• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
Experience Driven Agile - Developing Up to an Experience, Not Down to a Featurekalebwalton
Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?
After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
Corporate University Summit Presentation
May 2007
Lessons for Large Scale Lean and Agile Product Development - Atlassian Summit...Atlassian
1. The document discusses lessons for large scale lean and agile product management from a presentation at the Atlassian Summit 2012.
2. It provides a 10 point plan for transitioning to agile and emphasizes embracing change, focusing on people over process, and maintaining a sustainable pace of work.
3. The document also discusses techniques for improving backlogs through envisioning, estimating at a large scale, and coordinating feature and component teams.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
Connect the brain friendly way liz guthridge april 2012Liz Guthridge
The document provides tips for communicating in a brain-friendly way to effectively engage and influence others. It discusses how neuroscience research shows the brain is more emotional and tires quickly. It recommends 7 ways to communicate clearly, concisely and compellingly: name things, be positive, improve clarity, be visual, use metaphors, set deadlines, and slow down. Specific tactics are outlined, and resources are provided to learn more communication strategies grounded in brain science.
This document outlines a leadership development course. It discusses how lack of clear goals and poor communication are leading causes of failure. The role of a leader is to help people avoid these issues by setting ambitious goals and ensuring effective communication, even if the goals initially seem impossible. To develop as a leader, one must commit to action and be willing to act outside their comfort zone. Exercises are provided for participants to identify goals that could transform their work or life if achieved and to commit to specific leadership actions.
The document discusses implementation planning for consulting recommendations. It provides three key aspects to consider: 1) developing a clear "engineering plan" with goals, steps, milestones and resources; 2) identifying and resolving potential implementation issues; and 3) engaging stakeholders through relationship building and addressing what's important to people. The document emphasizes that strong implementation requires both engineering-style planning and social engagement.
Outsourcing Services: What is right for your organisationVincent Kwon
The document discusses different outsourcing models and their evolution over time. Traditional outsourcing from the 1980s typically involved moving entire operations functions to an external provider. Selective/project outsourcing from the 1990s focused on specific functions or projects. Transformational outsourcing, including business process outsourcing, aims to define a new business operating model and processes. Each model presents different challenges around scope, integration, acceptance criteria, service levels, and knowledge transfer.
Experience Driven Agile - Developing Up to an Experience, Not Down to a Featurekalebwalton
Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?
After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
Corporate University Summit Presentation
May 2007
Lessons for Large Scale Lean and Agile Product Development - Atlassian Summit...Atlassian
1. The document discusses lessons for large scale lean and agile product management from a presentation at the Atlassian Summit 2012.
2. It provides a 10 point plan for transitioning to agile and emphasizes embracing change, focusing on people over process, and maintaining a sustainable pace of work.
3. The document also discusses techniques for improving backlogs through envisioning, estimating at a large scale, and coordinating feature and component teams.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
Connect the brain friendly way liz guthridge april 2012Liz Guthridge
The document provides tips for communicating in a brain-friendly way to effectively engage and influence others. It discusses how neuroscience research shows the brain is more emotional and tires quickly. It recommends 7 ways to communicate clearly, concisely and compellingly: name things, be positive, improve clarity, be visual, use metaphors, set deadlines, and slow down. Specific tactics are outlined, and resources are provided to learn more communication strategies grounded in brain science.
This document outlines a leadership development course. It discusses how lack of clear goals and poor communication are leading causes of failure. The role of a leader is to help people avoid these issues by setting ambitious goals and ensuring effective communication, even if the goals initially seem impossible. To develop as a leader, one must commit to action and be willing to act outside their comfort zone. Exercises are provided for participants to identify goals that could transform their work or life if achieved and to commit to specific leadership actions.
The document discusses implementation planning for consulting recommendations. It provides three key aspects to consider: 1) developing a clear "engineering plan" with goals, steps, milestones and resources; 2) identifying and resolving potential implementation issues; and 3) engaging stakeholders through relationship building and addressing what's important to people. The document emphasizes that strong implementation requires both engineering-style planning and social engagement.
