Many people don't like their jobs, and many organizations fail to survive in changing environments.
Here's a story of what happened before, and what should (or could) happen now, to try and make things better.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
Agile Management: Leading Teams with a Complex MindJurgen Appelo
These are the slides I used in my deep dive session at the Scrum Gathering in Amsterdam.
See: Agile Management Workshop
http://www.noop.nl/2010/11/agile-management-workshop.html
Management 3.0 synthèse en Français - Vue 1, Dynamiser les personnesCecile Auret
Vous en avez assez de toutes ces présentations en Anglais sur le management 3.0? Ceci est ma synthèse en Français en 6 épisodes du livre écrit par Jurgen Appelo. Bonne lecture!
During Agile Australia 2010, I teamed up with Phil Abernathy to present a variety of different team exercises and games. The session starts quite gently and builds up pace culminating in the Ball Point Game right at the very end.
Many people don't like their jobs, and many organizations fail to survive in changing environments.
Here's a story of what happened before, and what should (or could) happen now, to try and make things better.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
Agile Management: Leading Teams with a Complex MindJurgen Appelo
These are the slides I used in my deep dive session at the Scrum Gathering in Amsterdam.
See: Agile Management Workshop
http://www.noop.nl/2010/11/agile-management-workshop.html
Management 3.0 synthèse en Français - Vue 1, Dynamiser les personnesCecile Auret
Vous en avez assez de toutes ces présentations en Anglais sur le management 3.0? Ceci est ma synthèse en Français en 6 épisodes du livre écrit par Jurgen Appelo. Bonne lecture!
During Agile Australia 2010, I teamed up with Phil Abernathy to present a variety of different team exercises and games. The session starts quite gently and builds up pace culminating in the Ball Point Game right at the very end.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
Management 3.0 synthèse en Français - Vue 2, Responsabiliser les équipesCecile Auret
Voici la suite de ma synthèse en Français du livre écrit par Jurgen Appelo. Cette semaine, on parle de responsabiliser les équipes. N'hésitez pas à laisser des commentaires.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
A public version of the slides for a corporate OODA loop workshop I've delivered multiple times over the years. The very first version of this was delivered as an informal talk at the Boyd and Beyond conference at Quantico in 2012.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
Making decisions and solving problems happen every day. There’s no way to avoid it. From the decision to rise in the morning to the decision go to bed at night, decisions are constantly being made; and, together with that, problems are frequently being solved. Often, the problems and decisions we are confronted with require a response that is both rational and well thought out. However, despite making decisions daily, many of us are still uncomfortable with making those important decisions.
Thankfully, our “Effective Problem Solving and Decision Making” training program can provide participants with the necessary skills in identifying problem causes, laying out options and making rational decisions. In this highly dynamic program, participants will learn about the problem solving and decision making process and structure, while being provided with tools to help them attack problems proactively and make timely decisions that help create value to your company and your customers. Participants will also utilize a five-step problem solving process in solving actual problems.
Furthermore, participant will discover that the same processes and tools they will use in this fun-filled training program can also be used to solve life problems and make life decisions. “Effective Problem Solving and Decision Making” are not just career skills; they’re life skills.
There's so much said and written about VUCA. Agility, Innovation, DIsruption, Flexibility, Adaptability et all...but very few people talk about the fundamentals of what it takes to create a VUCA-ready, Agile Organization. Check out this overview which was presented at a Webinar for University at Buffalo Alumni Association
Developing a digital mindset - recordingSprout Labs
This webinar is based on our free eBook Developing a digital mindset: Powerful methods to disrupt learning. Digital technologies are disrupting business. But it’s not the technologies themselves that are causing the disruption, it’s what we do with them that’s creating change. It’s the thinking processes and mindsets around using technologies that hold the key. It’s about having a digital mindset.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
Management 3.0 synthèse en Français - Vue 2, Responsabiliser les équipesCecile Auret
Voici la suite de ma synthèse en Français du livre écrit par Jurgen Appelo. Cette semaine, on parle de responsabiliser les équipes. N'hésitez pas à laisser des commentaires.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
A public version of the slides for a corporate OODA loop workshop I've delivered multiple times over the years. The very first version of this was delivered as an informal talk at the Boyd and Beyond conference at Quantico in 2012.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
Making decisions and solving problems happen every day. There’s no way to avoid it. From the decision to rise in the morning to the decision go to bed at night, decisions are constantly being made; and, together with that, problems are frequently being solved. Often, the problems and decisions we are confronted with require a response that is both rational and well thought out. However, despite making decisions daily, many of us are still uncomfortable with making those important decisions.
