Business Agility requires a One Team mindset of co-creative efforts to achieve shared goals that span functions, teams, and divisions within the organization.
The customer survey shows that the team's high Net Promoter Score is driven by the people but that product quality, while important, is rated lower in satisfaction at 7.5. Improving product quality without increasing costs could significantly grow revenue by satisfying an area of high importance. The document identifies product quality as a key driver of additional purchasing that could be improved to further satisfy customers.
Key Process Management Business Framework Innovation ImprovementSlideTeam
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Key Process Management Business Framework Innovation Improvement and has templates with professional background images and relevant content. This deck consists of total of twelve slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/2ReiGRn
Operational margin reflects how effectively a business runs, with higher margins indicating a more scalable business that is more attractive to acquirers. Potential buyers will compare a business's operating margin to competitors, with lower margins signifying a business that is less scalable or requires more investment. The document recommends optimizing operational efficiency through investing in people, processes, and technology, then measuring the impact on key performance indicators like customer support calls and acquisition costs to increase margins and exit desirability.
The document discusses agile customer experience management. It notes the challenges of innovating quickly for customers while prioritizing customer initiatives. Agile customer experience management focuses on moving quickly through self-organizing teams, iterative delivery of value, and transparency. It provides a 5 step approach: 1) defining a vision through workshops, 2) designing experiences collaboratively, 3) planning delivery through iterations, 4) preparing stakeholders, and 5) implementing changes incrementally. This allows delivering improvements more quickly than traditional approaches, with faster feedback cycles to validate assumptions and improve the customer experience.
CEBOS.com | What is Business Excellence and how do you go about achieving it? We decided to conduct some informal research within our customer base and find out.
Implementing a Strategy that gets Results!JMH Consulting
Continuing Education departments face pressure to grow, increase profitability, and reach new markets. However, many departments are also challenged with clarifying how they want to develop as a department or school and what benchmarks to use in measuring progress. This workshop explores how to create an overall strategy and link it with measurable goals. This workshop also examines how to choose and track a handful of key information and data, also known as Key Performance Indicators, so that your decisions are based on knowledge and you can foresee problems, changes, and curves in the road.
The customer survey shows that the team's high Net Promoter Score is driven by the people but that product quality, while important, is rated lower in satisfaction at 7.5. Improving product quality without increasing costs could significantly grow revenue by satisfying an area of high importance. The document identifies product quality as a key driver of additional purchasing that could be improved to further satisfy customers.
Key Process Management Business Framework Innovation ImprovementSlideTeam
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Key Process Management Business Framework Innovation Improvement and has templates with professional background images and relevant content. This deck consists of total of twelve slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/2ReiGRn
Operational margin reflects how effectively a business runs, with higher margins indicating a more scalable business that is more attractive to acquirers. Potential buyers will compare a business's operating margin to competitors, with lower margins signifying a business that is less scalable or requires more investment. The document recommends optimizing operational efficiency through investing in people, processes, and technology, then measuring the impact on key performance indicators like customer support calls and acquisition costs to increase margins and exit desirability.
The document discusses agile customer experience management. It notes the challenges of innovating quickly for customers while prioritizing customer initiatives. Agile customer experience management focuses on moving quickly through self-organizing teams, iterative delivery of value, and transparency. It provides a 5 step approach: 1) defining a vision through workshops, 2) designing experiences collaboratively, 3) planning delivery through iterations, 4) preparing stakeholders, and 5) implementing changes incrementally. This allows delivering improvements more quickly than traditional approaches, with faster feedback cycles to validate assumptions and improve the customer experience.
CEBOS.com | What is Business Excellence and how do you go about achieving it? We decided to conduct some informal research within our customer base and find out.
Implementing a Strategy that gets Results!JMH Consulting
Continuing Education departments face pressure to grow, increase profitability, and reach new markets. However, many departments are also challenged with clarifying how they want to develop as a department or school and what benchmarks to use in measuring progress. This workshop explores how to create an overall strategy and link it with measurable goals. This workshop also examines how to choose and track a handful of key information and data, also known as Key Performance Indicators, so that your decisions are based on knowledge and you can foresee problems, changes, and curves in the road.
The document outlines a 3-step process to develop a target operating model for an organization:
1. Create a current operating model by evaluating the customer journey, value chain, organization skills, mindsets and behaviors, and key metrics to baseline current performance.
