase efficiency and reduce carbon footprint.
How can organizations confront these challenges amidst an already complex environment?
In this session we will address this pressing question by emphasizing the critical role of skill development in fostering employee retention and equitable outcomes. In fact studies reveal that companies excelling in skill development retain employees twice as long. We will explore practical strategies for cultivating a learning-centric environment that nurtures the mindset, skills, and practices necessary for success in today's volatile and future-facing world, regardless of the size of your organization.
Keynote at Agile Saturday XVI, Tallinn - April 15th, 2023
In an era of global challenges, volatile markets and exponentially faster changes, it is impossible to rely on the ability of a few people to be able to take all the necessary decisions at a time suitable for the business needs. Therefore, leadership can not be seen just as a skill or trait of a limited number of roles: it must be seen as an organizational capability to grow.
The empirical evidence agile42 got from multiple client engagements, supports the model that there are no leadership behaviors that are inherently positive or negative. Rather, there are leadership behaviors which are more or less appropriate within a certain context and a given group of people.
Therefore building agility into leadership is key: the ability to make sense of the circumstances and flexibly adopt behaviors which are coherent with what coworkers feel comfortable with. Instead incoherent behaviors are those that are not helpful within a specific situation and might be perceived negatively in the given context.
In this talk we will explore how an effective leader in today’s world can adopt a multi-dimensional adaptable leadership approach and use the appropriate leadership behavior which fits the specific situation as well as creates the least “motivational debt”. We will also introduce some practical tools for self-reflection and improvement of personal leadership behaviors and skills.
Getting better results often requires a shift in organizational culture. But culture is about far more than just beanbags, table football, and free snacks.
The problem is that culture can’t be designed and can’t be changed. However, it can be measured and influenced. This means we can’t define an “ideal culture” and implement it, but we can visualize the current culture across various dimensions and measure change continuously as we experiment with different ways of behaving and collaborating.
In this webinar, Simon Sablowski and Giuseppe De Simone discussed the importance of a coherent culture and how to influence it.
Culture can't be designed, but it can be measured and influenced. This means we can't define an “ideal culture” and deploy it, but we can visualize the current culture across various dimensions and then use complexity management techniques to influence it.
In this talk, at HR Dagen conference 2022 in Stockholm we discussed the importance of visualizing your culture and making it more coherent. We talked about which cultural elements can become catalysts for organizational change and how leadership influences the culture.
Recent reports show that every employee will need 3 more skills to keep up with their role by 2030. At the same time the ongoing Great Reshuffle is showing that people are looking for workplaces where they can grow and feel engaged, while Gen Z expects a vibrant company culture. How can we face these challenges in an already challenging world? Companies that excel at skill development retain employees 2x longer and create more equitable outcomes. In this talk at Personal & Chef 2022 in Stockholm we explored the use of appropriate learning approaches to help your organization grow the mindset, the skills and practices you need in the world of today and tomorrow, no matter the size of your company or budget.
ORGANIC agility webinar - Archetypes: mapping organization, culture and leade...Giuseppe De Simone
The empirical evidence agile42 has got from multiple client engagements supports the theory that ideal characteristics of a leader are based on archetypes, ideal types of what an organization should look like and their underlying culture, and has led us to observe a very strong relationship between leadership attitude, organizational design, and organizational culture. The idea behind ORGANIC leadership is that there isn’t any right or wrong leadership behavior, but rather there are behaviors that one can master, and can be appropriately called upon in specific situations within a specific culture: if a leadership behavior doesn’t correspond to the cultural expectations of the people involved, will very likely cause a negative emotional response, and potentially increase motivational debt.
In this webinar I provided an overview of different Archetypes that are expressed under specific conditions and bring leadership behavior, organizational design and organizational culture together. We also explored some methods within the ORGANIC agility framework, that allow to recognize the Archetype to which an organization can be mapped at a given moment in time, and provide guidance for transitioning to a different archetype, while increasing coherence between culture, organizational design and leadership behaviors.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Learning to be a manager in the Age of Agile share
1. LEARNING TO BE A
MANAGER IN THE
AGE OF AGILE
Giuseppe De Simone
Marko Keba
2. It is not the strongest of the species that survive,
nor the most intelligent,
but the one most responsive to change!
