identifying and growing the next generation of leaders is one of the key roles of a CEO and HR Directors. This presentation provides an overview of key leadership development concepts and principles
Leadership Development in a Learning 2.0 World Tom Gram
The document discusses using Web 2.0 technologies and communities of practice to improve leadership development. It proposes that leadership skills are best developed through experience, reflection, and social learning. Web 2.0 allows for continuous, informal learning through collaboration and knowledge sharing. Specifically, it recommends creating an online community of practice where managers can interact, share expertise, and learn from each other's experiences. The community would be facilitated and provide both explicit knowledge resources as well as opportunities for productive discussion to develop tacit knowledge. Proper planning, design, facilitation and sustainment are needed to ensure the success of such leadership development communities of practice.
Jackie Bisson presented on Kingston University's approach to staff engagement, which included distributing a questionnaire, ensuring visibility of senior leadership, and designating local champions. The presentation analyzed Kingston University's staff engagement results from 2010 to 2012, which showed improvements in areas like staff preparation for change and perceptions of how well change is managed. It also discussed establishing needs, aligning initiatives to priorities, informing change, and celebrating successes as part of creating a positive staff experience.
identifying and growing the next generation of leaders is one of the key roles of a CEO and HR Directors. This presentation provides an overview of key leadership development concepts and principles
Leadership Development in a Learning 2.0 World Tom Gram
The document discusses using Web 2.0 technologies and communities of practice to improve leadership development. It proposes that leadership skills are best developed through experience, reflection, and social learning. Web 2.0 allows for continuous, informal learning through collaboration and knowledge sharing. Specifically, it recommends creating an online community of practice where managers can interact, share expertise, and learn from each other's experiences. The community would be facilitated and provide both explicit knowledge resources as well as opportunities for productive discussion to develop tacit knowledge. Proper planning, design, facilitation and sustainment are needed to ensure the success of such leadership development communities of practice.
Jackie Bisson presented on Kingston University's approach to staff engagement, which included distributing a questionnaire, ensuring visibility of senior leadership, and designating local champions. The presentation analyzed Kingston University's staff engagement results from 2010 to 2012, which showed improvements in areas like staff preparation for change and perceptions of how well change is managed. It also discussed establishing needs, aligning initiatives to priorities, informing change, and celebrating successes as part of creating a positive staff experience.
This document outlines an agenda for a workshop on building great teams. The agenda includes discussions of the importance of teams, models for team alignment and engagement, a bridge building simulation exercise, and strategies for effective cross-functional team management. Specific strategies covered are communication, building trust between team members, and helping teams add value. The workshop aims to provide team leaders with tools and frameworks to strengthen performance at both the individual team and organizational levels.
The document discusses strategies for effective global virtual team collaboration. It covers 5 key areas: 1) achieving collaboration, 2) generating team spirit through cooperation and convergence, 3) being inclusive through cultural intelligence, 4) synchronizing work through coordination and communication, and 5) leveraging expertise. Each area emphasizes mindsets that team members should develop, such as paying attention to each other and sharing knowledge. The document provides guidance on responsibilities for virtual team members to work effectively across distances and cultures.
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
The document describes the HACE Leadership Academy, a 4-month program that aims to transform high-potential Latino professionals into high-performing leaders. The program provides robust leadership training through various methods, including frameworks, tools, peer and executive coaching, and social learning. It helps participants develop skills in strategic thinking, producing results, inspiring others, and applying their new skills to an impact project. The goal is to ready participants for greater responsibilities while also providing value to their organizations in areas like talent development, succession planning, and business performance. The program is facilitated by leadership expert Angel Gomez and takes an action-learning approach to ensure immediate application of skills back on the job.
High performing leaders exhibit several key traits and behaviors:
1. They create a clear vision for the future and set specific, measurable goals to achieve that vision. They develop action plans and monitor progress.
2. They build strong, cohesive teams by establishing clear roles and responsibilities, promoting collaboration, and caring about individual team members.
3. They allocate tasks effectively by delegating routine work and developing employees' skills through more challenging assignments. They provide clear expectations and monitor results.
4. They develop people by creating formal development plans with employees to identify skills to strengthen and opportunities to take on more responsibility over time. High performing leaders focus on developing future leaders within the organization.
Project Management Institute (PMI) 2014 Global Congress - Phoenix Arizona. Ervin Magic Johnson keynote speaker.
