The document discusses how organizational psychologists can better persuade client organizations of their value. It notes that there is often a gap between what services psychologists offer and what clients perceive they need. To close this gap, psychologists must understand client perceptions and needs better than their own technical merits. The document explores how to investigate client expectations, what clients think they will get from services versus what they actually get, and how to be specific about business needs versus needs related to client comfort. Overall, it aims to provide guidance on clearly communicating client benefits and value.
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.
Employee Engagement in Complex Global SystemsKenny Ong
Employee Engagement
Asia Conference- 27 February 2012
Employee Engagement in Complex Global Systems
Changing employee demographics and rapidly evolving business models demonstrate a
clear correlation to the way employees view their value, contribution and career
opportunities within their organisation. In particular, an organisations ability to attract and
retain the best staff, depends on its ability to keep management's ear close to the ground
on the needs and motivation of its talent. What can HR do clarify and amplify the
organisation's internal voice
This document discusses differences between active and passive candidates, best practices for recruiting passive candidates, and LinkedIn Recruitment Insights offerings. It notes that active candidates will apply to jobs directly, while passive candidates do not actively search but may still be interested in opportunities. It recommends understanding your target audience, positioning your company as an employer of choice, measuring results, and engaging top talent. It also describes LinkedIn tools like benchmark and campaign impact surveys that can provide insights into how candidates view a company and measure the effects of recruitment campaigns.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
This document discusses the concept of "jobs-to-be-done" (JTBD) and how it differs from a provider's perspective of customer needs. It explains that from a JTBD perspective, customers are trying to get jobs done, not purchase specific products. The document provides examples of how different solutions have evolved over time to better fulfill customer jobs. It defines supporting, related and adjacent jobs and provides a framework for mapping them to a focal "big job".
CRO & Jobs To Be Done - Jon Hayes @ CRO ProsJon Hayes
It can be incredibly difficult to manage a website when the product you are trying to sell is something many consumers don’t understand well. Let alone trying to optimise that experience especially when it’s multi channel and there are various teams involved.
So how do you build meaningful experiments that will take your website to the next level? We hear the phrase customer centricity used all the time but how can we bring that ideal into the optimisation process to start driving the big improvements the organisation wants?
The Jobs To Be Done framework may just be the key to helping you focus on the changes that will really matter to your customers.
Jon Hayes has been in the digital space for a decade. He started by working with several agencies before shifting over to the financial services sector to build digital experiences their customers would finally enjoy.
Beyond Milkshakes - Using JTBD for Innovation & Product DesignRedgate-Design
We’ve all seen the Clayton Christensen drive-through milkshakes video, heard the Snickers story and possibly brought the mattress; but many years on, JTBD (jobs to be done) still means different things to different people. At Redgate, JTBD is now a key part of our design toolkit. It gives us a top-down, solution-agnostic understanding of users’ needs; along with an understanding of the situation and context in which those needs manifest. We’ll talk about how JTBD helps us to discover new opportunities for innovation and to connect design decisions back to the jobs our products seek to address.
Brick House Partners is an executive search firm focused on marketing and advertising roles. The firm was founded in 2008 by Ralph Cutcher, who has extensive experience in marketing leadership roles at both agencies and client-side companies. Brick House Partners takes a personalized approach to searches, prioritizing cultural fit over just experience or skills. They immerse themselves in a client's business to fully understand their needs before conducting a thorough search and candidate vetting process.
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.
Employee Engagement in Complex Global SystemsKenny Ong
Employee Engagement
Asia Conference- 27 February 2012
Employee Engagement in Complex Global Systems
Changing employee demographics and rapidly evolving business models demonstrate a
clear correlation to the way employees view their value, contribution and career
opportunities within their organisation. In particular, an organisations ability to attract and
retain the best staff, depends on its ability to keep management's ear close to the ground
on the needs and motivation of its talent. What can HR do clarify and amplify the
organisation's internal voice
This document discusses differences between active and passive candidates, best practices for recruiting passive candidates, and LinkedIn Recruitment Insights offerings. It notes that active candidates will apply to jobs directly, while passive candidates do not actively search but may still be interested in opportunities. It recommends understanding your target audience, positioning your company as an employer of choice, measuring results, and engaging top talent. It also describes LinkedIn tools like benchmark and campaign impact surveys that can provide insights into how candidates view a company and measure the effects of recruitment campaigns.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
This document discusses the concept of "jobs-to-be-done" (JTBD) and how it differs from a provider's perspective of customer needs. It explains that from a JTBD perspective, customers are trying to get jobs done, not purchase specific products. The document provides examples of how different solutions have evolved over time to better fulfill customer jobs. It defines supporting, related and adjacent jobs and provides a framework for mapping them to a focal "big job".
CRO & Jobs To Be Done - Jon Hayes @ CRO ProsJon Hayes
It can be incredibly difficult to manage a website when the product you are trying to sell is something many consumers don’t understand well. Let alone trying to optimise that experience especially when it’s multi channel and there are various teams involved.