2. Use the current operating model and input from stakeholders to develop a target operating model that provides a blueprint for the future and prioritizes improvement activities.
3. Deliver targeted projects to move the organization toward the objectives laid out in the target operating model, aligning limited resources to drive effective and efficient change.
This document summarizes a presentation by Frank Coker on improving operational efficiency for IT solution providers. It discusses how margins have declined due to factors like commoditization and pricing pressures. It provides four steps to improve efficiency: 1) control controllable processes and metrics, 2) target principal margin leaks, 3) keep score on performance metrics, and 4) apply metrics to evaluate business functions. Maintaining operational efficiency is key to stabilizing margins and driving business growth. The presentation provides references for additional resources on financial management best practices.
This document discusses the benefits of working with a global business network. It offers localized presence and synchronized departments for efficient workflows. It prides itself on being a learning organization with quality and process control. The business network provides complex technology solutions customized for each client and a process to improve success rates. It has explored diverse markets, products, and geographies to partner for mutual growth across a global delivery network.
This document discusses business process management (BPM). It begins by explaining the need for strategy and defining what a business process is. It then covers the steps for business process improvement projects: mapping, analyzing, redesigning, acquiring resources, implementing, and reviewing processes. The importance of change management for sustainability is discussed. BPM is introduced as taking a more holistic approach than discrete improvement projects by ensuring success, sustainability, and a culture of process excellence. The role of a BPM office in organizations is described. Key takeaways emphasize the importance of strategy, change management, and viewing an organization through its processes.
Partnering for Competition: External PartnershipJeanie Arnoco
Partnering with external entities like suppliers, customers, and potential competitors can provide benefits for competition. Competition involves rivalry for market share by offering the best combination of price, quality, and service. External partners like suppliers and customers can influence a company's performance but are not under its direct control. Developing deep, mutually beneficial relationships with external partners over the long term through teamwork and sharing risks and rewards can provide commercial advantages. Partnering with suppliers can result in cost savings, value, and operating efficiencies. Partnering with customers involves developing confidence and credibility through a shared journey to create mutual opportunities and avoid risks. Companies like BMW and GE partner externally to harvest innovative ideas and enhance customer satisfaction.
Human: Thank you,
Business Process Management Assignment HelpMark Jack
Get business process management assignment help, Online business development assignment help and management assignment help from our experts. We assure you that you will get A++ assignment writing services from our side.
Whether you’ve been doing Customer Success for years or are just getting started, the best step you can take is to understand where you are on the maturity curve so that you can take steps to move forward to the next level.
Totango’s SVP of Customer Success Jim Coleman, presents a maturity model based on Totango’s experience helping hundreds of organizations design, implement, and optimize their Customer Success strategies. This maturity model lets companies figure out where they are with their current initiatives and what they need to do to maximize customer engagement and significantly increase retention.
A webinar conducted for NSW Business Chamber showing how Lean principles can, and should be adopted across all areas of business and in any industry sector.
Key Driver Analysis: A Crash Course in Customer Experience Reporting | SoGoSu...Sogolytics
Ready to improve customer experience -- but not sure where to start? Key Driver Analysis delivers instant insights by charting the correlation between CX metrics and key variables, identifying the greatest opportunities for improvement. Learn more, then check it out!
Christopher Manning has over 30 years of experience in operations management. He has a proven track record of increasing productivity by 98% through improvements in operations, quality, safety and administration. As Manager/Assistant Vice President at Financial Services Incorporated, he developed an envelope design that streamlined inventory and reduced quality issues. Currently seeking a leadership position to motivate teams to exceed goals and service level agreements.
The document discusses key factors that businesses use to compete in operations, including product design, cost, quality, and supply chain management. It explains that organizations can fail by neglecting operations strategy, overemphasizing product design over improvement, or failing to consider customer needs. The rest of the document defines organizational mission, goals, strategies, tactics, and operations, and how these relate to one another to achieve productivity improvements.
This document outlines an IT strategy focused on developing capabilities through incremental and continuous improvement to better serve customers. It involves analyzing strengths and weaknesses, setting targeted objectives, and aligning vision across levels of the organization through bidirectional collaboration between senior executives and business unit managers. Progress and success are captured early in the strategic process through regular monitoring of key performance indicators.
Quality improvement is important for business growth and success in global markets. It involves conforming to requirements, targeting failures, analyzing root causes, finding and testing solutions, and ensuring customer satisfaction. Problems can arise based on factors like the level of involvement, information, and practice of individuals dealing with the issues, and whether problems are at ground or management levels. To improve quality, a manager can gather ideas from different departments and evaluate individuals' knowledge and experience to select the best solution closest to delivering high quality.