Project Managers globally learning about transforming skills and knowledge to be valued contributors in the lean and agile world. The Scaled Agile Framework (SAFe) as a basis to describe how a project manager can find roles suitable to be effective.
This document discusses leadership and becoming bigger, better, and bolder. It provides strategies for watching for derailment, building transition agility, accelerating strengths, and investing in boldness as well as good judgment. Key points include focusing on what matters at different career stages, checking for hints of derailment, combining strengths with boldness to increase leadership effectiveness, and leveraging strategy/direction, drive for results, and inspiration/motivation to increase bold leadership.
An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice.
Describes how to initiate and plan a Community of Practice to meet strategic objectives. Describes metrics for CoPs. Lists common Web 2.0 features for CoPs.
This document summarizes an organization design presentation given to the Dallas Human Resource Management Association. It discusses organization design frameworks, engagement of human potential, and examples of organization design interventions. The document provides an example of an organization that addressed shifts in products/services through workshops identifying common goals, challenges, and initiatives to improve processes, structure, and develop employee capability over multiple years. Key success factors included clear strategy, leadership engagement, and a structured design process.
Here are the slides from my lightening talk on "Establishing Business Analysis Practice" delivered in BA Conference at Pune, organized by ThoughtWorks on 15th September 2012. In this presentation I cover the lifecycle of BA Practice, preparations necessary before you start a BA practice, what it takes to successfully operate a BA Practice and evolve it towards a consultancy service model.
About Me: My name is Vinay Pandey, and I work as Principal Business Analyst at e-Zest Solutions Ltd. For more information kindly visit my blog http://bab1e.blogspot.com
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
What is a mid-level manager? This presentation will assist admissions professionals in making the transition into the next part of their career as a mid-level manager. It will focus on skills to develop while leading from the middle, tools to create stronger partnerships with the team you supervise, and how to cross-campus collaborate successfully. Additionally, we will discuss how to role model as a supervisor while still learning all the hats you are expected to wear.
This document discusses using Kaizen events and process improvements to educate staff and develop operations leadership. Kaizen events focus on continuous incremental improvements through "just do its" while process improvements analyze workflows to increase efficiency and quality. The goal is to educate employees and develop leadership through hands-on problem solving and optimization of operations.
This document discusses considerations for distributed leadership, shared vision, and professional learning. It recommends a distributed leadership approach with shared ownership and emphasis on building level leadership. It also stresses the importance of consensus building to generate buy-in and engage dissenting voices. Finally, it advises front-loading and ongoing professional learning for teachers and administrators, and using a digital learning progress rubric as a roadmap to plan details.
Presentation on using a performance approach to link competencies to outcomes and therefore to business results. First delivered at ASTD's international conference
This document discusses various topics related to organizing, including different types of organizational structures (functional, product, regional, matrix, team, network), advantages and disadvantages of each structure, and factors to consider when selecting a structure. It also covers topics like delegation, establishing work relationships, resolving conflicts, and collective bargaining. The document is authored by Cdre Muzibur Rahman and appears to be teaching materials on organizational behavior and engineering management.
This document discusses performance management in Scrum teams. It notes that while Agile benefits organizations and deliverables, individual career paths are less clear. It also says that most work focuses on motivational theory rather than real-world efficiency. Effective frameworks have been designed but fail to optimize skilled resources or gain team commitment. The document outlines factors for a better situation, including talent management, team-oriented goal setting, utilization tracking, career progression models, minimizing pay differences, and developing high-performance teams.
This document provides an overview of information systems in business today. It discusses how information systems are transforming business through mobile platforms, big data, and cloud computing. Information systems allow firms to achieve strategic objectives like operational excellence, new products/services, customer intimacy, improved decision making, competitive advantage, and survival. An information system consists of people, procedures, software, hardware, data, and networks that collect, transform, and distribute useful information. Managing information systems requires understanding their organizational, management, and technical dimensions.
This document provides an overview of chapter 2 from a management information systems textbook. It discusses business processes and how they relate to information systems. It describes different types of information systems like transaction processing systems, management information systems, decision support systems, and enterprise applications. It explains how these systems serve different management groups and how enterprise systems that link functions can improve organizational performance. It also discusses the importance of collaboration technologies.