So how do you build meaningful experiments that will take your website to the next level? We hear the phrase customer centricity used all the time but how can we bring that ideal into the optimisation process to start driving the big improvements the organisation wants?
The Jobs To Be Done framework may just be the key to helping you focus on the changes that will really matter to your customers.
Jon Hayes has been in the digital space for a decade. He started by working with several agencies before shifting over to the financial services sector to build digital experiences their customers would finally enjoy.
Beyond Milkshakes - Using JTBD for Innovation & Product DesignRedgate-Design
We’ve all seen the Clayton Christensen drive-through milkshakes video, heard the Snickers story and possibly brought the mattress; but many years on, JTBD (jobs to be done) still means different things to different people. At Redgate, JTBD is now a key part of our design toolkit. It gives us a top-down, solution-agnostic understanding of users’ needs; along with an understanding of the situation and context in which those needs manifest. We’ll talk about how JTBD helps us to discover new opportunities for innovation and to connect design decisions back to the jobs our products seek to address.
Brick House Partners is an executive search firm focused on marketing and advertising roles. The firm was founded in 2008 by Ralph Cutcher, who has extensive experience in marketing leadership roles at both agencies and client-side companies. Brick House Partners takes a personalized approach to searches, prioritizing cultural fit over just experience or skills. They immerse themselves in a client's business to fully understand their needs before conducting a thorough search and candidate vetting process.
Generating opportunity maps with customer jobs to-be-doneHutch Carpenter
Outlines a method for soliciting your customers' jobs-to-be-done. These customer insights then become an opportunity map for targeting high impact innovation.
This document discusses the importance of defining expected business values (EBVs) when designing and implementing new solutions. It recommends a three step process: 1) Describe the EBVs, 2) Design with the EBVs in mind, 3) Continuously validate that the solution is achieving the EBVs. It warns that without clear EBVs defined upfront, all design options are equally valid, making it difficult to evaluate solutions. It also notes that many projects fail because they do not conduct proper follow up to ensure the solution is delivering the expected returns.
People are the chief drivers of great customer experiences. Supporting systems play an enabling role. People with aligned happy lives that is. Grumpy complaning people aint able to
The document provides an overview of the consulting firm TokuSaku. It discusses TokuSaku's approach to project execution, which focuses on understanding all aspects of a client's situation and ensuring focus and alignment throughout a project. The document also outlines TokuSaku's services and techniques, including forms/methods and tools to ensure client success. Finally, it highlights advantages such as tailored solutions, solution-agnostic advice, and experienced professionals committed to delivering on time, budget, and scope.
Focus is on the process of creating a crisp and concise value proposition for your start-up. Learn how to answer the essential question, “what is the value you bring to your customers?” without getting into the details of your technology.
Formulating a good value proposition is an essential step for any start-up and lies at the core of many of the other tools entrepreneurs need to develop, such as market analysis, business modeling, finding funding and delivering an investor or customer pitch.
The resources below offer a foundation upon which you can build your knowledge and skills in these areas.
This document discusses how to identify customers' "jobs-to-be-done" to better understand what they want from a product. It recommends conducting interviews focused on the situations where customers need help, their struggles with current solutions, and what's important to them. Analyzing these interviews can reveal the jobs, emotions, and criteria driving customer purchases to inform product strategy and messaging.
An overview to the Lean Startup methodology and Lean Canvas tool, meant for an audience with little previous exposure to entrepreneurism or strategic project development. This overview can be provided in a 1-hour time slot, then follow-up can happen with an extended Lean Startup workshop or consulting session.
This document discusses the Job to be Done (JTBD) framework for understanding customer needs and requirements. It explains that the first step is to probe deeply into the underlying jobs the customer is trying to accomplish without focusing on existing products. Key aspects of the framework include understanding current customer approaches and pain points, identifying real competition, defining criteria for success, obstacles to adoption, and stakeholders. The conclusion emphasizes the importance of talking to the right customers to understand why they do what they currently do and what would satisfy their needs.
How to create a customer service culture change Dennis Price
This document discusses customer service and business success. It addresses common excuses for poor customer service, such as lack of skills, inability to connect jobs to company success, and poor hiring standards. The document advocates structuring customer service around skills, style, systems, staff, strategy, and shared values. It promotes empowering front-line staff, focusing on customer awareness, and celebrating successes. Regular reviews of metrics and human interactions are presented as keys to assessing and improving customer service culture. Persistence and a compelling vision are highlighted as important for executing effective customer service.
The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
Increase Firm Profits Through Client FeedbackAxium
Most firms still suffer a chronic inability to convert their client value into financial prosperity. Profitable firms use methods of understanding and tracking their clients in order to maximize their value. Collecting and incorporating client feedback is the simplest and most effective method of achieving this.
