THE 3Ds OF STRATEGY: DISCUSSION, DECISION AND DEVELOPMENTTANKO AHMED fwc
Organizational performance is often driven by pure zeal and inspirational extracts or strategy constructs for competitive advantage. The 3Ds of discussion, decision and development form a trilogy in strategy formulation, with the component of decision loop as key element, in competitive environment. This paper explains the meaning, correlation and application of discussion, decision and development as constituents of organizational strategy formulation in a competitive environment. The paper employs the Chamberlain’s theory of strategy, a blend of other major theories, to construct the means, drive, process and mechanisms for effective competitive strategy for organizational performance. The story and secret behind the famed Mercedes-Benz three-pointed star emblem as symbol for competitiveness provides a working analogy for the 3Ds of strategy as competitive construct. The paper establishes that organizational leadership triplicity could spar away decision loops to survive and progress in competitive environment. A simulation exercise is designed for participants of a Policy, Strategy and Leadership Course to apply knowledge and skills of the 3Ds of strategy.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
In today’s complex, uncertain and ever-changing business environment, collaboration is an essential ingredient for success. In high performance organizations, collaboration across departments and functions also saves resources, identifies risks and generates opportunities.
Talented people work best in a team environment where enthusiasm and team spirit are high, ideas and information shared, and team members work together to accomplish common goals. The synergy that comes from high performance teams adds value to all – team members, customers and the organization.
WEBINAR: Research Principles Behind the Need for Performance SupportOntuitive
As we all know, training is a well-researched and vetted learning discipline. Well-known theorists have validated the need for, design of, and delivery of training for years now. One of the more misunderstood views of performance support is that it is too new to be justified by similar bodies of work. The good news is that this is simply not true. There are a host of research backed theories supporting the need for, and design of, performance support.
In this webinar we will examine the newest and most powerful research found across the Five Moments of Need so you can better sell and position performance support within the organizations you serve.
Making a success of performance support (webinar deck)Ontuitive
Organizations increasingly recognise the value of performance support, but beyond the theory and the methodology, where are the examples of it in use? Join Bob Mosher, Chief Learning Evangelist with Ontuitive, as he walks us through a series of organizations that are putting performance support into action. See first-hand examples of the different ways organizations are supporting performance, and the resulting impact.
This webinar will help you visualize implementing performance support in your organization, moving from a theoretical understanding to a solid grasp of how to make it work for you.
■Better understand the current state of Strategic PS
■Show the 5 stages of the Performance Support (PS) Spectrum
■Understand the design principles that help to create effective PS
■Discuss the technical specifications of today’s PS authoring software
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
CIPS CIO breakfast presentation March 5 2009.
Volatility, uncertainty, complexity and ambiguity – that’s the world we live in – it’s a VUCA world. This talk will explore how IT can provide strategic vision and dilemma management that will enable their companies to maintain sustainable growth during this tumultuous economic downturn.
The process of strategic leadership and decision making is more vital than ever, companies will either succeed or fail and it will happen faster than ever. As leaders, we cannot predict the future, but we can certainly provoke it by using a “foresight-to-insight-to-action” approach in sensing the future to compete in the present.
THE 3Ds OF STRATEGY: DISCUSSION, DECISION AND DEVELOPMENTTANKO AHMED fwc
Organizational performance is often driven by pure zeal and inspirational extracts or strategy constructs for competitive advantage. The 3Ds of discussion, decision and development form a trilogy in strategy formulation, with the component of decision loop as key element, in competitive environment. This paper explains the meaning, correlation and application of discussion, decision and development as constituents of organizational strategy formulation in a competitive environment. The paper employs the Chamberlain’s theory of strategy, a blend of other major theories, to construct the means, drive, process and mechanisms for effective competitive strategy for organizational performance. The story and secret behind the famed Mercedes-Benz three-pointed star emblem as symbol for competitiveness provides a working analogy for the 3Ds of strategy as competitive construct. The paper establishes that organizational leadership triplicity could spar away decision loops to survive and progress in competitive environment. A simulation exercise is designed for participants of a Policy, Strategy and Leadership Course to apply knowledge and skills of the 3Ds of strategy.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
In today’s complex, uncertain and ever-changing business environment, collaboration is an essential ingredient for success. In high performance organizations, collaboration across departments and functions also saves resources, identifies risks and generates opportunities.
