The document discusses what business expectations are of HR leaders and how HR can align its strategies with business strategies. It outlines that businesses expect HR leaders to address current challenges, add value, create impact, drive change, and build for the future. It then provides guidance on how an HR leader can meet these expectations, such as understanding the business, offering solutions, focusing on outcomes, and building credibility. Finally, it discusses aligning business and HR strategies through steps like defining capabilities needed, identifying practices to develop them, and measuring effectiveness.
Well Begun Is Half Done: Creating Dynamic and Living Team ChartersTechWell
Aristotle once stated, “Well begun is half done.” However, many agile initiatives suffer from a feeble launch. So how can we increase the likelihood of success for a team or organization? By developing a sound team charter. Beginning with the end in mind, we use retrospective techniques to develop consensus around objectives, vision, and mission. Linda Cook and Chris Espy introduce the components of a good charter and explain how those components help focus the team toward a common goal. In addition, the development of the recommended charter components ensures that key questions are succinctly answered during the kickoff of a team’s efforts. Linda describes when to create or revise a charter and the associated artifacts and process that provide a framework for the team charter. Learn the various types of charters and their recommended content. During the workshop activity, teams will develop a complete charter for a team of their choice or for a provided case study.
Value Stream Manager concept applied to Software Product DevelopmentKen Power
his is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
Design Quality: Learning from the Mistakes of the US Auto IndustryJake Truemper
This presentation covers the early success of the US auto industry, as pioneered by Henry Ford, through present day struggles. Detroit's "Big Three" ultimately self-destructed by focusing on production and short-term sales, while Japanese manufacturers, as influenced by Dr. W. Edwards Deming, focused on design quality. Deming's popular "14 Points" are applied to current trends in software and web development, as we draw from history to learn how the information technology field can avoid the same fate.
Well Begun Is Half Done: Creating Dynamic and Living Team ChartersTechWell
Aristotle once stated, “Well begun is half done.” However, many agile initiatives suffer from a feeble launch. So how can we increase the likelihood of success for a team or organization? By developing a sound team charter. Beginning with the end in mind, we use retrospective techniques to develop consensus around objectives, vision, and mission. Linda Cook and Chris Espy introduce the components of a good charter and explain how those components help focus the team toward a common goal. In addition, the development of the recommended charter components ensures that key questions are succinctly answered during the kickoff of a team’s efforts. Linda describes when to create or revise a charter and the associated artifacts and process that provide a framework for the team charter. Learn the various types of charters and their recommended content. During the workshop activity, teams will develop a complete charter for a team of their choice or for a provided case study.
Value Stream Manager concept applied to Software Product DevelopmentKen Power
his is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
Design Quality: Learning from the Mistakes of the US Auto IndustryJake Truemper
This presentation covers the early success of the US auto industry, as pioneered by Henry Ford, through present day struggles. Detroit's "Big Three" ultimately self-destructed by focusing on production and short-term sales, while Japanese manufacturers, as influenced by Dr. W. Edwards Deming, focused on design quality. Deming's popular "14 Points" are applied to current trends in software and web development, as we draw from history to learn how the information technology field can avoid the same fate.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
Breakfast for agile champions workshop-sgsea2011Dave Sharrock
Breakfast - the most important meal of the day. Certainly, if you miss breakfast around mid-morning you can find yourself lacking the energy and motivation to keep on working; Missing out on a good breakfast can doom you to an ineffectual and frustrating day. The kick-off of a major transition has a similar impact on the success of the transition.
But how can we increase the chance of success on a large transition? What is a “good breakfast” when starting a large transition? What should be avoided? Drawing from our own experience of many successful transitions, and learning from the experiences of you, the audience, we will learn what works - and what does not work - when kicking-off large transitions
References for management consulting covering: Supply Chain Management, Profitability & Cost Management, Manufacturing, Business Process Management, Operations Analysis, ERP Audits, and JD Edwards ERP software.
Presented during the Open Source Conference 2012, organized by Accenture and Redhat on December 14th 2012. This presentation discusses the large enterprise application debt.
By Adam Burden, Executive Director Cloud Application & Platform Services, Accenture
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
Breakfast for agile champions workshop-sgsea2011Dave Sharrock
Breakfast - the most important meal of the day. Certainly, if you miss breakfast around mid-morning you can find yourself lacking the energy and motivation to keep on working; Missing out on a good breakfast can doom you to an ineffectual and frustrating day. The kick-off of a major transition has a similar impact on the success of the transition.
But how can we increase the chance of success on a large transition? What is a “good breakfast” when starting a large transition? What should be avoided? Drawing from our own experience of many successful transitions, and learning from the experiences of you, the audience, we will learn what works - and what does not work - when kicking-off large transitions
References for management consulting covering: Supply Chain Management, Profitability & Cost Management, Manufacturing, Business Process Management, Operations Analysis, ERP Audits, and JD Edwards ERP software.
Presented during the Open Source Conference 2012, organized by Accenture and Redhat on December 14th 2012. This presentation discusses the large enterprise application debt.