This presentation shows AE firm leaders a simple but powerful system to collect and utilize client feedback in order to:
. Increase project profitability
. Reduce mistakes and project liability
. Boost client satisfaction and marketing effectiveness
. Increase staff satisfaction and accountability
. Improve staff training and assignments
The document discusses the concept of "jobs to be done" which refers to the core tasks and goals customers want to accomplish. It provides examples of functional, emotional, and social jobs. The document then outlines steps for defining products and services based on customer jobs, which includes defining customers, understanding job needs, finding opportunities, and creating value propositions. Personas and empathy maps are suggested for understanding different customer types. The rest of the document gives examples of mapping out jobs, outcomes, segmentation, and the stages of a job.
Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011Gil Irizarry
This document provides an overview of transitioning a team to Kanban. It discusses the motivations for adopting Kanban, including reacting quicker to changes and improving quality. It covers Kanban concepts like value stream mapping, establishing work-in-progress limits, and using metrics like cumulative flow diagrams to identify bottlenecks and continuously improve. An example is provided of one company's experience transitioning its website team to Kanban and how it improved workflow, reduced bottlenecks, and enabled more consistent delivery.
Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-t...vonreventlow
Clayton Christensen's Jobs-to-be-done approach describe a series of steps to create innovation systematically. This deck describes the application of the methodology to the creation of the Avaya Flare User Experience, the Avaya Digital Video Device and the related enterprise cloud offer. We found key for success is to add focus on emotions. And the result to be a condensed job description as more work is required to detail the solutions that it becomes testable against objectives and barriers.
The document provides guidance on product strategy and management, outlining key steps such as starting with customer outcomes, building based on a clear point of view, sequencing development effectively, positioning the product properly for acquisition, ensuring outcomes are delivered through usage metrics, and maintaining focus on customers through difficult decisions. It emphasizes anchoring all decisions to customer needs and emotions rather than features alone.
This document discusses the value proposition canvas as a tool for sketching out a business concept. It provides definitions and key questions to consider for each element of the canvas:
1. The value proposition answers what value is delivered to customers by solving their problems or helping them complete jobs.
2. The customer profile involves understanding customer jobs, pains, and gains. Jobs are tasks customers try to complete. Pains are issues that annoy customers before, during or after jobs. Gains are outcomes and benefits customers require, expect or desire.
3. The value map lists products/services and how they alleviate pains and create gains by fulfilling customer jobs.
The document stresses focusing a value proposition on a limited number
FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees TodayKenny Ong
This document discusses preparing for the future workplace and employees. It first examines how businesses should rethink their approach, focusing on aligning their culture, structure, leadership, and resources with their business model. Next, it explores how HR should rethink its strategies to ensure proper alignment between the business model and talent management approaches. Specifically, it provides frameworks and examples of how different business models require different organizational designs, management systems, job skills, and performance management. The goal is to motivate talent and have the right people and resources to execute the business model.
This document provides an overview of service design and introduces the AT-ONE model for service innovation. It discusses:
1. The importance of design in services and examples of successfully designed services like the Oslo Airport Express.
2. The AT-ONE model which uses five "lenses" (Actors, Touchpoints, Offerings, Needs, Experiences) to structure service innovation.
3. Tools and approaches used in service design like service journeys, personas, and designing customer experiences over multiple touchpoints.
The document advocates for applying design thinking to services and provides examples of how the AT-ONE model has been used to improve services and transform organizations. It introduces research being done to further develop
This document provides guidance for conducting effective candidate interviews, including common hiring criteria, frequently asked interview questions, behavior-based interview questions, questions employers should avoid, motivation-based interview questions, management and supervisory skill questions, and a candidate evaluation form. It emphasizes using legal and job-relevant questions to evaluate a candidate's qualifications and cultural fit.
The document discusses using Stephen Covey's 7 Habits of Highly Effective People to grow a legal practice. It outlines the 7 steps as understanding your ideal client, developing your value proposition, branding and messaging, finding opportunities within your existing client base, developing centers of influence and strategic alliances, becoming an expert in your field, and establishing accountability measures. The overall message is that adopting the 7 Habits approach can help legal practitioners break out of being seen as the same as competitors, reach their full potential, break into new markets, increase productivity and profitability, and grow their practice.
Your reputation is a foundation - firm or otherwise - on which you build. Do positives outweigh negatives? And until you ask, you simply don't know. We use a range of methods to find out more, including telephone, face-to-face, focus groups, e-surveys and data analysis. We ask your customers, staff, donors, investors and other stakeholders - operate under the Market Research Society code of conduct. We present the findings simply and clearly, giving you concise summaries and the detail.