Outsourcing Services: What is right for your organisationVincent Kwon
The document discusses different outsourcing models and their evolution over time. Traditional outsourcing from the 1980s typically involved moving entire operations functions to an external provider. Selective/project outsourcing from the 1990s focused on specific functions or projects. Transformational outsourcing, including business process outsourcing, aims to define a new business operating model and processes. Each model presents different challenges around scope, integration, acceptance criteria, service levels, and knowledge transfer.
The ASE (Accelerated Solutions Environment) can help outsourcing projects win bids and shorten the time to break even on existing engagements. The ASE is an innovative method that solves complex problems faster through a creative environment, extensive preparation, and an effective group process. It increases quality, productivity, trust and alignment on complex projects. The ASE uses a proven three step process - Scan, Focus, Act - to develop solutions iteratively with up to 65 participants. All relevant information and the knowledge of participants is available to make sound decisions.
The Stream Process™ for Defining ProjectsOneSpring LLC
The Stream Process™ from OneSpring is a revolutionary new process for defining software applications - web sites, mobile, enterprise software, intranets and so much more.
Stream is a methodology that offers companies a collaborative and highly-visual approach to creating superior products and solutions in less time, with reduced project re-work.
Think of it as a better way to translate what the business (marketing, product management, etc.) wants into something the development team can build.
This helps companies dramatically improve productivity, quality and customer satisfaction. Learn more at www.onespring.net or contact us at sales@onespring.net.
The document discusses connecting the technical and social sides of problem solving. It describes how traditional approaches often involve blanket solutions, minimal front line ownership, and lack of management system linkage. The technical side involves running small, reversible experiments to test hypotheses rather than implement solutions. The social side requires engaging the organization in a cycle of communication, modification, and consensus building to solve problems continuously and sustain improvements.
The document summarizes a presentation given at the Global Conference 2012 about Chesapeake Energy implementing an HR Help Desk using Oracle's PeopleSoft in just 10 weeks with the help of Apex IT. It provides an overview of Chesapeake Energy, the need for an HR Help Desk, the project timeline and team, how the implementation was a success through early planning and an experienced implementation team, and lessons learned.
The document discusses process mapping, which involves creating a visual map of the key activities, decisions, and information flows within a business process. Process mapping helps identify opportunities for process improvement. Standard symbols are used to represent different process elements. Process maps can vary in level of detail and perspective. Mapping the customer experience holistically can provide valuable insights, as can quantifying different aspects of a mapped process.
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...TKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To buy the book: http://bit.ly/TOObk
This material is from a talk I gave to SME CONNECT in San Diego on Wed, Sep 12, 2012. It was not recorded. Promotional copy:
More than 80% of improvement efforts fail to make a discernible difference in overall business performance, regardless of the improvement methodology in use. The reason isn’t a flaw in the methodologies, but a flaw inside of companies. Organizations in all sectors fail to meet their full potential because of self-inflicted chaos.
In this high energy session, Karen Martin will share her findings from more than 20 years of working with organizations of all types and sizes and offer practical how-to’s for preventing and eliminating organizational chaos. Specific topics will include:
• Why Lean, Six Sigma, and other improvement efforts don’t deliver the results you want and need.
• The four fundamental conditions for outstanding performance – and how their opposing conditions are preventing you from moving forward.
• How to instill clarity, focus, discipline and engagement into your organization’s DNA, enabling success!
You will leave the session armed with the know-how to build the organizational behaviors you need to achieve greatness.
Thomas International provides people assessment tools to help businesses improve performance. Their tools assess individuals' behaviors, strengths, motivations, abilities and potential. They help with recruitment, retention, development and management. Clients report benefits like improved hiring, engagement and productivity after using Thomas International's assessments.
Thomas International provides people assessment tools to help businesses improve employee performance. Their assessments provide insight into employees' potential, motivations, strengths, and limitations. They work with over 32,000 companies worldwide, including 27,000 small- and medium-sized enterprises, to transform performance through assessments that are accurate, straightforward, quick, and provide rapid results.