Teamwork - making your dream team come trueRon Lichty
This document discusses how to foster great teams through agile practices and values. It begins by exploring the characteristics of high-performing teams and the importance of initiating teamwork. It then covers various agile practices like daily standups and definitions of done that can help deliver value. However, it notes that agile practices alone do not make a team agile; the underlying values are more important. These values include self-organizing teams, trust, and reflection. The document also discusses how managers can support agile teams by fostering the right culture, empowering teams, and removing impediments rather than micromanaging. Effective communication at all levels is also emphasized.
This document outlines an agenda for a workshop on building great teams. The agenda includes discussions of the importance of teams, models for team alignment and engagement, a bridge building simulation exercise, and strategies for effective cross-functional team management. Specific strategies covered are communication, building trust between team members, and helping teams add value. The workshop aims to provide team leaders with tools and frameworks to strengthen performance at both the individual team and organizational levels.
The document discusses strategies for effective global virtual team collaboration. It covers 5 key areas: 1) achieving collaboration, 2) generating team spirit through cooperation and convergence, 3) being inclusive through cultural intelligence, 4) synchronizing work through coordination and communication, and 5) leveraging expertise. Each area emphasizes mindsets that team members should develop, such as paying attention to each other and sharing knowledge. The document provides guidance on responsibilities for virtual team members to work effectively across distances and cultures.
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
The document describes the HACE Leadership Academy, a 4-month program that aims to transform high-potential Latino professionals into high-performing leaders. The program provides robust leadership training through various methods, including frameworks, tools, peer and executive coaching, and social learning. It helps participants develop skills in strategic thinking, producing results, inspiring others, and applying their new skills to an impact project. The goal is to ready participants for greater responsibilities while also providing value to their organizations in areas like talent development, succession planning, and business performance. The program is facilitated by leadership expert Angel Gomez and takes an action-learning approach to ensure immediate application of skills back on the job.
High performing leaders exhibit several key traits and behaviors:
1. They create a clear vision for the future and set specific, measurable goals to achieve that vision. They develop action plans and monitor progress.
2. They build strong, cohesive teams by establishing clear roles and responsibilities, promoting collaboration, and caring about individual team members.
3. They allocate tasks effectively by delegating routine work and developing employees' skills through more challenging assignments. They provide clear expectations and monitor results.
4. They develop people by creating formal development plans with employees to identify skills to strengthen and opportunities to take on more responsibility over time. High performing leaders focus on developing future leaders within the organization.
Project Management Institute (PMI) 2014 Global Congress - Phoenix Arizona. Ervin Magic Johnson keynote speaker.
Project Managers globally learning about transforming skills and knowledge to be valued contributors in the lean and agile world. The Scaled Agile Framework (SAFe) as a basis to describe how a project manager can find roles suitable to be effective.
This document discusses leadership and becoming bigger, better, and bolder. It provides strategies for watching for derailment, building transition agility, accelerating strengths, and investing in boldness as well as good judgment. Key points include focusing on what matters at different career stages, checking for hints of derailment, combining strengths with boldness to increase leadership effectiveness, and leveraging strategy/direction, drive for results, and inspiration/motivation to increase bold leadership.
An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice.
Describes how to initiate and plan a Community of Practice to meet strategic objectives. Describes metrics for CoPs. Lists common Web 2.0 features for CoPs.
This document summarizes an organization design presentation given to the Dallas Human Resource Management Association. It discusses organization design frameworks, engagement of human potential, and examples of organization design interventions. The document provides an example of an organization that addressed shifts in products/services through workshops identifying common goals, challenges, and initiatives to improve processes, structure, and develop employee capability over multiple years. Key success factors included clear strategy, leadership engagement, and a structured design process.
Here are the slides from my lightening talk on "Establishing Business Analysis Practice" delivered in BA Conference at Pune, organized by ThoughtWorks on 15th September 2012. In this presentation I cover the lifecycle of BA Practice, preparations necessary before you start a BA practice, what it takes to successfully operate a BA Practice and evolve it towards a consultancy service model.
About Me: My name is Vinay Pandey, and I work as Principal Business Analyst at e-Zest Solutions Ltd. For more information kindly visit my blog http://bab1e.blogspot.com
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
What is a mid-level manager? This presentation will assist admissions professionals in making the transition into the next part of their career as a mid-level manager. It will focus on skills to develop while leading from the middle, tools to create stronger partnerships with the team you supervise, and how to cross-campus collaborate successfully. Additionally, we will discuss how to role model as a supervisor while still learning all the hats you are expected to wear.