LITE 2017 – Designing and Implementing a Communications Strategy [Gilles Bell]getadministrate
This document discusses designing and implementing an effective communication strategy for an organization. It emphasizes communicating internally to meet organizational objectives, encourage collaboration, and influence external communications. A communication strategy should analyze the current situation, tools used, and address any failings. It considers why internal communication is important, noting only 50% of employees feel performance is well-explained. Higher staff retention, productivity, and collaboration can result from clear vision and spread of skills. The document also provides examples of how one company communicates internally through various meetings and tools to align with their values and increase productivity. It stresses that internal communication affects external communication and customer satisfaction.
5 simple steps to keep your business agilekarishma shah
Productivity is vital for any business whether it is a startup or an established one. You need to be organized and efficient to keep the best control over top and bottom lines of the business. In the fiercely competitive business world today, you can’t afford to be a lazy duck. Smart entrepreneurs in Mumbai believe in agile and swift things that keep the business moving.
The document provides examples of objectives and key results (OKRs) for different roles within a customer success organization. It includes OKRs for roles like Head of Customer Success, Customer Success Lead, Customer Success Manager, and Customer Success Executive. The OKRs follow the five pillars of Goal Science - connected, supported, adaptable, progress-based, and aspirational. They also adhere to the format of stating the goal followed by "as measured by" and key results. The examples are meant to guide organizations in setting their own OKRs.
The document discusses key principles and practices of agile development methods. It notes that agile is a middle path that emphasizes just enough process, iterative incremental development, continuous reflection and improvement, empowered self-organizing teams, and empirical rather than predictive processes. Core agile practices discussed include frequent small releases, customer involvement, refactoring, test-driven development, automated testing, and adaptive planning methods. The document also examines how specific agile practices relate to and enable each other.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Seven ways business owners inspire agile teamsMaryann Snider
The document discusses how business owners can inspire agile teams during an agile transition. It provides examples of how business owners at one company held workshops to establish agreements with developers, committed to being responsive and providing feedback, and saw benefits like increased engagement and happier employees. Great business owners are described as flexible, willing to experiment, able to form trusting relationships, negotiate priorities, support team processes, model courage, provide helpful feedback, and know their business domain while trusting the team.
The document outlines a 3-step process to develop a target operating model for an organization:
1. Create a current operating model by evaluating the customer journey, value chain, organization skills, mindsets and behaviors, and key metrics to baseline current performance.
2. Use the current operating model and input from stakeholders to develop a target operating model that provides a blueprint for the future and prioritizes improvement activities.
3. Deliver targeted projects to move the organization toward the objectives laid out in the target operating model, aligning limited resources to drive effective and efficient change.
This document summarizes a presentation by Frank Coker on improving operational efficiency for IT solution providers. It discusses how margins have declined due to factors like commoditization and pricing pressures. It provides four steps to improve efficiency: 1) control controllable processes and metrics, 2) target principal margin leaks, 3) keep score on performance metrics, and 4) apply metrics to evaluate business functions. Maintaining operational efficiency is key to stabilizing margins and driving business growth. The presentation provides references for additional resources on financial management best practices.
This document discusses the benefits of working with a global business network. It offers localized presence and synchronized departments for efficient workflows. It prides itself on being a learning organization with quality and process control. The business network provides complex technology solutions customized for each client and a process to improve success rates. It has explored diverse markets, products, and geographies to partner for mutual growth across a global delivery network.
This document discusses business process management (BPM). It begins by explaining the need for strategy and defining what a business process is. It then covers the steps for business process improvement projects: mapping, analyzing, redesigning, acquiring resources, implementing, and reviewing processes. The importance of change management for sustainability is discussed. BPM is introduced as taking a more holistic approach than discrete improvement projects by ensuring success, sustainability, and a culture of process excellence. The role of a BPM office in organizations is described. Key takeaways emphasize the importance of strategy, change management, and viewing an organization through its processes.