Talented people work best in a team environment where enthusiasm and team spirit are high, ideas and information shared, and team members work together to accomplish common goals. The synergy that comes from high performance teams adds value to all – team members, customers and the organization.
WEBINAR: Research Principles Behind the Need for Performance SupportOntuitive
As we all know, training is a well-researched and vetted learning discipline. Well-known theorists have validated the need for, design of, and delivery of training for years now. One of the more misunderstood views of performance support is that it is too new to be justified by similar bodies of work. The good news is that this is simply not true. There are a host of research backed theories supporting the need for, and design of, performance support.
In this webinar we will examine the newest and most powerful research found across the Five Moments of Need so you can better sell and position performance support within the organizations you serve.
Making a success of performance support (webinar deck)Ontuitive
Organizations increasingly recognise the value of performance support, but beyond the theory and the methodology, where are the examples of it in use? Join Bob Mosher, Chief Learning Evangelist with Ontuitive, as he walks us through a series of organizations that are putting performance support into action. See first-hand examples of the different ways organizations are supporting performance, and the resulting impact.
This webinar will help you visualize implementing performance support in your organization, moving from a theoretical understanding to a solid grasp of how to make it work for you.
■Better understand the current state of Strategic PS
■Show the 5 stages of the Performance Support (PS) Spectrum
■Understand the design principles that help to create effective PS
■Discuss the technical specifications of today’s PS authoring software
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
CIPS CIO breakfast presentation March 5 2009.
Volatility, uncertainty, complexity and ambiguity – that’s the world we live in – it’s a VUCA world. This talk will explore how IT can provide strategic vision and dilemma management that will enable their companies to maintain sustainable growth during this tumultuous economic downturn.
The process of strategic leadership and decision making is more vital than ever, companies will either succeed or fail and it will happen faster than ever. As leaders, we cannot predict the future, but we can certainly provoke it by using a “foresight-to-insight-to-action” approach in sensing the future to compete in the present.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
The 2010 Learning for Change Survey was introduced to place an accent on organizational learning in ADB. The questionnaire featured ten positive statements depicting ideal levels of organizational competence across four pillars: (i) organization, (ii) people, (iii) knowledge, and (iv) technology. The perceptions of respondents were captured using a six-point Likert scale. The learning organization model is described in the publication titled Learning for Change in ADB.
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
Join Bob Mosher and Conrad Gottfredson as they discuss Agile development in this month's webinar!
Software development is shifting to Agile development practices due to the speed of change within organizations, and therefore creating the demand for such shifts. These same compelling reasons are pushing learning groups to challenge their current methodologies and become more adaptive. This can’t be accomplished without a Performance Support strategy, methodology, and technology.
Our charge is not only to keep up with Agile software development, but to keep up with the adaptive performance requirements of organizations to be “Agile": to grow, change, and innovate at or above the speed of their markets – in other words, the need to: “learn at the speed of change.”
2013 is the Year for Performance Support: Breaking Down Traditional BarriersOntuitive
We heard you loud and clear last year. You are hungry to work Performance Support into your strategy. You realize that training alone is limited and that the future of L&D is supporting employees in the workflow, at the moment of need.
You want to get started, but there are barriers (perceived or actual). Beginning with this webinar, and throughout 2013, our plan is to help you develop the appropriate strategies that break down the barriers and move your organization beyond training to performance! 2013 IS the year of performance support.
January’s webinar will be a bit more interactive than usual – we want to hear from you! What barriers are you facing? Take a moment, after registering for the webinar, to answer our poll question on this topic – results will be discussed next week during the webinar. Additional webinar discussion topics include:
•Facts, figures, and industry trends surrounding barriers;
•Open discussion, with live polls, on what you, as an organization, are experiencing; and,
•Share solution ideas and tactics on how to begin breaking down the barriers.
Join Bob Mosher and Conrad Gottfredson as they kick-off the year with this interactive and informative webinar!
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Key Trends Shaping the Future of Infrastructure.pdf
Ls xchange deck.2012.