Charles Darwin
3. ANTI-SOLUTION
Eliminate waste Build integrity in Create knowledge
Game
Defer commitment Deliver as fast as possible Respect people
Optimize the whole
Warm-
Warm-up
4. Doing the same things over and over, but
expecting different results.
Albert Einstein – Definition of Insanity
5. If you're not a front line engineer, there's
only one reason for you to exist: help your
team move faster
Jan Bosch
6. TAKEAWAY #1
The better adapted you
are, the less adaptable
you tend to be
Sir Ronald Fisher
7. Adults are much more likely to act their
way into new way of thinking than to
think their way into new way of acting.
Richard Pascale
8. Everyone thinks of changing the world, but
no one thinks of changing himself.
Leo Tolstoy
14. TAKEAWAYS
1.The better adapted you are, the less
adaptable you tend to be - Sir Ronald
Fisher
2.Challenge the decisions you’re taking
before putting them in action
3.If you want your developers to be on
the edge of technology make sure you
are at the edge of management
16. CONTACTS
• Giuseppe De Simone
– mail: giuseppe.desimone@ericsson.com
– Twitter: @giusdesimone
– web: http://it.linkedin.com/in/giuseppedesimone
• Marko Keba
– mail: marko.keba@ericsson.com
– Twitter: @MarkoKeba
– web: http://hr.linkedin.com/pub/marko-keba
Artwork
by Francesca Marfia
Editor's Notes
Introduce ourselves Today we’re going to paint together the picture of a manager’s journey in the world of agile nased on our experience and the things we have learned along the way. If you have any question, pls save them for the end. Are you ready? Let’s start then. [Click to start the video] 2011-10-19
Duration: 5 min Q: Who’s this guy? Than the Quote appears. Q: How does this relate to us and the business we are in? The age of Agile is today, we all know that, it’s been 10 years since the signing of the manifesto. But the principles of Lean go back in time a bit further. Deming, Japan, TPS, Poppendiecks, and our first exercise will be tied to the Lean SW Development principles.
Duration: 10 min Tell actions or behaviours to kill these 2 principles. How about respecting people? Active listening? Empowering people? Optimize the whole? Seeing the bigger picture? Taking responsibility of the product as a whole? What do you think about those actions? How much do they differ from what we do or see everyday around us?
You know what is definition of insanity? The problem is that there are companies which are still applying management values, tools and principles designed before 1920 for a totally different world and a different goal. Task design, pay for performance, capital budgeting, 1920 stuff covering 1920 problems with its tools, principles and methods Traditional management was invented in beginning 1900 (based on mid 1800 concepts) or a problem different from current problems to be fixed 2. Most people in management roles receive little or no training on how to be good managers. Many people are promoted into management roles because they excel at technical work. This is not an easy transition. 3. Many people in management roles are working out of a mental model of management that limits their effectiveness. (See Don Gray’s Managing in Mayberry for two common mental models and one that’s less common.) 4. Many of the role models new managers have aren’t helpful. If people have never experienced good management, you can’t fault them for a lack of imagination. 5. Much of the management training out there is crap. New problems and good engineers now become managers and working with people (even more difficult than for people trained at business schools). Even for managers 1.0 it’s hard if your education comes from technical background: we miss relational and business skills. People in management roles are expected to achieve results over which they have no direct control. They must work thru other people and create work environments and work systems that support other people to do excellent work. Most managers have no training in how to do this. Working against each other: making their silo great Traditional Managers in it companies Challenge with IT companies today for traditional mngmt practices. SW is intangible – Its’ an arbitrary representation of an intention (there’s not only one solution to a given problem) SW is collaborative – We developers make our lives complicated to make someone else’s lives easier. It is not possible solve a complex problem alone in a time which is compatible with modern business needs. SW is heuristic – It’s a learning process. It’s an answer to problems which are always new: if we had already a SW which solves a certain problem, we wouldn’t need to develop it. Change is always there: unpredictability,etc. Requirement change towards development.
The significant problems we have cannot be solved at the same level of thinking with which we created them. Today’s world Why we need to change? New challlenges in todays’ world Today’s world fast change fierce competition knowledge as comodity Innovation failure of traditional management Some statistics: The rate of return on assets of large firms in 2009 was one-quarter of what it was in 1965 Average life-time of S&P Top 500 companies has decreased 5 times since after Second World War Whole sectors of economy lost Only 1 out of 5 workers is fully engaged in his/her work
Fischer (biologist 1920s) Challenge mngmt dogma What problems mngmt 1.0 was meant to solve? Not how to be adaptable, innovative and engaging It was how to turn human beings in semi-programmable robots. How to turn farmers, maids and craftsmen close to the machine adn doing the same thing over and over again willing to learn fron the fringe: learn from the web 100 ago the guys inventing mngmt 1.0 were fighting against the mainstream: we're not.