Thomas International provides people assessment tools to help businesses improve employee performance. Their assessments provide insight into employees' potential, motivations, strengths, and limitations. They work with over 32,000 companies worldwide, including 27,000 small- and medium-sized enterprises, to help with recruiting, retaining talent, and developing employees.
Linda Dulye - The Approachable Leader IABC ECCDulye
The document discusses an approachable leadership model that focuses on effective communication through establishing a clear vision and strategy, using various formal and informal communication practices, providing tools and training to develop communication skills, and emphasizing two-way feedback to understand employees and respond to their needs. The model aims to increase employee engagement and productivity by making leaders more approachable through their communication abilities.
EmployWise is mainly constituted of Employee Self Service System which gives access to employee database and enables employee self-service. This data base contains all the vital information regarding the employees. The data always remain updated without having to do the data entry by HR.
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.
David Bottomley, Head of IT Delivery at Specsavers - Promises, promisesGlobal Business Events
This document discusses how to make promises in IT projects that can be kept. It notes that customers want IT that enables their business, but IT often constrains businesses instead. Many IT projects experience cost overruns, delays, and failures. The "Malevolent 7" causes of project issues are identified as poor planning, inflated scope, inadequate resources, poor design/build quality, legacy environment issues, unidentified risks, and weak project management. The document advocates creating conditions for success by squeezing out unnecessary scope, providing truthful timelines, ensuring right resourcing, assembling a high-performing team, and protecting the team from pressure. Making realistic promises to the team regarding enablement and engagement can help ensure project success
Moxie Software provides an employee collaboration platform called Employee Spaces. It utilizes a people-centric design approach to maximize adoption. The platform allows employees to find experts, collaborate on projects, share knowledge, and drive innovation. It also offers customizable features for integration, templating, search, and management. Moxie typically delivers an initial iteration within 15 days and full deployment within 90 days using an iterative methodology focused on usability.
The document provides tips for effective presentations. It discusses planning a presentation by determining the speech type (inform, demonstrate, persuade, entertain), organizing content, creating visual aids, rehearsing, and delivering the presentation. The document also provides examples of content for a presentation on solving an IT service management problem through implementing ITIL best practices. It emphasizes convincing stakeholders there is a problem, offering a solution, and getting agreement on next steps.
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.
Harnessing the power of Project ManagementWes Balakian
The document discusses harnessing the power of project management. It discusses how project management can help organizations move from being flat to extraordinary, cost centers to profit centers, over-staffed to lean, and over-budget to cost effective. It also discusses how project management can help organizations improve business results, maximize profitability, increase productivity without capital investment, expand human capital effectiveness, and excel at customer satisfaction. Additionally, it discusses how project management can help solve the four biggest problems plaguing CEOs which are failing to deliver on time, not enough sales, failing to hire and retain talent, and failing to manage change.
AIIM West - Built for Success - Creating an Effective IM Org Structure - 2012...Greg Clark
The document discusses creating an effective information management (IM) organization structure. It provides examples of different roles that could be included in an IM team, such as a program manager, project manager, business analyst, and information architect. It also presents sample organizational structures for large and small organizations. The conclusion emphasizes that the primary role of the IM team is to meet business needs and that IM expertise and flexibility are critical to the success of the team and structure.
EnEx-Consult is a consulting firm that helps companies improve their research and development organizations. It provides management consulting, interim management, training, and tools to help clients achieve successful projects on time and on budget through effective processes, performance management, competence management, and support processes. A past client, the SVP of Sales, Marketing & Services at GRACE, recommends EnEx-Consult, praising their work improving GRACE's design services department.
Info360 2012 Built for Success - Creating an Effective ECM Org StructureGreg Clark
The document discusses building an effective Enterprise Content Management (ECM) organization structure. It outlines various roles that could be part of an ECM team, including a steering committee, program sponsor, program manager, project manager, business analyst, information architect, and solution architect. The roles are designed to help drive the creation and execution of an ECM strategy through requirements gathering, design, implementation, and ongoing support.