1. Learning @ the Speed of Change
Delivering Strategic Value in the New Normal
Bob Mosher &
Conrad Gottfredson
www.thefivemoments.com
Copyright Conrad Gottfredson, Bob Mosher 2012
2. 2008—
The New Normal
• Market Upheaval
• Technological Disruptions
• Demographic Churn
• Political Instability
3. The Challenge: Market Upheaval
“Brace yourself for more market upheaval
Asia had a bad night, Europe had a bad morning, and so, now, America is
falling. The upheaval on world markets is not out of the ordinary …”
James Quinn, 5:51PM BST 24 Oct 2008
http://www.telegraph.co.uk/finance/financetopics/recession/3254591/Brace-yourself-for-more-
market-upheaval.html
4. The Challenge: Technological
Disruption
FALLS CHURCH, Va., Oct. 22, 2008 /PRNewswire/
“A wave of disruptive
technologies is reshaping
industry, triggering new
business models and
altering consumer and
employee behaviors…”
(http://findarticles.com/p/articles/mi_m4PRN/is_20
08_Oct_22/ai_n30928932?tag=content;col1 )
5. The Challenge: Demographic Churn
• In developed countries the native workforce is decreasing and
aging: “high rates of fertility and mortality have been replaced by low rates
of both. Since 2000 the US has witnessed no net increase in native-born
Americans and birth rates are extremely low among educated women.”
• This is driving global outsourcing and “replacement
migration.”
• New talent is more mobile by choice: “members of the 25-34 age
group stay only an average of 2.9 years in their place of employment.”
World Economic Forum, January 2008 Panel Session
http://www.weforum.org/en/knowledge/KN_SESS_SUMM_22327?url=/en/knowledge/KN_SESS_SUMM_22327
6. The Challenge: Political Instability
• The implied projected cumulative loss (tied to the 9/11 terrorist attacks) in
national income through the end of 2003 amounted to 5 percentage points
of annual GDP, or half a trillion dollars.
Economic Consequences of Terrorism, http://www.oecd.org/dataoecd/11/60/1935314.pdf
7. To survive, organizations
must—
Learn @ the speed of
change
In other words, they must
be able to continuously
undergo new skill cycles to
prepare for new competitive
cycles —
constantly re-tooling in
order to maintain their
competitiveness.
8. The Opportunity of the New Normal
“The meltdown of 2008 will be seen as the mother of all disruptions
… disruption makes things new again, and what might not have
been possible in the old regime suddenly is. …”
“Change is difficult. It's hard, and people avoid it when we can, but
change eventually happens when the consequences of standing still
look worse than the consequences of taking a chance on change. …
It's time for all of us to change -- standing still is not an option, and
we can only imagine the disruptions ahead.”
Denis Pombriant
http://www.crmbuyer.com/story/64878.html?wlc=1227021580
9. Organizational Learning Agility
Benchmarking Series Members
• A global management consulting, technology
services and outsourcing company with 186,000
employees in 120 countries.
• The world's largest semiconductor company with
86,000 employees.
• The largest global family entertainment company
with more than 180,000 employees
• A leading North American corporate health insurer
with international reach in Asia and the European
Union.
• Among the largest global public relations agencies,
operating in more than 50 countries
• 130 year old company conducting clinical research
in more than 50 countries, marketing
pharmaceutical products in 143 countries.
• The world’s leading aerospace organization
• Government intelligence and security agency
10. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational level.
This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support systems
that sustain individual and collective learning agility: Develop processes, systems,
structures, and other forms of support that provide people in the organization the help
they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012
11. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its
ability to observe and monitor the broader external landscape in key
areas that could improve or potentially threaten organizational
competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational
level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support
systems that sustain individual and collective learning agility: Develop processes,
systems, structures, and other forms of support that provide people in the
organization the help they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012
12. Develop External Intelligence Monitoring Capacity.
Learning
Function
Intelligence Strategy
Function Function
Copyright Conrad Gottfredson, Bob
Mosher 2012
13. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization.
Harness the collaborative power of the organization to learn at or
above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational
level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support
systems that sustain individual and collective learning agility: Develop processes,
systems, structures, and other forms of support that provide people in the
organization the help they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012
14. Cultivate a Dynamic Learning mindset across the
entire organization.
3.0
2.0 Dynamic
Continuous Learning
Learning (2004-2009)
1.0 Rapid, adaptive,
(1981-2004) collaborative, and
Permanent Continuous learning for self-directed
ongoing qualification. learning at the
Learning moment of need.