Partnering for Competition: External PartnershipJeanie Arnoco
Partnering with external entities like suppliers, customers, and potential competitors can provide benefits for competition. Competition involves rivalry for market share by offering the best combination of price, quality, and service. External partners like suppliers and customers can influence a company's performance but are not under its direct control. Developing deep, mutually beneficial relationships with external partners over the long term through teamwork and sharing risks and rewards can provide commercial advantages. Partnering with suppliers can result in cost savings, value, and operating efficiencies. Partnering with customers involves developing confidence and credibility through a shared journey to create mutual opportunities and avoid risks. Companies like BMW and GE partner externally to harvest innovative ideas and enhance customer satisfaction.
Human: Thank you,
Business Process Management Assignment HelpMark Jack
Get business process management assignment help, Online business development assignment help and management assignment help from our experts. We assure you that you will get A++ assignment writing services from our side.
Whether you’ve been doing Customer Success for years or are just getting started, the best step you can take is to understand where you are on the maturity curve so that you can take steps to move forward to the next level.
Totango’s SVP of Customer Success Jim Coleman, presents a maturity model based on Totango’s experience helping hundreds of organizations design, implement, and optimize their Customer Success strategies. This maturity model lets companies figure out where they are with their current initiatives and what they need to do to maximize customer engagement and significantly increase retention.
A webinar conducted for NSW Business Chamber showing how Lean principles can, and should be adopted across all areas of business and in any industry sector.
Key Driver Analysis: A Crash Course in Customer Experience Reporting | SoGoSu...Sogolytics
Ready to improve customer experience -- but not sure where to start? Key Driver Analysis delivers instant insights by charting the correlation between CX metrics and key variables, identifying the greatest opportunities for improvement. Learn more, then check it out!
Christopher Manning has over 30 years of experience in operations management. He has a proven track record of increasing productivity by 98% through improvements in operations, quality, safety and administration. As Manager/Assistant Vice President at Financial Services Incorporated, he developed an envelope design that streamlined inventory and reduced quality issues. Currently seeking a leadership position to motivate teams to exceed goals and service level agreements.
The document discusses key factors that businesses use to compete in operations, including product design, cost, quality, and supply chain management. It explains that organizations can fail by neglecting operations strategy, overemphasizing product design over improvement, or failing to consider customer needs. The rest of the document defines organizational mission, goals, strategies, tactics, and operations, and how these relate to one another to achieve productivity improvements.
This document outlines an IT strategy focused on developing capabilities through incremental and continuous improvement to better serve customers. It involves analyzing strengths and weaknesses, setting targeted objectives, and aligning vision across levels of the organization through bidirectional collaboration between senior executives and business unit managers. Progress and success are captured early in the strategic process through regular monitoring of key performance indicators.
Quality improvement is important for business growth and success in global markets. It involves conforming to requirements, targeting failures, analyzing root causes, finding and testing solutions, and ensuring customer satisfaction. Problems can arise based on factors like the level of involvement, information, and practice of individuals dealing with the issues, and whether problems are at ground or management levels. To improve quality, a manager can gather ideas from different departments and evaluate individuals' knowledge and experience to select the best solution closest to delivering high quality.
LITE 2017 – Designing and Implementing a Communications Strategy [Gilles Bell]getadministrate
This document discusses designing and implementing an effective communication strategy for an organization. It emphasizes communicating internally to meet organizational objectives, encourage collaboration, and influence external communications. A communication strategy should analyze the current situation, tools used, and address any failings. It considers why internal communication is important, noting only 50% of employees feel performance is well-explained. Higher staff retention, productivity, and collaboration can result from clear vision and spread of skills. The document also provides examples of how one company communicates internally through various meetings and tools to align with their values and increase productivity. It stresses that internal communication affects external communication and customer satisfaction.
5 simple steps to keep your business agilekarishma shah
Productivity is vital for any business whether it is a startup or an established one. You need to be organized and efficient to keep the best control over top and bottom lines of the business. In the fiercely competitive business world today, you can’t afford to be a lazy duck. Smart entrepreneurs in Mumbai believe in agile and swift things that keep the business moving.
The document provides examples of objectives and key results (OKRs) for different roles within a customer success organization. It includes OKRs for roles like Head of Customer Success, Customer Success Lead, Customer Success Manager, and Customer Success Executive. The OKRs follow the five pillars of Goal Science - connected, supported, adaptable, progress-based, and aspirational. They also adhere to the format of stating the goal followed by "as measured by" and key results. The examples are meant to guide organizations in setting their own OKRs.