The ASE (Accelerated Solutions Environment) can help outsourcing projects win bids and shorten the time to break even on existing engagements. The ASE is an innovative method that solves complex problems faster through a creative environment, extensive preparation, and an effective group process. It increases quality, productivity, trust and alignment on complex projects. The ASE uses a proven three step process - Scan, Focus, Act - to develop solutions iteratively with up to 65 participants. All relevant information and the knowledge of participants is available to make sound decisions.
The Stream Process™ for Defining ProjectsOneSpring LLC
The Stream Process™ from OneSpring is a revolutionary new process for defining software applications - web sites, mobile, enterprise software, intranets and so much more.
Stream is a methodology that offers companies a collaborative and highly-visual approach to creating superior products and solutions in less time, with reduced project re-work.
Think of it as a better way to translate what the business (marketing, product management, etc.) wants into something the development team can build.
This helps companies dramatically improve productivity, quality and customer satisfaction. Learn more at www.onespring.net or contact us at sales@onespring.net.
The document discusses connecting the technical and social sides of problem solving. It describes how traditional approaches often involve blanket solutions, minimal front line ownership, and lack of management system linkage. The technical side involves running small, reversible experiments to test hypotheses rather than implement solutions. The social side requires engaging the organization in a cycle of communication, modification, and consensus building to solve problems continuously and sustain improvements.
The document summarizes a presentation given at the Global Conference 2012 about Chesapeake Energy implementing an HR Help Desk using Oracle's PeopleSoft in just 10 weeks with the help of Apex IT. It provides an overview of Chesapeake Energy, the need for an HR Help Desk, the project timeline and team, how the implementation was a success through early planning and an experienced implementation team, and lessons learned.
The document discusses process mapping, which involves creating a visual map of the key activities, decisions, and information flows within a business process. Process mapping helps identify opportunities for process improvement. Standard symbols are used to represent different process elements. Process maps can vary in level of detail and perspective. Mapping the customer experience holistically can provide valuable insights, as can quantifying different aspects of a mapped process.
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...TKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To buy the book: http://bit.ly/TOObk
This material is from a talk I gave to SME CONNECT in San Diego on Wed, Sep 12, 2012. It was not recorded. Promotional copy:
More than 80% of improvement efforts fail to make a discernible difference in overall business performance, regardless of the improvement methodology in use. The reason isn’t a flaw in the methodologies, but a flaw inside of companies. Organizations in all sectors fail to meet their full potential because of self-inflicted chaos.
In this high energy session, Karen Martin will share her findings from more than 20 years of working with organizations of all types and sizes and offer practical how-to’s for preventing and eliminating organizational chaos. Specific topics will include:
• Why Lean, Six Sigma, and other improvement efforts don’t deliver the results you want and need.
• The four fundamental conditions for outstanding performance – and how their opposing conditions are preventing you from moving forward.
• How to instill clarity, focus, discipline and engagement into your organization’s DNA, enabling success!
You will leave the session armed with the know-how to build the organizational behaviors you need to achieve greatness.
Thomas International provides people assessment tools to help businesses improve performance. Their tools assess individuals' behaviors, strengths, motivations, abilities and potential. They help with recruitment, retention, development and management. Clients report benefits like improved hiring, engagement and productivity after using Thomas International's assessments.
Thomas International provides people assessment tools to help businesses improve employee performance. Their assessments provide insight into employees' potential, motivations, strengths, and limitations. They work with over 32,000 companies worldwide, including 27,000 small- and medium-sized enterprises, to transform performance through assessments that are accurate, straightforward, quick, and provide rapid results.
Thomas International provides people assessment tools to help businesses improve employee performance. Their assessments provide insight into employees' potential, motivations, strengths, and limitations. They work with over 32,000 companies worldwide, including 27,000 small- and medium-sized enterprises, to help with recruiting, retaining talent, and developing employees.
Linda Dulye - The Approachable Leader IABC ECCDulye
The document discusses an approachable leadership model that focuses on effective communication through establishing a clear vision and strategy, using various formal and informal communication practices, providing tools and training to develop communication skills, and emphasizing two-way feedback to understand employees and respond to their needs. The model aims to increase employee engagement and productivity by making leaders more approachable through their communication abilities.