By Adam Burden, Executive Director Cloud Application & Platform Services, Accenture
How can we leverage agility for organisations of 10,000+ people? We know how 5-7 person teams can become highly effective. Want to hear about the common techniques for taking a single team of high-performing, innovative individuals and scaling them up into your entire organisation? Join our conversation to learn:
• The change management challenges of implementing a large scale agile program
• Understand the meta-framework for prescriptive frameworks through to principle led approaches
• A short segment on the Scaled Agile Framework (SAFe) and LeSS (Large Scale Scrum), two leading patterns of scaling, investigating it within the meta- framework.
• We’ll take questions from the group about how to apply to your situation.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
Developing and Delivering Products in an Agile World (.75 PMI PDU)DCsteve
Customers expect delivery of your new products quicker and easier than ever before. Whether your customers are internal or external, they expect you to develop new products with increased frequency and to put those products in their hands seamlessly and automatically.
Learn how you can take advantage of Agile development methods to develop and ship quicker while maintaining the project and financial management your business requires. And, learn ways to automate your product delivery to get these products to your customers immediately upon completion. Bring automation and Agile development together to deliver new products to your customers more often and easier than ever before.
All attendees are eligible for .75 PDU Credit from the Project Management Institute (PMI).
Get the Transformational Story of Going Agile @ http://digitalcelerity.com/Pages.aspx/Agile-PPM
Precis Book Agile mgmt software engineering david j andreson summary viramdas...Vishwanath Ramdas
my personal notes on Agile management Book By David Anderson.. used as a reference for projects and programs in lean agile for software and services organizations
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
A Profitability and Cost Management Strategy for Healthcare ProvidersPerficient, Inc.
Experts from Perficient and Oracle discussed how leveraging advanced analytics to manage population health, develop risk models, and examine clinical outcomes based on cost will enable Accountable Care and improve the quality of care.
Attendees learned how to link strategies to plans and then execute and monitor financial and operational results against goals as we explored:
• How to apply analytics to drive enterprise-wide performance improvement
• An innovative approach to link costing, patient analytics, and variance analysis to productivity management in an Accountable Care Organization
• An overview of Hyperion Profitability & Cost Management (PCM) solution differentiators, including micro costing
• How the PCM solution relates to the Oracle enterprise performance management and enterprise health analytics platforms
• A demonstration of multiple reports and dashboards such as patient-level P&L and revenue and cost margin by payer
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Presentation by Dr TV Rao (Founder National President - National HRD Network and Chairman - TV Rao Learning System) on 'HR Managers Who make a Difference' on 8th August 2014.
Importance of Effective Communication during Annual Performance & Rewards CycleNational HRD Network
73rd NHRDN Webinar on Importance of Effective Communication during Annual Performance & Rewards Cycle by Ms Leena Sahijwani, (Director – Rewards & South Asia Leader- Women’s Network, GE South Asia) on 29th May 2014
2. What does any Business expect from its Leaders Suzlon Energy Ltd.
•Address current challenges
•Add Value
•Create an impact
•Drive Change
•Build for the future
1
3. So what would any business expect from its HR
leader ? Suzlon Energy Ltd.
•Address current challenges
•Add Value
•Create an impact
•Drive Change
500 km
•Build for the future
400 km
300 km
200 km
100 km
2
4. Therefore, what does it take for an HR leader to
meet business requirements Suzlon Energy Ltd.
5. Let us take them one by one and see how we
can do that Suzlon Energy Ltd.
Address current Add Value Create an impact Drive Change Build for the
challenges future
6. Address current challenges
Suzlon Energy Ltd.
Address current
challenges
•Understand the business
and it drivers
•Products and
Services
•Customers
•Technology
•Commercials
•Understand operational
challenges
•Constraints and
resources
•Competition
•Capability
requirements
•Offer fit for purpose
solutions that impact
business results not fancy
ideas of criticism
•Be flexible to place
business interest before
that of function or team
7. Add Value
Suzlon Energy Ltd.
Address current Add Value
challenges
•Understand the business •Convert your understanding
and it drivers of business into effective
•Products and solutions
Services
•Customers •Have an opinion. Take a
•Technology stand
•Commercials
•Understand operational •Know your science
challenges
•Constraints and •Develop your ability to
resources connect concept with
•Competition application
•Capability
requirements •Be networked to get early
•Offer fit for purpose signals and messages
solutions that impact
business results •Take accountability. Be
prepared to “do and show
•Be flexible to business
interest before that of
self, function or team
•Offer solutions for criticism
8. Create an impact
Suzlon Energy Ltd.
Address current Add Value Create an impact
challenges
•Understand the business •Convert your understanding •Do your homework and be
and it drivers of business into solutions prepared
•Products and
Services •Have an opinion, take a •Focus on outcomes – not
•Customers stand always the process
•Technology
•Commercials •Know your science •Take up unpleasant jobs.