2-3 minutes We learned some facts about our brain. Thanks to David Rock’s work. So here is some more facts about our brain, from recent studies in the field of neuroscience. 1. The brain is a connection machine – the brain creates millions of new connections each second and the underlying functionality of our brain is one of finding associations, connections, and links between bits of information. 2. The brain hardwires everything it can – when we process any new idea, we create a map of that idea in our mind, and then compare it subconsciously in a fraction of a second to our existing maps. In a way, we try to hardwire the information we just received with our existing connections. 3. Our hard wiring drives automatic perception – any piece of information that comes along gets broadly gets compared to our existing mental maps, to see where the connections are – we try very hard and we literally try to make the connections fit by doing a lot of approximating. The bad news is that 4. It’s practically impossible to deconstruct our wiring – attention itself creates change in the brain. This means that trying to get rid of circuits is often ineffective – we end up deepening them instead. So the question is - how can we hope to change then? The good news is that 5. It’s easy to create new wiring – the brain creates new connections all the time. Every time we travel to a new part of a city we create a map of the area. Creating new circuits can be quite easy.
Change is hard. Change - hard/pain, manager changes himself and the environment/organization for his people. People will look if you walk the talk. The manager itself needs to change. He needs to change the environment in which the change for others can take place. Learning and deliberate practice Continuously challenge what you’re doing in the light of Agile principles and not just follow the old main river bed or the old mainstream, otherwise you never create new maps and build new behaviours skills. How do you like being convinced by a sales person?
Learning and deliberate practice Make sure you’re conscious of what you’re doing if you expect change Start acting on a conscious level to create the right new river beds
What is the most important things your developers need to do/change because of the new WoW? Common activity: people shout and we wrote on the whiteboard Introducing AA exercise What shall we do as managers? We do not really know what to do. Then, practically speaking, what is the tool we proposed to achieve the goals we are talking about? It’s basically what you just did: we started from Agile and Lean values and principles and translated them into a series of checklists listing expected behaviors and needed skills to fulfill those values and principles in your daily work, based on our experience as Agile coaches. We want to introduce and build a continuous improvement mindset at all levels, starting from a personal level. It's learning from our successes and failures.. So being an actively learning organization really means continuously and honestly assess what and how we're doing, where we are and take actions to improve. And really to do it on all levels, starting from a personal level, up to the team level and also up to the different organizational levels. It’s an iterative process: assessing yourself not once for all, but seeing continuosly where you are and improving all the time, helps enforcing the new maps and make new behaviours as habits.
David Starr Jordan (genetics, educator) 1830-1930 We become better by knowing where we want to go, honestly assessing who we are and taking a small step in the right direction. Use Amplifier as a mirror – take a look at yourself or see the reflections from others Have a dialogue with your team, with your colleagues, with your manager, with your coach, …
How we work with AA How we do the training with managers Kick-off workshop Learning by teaching Training program based on managers learning needs self led by managers Self learning (Lunch and learn, Lunch and share) How we do coaching with managers Transition cannot be delegated: managers need to be highly involved Providing and aligning vision, fixing impediments, addressing bottleneck in the value flow, etc. E.g. getting HR engaged, IPM pilot Use of AA, etc. Use Amplifier as a mirror – take a look at yourself or see the reflections from others Have a dialogue with your team, with your colleagues, with your manager, with your coach, …
Quote: Leadership and learning are indispensable to each other. - John F. Kennedy We’re approaching the end of our session . Let’s recap what we would like you to get out of our presentation. Here it goes… [click]
This is the only silver bullet!!! Hansei is Japanese meaning “Reflection”. An exercise such as Feedforward is a chance for everyone to review and analyse what has come to pass. Kaizen in means “Continuous Improvement”. Once you get feedback, it’s up to you to take some action, however small, if you’re serious about improving. Remember “Baby Steps!”. And if you’re serious about transforming your team, begin by changing yourself. It’s an iterative process: assessing yourself not once for all, but seeing continuosly where you are and improving all the time, helps enforcing the new maps and make new behaviours as habits.