This document discusses using Kaizen events and process improvements to educate staff and develop operations leadership. Kaizen events focus on continuous incremental improvements through "just do its" while process improvements analyze workflows to increase efficiency and quality. The goal is to educate employees and develop leadership through hands-on problem solving and optimization of operations.
This document discusses considerations for distributed leadership, shared vision, and professional learning. It recommends a distributed leadership approach with shared ownership and emphasis on building level leadership. It also stresses the importance of consensus building to generate buy-in and engage dissenting voices. Finally, it advises front-loading and ongoing professional learning for teachers and administrators, and using a digital learning progress rubric as a roadmap to plan details.
Presentation on using a performance approach to link competencies to outcomes and therefore to business results. First delivered at ASTD's international conference
This document discusses various topics related to organizing, including different types of organizational structures (functional, product, regional, matrix, team, network), advantages and disadvantages of each structure, and factors to consider when selecting a structure. It also covers topics like delegation, establishing work relationships, resolving conflicts, and collective bargaining. The document is authored by Cdre Muzibur Rahman and appears to be teaching materials on organizational behavior and engineering management.
This document discusses performance management in Scrum teams. It notes that while Agile benefits organizations and deliverables, individual career paths are less clear. It also says that most work focuses on motivational theory rather than real-world efficiency. Effective frameworks have been designed but fail to optimize skilled resources or gain team commitment. The document outlines factors for a better situation, including talent management, team-oriented goal setting, utilization tracking, career progression models, minimizing pay differences, and developing high-performance teams.
This document provides an overview of information systems in business today. It discusses how information systems are transforming business through mobile platforms, big data, and cloud computing. Information systems allow firms to achieve strategic objectives like operational excellence, new products/services, customer intimacy, improved decision making, competitive advantage, and survival. An information system consists of people, procedures, software, hardware, data, and networks that collect, transform, and distribute useful information. Managing information systems requires understanding their organizational, management, and technical dimensions.
This document provides an overview of chapter 2 from a management information systems textbook. It discusses business processes and how they relate to information systems. It describes different types of information systems like transaction processing systems, management information systems, decision support systems, and enterprise applications. It explains how these systems serve different management groups and how enterprise systems that link functions can improve organizational performance. It also discusses the importance of collaboration technologies.
Teamwork - making your dream team come trueRon Lichty
This document discusses how to foster great teams through agile practices and values. It begins by exploring the characteristics of high-performing teams and the importance of initiating teamwork. It then covers various agile practices like daily standups and definitions of done that can help deliver value. However, it notes that agile practices alone do not make a team agile; the underlying values are more important. These values include self-organizing teams, trust, and reflection. The document also discusses how managers can support agile teams by fostering the right culture, empowering teams, and removing impediments rather than micromanaging. Effective communication at all levels is also emphasized.
This document summarizes key concepts from a chapter about e-commerce, digital markets, and digital goods. It discusses the unique features of e-commerce like ubiquity, global reach, and information density. It also covers different e-commerce models like business-to-business, business-to-consumer, and mobile commerce. Additionally, it examines digital goods and how their economics differ from physical goods. The chapter also analyzes various e-commerce revenue models including advertising, sales, and transaction fees.
This document provides an introduction to an Information Systems Management course taught by David Heise. It includes biographical information about the instructor, an overview of course logistics and procedures, academic integrity expectations, grading breakdown and the lecture schedule. Students are asked to introduce themselves and informed about online resources for the class.
Toyota has a strong team-oriented culture that emphasizes values like continuous improvement, challenging work, teamwork, and respect. This culture stems from Toyota's philosophy known as "The Toyota Way" and prioritizes genchi genbutsu (going to the source to find facts) and kaizen (continuous improvement). While adapting a team culture may be difficult, especially in competitive industries like auto dealerships, Toyota's success suggests that its team-oriented approach has been beneficial and helped the company achieve more through cooperative efforts. However, forcing a team culture where it is not natural could also create risks of lower motivation or increased conflict between individual and group goals.
Culture in any team is important, but remote (telecommuting) teams come with special consideration in making employees feel like they're a part of something great. Building this connectedness is difficult, but with some simple understandings, you'll equip yourself and team with the knowledge to build a strong team that lasts.