•Understand operational We need to create an
challenges •Develop your ability to effective workforce and not
•Constraints and connect concept with necessarily a “Happy
resources application Workforce”
•Competition
•Capability •Be networked to get early •Be an initiator and
requirements signal messages completer
•Offer fit for purpose
solutions that impact •Take accountability to “do •Build credibility
business results and show
• Evangelize your passion. Be
•Be flexible to business the best in something.
interest before that of
self, function or team
•Offer solutions for criticism
9. Drive Change
Suzlon Energy Ltd.
Address current Add Value Create an impact Drive Change
challenges
•Understand the business •Convert your understanding •Do your homework and be •Understand external drivers
and it drivers of business into solutions prepared impacting business
•Products and
Services •Have an opinion, take a •Focus on outcomes – not •Assess internal gaps to
•Customers stand always the process effective business
•Technology performance
•Commercials •Know your science •Take up unpleasant jobs.
•Understand operational We need to create an •Develop a change agenda
challenges •Develop your ability to effective workforce and not linking business and your
•Constraints and connect concept with necessarily a “Happy function
resources application Workforce”
•Competition •Let your function be the
•Capability •Be networked to get early •Be an initiator and first to implement the
requirements signal messages completer change
•Offer fit for purpose
solutions that impact •Take accountability to “do •Build credibility
business results and show
• Evangelize your passion
•Be flexible to business
interest before that of
self, function or team
•Offer solutions for criticism
10. Build for the future
Suzlon Energy Ltd.
Address current Add Value Create an impact Drive Change Build for the
challenges future
•Understand the business •Convert your understanding •Do your homework and be •Understand external drivers •Anticipate
and it drivers of business into solutions prepared impacting business •Business Changes
•Products and •Capability
Services •Have an opinion, take a •Focus on outcomes – not •Assess internal gaps to Requirement
•Customers stand always the process effective business
•Technology performance •Build a picture of the future
•Commercials •Know your science •Take up unpleasant jobs. state
•Understand operational We need to create an •Develop a change agenda
challenges •Develop your ability to effective workforce and not linking business and your •Show a milestone based
•Constraints and connect concept with necessarily a “Happy function clear plans for
resources application Workforce” implementation
•Competition •Let your function be the
•Capability •Be networked to get early •Be an initiator and first to implement the
requirements signal messages completer change
•Offer fit for purpose
solutions that impact •Take accountability to “do •Build credibility
business results and show
• Evangelize your passion
•Be flexible to business
interest before that of
self, function or team
•Offer solutions for criticism
11. Suzlon Energy Ltd.
Address current Add Value Create an impact Drive Change Build for the
challenges future
•Understand the business •Convert your understanding •Do your homework and be •Understand external drivers •Anticipate
and it drivers of business into solutions prepared impacting business •Business Changes
•Products and •Capability
Services •Have an opinion, take a •Focus on outcomes – not •Assess internal gaps to Requirement
•Customers stand always the process effective business
•Technology performance •Build a picture of the future
•Commercials •Know your science •Take up unpleasant jobs. state
•Understand operational We need to create an •Develop a change agenda
challenges •Develop your ability to effective workforce and not linking business and your •Show a milestone based
•Constraints and connect concept with necessarily a “Happy function clear plans for
resources application Workforce” implementation
•Competition •Let your function be the
•Capability •Be networked to get early •Be an initiator and first to implement the
requirements signal messages completer change
•Offer fit for purpose
solutions that impact •Take accountability to “do •Build credibility
business results and show
• Evangelize your passion
•Be flexible to business
interest before that of
self, function or team
•Offer solutions for criticism
12. Building Personal Credibility Suzlon Energy Ltd.
•Know your Business and the Science of your function
•Focus on outcomes and Impact
•Have a definite view on all relevant issues
•Be Consistent
•Make your personal values clear
•Stand up for what you believe in . Be the role model.
13. How do we align Business and HR strategies ? Suzlon Energy Ltd.
• My belief is that we have always been doing that – though not necessarily based
on researched frameworks
• The model developed by Wayne Brockbank is the most commonly used
• This has some clear steps linking Business, Organization and HR
12
14. Business Strategy Suzlon Energy Ltd.
Environment Trends,
Market Place, Customer, defines
Ways of competing
delivers
Human Organisation
What the Team Needs to be
Capabilities
Mindset & Behaviours
prioritises
shapes HR Practices
& HR Initiatives
15. Identify Environmental Trends
Suzlon Energy Ltd.
Identify Major Sources of Competitive Advantage
Identify the mindset and behaviours required
Identify those HR practices that can develop &
strengthen the required mindset, behaviours and capabilities
Develop action plans to modify the identified HR practices
Measure Effectiveness
16. Suzlon Energy Ltd.
Linkages between Strategy & HR Management
Step 1 Define Organizational Unit
Strategic
Context Market Place
Sources of Competitive Advantage
Step 2 -Product / Services Step 3
- Revenues / Profits from these sources
-- Capital
Organizational Capabilities
Step 4 -Cultural Capabilities 70%
-Functional Capabilities 30%
Organizational
Context Noise
(Individual preferences, management,
Step 5
resistance to change, Traditions, consultants,
regulations, success, mission statements )
Step 6 hr practices
HR
Step 7 Action Plan for hr practices
Context
Step 8 Measurements of Performance