The document discusses key principles and practices of agile development methods. It notes that agile is a middle path that emphasizes just enough process, iterative incremental development, continuous reflection and improvement, empowered self-organizing teams, and empirical rather than predictive processes. Core agile practices discussed include frequent small releases, customer involvement, refactoring, test-driven development, automated testing, and adaptive planning methods. The document also examines how specific agile practices relate to and enable each other.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Seven ways business owners inspire agile teamsMaryann Snider
The document discusses how business owners can inspire agile teams during an agile transition. It provides examples of how business owners at one company held workshops to establish agreements with developers, committed to being responsive and providing feedback, and saw benefits like increased engagement and happier employees. Great business owners are described as flexible, willing to experiment, able to form trusting relationships, negotiate priorities, support team processes, model courage, provide helpful feedback, and know their business domain while trusting the team.
Path to Agility: Outcome-Driven Transformation at Lean-Agile-Digital Transfor...Agile Velocity
In this live, online session, David Hawks explored how change agents can help their organizations bypass 5 common transformation pitfalls and accelerate their momentum towards true organizational agility.
This document introduces innovation sprints and provides a readiness scorecard to assess an organization's preparedness. Innovation sprints apply design thinking techniques within an agile development process to increase both innovation and speed. The scorecard identifies areas to address before implementing innovation sprints and enables faster adoption of best practices. It accelerates introduction of innovation sprints and aligns executives by assessing categories like design thinking and agile expertise, change management maturity, customer understanding, and investment in implementation. An example shows a filled-out scorecard with means and variances for each category from a team's assessments.
Crossing the Chasm - From Agile to Business AgilityMaurizio Mancini
Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg
Atlassian Webinar presented on June 16th, 2020.
Learn about Business Agility and OpenX's journey towards Business Agility.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
Descaling Organizational Complexity to Expedite Product Delivery_newChandan Patary
The document discusses descaling organizational complexity to expedite product delivery. It identifies several challenges that complex organizations face, such as siloed departments, long delivery cycles, and lack of flexibility. The document proposes looking at current processes, communication flows, and timelines to identify areas of greatest pain or highest return. It advocates forming self-managed cross-functional teams organized around customer needs rather than departments. Metrics for measuring success include increased revenue from new products, profit from implemented ideas, and customer satisfaction.
Path to Leadership Agility - David Hawks, Dallas ALN | Agile VelocityAgile Velocity
The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention.
In this session at Dallas ALN, David discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
Agile is just a means to achieve a business outcome.. How large enterprise need to achieve real business agility.. connecting engineering outcome to business outcome
This is a webinar presented by Ahmed Avais at the Agile Dialogue Mississauga. Here is a link to the recording- https://youtu.be/tT5PIB9ePU4
Framework or no framework? Focus on delivery or focus on learning? Go fast or go further? These and many more trade-offs are dependent on the team needs at a given moment. How do you know where to shift our focus? We know every team is unique, so how do you appreciate that uniqueness and find practices that are fit for purpose?
We operate in a world of exponentially increasing market disruption. It is more important than ever for organizations to achieve organizational agility, which is why many companies are embarking on Agile Transformations. However, few of them are realizing the full agile results promised--and needed.
In fact, over 50% of all Agile transformations fail.
In this webinar, David explored how leaders can guide their organizations past common barriers to transformation and accelerate momentum towards true organizational agility using a proven transformation framework, the Path to Agility®.
Key takeaways include:
- 4 impediments slowing down the transformation or preventing significant gains from Agile
- How an organization develops new capabilities by implementing Agile practices
- How those capabilities result in agile outcomes and better agility for an organization
- The ability to assess your current state of agility and where to focus efforts in the near term
An agile organization embraces agile values and mindsets throughout all ranks and teams. It constantly adapts its ways of working based on employee feedback and values responding to change over following a plan. The key features of an agile mindset are personal responsibility, open communication, appreciation for all, and being results and customer-oriented with flexibility. One way to develop a successful agile organization is through tools that support changes in processes like agile performance management and feedback sharing within self-managed teams.
This document discusses strategic leadership and the strategy making process. It explains that strategic leadership involves managing strategy formulation, implementation, and competitive advantage. The strategy making process has 5 steps: setting vision/mission/goals, external analysis, internal analysis, strategy selection, and implementation. External analysis identifies opportunities and threats in the company's industry and environment. Internal analysis identifies strengths and weaknesses. Strategy selection aligns strategies to leverage strengths and address weaknesses given external factors. Implementation puts strategies into action. The goal is a viable business model and sustainable competitive advantage through superior performance.