This document discusses the importance of reputation and outlines the services provided by Accompli to evaluate organizational reputation. Accompli works with clients to define objectives, typically seeking to understand a client's reputation among key stakeholders. They use methods like online surveys, data analysis, telephone interviews and focus groups to gather feedback from stakeholders. Accompli then professionally reports the findings to clients, highlighting strengths and areas for improvement. The reports break down reputation ratings and feedback for different business areas, deliverables, audience groups and reputation measures. The end goal is to deliver key actions, foster understanding of reputation and motivate clients with informed insights.
Generating opportunity maps with customer jobs to-be-doneHutch Carpenter
Outlines a method for soliciting your customers' jobs-to-be-done. These customer insights then become an opportunity map for targeting high impact innovation.
This document discusses the importance of defining expected business values (EBVs) when designing and implementing new solutions. It recommends a three step process: 1) Describe the EBVs, 2) Design with the EBVs in mind, 3) Continuously validate that the solution is achieving the EBVs. It warns that without clear EBVs defined upfront, all design options are equally valid, making it difficult to evaluate solutions. It also notes that many projects fail because they do not conduct proper follow up to ensure the solution is delivering the expected returns.
People are the chief drivers of great customer experiences. Supporting systems play an enabling role. People with aligned happy lives that is. Grumpy complaning people aint able to
The document provides an overview of the consulting firm TokuSaku. It discusses TokuSaku's approach to project execution, which focuses on understanding all aspects of a client's situation and ensuring focus and alignment throughout a project. The document also outlines TokuSaku's services and techniques, including forms/methods and tools to ensure client success. Finally, it highlights advantages such as tailored solutions, solution-agnostic advice, and experienced professionals committed to delivering on time, budget, and scope.
Focus is on the process of creating a crisp and concise value proposition for your start-up. Learn how to answer the essential question, “what is the value you bring to your customers?” without getting into the details of your technology.
Formulating a good value proposition is an essential step for any start-up and lies at the core of many of the other tools entrepreneurs need to develop, such as market analysis, business modeling, finding funding and delivering an investor or customer pitch.
The resources below offer a foundation upon which you can build your knowledge and skills in these areas.
This document discusses how to identify customers' "jobs-to-be-done" to better understand what they want from a product. It recommends conducting interviews focused on the situations where customers need help, their struggles with current solutions, and what's important to them. Analyzing these interviews can reveal the jobs, emotions, and criteria driving customer purchases to inform product strategy and messaging.
An overview to the Lean Startup methodology and Lean Canvas tool, meant for an audience with little previous exposure to entrepreneurism or strategic project development. This overview can be provided in a 1-hour time slot, then follow-up can happen with an extended Lean Startup workshop or consulting session.
This document discusses the Job to be Done (JTBD) framework for understanding customer needs and requirements. It explains that the first step is to probe deeply into the underlying jobs the customer is trying to accomplish without focusing on existing products. Key aspects of the framework include understanding current customer approaches and pain points, identifying real competition, defining criteria for success, obstacles to adoption, and stakeholders. The conclusion emphasizes the importance of talking to the right customers to understand why they do what they currently do and what would satisfy their needs.
How to create a customer service culture change Dennis Price
This document discusses customer service and business success. It addresses common excuses for poor customer service, such as lack of skills, inability to connect jobs to company success, and poor hiring standards. The document advocates structuring customer service around skills, style, systems, staff, strategy, and shared values. It promotes empowering front-line staff, focusing on customer awareness, and celebrating successes. Regular reviews of metrics and human interactions are presented as keys to assessing and improving customer service culture. Persistence and a compelling vision are highlighted as important for executing effective customer service.
The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
Increase Firm Profits Through Client FeedbackAxium
Most firms still suffer a chronic inability to convert their client value into financial prosperity. Profitable firms use methods of understanding and tracking their clients in order to maximize their value. Collecting and incorporating client feedback is the simplest and most effective method of achieving this.
This presentation shows AE firm leaders a simple but powerful system to collect and utilize client feedback in order to:
. Increase project profitability
. Reduce mistakes and project liability
. Boost client satisfaction and marketing effectiveness
. Increase staff satisfaction and accountability
. Improve staff training and assignments
The document discusses the concept of "jobs to be done" which refers to the core tasks and goals customers want to accomplish. It provides examples of functional, emotional, and social jobs. The document then outlines steps for defining products and services based on customer jobs, which includes defining customers, understanding job needs, finding opportunities, and creating value propositions. Personas and empathy maps are suggested for understanding different customer types. The rest of the document gives examples of mapping out jobs, outcomes, segmentation, and the stages of a job.
Transitioning to Kanban: Theory and Practice - Project Summit Boston 2011Gil Irizarry
This document provides an overview of transitioning a team to Kanban. It discusses the motivations for adopting Kanban, including reacting quicker to changes and improving quality. It covers Kanban concepts like value stream mapping, establishing work-in-progress limits, and using metrics like cumulative flow diagrams to identify bottlenecks and continuously improve. An example is provided of one company's experience transitioning its website team to Kanban and how it improved workflow, reduced bottlenecks, and enabled more consistent delivery.
Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-t...vonreventlow
Clayton Christensen's Jobs-to-be-done approach describe a series of steps to create innovation systematically. This deck describes the application of the methodology to the creation of the Avaya Flare User Experience, the Avaya Digital Video Device and the related enterprise cloud offer. We found key for success is to add focus on emotions. And the result to be a condensed job description as more work is required to detail the solutions that it becomes testable against objectives and barriers.
The document provides guidance on product strategy and management, outlining key steps such as starting with customer outcomes, building based on a clear point of view, sequencing development effectively, positioning the product properly for acquisition, ensuring outcomes are delivered through usage metrics, and maintaining focus on customers through difficult decisions. It emphasizes anchoring all decisions to customer needs and emotions rather than features alone.
This document discusses the value proposition canvas as a tool for sketching out a business concept. It provides definitions and key questions to consider for each element of the canvas:
1. The value proposition answers what value is delivered to customers by solving their problems or helping them complete jobs.
2. The customer profile involves understanding customer jobs, pains, and gains. Jobs are tasks customers try to complete. Pains are issues that annoy customers before, during or after jobs. Gains are outcomes and benefits customers require, expect or desire.
3. The value map lists products/services and how they alleviate pains and create gains by fulfilling customer jobs.
The document stresses focusing a value proposition on a limited number
FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees TodayKenny Ong
This document discusses preparing for the future workplace and employees. It first examines how businesses should rethink their approach, focusing on aligning their culture, structure, leadership, and resources with their business model. Next, it explores how HR should rethink its strategies to ensure proper alignment between the business model and talent management approaches. Specifically, it provides frameworks and examples of how different business models require different organizational designs, management systems, job skills, and performance management. The goal is to motivate talent and have the right people and resources to execute the business model.
This document provides an overview of service design and introduces the AT-ONE model for service innovation. It discusses:
1. The importance of design in services and examples of successfully designed services like the Oslo Airport Express.
2. The AT-ONE model which uses five "lenses" (Actors, Touchpoints, Offerings, Needs, Experiences) to structure service innovation.
3. Tools and approaches used in service design like service journeys, personas, and designing customer experiences over multiple touchpoints.
The document advocates for applying design thinking to services and provides examples of how the AT-ONE model has been used to improve services and transform organizations. It introduces research being done to further develop
This document provides guidance for conducting effective candidate interviews, including common hiring criteria, frequently asked interview questions, behavior-based interview questions, questions employers should avoid, motivation-based interview questions, management and supervisory skill questions, and a candidate evaluation form. It emphasizes using legal and job-relevant questions to evaluate a candidate's qualifications and cultural fit.
The document discusses using Stephen Covey's 7 Habits of Highly Effective People to grow a legal practice. It outlines the 7 steps as understanding your ideal client, developing your value proposition, branding and messaging, finding opportunities within your existing client base, developing centers of influence and strategic alliances, becoming an expert in your field, and establishing accountability measures. The overall message is that adopting the 7 Habits approach can help legal practitioners break out of being seen as the same as competitors, reach their full potential, break into new markets, increase productivity and profitability, and grow their practice.
Your reputation is a foundation - firm or otherwise - on which you build. Do positives outweigh negatives? And until you ask, you simply don't know. We use a range of methods to find out more, including telephone, face-to-face, focus groups, e-surveys and data analysis. We ask your customers, staff, donors, investors and other stakeholders - operate under the Market Research Society code of conduct. We present the findings simply and clearly, giving you concise summaries and the detail.
This document discusses the importance of reputation and outlines the services provided by Accompli to evaluate organizational reputation. Accompli works with clients to define objectives, typically seeking to understand a client's reputation among key stakeholders. They use methods like online surveys, data analysis, telephone interviews and focus groups to gather feedback from stakeholders. Accompli then professionally reports the findings to clients, highlighting strengths and areas for improvement. The reports break down reputation ratings and feedback for different business areas, deliverables, audience groups and reputation measures. The end goal is to deliver key actions, foster understanding of reputation and motivate clients with informed insights.
This is a recent presentation from a Webinar for @QuestFusion attended by entrepreneurs and investors about the three key components of a successful startup: (1) Great Idea, (2) Stellar Team, (3) World-Class Execution. Checkout more resources at www.questfusion.com.
Paul S. Roa is the Global Director of Quality Improvement at Shangri-La Hotels and Resorts. He has over 20 years of experience in quality improvement, previously serving as the Area Director of Quality & Productivity for the West Coast of the USA. In his current role, he works to continuously improve quality, guest experiences, and employee engagement across Shangri-La's portfolio of hotels globally through initiatives like cross-functional project teams, benchmarking, and analyzing guest and operational data. His philosophy is that quality improvement is an ongoing process rather than a single program, with the goal of delighting guests and strengthening the Shangri-La culture.