Learn more at http://www.sqwiggle.com
1) Information systems are essential for businesses today and have transformed operations through increased wireless technology, web technologies, and cloud computing. They provide opportunities for globalization and new products/services.
2) An information system collects, processes, stores, and distributes information to support decision making, coordination, and control. It has organizational, management, and technology dimensions.
3) Investing in information technology alone does not guarantee returns; firms must also invest in complementary assets like efficient processes and incentives to derive full value from new technologies.
Apple values innovation, quality, teamwork, and individual performance. It has over 60,000 employees and provides competitive pay and benefits. Apple supports workforce diversity and equal rights for its employees but does not disclose diversity numbers. It focuses on training, development, health, and safety of employees and has strict supplier codes of conduct. While Apple prioritizes its employees, some say its salaries are lower than competitors and it is not considered one of the best employers.
Apple Inc. is a global technology company headquartered in Cupertino, California that designs, develops, and sells consumer electronics, computer software, and online services. It was founded in 1976 by Steve Jobs, Steve Wozniak and Ronald Wayne. Tim Cook currently serves as CEO. Apple is known for its emphasis on simplicity, innovative product design and attention to detail. It has a non-hierarchical organizational structure where decision making power is decentralized.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
This document summarizes information about the Association of International Product and Marketing Managers (AIPMM). It discusses the benefits of joining AIPMM such as networking with experts, learning best practices, validating expertise through certification, and accessing tools and content. It also provides details on upcoming certification training courses, executive training courses, a product management talk, and an upcoming webcast on the benefits of AIPMM membership.
AIPMM Webcast: Project/Product Views of High Performing Product TeamsAIPMM Administration
A cross-functional discussion of each of the five key factors from the perspective of the study authors who represent the perspectives of product management and project management.
AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
http://www.AIPMM.com
Subscribe: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification
Webinar Series: http://aipmm.com/aipmm_webinars/
Articles: http://www.aipmm.com/html/newsletter/article.php
Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr
The document discusses organizational alignment challenges for enterprise digital asset management (DAM) projects. It emphasizes that securing alignment among target user groups is often the greatest challenge to achieving DAM gains. Key aspects that are most challenging and often neglected include standards, workflows, and rights management. Without proper operational design, DAM initiatives can result in fragmented strategies, misaligned objectives, insufficient controls, poor user experience, and low return on investment. The document provides recommendations for achieving organizational alignment through iterative executive and tactical workshops to define goals, policies, and resolve issues.
This document discusses the differences between a Project Management Office (PMO) and a Strategic Program Office (SPO), and how an SPO can better enable an organization to execute its business strategy. It notes that while PMOs focus on supporting individual projects, an SPO takes a higher-level approach of identifying, prioritizing, and managing all related work needed to achieve strategic objectives. Effective strategy execution requires addressing organizational culture, capability maturity, project management practices, and the strategy itself in an integrated way. The document will explore models and approaches for assessing an organization's readiness and developing the right implementation approach to position a PMO as an SPO.
Chapter 4-Organizational Capability Structure, Culture, and Roles.pptxharlicks200
The chapter discusses organizational structures such as functional, projectized, and matrix structures and how they influence project implementation and organizational culture. It also covers the different roles in project management and various project life cycle models including traditional, agile, and DMAIC models. Key cultural elements and their impact on projects are described.
Developing Smart Doers Into Smart LeadersBlessingWhite
Slides from Diana Zarnoch's webcast held on Oct 29, 2009 on Leading Technical Professionals: Description
Successful businesses rely on the expertise of highly skilled employees who can be independent, rebellious, intellectually agile and insular. Typically, these smart employees move into leadership roles because of their technical expertise, not their business savvy or people skills. Many fail.
Diana Zarnoch will reveal six characteristics that make expert employees more challenging to lead and present lessons learned in helping new leaders coach and inspire their expert teams to succeed instead of micro-managing them out the door!
Introduction
A recent study of experienced product managers from different companies and industries showed that there are common challenges impacting their effectiveness and productivity.
This discussion will help you understand key tips to differentiate yourself and accelerate you career. It will help you understand how to position yourself to find a new opportunity or get promoted. We will identify how you can increase your skills to enhance your worth. We will also discuss ways to define and sharpen your value proposition.