Operations strategy is how a firm uses its operational capabilities to compete. It supports the business strategy and links long-term and short-term operations decisions. Developing an operations strategy involves determining how the firm will compete based on factors like price, quality, time, and flexibility. Measuring productivity using various metrics helps firms understand how efficiently they convert inputs into outputs and identify areas for improvement.
In this session we look at some of the ways in which sustainable operations improvement can be embedded in a production environment. We'll talk about some of the common pitfalls that cause programs to falter, and explore a simple model for structuring successful sustained improvement.
At the completion of both sessions you will understand a simple tool for assessing the quality and effectiveness of your processes, and be ready to apply it next week.
Understand the key components to sustainability
Create a set of processes for linking vision to daily life
Understand how to apply the tool in your site, next week
Achieving Business Agility: Change Starts HereJoshua A. Jack
Oftentimes organizations fall into the trap of thinking that change, such as agility, must start in specific areas. But not all agile adoptions/transformations have to start in IT. In this seminar, we will discuss agile adoption/transformation and its starting points in three different areas inside the organization:
Product Portfolio – how we identify what work needs to happen and when
Product Ideation – how agility can and should change the way we look at new products and their requirements
HR – how we start to level up our current and future team members to be able to handle agility
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
Michael S. McCalla presents an outcome measurement model for assessing agile adoption. The model focuses on measuring strategic objectives and tactical goals at the enterprise, unit, program, team and individual levels. Self-assessments are an important part of the model to gather feedback on agile practices and identify areas for improvement. The desired outcome of agile adoption should be clear and measurable. Both leading and lagging metrics should be tracked to evaluate progress towards outcomes. The model is demonstrated through a case study of a financial services company aiming to improve customer satisfaction through agile.
KISS is a leading software development company in Sri Lanka. The document analyzes KISS's strategic plan and proposes enhancements. It finds KISS's vision, mission, and objectives to be too broad and not quantifiable. It suggests making them more specific and focused on cloud computing. A SWOT analysis identifies opportunities in cloud/IoT but weaknesses in marketing. The author proposes a differentiation strategy for KISS to focus on niche markets like embedded systems and cloud solutions, to gain competitive advantages through their engineering expertise.
Similar to One team a domain of business agility (20)
Comparing Evolved Extractive Text Summary Scores of Bidirectional Encoder Rep...University of Maribor
Slides from:
11th International Conference on Electrical, Electronics and Computer Engineering (IcETRAN), Niš, 3-6 June 2024
Track: Artificial Intelligence
https://www.etran.rs/2024/en/home-english/
hematic appreciation test is a psychological assessment tool used to measure an individual's appreciation and understanding of specific themes or topics. This test helps to evaluate an individual's ability to connect different ideas and concepts within a given theme, as well as their overall comprehension and interpretation skills. The results of the test can provide valuable insights into an individual's cognitive abilities, creativity, and critical thinking skills
EWOCS-I: The catalog of X-ray sources in Westerlund 1 from the Extended Weste...Sérgio Sacani
Context. With a mass exceeding several 104 M⊙ and a rich and dense population of massive stars, supermassive young star clusters
represent the most massive star-forming environment that is dominated by the feedback from massive stars and gravitational interactions
among stars.
Aims. In this paper we present the Extended Westerlund 1 and 2 Open Clusters Survey (EWOCS) project, which aims to investigate
the influence of the starburst environment on the formation of stars and planets, and on the evolution of both low and high mass stars.
The primary targets of this project are Westerlund 1 and 2, the closest supermassive star clusters to the Sun.
Methods. The project is based primarily on recent observations conducted with the Chandra and JWST observatories. Specifically,
the Chandra survey of Westerlund 1 consists of 36 new ACIS-I observations, nearly co-pointed, for a total exposure time of 1 Msec.
Additionally, we included 8 archival Chandra/ACIS-S observations. This paper presents the resulting catalog of X-ray sources within
and around Westerlund 1. Sources were detected by combining various existing methods, and photon extraction and source validation
were carried out using the ACIS-Extract software.
Results. The EWOCS X-ray catalog comprises 5963 validated sources out of the 9420 initially provided to ACIS-Extract, reaching a
photon flux threshold of approximately 2 × 10−8 photons cm−2
s
−1
. The X-ray sources exhibit a highly concentrated spatial distribution,
with 1075 sources located within the central 1 arcmin. We have successfully detected X-ray emissions from 126 out of the 166 known
massive stars of the cluster, and we have collected over 71 000 photons from the magnetar CXO J164710.20-455217.