Thankfully, our “Effective Problem Solving and Decision Making” training program can provide participants with the necessary skills in identifying problem causes, laying out options and making rational decisions. In this highly dynamic program, participants will learn about the problem solving and decision making process and structure, while being provided with tools to help them attack problems proactively and make timely decisions that help create value to your company and your customers. Participants will also utilize a five-step problem solving process in solving actual problems.
Furthermore, participant will discover that the same processes and tools they will use in this fun-filled training program can also be used to solve life problems and make life decisions. “Effective Problem Solving and Decision Making” are not just career skills; they’re life skills.
There's so much said and written about VUCA. Agility, Innovation, DIsruption, Flexibility, Adaptability et all...but very few people talk about the fundamentals of what it takes to create a VUCA-ready, Agile Organization. Check out this overview which was presented at a Webinar for University at Buffalo Alumni Association
Developing a digital mindset - recordingSprout Labs
This webinar is based on our free eBook Developing a digital mindset: Powerful methods to disrupt learning. Digital technologies are disrupting business. But it’s not the technologies themselves that are causing the disruption, it’s what we do with them that’s creating change. It’s the thinking processes and mindsets around using technologies that hold the key. It’s about having a digital mindset.
Presenation by Jim Thornton, Certified Hypnotist and Principal of Northstar Consulting Group International to ASQ Section 1508 Tampa/St Petersburg on April 13th, 2009
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
35 Best Quotes from Management for HappinessJurgen Appelo
The book Managing for Happiness offers concrete games, tools, and practices for all workers so they can introduce better management, with fewer managers. http://m30.me/happiness
This slide deck was created by the animators of Robo MG. http://www.robomg.com/
For more info, see: http://www.noop.nl/2013/07/video-experiment.html
http://www.happymelly.com/
Does a company really need a head office? The new organizational structure of the 21st century is the network, not the hierarchy. And the focus of management should be on leadership, not governance. But how can you organize this?
Happy Melly is a company built as a network of entities, connected through a Constitution, with regular gatherings on Skype. The network is led by a CEO who can be voted out any time. The only way for him to stay on top is to keep everyone’s trust. Every day.
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
A meta-model for changing social complex systems, like teams and organizations. This topic is part of the Management 3.0 course.
There is also a booklet available about this topic:
http://www.lulu.com/product/ebook/how-to-change-the-world/18934108
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
The Big-Ass View on Competence (and Communication)Jurgen Appelo
This is an alternative version of "On the Road to Competence", with some stuff added about organizational structure.
http://www.noop.nl
http://www.jurgenappelo.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
52. You make a
decision for
others and you
may explain your
motivation. A
discussion about
it is neither
desired nor
assumed.
53. You make a
decision for
others but try to
convince them
that you made
the right choice,
and you help
them feel
involved.
54. You ask for input
first, which you
take it into
consideration
before making a
decision that
respects people’s
opinions.
55. You enter into a
discussion with
everyone
involved, and as
a group you
reach consensus
about the
decision.
56. You will offer
others your
opinion and hope
they listen to your
wise words, but it
will be their
decision, not
yours.
57. You first leave it
to the others to
decide, and
afterwards, you
ask them to
convince you of
the wisdom of
their decision.
58. You leave the
decision to them
and you don’t
even want to
know about
details that would
just clutter your
brain.
59. City X
Date X
Venue X
Food X
Topics X
Time schedule X
Fees X
Evening program X
Pre/post event X
Merit money X
60.
61.
62. My OKRs
- run 75 km per week (it was 30 km)
- run at least 10 km per day (it was 6 km)
- average running time < 55 min/10 km
- no pain in my back, legs, or feet
63. My OKRs
- run 75 km per week (it was 30 km) 44%
- run at least 10 km per day (it was 6 km) 100%
- average running time < 55 min/10 km 100%
- no pain in my back, legs, or feet 75%
64. My OKRs
- run 75 km per week (it was 30 km) 44%
- run at least 10 km per day (it was 6 km) 100%
- average running time < 55 min/10 km 100%
- no pain in my back, legs, or feet 75%