This discussion is for those of you who want to accelerate your career, obtain a promotion, or find your next job opportunity.
Objectives
• Understand how to answer the question: Why should I hire or promote you over others?
• What's your value proposition as a product manager or marketing manager?
• What can you do to accelerate your career in product management or product marketing?
Description
This discussion will help you understand key tips to differentiate yourself and accelerate you career. Learn how to convince a prospective employer why they should hire you or why they should promote you over others.
We will identify how you can enhance your worth by increasing your transferable skills. We will also discuss ways to identify your unique selling propositions.
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
In this session presented at Tools4AgileTeams 2-12-2021, we discussed some necessary building blocks to make the critical changes associated with an agile transformation helping to de-risk the organization's agile journey.
Shaking the Box: Creating Indelible Organizational Change kirkholmes11
How do you drive organizational change when massive cultural change is needed? This presentation includes examples of techniques and approaches based on an 8 step model created by J.P. Kotter. This model is very useful for best practices implementations like ITIL or CMMI, process process improvement, quality programs, performance management, reducing costs, and improving competitiveness.
Lean at Cisco: Lessons Learned from Lean Product Development and Lean StartupKen Power
Slide deck from my talk on Lean at Cisco: Lessons Learned from Lean Product Development and Lean Startup.
The 3 lessons I talk about are:
1. Reduce Batch Sizes and Manage WIP Limits
2. Customer Development
3. Learn to see Waste
I gave this talk at the Clayton Hotel on June 21 2012, at a Lean Startup Event organized by Enterprise Ireland and ITAG.
This document is a resume for Chris M. Young. It summarizes his professional experience directing and coaching high performing work groups over 15+ years. It lists his areas of expertise including Lean Enterprise, Six Sigma, leadership, and process improvement. It also provides details of his professional roles leading continuous improvement efforts and managing production schedules to meet goals.
The document discusses the importance of product management. It introduces Sequent Learning Networks, which provides product management training and consulting. Their mission is to elevate product management skills. They have worked with over 10,000 clients internationally. The presentation then discusses key topics like the role of product management, the product manager, cross-functional teams, and the product management life cycle model. It emphasizes that product management is important for business success but is often misunderstood or inconsistently implemented.
The document summarizes a meeting for Lean leaders to discuss Lean strategies and share best practices. The meeting will be held on July 5-7, 2010 in London and is exclusively for Lean leaders. Participants will compare approaches to Lean management, discuss how to accelerate and embed Lean for growth and cost cutting, and exchange ideas to sustain Lean cultures. There will be no presentations - just information sharing between multinational companies and public sector organizations.
The document describes an organization that provides online learning programs for employees. The programs are designed to be convenient, cost-effective, and produce measurable performance improvements. They utilize synchronous learning technology, are tailored to clients' schedules and needs, and are based on principles of adult learning. The programs focus on practical tools to impact individual and organizational performance. The organization evaluates programs' effects on learning, application of skills, and business results. Their goal is to help clients develop their workforce and align employee efforts with strategic goals.
Talent Management & Development Overview For E Gauge & Edges 07.10.09Chrisk21
This document summarizes services and tools provided by EDGES and e-Gauge to help organizations improve performance. It discusses leadership development programs, strategic planning assistance, and assessment tools to measure organizational health, talent alignment, and business partner perceptions. Case studies show clients achieving improvements in areas like employee satisfaction, profits, safety, and realizing strategic goals ahead of schedule.
The chapter discusses the importance of strategic leadership in implementing strategy. It covers eight key areas: the role of top managers and management teams in determining strategic direction and firm performance; succession planning; managing resources and culture; emphasizing ethics; and using controls. Effective strategic leaders anticipate change, empower others, and facilitate strategic actions to drive competitiveness and performance.
BMGI is a global consulting firm with 150 employees across 13 international offices that helps businesses solve strategic, organizational, and process problems. It has over 40 active clients in 20 countries. BMGI specializes in problem solving using approaches like Lean Six Sigma and works with clients to design customized solutions. The firm prides itself on its objectivity and helping clients achieve sustainable improvements by teaching their employees new skills.