Practical Techniques for early use in BA cycleSQALab
This document discusses stakeholder analysis techniques. It defines stakeholders as anyone who can impact or be impacted by a project. Stakeholders may be hidden and come from various groups like sponsors, customers, and experts. The document recommends mapping stakeholders on a grid by their influence and interest. Stakeholders can then be prioritized into categories like "keep satisfied" or "manage closely". It also provides tips for fact-finding about stakeholders through research. Finally, it advises creating a stakeholder map to plan engagement for a case study project.
As consumers we have different priorities when making purchasing decisions. For example, when buying a new car we will all consider different elements important (safety, price, large boot, etc.) So when people "buy" a new job from a company their purchasing decisions are equally as unique and personal e.g. the company brand, the salary, the location, culture, etc. Some are more focused on the facilities and technology available.
Essentially, the Employment Value Proposition (EVP) is the compelling reason to join a company. EVP encompasses both Employer and Employee Value Proposition. The key thing is, that the EVP should be ongoing and not just something to be considered at the stage of attraction.
Revolutionise your team through lean and agile thinkingEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
The webinar covered developing an employee value proposition (EVP) for organizations. An EVP is a written statement that tells applicants and employees what an employer will provide for them. It should distinguish an employer from competitors and answer "What's in it for me?". Developing an effective EVP can increase employee commitment, attract passive job seekers, and lower new hire costs. The webinar provided examples of EVPs and discussed gathering employee feedback to identify an organization's unique benefits to include in an EVP. Communicating and living the EVP daily is important to maximize its impact on retention.
11 Proven Approaches to Customer Feedback Employee EngagementGenroe
This document outlines 11 proven approaches to improving customer feedback and employee engagement: 1) have a strong change management focus, 2) introduce Employee NPS, 3) share insights with customers and employees, 4) empower employees to tag bad business processes, 5) team NPS targets and personal development plans rather than individual targets, 6) appoint customer champions, 7) brand the NPS process, 8) create "Vox Pop" videos to share success stories, 9) have senior management call employees associated with top ratings, 10) push positive customer comments into reward programs, and 11) add NPS to the employee induction program. It also advertises a free guide to implementing NPS from Genroe, an Australian customer experience management
O'Connor + forum ~ Psychologists at Work Are we worth our salt - 0708Frank O'Connor
This document discusses challenges faced by industrial-organizational (I/O) psychologists in demonstrating their value to clients. Several questions are raised about whether I/O psychologists clearly communicate how their work will benefit clients in measurable ways, such as financially or operationally. It is noted that I/O psychologists may not have a unique expertise that is differentiated from other business or HR consulting professionals. The document debates whether I/O psychologists should focus more on applied research and assessment or expand into more general consulting work.
The document discusses employee relations research and communications for an organization. It covers researching the size and nature of the workforce as well as their reputation and satisfaction. It also discusses communicating differently to happy versus disgruntled employees. The document outlines researching existing employee communication methods and their credibility. It discusses communicating to different employee groups and levels. It provides objectives and examples of employee communications programming, controlled and uncontrolled media, and ways to evaluate if communication objectives were achieved through behavior or perception changes.
The document discusses employee relations research and communications for an organization. It covers researching the size and nature of the workforce as well as their reputation and satisfaction. It also discusses communicating differently to happy versus disgruntled employees. The document outlines researching existing employee communication methods and their credibility. It discusses communicating to different employee groups and levels. It provides objectives and examples of employee communications programming, controlled and uncontrolled media, and ways to evaluate if communication objectives were achieved through behavior or perception changes.
The document discusses developing a vision, mission, and values for an organization. It provides examples of elements to include in a vision statement like who the organization is and what it provides. It also gives examples of components of a mission statement such as the products/services, customers, and expected results. Finally, it lists examples of organizational values around how employees and customers should be treated to help govern work. The overall purpose is to define these key elements to guide the organization's goals and priorities.
The document discusses developing a vision, mission, and values for an organization. It provides examples of elements to include in a vision statement like who the organization is, what it provides to customers, and how it operates. It also gives examples of components of a mission statement such as the products/services, customers, and expected results. Finally, it lists examples of organizational values around how employees and customers should be treated and how people in the organization will work. The overall purpose is to provide guidance on defining these key elements to guide an organization's goals and operations.
This document discusses leveraging an organization's Employee Value Proposition (EVP) to attract and retain top talent. It covers:
1. Why EVP is important for financial results, talent pools, and satisfaction. Disconnects can exist between what candidates and employers value.
2. Research on motivators for Indian MSME employees found adequate salary, job security, promotion opportunities, and interesting work as top drivers.
3. Fifteen questions are provided to help organizations assess and enhance their EVP, including defining it, researching it, marketing it, ensuring alignment of strategies and processes, and delivering on promises.