The ability to recreate computational results with minimal effort and actionable metrics provides a solid foundation for scientific research and software development. When people can replicate an analysis at the touch of a button using open-source software, open data, and methods to assess and compare proposals, it significantly eases verification of results, engagement with a diverse range of contributors, and progress. However, we have yet to fully achieve this; there are still many sociotechnical frictions.
Inspired by David Donoho's vision, this talk aims to revisit the three crucial pillars of frictionless reproducibility (data sharing, code sharing, and competitive challenges) with the perspective of deep software variability.
Our observation is that multiple layers — hardware, operating systems, third-party libraries, software versions, input data, compile-time options, and parameters — are subject to variability that exacerbates frictions but is also essential for achieving robust, generalizable results and fostering innovation. I will first review the literature, providing evidence of how the complex variability interactions across these layers affect qualitative and quantitative software properties, thereby complicating the reproduction and replication of scientific studies in various fields.
I will then present some software engineering and AI techniques that can support the strategic exploration of variability spaces. These include the use of abstractions and models (e.g., feature models), sampling strategies (e.g., uniform, random), cost-effective measurements (e.g., incremental build of software configurations), and dimensionality reduction methods (e.g., transfer learning, feature selection, software debloating).
I will finally argue that deep variability is both the problem and solution of frictionless reproducibility, calling the software science community to develop new methods and tools to manage variability and foster reproducibility in software systems.
Exposé invité Journées Nationales du GDR GPL 2024
Travis Hills' Endeavors in Minnesota: Fostering Environmental and Economic Pr...Travis Hills MN
Travis Hills of Minnesota developed a method to convert waste into high-value dry fertilizer, significantly enriching soil quality. By providing farmers with a valuable resource derived from waste, Travis Hills helps enhance farm profitability while promoting environmental stewardship. Travis Hills' sustainable practices lead to cost savings and increased revenue for farmers by improving resource efficiency and reducing waste.
The use of Nauplii and metanauplii artemia in aquaculture (brine shrimp).pptxMAGOTI ERNEST
Although Artemia has been known to man for centuries, its use as a food for the culture of larval organisms apparently began only in the 1930s, when several investigators found that it made an excellent food for newly hatched fish larvae (Litvinenko et al., 2023). As aquaculture developed in the 1960s and ‘70s, the use of Artemia also became more widespread, due both to its convenience and to its nutritional value for larval organisms (Arenas-Pardo et al., 2024). The fact that Artemia dormant cysts can be stored for long periods in cans, and then used as an off-the-shelf food requiring only 24 h of incubation makes them the most convenient, least labor-intensive, live food available for aquaculture (Sorgeloos & Roubach, 2021). The nutritional value of Artemia, especially for marine organisms, is not constant, but varies both geographically and temporally. During the last decade, however, both the causes of Artemia nutritional variability and methods to improve poorquality Artemia have been identified (Loufi et al., 2024).
Brine shrimp (Artemia spp.) are used in marine aquaculture worldwide. Annually, more than 2,000 metric tons of dry cysts are used for cultivation of fish, crustacean, and shellfish larva. Brine shrimp are important to aquaculture because newly hatched brine shrimp nauplii (larvae) provide a food source for many fish fry (Mozanzadeh et al., 2021). Culture and harvesting of brine shrimp eggs represents another aspect of the aquaculture industry. Nauplii and metanauplii of Artemia, commonly known as brine shrimp, play a crucial role in aquaculture due to their nutritional value and suitability as live feed for many aquatic species, particularly in larval stages (Sorgeloos & Roubach, 2021).
The binding of cosmological structures by massless topological defectsSérgio Sacani
Assuming spherical symmetry and weak field, it is shown that if one solves the Poisson equation or the Einstein field
equations sourced by a topological defect, i.e. a singularity of a very specific form, the result is a localized gravitational
field capable of driving flat rotation (i.e. Keplerian circular orbits at a constant speed for all radii) of test masses on a thin
spherical shell without any underlying mass. Moreover, a large-scale structure which exploits this solution by assembling
concentrically a number of such topological defects can establish a flat stellar or galactic rotation curve, and can also deflect
light in the same manner as an equipotential (isothermal) sphere. Thus, the need for dark matter or modified gravity theory is
mitigated, at least in part.