EmployWise is mainly constituted of Employee Self Service System which gives access to employee database and enables employee self-service. This data base contains all the vital information regarding the employees. The data always remain updated without having to do the data entry by HR.
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.
David Bottomley, Head of IT Delivery at Specsavers - Promises, promisesGlobal Business Events
This document discusses how to make promises in IT projects that can be kept. It notes that customers want IT that enables their business, but IT often constrains businesses instead. Many IT projects experience cost overruns, delays, and failures. The "Malevolent 7" causes of project issues are identified as poor planning, inflated scope, inadequate resources, poor design/build quality, legacy environment issues, unidentified risks, and weak project management. The document advocates creating conditions for success by squeezing out unnecessary scope, providing truthful timelines, ensuring right resourcing, assembling a high-performing team, and protecting the team from pressure. Making realistic promises to the team regarding enablement and engagement can help ensure project success
Moxie Software provides an employee collaboration platform called Employee Spaces. It utilizes a people-centric design approach to maximize adoption. The platform allows employees to find experts, collaborate on projects, share knowledge, and drive innovation. It also offers customizable features for integration, templating, search, and management. Moxie typically delivers an initial iteration within 15 days and full deployment within 90 days using an iterative methodology focused on usability.
The document provides tips for effective presentations. It discusses planning a presentation by determining the speech type (inform, demonstrate, persuade, entertain), organizing content, creating visual aids, rehearsing, and delivering the presentation. The document also provides examples of content for a presentation on solving an IT service management problem through implementing ITIL best practices. It emphasizes convincing stakeholders there is a problem, offering a solution, and getting agreement on next steps.
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.
Harnessing the power of Project ManagementWes Balakian
The document discusses harnessing the power of project management. It discusses how project management can help organizations move from being flat to extraordinary, cost centers to profit centers, over-staffed to lean, and over-budget to cost effective. It also discusses how project management can help organizations improve business results, maximize profitability, increase productivity without capital investment, expand human capital effectiveness, and excel at customer satisfaction. Additionally, it discusses how project management can help solve the four biggest problems plaguing CEOs which are failing to deliver on time, not enough sales, failing to hire and retain talent, and failing to manage change.
AIIM West - Built for Success - Creating an Effective IM Org Structure - 2012...Greg Clark
The document discusses creating an effective information management (IM) organization structure. It provides examples of different roles that could be included in an IM team, such as a program manager, project manager, business analyst, and information architect. It also presents sample organizational structures for large and small organizations. The conclusion emphasizes that the primary role of the IM team is to meet business needs and that IM expertise and flexibility are critical to the success of the team and structure.
EnEx-Consult is a consulting firm that helps companies improve their research and development organizations. It provides management consulting, interim management, training, and tools to help clients achieve successful projects on time and on budget through effective processes, performance management, competence management, and support processes. A past client, the SVP of Sales, Marketing & Services at GRACE, recommends EnEx-Consult, praising their work improving GRACE's design services department.
Info360 2012 Built for Success - Creating an Effective ECM Org StructureGreg Clark
The document discusses building an effective Enterprise Content Management (ECM) organization structure. It outlines various roles that could be part of an ECM team, including a steering committee, program sponsor, program manager, project manager, business analyst, information architect, and solution architect. The roles are designed to help drive the creation and execution of an ECM strategy through requirements gathering, design, implementation, and ongoing support.
The topic includes a comparative examination of the theories espoused by acknowledged management scientist, Peter Drucker, author of Management Challenges for the 21st Century and concepts posited by Profiles International, Inc. founders, Bud Haney and Jim Sirbasku, authors of Leadership Charisma: Step by Step to Being a More Successful Charismatic Leader.
Join us for a lively discussion of theories and practical applications for enhancing leader readiness for this century. You may be surprised and challenged by this approach to examining leader effectiveness. Come join in the sharing. Bring your favorite theory or theorist and let’s talk about L-E-A-D-E-R-S-H-I-P.
Topics will include:
Old versus New Leadership Assumptions (Signs of the Times)
Leaders of Change versus Sustainability (Organized Abandonment)
Fidelity in Feedback (Are we asking the right questions?)