4. Innovative EVP examples include flexible hours, additional leave options, child
Similar to O'Connor Persuading purchasers of our value - APS-COP 0706 (20)
140829 nz ps s - working well forum - Fatigue Management StrategiesFrank O'Connor
Learning fast. Working hard. Achieving well. Burning out. Is the sequence inevitable for anyone? The link from fatigue through stress to depressive and anxious overloads indicates a need in New Zealand workplaces for assistance in identifying workers at risk. Medical emphasis on clinical criteria delays provision of assistance, when compared to the loss of work functional effectiveness. The stigma of mental illness prevents a considerable proportion from self disclosing, and perhaps from self-identifying. Many people tend to say they are doing fine, even when they know they are not, because it is embarrassing to admit to being a mental health failure. But self-report of the sensations of fatigue on a regular basis appears to offer early indications of individual overload. Reviews of group interactions that are particularly sensitive to losses as fatigue rises appear to indicate team overload. Early intervention for all personnel (not just those ‘failing’ to meet a threshold) assists team members in supporting those most affected, with benefits for the whole team as well as the individuals most at risk. There are similar approaches possible to use the strengths of groups to support members experiencing stress, mood losses and worry.
130907 ~ o'connor ~ evidence for what evidence-based scientist-practitioner m...Frank O'Connor
This document summarizes an open forum discussion on the use of evidence in psychology. It discusses different types of evidence, including subjective experiences, learning outcomes, and behavior changes. It questions what type of evidence is expected and addresses key issues like the strength, applicability, and potential harms of evidence used to support interventions. Skepticism is expressed about relying solely on the claims of those selling interventions without considering alternative explanations or the limitations of evidence from isolated studies.
1109xx o'connor ~ lubricating civic reconstruction after earthquakes Earthqua...Frank O'Connor
The scale of the disaster in Canterbury means that the recovery will require integrated and timely decision making across a range of organisations. The leadership and coordination of the multi-year recovery effort in Canterbury will involve varied groups, with differing interests. Large amounts of work are being done, planned, communicated and aligned. How will we keep the social agenda in sync with the structural agenda? There is no point building buildings, roads and sewers that struggle to find users. At no stage in its history, has the working population of Christchurch needed to collaborate so much. In the initial rescue phase, organisations assisted each other much as neighbours reached over fences: without careful consideration of finances and future. As the recovery phase took over, these organisations took stock of their situations, resources and mandates. Drawing back naturally from the generous help of these first phases, some organisation found they had insufficient resource to maintain early recovery efforts and had to reconfigure. Others had delays in the supply of essential materials or knowledge. Add the overlay of strain that results from the ongoing stress of disruptions and delays to ordinary ways of getting things done across organisations. Evidence is emerging of inter-organisational strain following the phases Gordon outlines for individuals – but the losses of performance are much greater in impact when the linkages break down between, for example, an asset owner and their lead contractor or a core health facility and its contracted service providers. What will keep institutions and organisations joined up, willing and able to act together when circumstances are ready?
If we take what we have learned about social change in organisations (large or small, formal or not), we find evidence that the knowledge of what needs to be done is not the main determinant of success in the doing. That success lies with confidence, which follows leadership, which is a social (not textual) phenomenon, frequently reinforcing the small changes in individual and small group behaviour that add up to making the change as a whole. Further evidence shows that the process of engaging the not-yet-committed can be predictable, intuitive and simple, but runs in the face of the belief system that underpins 'science', using 'emotional' information and accepting that, on some things, leaps of faith must be required and made. As psychologists, we have evidence that people don't change behaviour because they are rationally convinced; they change because it is more convenient, more acceptable, more safe and more expedient – because they believe it will be better for them, in their subjective and diverse meanings of 'better'. Where can we apply this to assist action in the interest of sustaining the planet on which we live?
O'Connor + Cooper Thomas ~ Trouble at mill - NZPsS 0708Frank O'Connor
This document provides guidance for psychologists working with organizations on relevant laws and ethical practices. It summarizes key legislation including the Health Practitioners Competency Assurance Act, Code of Ethics for Psychologists, Privacy Act, Official Information Act, and Health and Safety in Employment Act. The guidance cautions that while psychological methods may be used, a psychologist is always subject to legal and ethical standards. It advises considering multiple relationships and parties' differing views when providing services to an organization.
O'Connor ~ The value of being earnest Emotional intelligence in the boardro...Frank O'Connor
The document discusses how emotions play an important role in organizational performance and achieving results. It argues that managing emotions and understanding how they influence decisions, effort, and persistence can help organizations be more purposeful and effective. The document also examines how setting goals can align people's willingness and actions, and discusses using goals and their consequences as levers to influence emotional behaviors and ultimately achieve desired outcomes.
O'Connor Psychology and sustainability ~ NZPsS 2010Frank O'Connor
The document discusses how scientific evidence and beliefs can differ, and strategies for enacting change when this occurs. It notes that knowing what needs to be done does not guarantee success, and leadership through small, confident actions is important for change. It also outlines Kotter's four reasons for resistance to change, and six approaches for combating resistance, including education, participation, facilitation, negotiation, manipulation, and coercion.