Deep Behavioral Phenotyping in Systems Neuroscience for Functional Atlasing a...Ana Luísa Pinho
Functional Magnetic Resonance Imaging (fMRI) provides means to characterize brain activations in response to behavior. However, cognitive neuroscience has been limited to group-level effects referring to the performance of specific tasks. To obtain the functional profile of elementary cognitive mechanisms, the combination of brain responses to many tasks is required. Yet, to date, both structural atlases and parcellation-based activations do not fully account for cognitive function and still present several limitations. Further, they do not adapt overall to individual characteristics. In this talk, I will give an account of deep-behavioral phenotyping strategies, namely data-driven methods in large task-fMRI datasets, to optimize functional brain-data collection and improve inference of effects-of-interest related to mental processes. Key to this approach is the employment of fast multi-functional paradigms rich on features that can be well parametrized and, consequently, facilitate the creation of psycho-physiological constructs to be modelled with imaging data. Particular emphasis will be given to music stimuli when studying high-order cognitive mechanisms, due to their ecological nature and quality to enable complex behavior compounded by discrete entities. I will also discuss how deep-behavioral phenotyping and individualized models applied to neuroimaging data can better account for the subject-specific organization of domain-general cognitive systems in the human brain. Finally, the accumulation of functional brain signatures brings the possibility to clarify relationships among tasks and create a univocal link between brain systems and mental functions through: (1) the development of ontologies proposing an organization of cognitive processes; and (2) brain-network taxonomies describing functional specialization. To this end, tools to improve commensurability in cognitive science are necessary, such as public repositories, ontology-based platforms and automated meta-analysis tools. I will thus discuss some brain-atlasing resources currently under development, and their applicability in cognitive as well as clinical neuroscience.
3. Business Agility
Business Agility is a set of organizational capabilities, behaviors, and ways of working
that affords your business the freedom, flexibility, and resilience to achieve its
purpose. No matter what the future brings.
4. Business Agility…
The ability of an organization to:
• Adapt quickly to the market changes
• Respond customer’s demand *promptly*
• Lead changes efficiently and effectively (Cost effective solution, without loosing
quality)
• Be disruptive
5. Why Business Agility?
Because:
• One can not always predict the future of business
• Ever changing customer’s expectations
• Technology is changing faster
• Competition is always tough
7. One Team
Business Agility requires a One Team mindset of co-creative efforts to achieve
shared goals that span functions, teams, and divisions within the organization.
• High level of collaboration
• Continuous improvement
• Transparency
• Accountability
• Empowered
• …..
8. But How?
Business Agility requires a One Team mindset of co-creative efforts to achieve
shared goals that span functions, teams, and divisions within the organization.
• Communicate the vision and purpose
• Team Charter
• Gain Buy-in
9. Measuring the maturity
01
02
03
04
The organization operates with a culture of transparency
for all non-confidential information. This includes
decisions, decision rationale, business strategy, business
metrics, work status, and (with employee agreement)
salary information.
We have systems to promote transparency and information
sharing across all levels of our organization. People have the ability
to pull any relevant information they need to make decisions or
deliver value.
All individuals have access to key information & strategic
decisions so that they can make appropriate decisions.
Relevant information is available to anyone who requires it, yet
the process to gain access is cumbersome and bureaucratic.
Crawl
Walk
Run
Fly
Business agility is about thriving
It’s about taking the disruptive market and being disruptive
It’s about being at the forefront
It’s about taking the uncertainty and using it for your competitive advantage and your customer’s benefit.
Customer centric.
Business agility is concerned with the adoption and evolution of values, behaviours and capabilities. These enable businesses and individuals to be more adaptive, creative and resilient when dealing with complexity, uncertainty and change leading to improved well-being and better outcomes.
An agile business can respond quickly and effectively to opportunities and threats found in its internal and external environments (be they commercial, legal, technological, social, moral or political).
Businesses that embrace agile are able to adapt faster; delivering little and often, testing the environment and remaining customer focused.
Uncertainty can be handled more efficiently
Empowered – decision making
Communicate the vision: What value the business will deliver to the community, employee’s place in their society, employees should be able to proud of what they are doing.
Team Charter – Set the team direction, purpose, commitment, scope, members, outcome, supporting resources, reporting plan, deliverables.
Buy In: acceptance of and willingness to actively support and participate in something (such as a proposed new plan or policy
Keep teams small, eliminate politics, build a culture of “disagree but commit”, and develop a sense of accountability.