Are You a 21st Century Leader? If. . .then. . .what? (Moving toward greater effectiveness)
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
This document provides information about leadership workshops offered by Mateffy and Company, including workshop descriptions, topics covered, intended audiences, and client testimonials. A variety of 1-day workshops are described that focus on skills like communication, change management, coaching, leadership, and empowerment. The workshops are customized for each client organization and include interactive exercises and case studies. Clients commented that the workshops were informative, practical, and helped improve skills.
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.
The document discusses scaling lean and agile development at the enterprise level. It introduces the Scaled Agile Framework (SAFe), which is a proven framework for applying lean and agile practices across multiple teams. SAFe helps synchronize vision, planning, dependencies, and delivery across teams of 50-100 people and has been scaled to hundreds of teams and thousands of people. It addresses common myths and challenges with scaling agile, such as how to express requirements at the portfolio level rather than just user stories, and how to manage backlogs across many teams.
The document discusses managing a star performer on a project team. Some key points:
1) The author was assigned a subject matter expert who was highly skilled but displayed insecurity and needed constant praise and reassurance.
2) As the project manager, the author observed traits like the star demanding multiple recognitions, being unhappy with a middle performance rating, and needing their work closely managed.
3) Managing star performers requires balancing their needs while ensuring other team members feel valued and contributing. Team building activities can help address tensions.
4) People managers must spend equal time with all team members, acknowledge everyone's contributions, and provide a safe space to discuss issues.
Mitarbeiterbeteiligung; Wandel gestalten; Menschen begeistern; wie sollen wir das denn heute machen: Hier eine Ideen Kollektion aus 30 Jahren Erfahrung Wandel im Umweltschutz, als Unternehmensberater, bei Wirtschaftsprüfern auf See und dem Rücken eines Pferdes
Leading in the new world of work – Human Resonance
With so many models and approaches – from large firms to business schools to boutiques – it is hard for companies to architect the tailored yet integrated experiences they need.
In our “Human Resonance” approach we offer what is needed.
Next level practice instead of best practice!
In this new world of work, the barriers between work and life are eliminated. The “new world of work” is one that requires a dramatic change in strategies for leadership, talent, and human resources.
A new playbook for new times
Growth, volatility, change, and disruptive technology drive companies to shift their underlying business model. It is time to address this disruption, transforming the leaders from a transaction-execution function into a dominant partner who pushes innovative solutions to managers at all levels. Unless c-level managers embraces this transformation, they will struggle to solve problems at the pace the business demands.
Today’s challenges require a new playbook – one that makes leaders more agile, forward thinking, bolder and more pushy in their solutions. Our goal in this presentation is to give business leaders fresh ideas and perspectives to shape thinking about priorities for 2015. In a growing, changing economy, business challenges abound. Yet few can be addressed successfully without new approaches to solving the people challenges that accompany them— challenges that have grown in importance and complexity.
Individual course to develop Inspiration, Leadership and Change.
Ocean Action Learning methodology, with your personal coach Bernhard Pelzer. A 10 days journey to your SELF.
Workforce Industry 4.0
The answer to leader’s workforce challenges!
Enhance socio-psychological skills of the employees to
fit for processes of new automated production plants.
Grassroot change for your people.
Wie Gefühle unseren wirtschaftlichen Erfolg in der Arbeitswelt steuern, sie gemessen und verändert werden können! Fragen, auf die Sie in Zukunft Antworten haben müssen!
Produktivität wird intensiv von Gefühlen gesteuert – was kosten die Gefühle der Mitarbeiter den Arbeitgeber?
Die betriebliche Sicht auf die Wirkung der Gefühlslage der Mitarbeiter auf Profit und Produktivität
Liegen Mitarbeiter in der emotionalen Bilanz über dem Normalwert von 100% gewinnen sie mehr an emotionaler Kraft als sie einbringen. Der Arbeitgeber könnte dafür mehr Leistung verlangen oder aber weniger Geld zahlen. Dieses Plus an Kraft ist eine Reserve, die bei Überlastung gut genutzt werden kann wenn diese temporär begrenzt auftritt. Es fördert die Gesundheit und die Zufriedenheit mit dem Unternehmen. Mitarbeiter, die deutlich über 150% liegen, sind verlässliche Partner beim Wachstum des Unternehmens und in Krisen.