Competency romance pt3 O'Connor + Markus ~ Making competencies work - NZPsS...Frank O'Connor
1. Many organizations have invested substantial time and money into competency frameworks but often fail to achieve organizational leverage from them due to weak connections between individual competencies and organizational goals.
2. For competencies to provide greater organizational effectiveness, the organization must ensure that (1) core competencies match employees' capabilities, (2) goals flow from the organization to individuals and back, (3) expected results are clearly specified and understood, and (4) participants and their contributions are consistently supported.
3. When these conditions are met, competency frameworks can be used to directly impact organizational achievement by developing capabilities in employees that are relevant to and necessary for organizational success.
Competency romance pt2 Markus + O'Connor ~ The reality of the competency ap...Frank O'Connor
The document summarizes common problems with competency models in practice, including lack of clear methodology in development and validation, issues with validity in measuring constructs, and limited empirical evidence that competency models achieve intended benefits like improved selection, development, performance management, and organizational effectiveness. While competency models aim to provide a common framework, in reality definitions are often vague and interpretations vary. Measurements also oversimplify performance. The document concludes competency models should focus more on relevance to core competencies and business outcomes, improve validity and reliability, and leverage technology for simpler implementation.
Competency romance pt1 Cooper-Thomas ~ The promise of the competency appro...Frank O'Connor
The document discusses the promise of the competency approach for improving performance. It outlines three origins of competencies - vocational/educational, behavioral, and strategic. Competencies are purported to improve recruitment, performance management, career development, and organizational strategy. However, competencies also carry risks such as issues validating competency criteria and reducing employee flexibility. While competencies are increasingly adopted in practice, more empirical research is still needed to determine if they truly fulfill their promise to improve organizational and individual performance.
O'Connor + Mark ~ Sustaining a supply of suitable service volunteers 0709.pptFrank O'Connor
The document discusses strategies for ensuring a sustainable talent base through global leadership and talent management. It focuses on analyzing the attributes of 21st century leaders, assessing employee capabilities, and ensuring talent management strategies encompass all employees. The challenges of recruiting and developing Generation Y for leadership are also addressed.
This document summarizes a presentation about supporting civic recovery efforts in Canterbury, New Zealand following the 2010 and 2011 earthquakes. It discusses the need for integrated decision making across organizations during the long recovery process. As time passes, strain can develop between organizations due to disruptions, delays, and losses of resources. Relationships, information sharing, attitudes and trust between organizations are assets that can break down without efforts to reduce friction. The presentation argues that supporting existing community leaders should be a priority, as effective leadership enables people to focus on tasks and maintain confidence during challenging times. It provides an example process for discussing stress management strategies with leaders.
O'Connor Psychology and sustainability ~ NZPsS 1007Frank O'Connor
The document discusses how scientific evidence and people's beliefs can differ on issues. It notes that major change challenges prevailing belief systems, including those underpinning science. While habits can change using emotional information and leaps of faith, engaging the non-committed in change can be predictable, intuitive and simple, though also inadequately informed. It also examines approaches to combat resistance to change, including education, participation, facilitation, negotiation and coercion if necessary.
Coaching efficacy: Do coaches deliver what they promise?
People who coach human performance in workplaces operate in a wide variety of ways, with relatively little evaluation reported. The perceptions of a sample of coaches and their clients are reported – before, during and after coaching. Examples are given of the concerns clients have on promises made and processes used. The concerns of inadequate processes of planning, evaluation and monitoring are explored. The apparent strength of these processes in psychological approaches to coaching is compared with benefits expected or achieved. The lack of clarity of roles, goals and ways of working reduces funder confidence and work opportunities. Making explicit agreements with clients about goals, standards expected and results achieved appear to encourage client and coach to more rapid achievement of goals—more and less effective examples of each are examined.
Paths to harmony: Working with conflict among groups
The benefits achieved through actual interventions are described from the viewpoints of those directly involved and of those sponsoring improvement. Conflicts having major emotional and commercial elements are considered, between two or more parties of disparate power. Issues addressed include goal and role confusion, responsibility overlaps or underlaps and process mismatches. Utility of some theories and approaches designed to assist understanding and intervention is noted: from participants’ perspectives, much theory seems unhelpful and the best approaches quickly change specific situations, issues or behaviours that exemplify the conflict. Their call for help seems better met by small changes now than by deeper analysis. Examples compare aspects of legalistic and other paths to improvement: one example reinstated harmonious working relationships in a health profession where the previous year had seen over $200,000 spent on lawyers without improvement. Some consequences of path choice, timing and extent of benefits are reported, as well as the impact of readiness, willingness and ability of participants: a brief intervention removed $100,000 in monthly cost in a three-party conflict around annual service contracts of $20M+, despite their failed earlier attempts to find an improvement path.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!