Lesson 4 _ LEAD THE PROJECT TEAM _ PMP Auth Exam Prep.pptxAmogh73161
Project Management professional document for the students to understand how to make a team and to lead the same from the complex situations and time. Discuss the guidelines for developing leadership competencies There are many ways to lead a team. No one approach is perfect for every situation. The appropriate leadership style depends on the situation, the project, the stakeholders, your skills and many other factors. Project professionals must be astute in various leadership styles to apply and knowledgeable about tailoring leadership to the team and project needs.Teams are made up of individuals with different skill sets, backgrounds, experiences and attitudes.
Cohesive, collaborative teams typically are productive and effective. Leadership is a trait required of everyone on the project team. If you are the project manager or team lead, then you also need to lead on leadership!
This topic corresponds to the ”People” domain of the ECO and the “Power Skills” side of the PMI® Talent Triangle.
Project professionals use interpersonal “power skills,” including collaborative leadership, communication, an innovative mindset, for-purpose orientation and empathy.
Teams with these skills can maintain influence with a variety of stakeholders — a critical component for making change.
General guidelines to develop leadership competencies are included here.
Tailor your leadership style to the project.
Use emotional intelligence and interpersonal skills to lead with empathy; be mindful of individual and team aims and working relationships.
Cultural and diversity aspects are important elements to implementing effective leadership modes.
But also look at more kinds of diversity, including differing motivations and working styles of individuals and groups, which can vary greatly based on their experiences, age, culture, job roles and many more influences.
Focus on creating a psychologically safe environment so that team members feel empowered — this takes transparency and fostering a sense of openness.
Communication and openness to learn from others builds trust and improves the optimal options to lead various team members and stakeholders.
As a project professional, you must possess and apply leadership skills that enable a good working environment and guide your project team toward accomplishing the desired result.
This requires a balance of ethical, interpersonal and conceptual skills that help you analyze situations and interact appropriately.
Project managers work and communicate with several different people throughout the life cycle of a project, so having strong people and leadership skills is critical.
Depending on the project professional’s personality and a project's environment, the leadership style that is used can vary from a servant leadership style to a more direct approach.
We will learn more about these skills and competencies in this lesson.
Is this a good timefor your firm to enter the federal market?
View the Slide to learn more.
In order to participate in our latest webinars,kindly visit us at www.zweigwhite.com for details.
R&D Tax CreditsR & D Tax Credits:Claim what you deserveZweigWhite
The document summarizes an event presented by alliantgroup on R&D tax credits. alliantgroup is a national consulting firm focused on supporting CPA firms with government incentive programs. The event featured several speakers with expertise in R&D tax credits, including Sonny Grover of alliantgroup, Justin DiLauro of alliantgroup, and Dean Zerbe, National Managing Director of alliantgroup. The presentation provided background on R&D tax credits and discussed qualifying expenses, credit calculations, and state opportunities.
It’s Lonely at the Top:Exit Strategy Alternatives for Sole Owners and PartnersZweigWhite
The document discusses various exit strategy options for sole owners and partners of design and construction businesses looking to retire. It covers internal transition options like direct stock purchases, employee stock ownership plans, and leveraged recapitalizations. It also discusses the current merger and acquisition environment and considerations for externally selling one's firm. Owners are encouraged to understand their motivations, prepare financially and organizationally, and seek expert guidance to navigate ownership transitions.
The Zweig Letter : 2010 Industry OutlookZweigWhite
The Zweig Letter Special Issue: 2010 AEC Industry Outlook.
Click on the below link to purchase this issue:
http://www.zweigwhite.com/trends/thezweigletter/index.asp
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Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.
A/E Project Management Optimization is a three-part webinar series that will help you understand the conditions in your firm that may be hindering the process, and will present strategies to facilitate excellence at all levels using practical, real-world examples and best practices used by the top firms in the industry.
This Presentation is part three of the entire series.
To puchase the entire series,kindly click on the below link:
http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx
Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.
A/E Project Management Optimization is a three-part webinar series that will help you understand the conditions in your firm that may be hindering the process, and will present strategies to facilitate excellence at all levels using practical, real-world examples and best practices used by the top firms in the industry.
This Presentation is part one of the entire series.
To puchase the entire series,kindly click on the below link:
http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx
Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.
A/E Project Management Optimization is a three-part webinar series that will help you understand the conditions in your firm that may be hindering the process, and will present strategies to facilitate excellence at all levels using practical, real-world examples and best practices used by the top firms in the industry.
This Presentation is part two of the entire series.
To puchase the entire series,kindly click on the below link:
http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx
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.
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.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.