Wollen Sie wissen, ob Ihre Unternehmenskultur zu den Bedürfnissen Ihrer Mitarbeiter passt? C4E liefert Ihnen die Antwort zu entscheidenden Fragen:
1. Wie stark fördert Ihre Wertschätzung für Ihre Mitarbeiter deren Produktivität, mit der Sie Ertrag generieren?
2. Wie viel nutzen Sie von der verfügbaren Zeit Ihrer Mitarbeiter für Produktivleistung?
3. Wie viel vom Talent ihrer Mitarbeiter ist genau da eingesetzt, wo es Ihrer Firma Ertrag bringt?
4. Wie entwickelt ist ihre Identität als Firma und passt diese zu Ihren Mitarbeitern?
5. Wie gut setzen Sie Teams in Ihrer Firma ein?
6. Wie gut passt Ihre Führung zur Aufgabe und zum Anspruch der Mitarbeiter?
7. Wie nachhaltig ist Ihre Firma aus der Sicht der Mitarbeiter?
8. Wie wird Ihr wirtschaftlicher Erfolg durch Ihre Mitarbeiter eingeschätzt?
9. Wie weit sind die Beteiligungswünsche ihrer Mitarbeiter durch Ihr Unternehmens-Management bedient?
10. Wie ist das Verhältnis Ihrer Mitarbeiter zu den Kunden der Firma?
Spaß im Beruf – die emotionale Balance am Arbeitsplatz!
Die individuelle Sichtweise auf die emotionalen Kosten eines Arbeitnehmers. Die emotionale Bilanz drückt sich als Abweichung vom Normal-Wert 100 % aus. Jeder Wert unter 100 % bedeutet, dass Mitarbeiter Gefühle im Unternehmen lassen, für die sie nicht entschädigt werden. Langfristig verlieren sie in ihrer emotionalen Bilanz Gefühle, Motivation und emotionale Kraft. Der emotionale Aufwand zur Ernährung des Systems wird zu hoch. Um dies auszugleichen, haben Mitarbeiter nur zwei Möglichkeiten:
A Sie arbeiteten weniger oder weniger effektiv und reduzieren damit den Gewinn des Unternehmens.
B Sie wechseln den Arbeitgeber und suchen sich einen emotional befriedigenden Arbeitsplatz.
Liegen Mitarbeiter in ihrer emotionalen Bilanz über dem Wert von 100 %, gewinnen sie mehr emotionale Kraft als sie einbringen.Wollen Sie wissen, wie Ihr (zukünftiger) Arbeitsplatz zu Ihren Bedürfnissen für ein Arbeitsleben mit Freude und Zufriedenheit passt? C4E liefert Ihnen Antworten auf entscheidende Fragen:
Motivation Oriented Sales (MOS); Neuro-Psychologisch basiertes Training für V...Bernhard K.F. Pelzer
Der psychologisch-neurologisch basierte Ansatz orientiert sich an der Kundenmotivation im Kauf-Prozess
- Hochpreisige Güter werden in einem Verdrängungswettbewerb vertrieben
- Aus Kundensicht scheint der Preis die rationale Entscheidungsgrundlage zu sein
- Neue Erkenntnisse der Neurobiologie belegen aber: Menschen entscheiden meist im Vorfeld unbewusst und suchen erst danach logische Argumente, die die Entscheidung begründen
- Die Aufgabe des Verkäufers ist es daher, den Kunden auf der unbewussten Ebene zu erreichen, dort, wo die Entscheidung fällt
- Dafür sind Erkennung und Ansprache der emotionalen unbewussten Bedürfnisse des Kunden essentiell
Argumente zum Produktnutzen werden dann diesen emotionalen Bedürfnissen angepasst und präsentiert
- Durch den MOS-Ansatz finden Kunden-Berater sogar zu bisher als „schwierig“ empfundenen Kunden einen neuen erfolgreichen Zugang