(1957-1981)
One-time learning
for permanent
qualification.
From TRCLARK
Learning Agility Benchmarking Study
15. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the
organizational level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support
systems that sustain individual and collective learning agility: Develop processes,
systems, structures, and other forms of support that provide people in the
organization the help they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012
16. Develop Leadership capacity to support learning
agility at the organizational level.
Leadership behavior is the single most important determining factor of organizational
learning agility.
• How prepared are you for the transition from the “leader as expert” paradigm to one that
emphasizes the “leader as learner”
• To what extent is your personal credibility based on your personal learning agility as opposed
to old knowledge?
• How much do you lean on the machinery of your organization to govern your personal learning
path? Are you on educational welfare?
• How effective are you at calling forth the discretionary efforts and creative potential of other
people through the influence of your learning habits, curiosity, and enthusiasm in the face of
problems that don’t yet have answers?
• Can you engage and mobilize people based on your influence skills? How often do you hide
behind the artifacts of title, position, and authority to press people into service?
• Do you feel personally threatened by the fact that your knowledge and skills are becoming
obsolete? Are you psychologically prepared to show your vulnerability to incompetence as
your skills become outdated because you have the ability to learn and adapt?
• If competence is a matter of individual learning agility, what are you doing to prepare for the
new environment?
• Do you believe that learning is where advantage comes from, that it represents the highest
form of enterprise risk management, and that the biggest risk a firm can take is to cease to
learn?
Copyright Conrad Gottfredson, Bob
Mosher 2012
17. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational
level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance
support systems that sustain individual and collective learning agility:
Develop processes, systems, structures, and other forms of support
that provide people in the organization the help they need in their
coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012
18. Put in place and evolve the organizational learning and
performance support systems that sustain individual and
collective learning agility
Aligned to deliver ROI and specific business benefit
Embedded in the workflow and readily available at the moment of apply.
According to specific roles and varying access needs (role and
Contextual
circumstance)
Only what’s needed in the form needed to effectively perform
Just enough
inside the business process
with formal learning to compliment and extend current learning
Integrated
investments
Trusted and current in every place.
Copyright Conrad Gottfredson, Bob
Mosher 2012
19. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational
level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support
systems that sustain individual and collective learning agility: Develop processes,
systems, structures, and other forms of support that provide people in the
organization the help they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize
and support organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012
20. Evolve learning & support technology infrastructure to
optimize and support organizational learning agility.
Mastery
Train
Copyright Conrad Gottfredson, Bob
Mosher 2012
21. Evolve learning & support technology infrastructure to
optimize and support organizational learning agility.
Concept &
Task Mastery OTJ Competence
How are you
intentionally
helping
this happen?
Train Transfer
Time Time
Copyright Conrad Gottfredson, Bob Mosher 2012
22. Evolve learning & support technology infrastructure to
optimize and support organizational learning agility.
Concept &
Task Mastery OTJ Competence
How are you
intentionally How dynamic are
helping your learners?
this happen?
Train Transfer Sustain
Time Time
Copyright Conrad Gottfredson, Bob Mosher 2012
23. Evolve learning & support technology infrastructure to
optimize and support organizational learning agility.
Reference
and critical
skills
learning
Train Transfer Sustain
Software Authored Embedded Performance Support Solution (EPSS)
Time to Competence
(50% reduction on average)
Copyright Conrad Gottfredson, Bob Mosher 2012
24. Put in place and evolve the organizational learning and
performance support systems that sustain individual and
collective learning agility
Aligned to deliver ROI and specific business benefit
Embedded in the workflow and readily available at the moment of apply.
According to specific roles and varying access needs (role and
Contextual
circumstance)
Only what’s needed in the form needed to effectively perform
Just enough
inside the business process
with formal learning to compliment and extend current learning
Integrated
investments
Trusted and current in every place.
Across multiple EPSS solutions creating an overarching PS
Scalable
Framework
Copyright Conrad Gottfredson, Bob
Mosher 2012
25. Thank you for participating!!
• b.mosher@ontuitive.com
• c.gottfredson@ontuitive.com
• www.ontuitive.com
Copyright Conrad Gottfredson, Bob
Mosher 2012