Three key points from the document:
1) Self-direction requires more than just autonomy and trust - it requires a work environment that enables employees to improve, a data-driven culture, operational self-direction, and management that fosters self-direction.
2) Building a self-directed organization is challenging but has significant benefits like increased engagement and adaptability if successful. It requires a long term view due to initial performance risks.
3) In an increasingly changing environment, a flexible constellation of talented humans is better suited than static organizational structures. Efforts should optimize human capital yield by reflecting value creation opportunities.
The document discusses achieving digital excellence in marketing. It provides information on Econsultancy, a company that offers training, research, and consultancy services to help organizations improve their digital marketing capabilities and competencies. The document outlines an eight step approach to achieving digital excellence, which includes understanding current capabilities, defining excellence, competency mapping, addressing skills and other factors, ensuring support roles have skills, senior management understanding, integrating digital into all business areas, and facilitating change.
Why Should You Be Thinking About DesignOps?Eficode
This document summarizes key points from a presentation on DesignOps. It discusses how DesignOps can help unify tools, improve collaboration and communication, and enable design teams to scale more efficiently. Some key stats highlighted include the growing ratio of designers to developers at companies, and the annual costs of disorganization for design teams as they grow. DesignOps is presented as a way to modernize design workflows by making them more centralized, collaborative, transparent and simple.
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
The agile enterprise - Digital Transformation as a practical applicationdie.agilen GmbH
The buzzword "digital transformation" is all the rage and will trigger the largest industrial revolution since more than a century for sure. But what does this mean in concrete terms? How will the change look like that companies have to fulfill? We will not only have a look at the 10 dimensions of the "Digital Maturity Level Model", which indicates how mature a company is in terms of the „digital age“ but on concrete practical oriented methods and processes of the digital transformation like Scrum, Kanban, Design Thinking, Lean Startup, LEGO SERIOUS PLAY, OKR and many more as well. At the end of the transformation there is a new, converted corporate form - the agile enterprise.
Vortrag von Raj Venkatesan und Kim Whitler an der HWZ-Darden Konferenz vom 8. Juni 2017 an der HWZ Hochschule für Wirtschaft Zürich.
https://fh-hwz.ch/conference
Social Business Centers Of Excellence: FoundationsLeader Networks
The document discusses how organizations are establishing Social Business Centers of Excellence (COEs) to better coordinate their social media strategies and initiatives across business units. It provides examples of how COEs at large companies like Shell function. COEs establish shared goals and standards to avoid duplicated efforts. They also develop tools and best practices that can be used across business units while allowing for customization. Establishing COEs helps companies leverage social media at scale through a unified vision and collaborative approach rather than competing initiatives within silos.
This document provides a summary of presentations from a conference on information management. It includes 20 brief presentations on various topics such as collaboration strategies, challenges of implementing automated retention, generational differences in technology adoption, and lessons learned from digital transformation projects. The document closes by thanking attendees and saying see you in Orlando in 2017, suggesting it is a summary of a past conference.
The document discusses achieving digital excellence in marketing. It provides information on Econsultancy, a company that offers training, research, and consultancy services to help organizations improve their digital marketing capabilities and competencies. The document outlines an eight step approach to achieving digital excellence, which includes understanding current capabilities, defining excellence, competency mapping, addressing skills and other factors, ensuring support roles have skills, senior management understanding, integrating digital into all business areas, and facilitating change.
Why Should You Be Thinking About DesignOps?Eficode
This document summarizes key points from a presentation on DesignOps. It discusses how DesignOps can help unify tools, improve collaboration and communication, and enable design teams to scale more efficiently. Some key stats highlighted include the growing ratio of designers to developers at companies, and the annual costs of disorganization for design teams as they grow. DesignOps is presented as a way to modernize design workflows by making them more centralized, collaborative, transparent and simple.
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
The agile enterprise - Digital Transformation as a practical applicationdie.agilen GmbH
The buzzword "digital transformation" is all the rage and will trigger the largest industrial revolution since more than a century for sure. But what does this mean in concrete terms? How will the change look like that companies have to fulfill? We will not only have a look at the 10 dimensions of the "Digital Maturity Level Model", which indicates how mature a company is in terms of the „digital age“ but on concrete practical oriented methods and processes of the digital transformation like Scrum, Kanban, Design Thinking, Lean Startup, LEGO SERIOUS PLAY, OKR and many more as well. At the end of the transformation there is a new, converted corporate form - the agile enterprise.
Vortrag von Raj Venkatesan und Kim Whitler an der HWZ-Darden Konferenz vom 8. Juni 2017 an der HWZ Hochschule für Wirtschaft Zürich.
https://fh-hwz.ch/conference
Social Business Centers Of Excellence: FoundationsLeader Networks
The document discusses how organizations are establishing Social Business Centers of Excellence (COEs) to better coordinate their social media strategies and initiatives across business units. It provides examples of how COEs at large companies like Shell function. COEs establish shared goals and standards to avoid duplicated efforts. They also develop tools and best practices that can be used across business units while allowing for customization. Establishing COEs helps companies leverage social media at scale through a unified vision and collaborative approach rather than competing initiatives within silos.
This document provides a summary of presentations from a conference on information management. It includes 20 brief presentations on various topics such as collaboration strategies, challenges of implementing automated retention, generational differences in technology adoption, and lessons learned from digital transformation projects. The document closes by thanking attendees and saying see you in Orlando in 2017, suggesting it is a summary of a past conference.
Tidying up with Marie Kondo is a phenomenon that has taken the world by storm. Marie Kondo has developed a simple method to help declutter and organise your home. Inspired by this KonMari Method of tidying up, we will explore how to apply similar steps in experience design.
Design systems are the key to keeping digital properties organised so that changes and updates can be made seamlessly. When a design system is set up properly, creating new features and templates can happen fairly quickly. This allows us, as designers, to focus on solving user needs and creating an overall better user experience instead of spending our time on mundane tasks of re-creating patterns and modules.
This document discusses how IT leaders can transform themselves and their organizations to remain relevant in the digital business environment. It recommends that IT leaders (1) become strategic, customer-centric and masters of digital business, (2) make their IT organizations more agile and responsive through changes to structure and processes, and (3) guide business peers in developing digital literacy and governance. The document provides specific actions IT leaders can take in each of these areas, such as developing new skills, restructuring teams, and establishing a digital vision, to transition themselves and their organizations to a "future-state" focused on the digital business.
- Customer support organizations face many challenges in consistently providing excellent customer care, such as balancing urgent and important tasks, employee retention, and outdated metrics [Paragraph 1]
- It is difficult to provide a seamless customer experience across different touchpoints like websites, assisted support, and self-service [Paragraph 3]
- The presentation discusses a proven methodology called Knowledge Centered Service (KCS) that focuses on solving issues quickly through reusing and improving knowledge, empowering experts, and driving better metrics like faster resolution times [Paragraphs 8-19]
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
In this presentation Senior consultant Geir Stene discuss how to integrate digital collaboration in organizations. What differentiate traditional collaboration tools and these ideas is that it's now possible to use the internet and social media integrated in a whole new set of ways, and enhance many forms of collaborative work in a scale that up till now hasn’t been possible.
Did you know that your employees are likely spending 28 hours every week just trying to get work done? For a company with 5,000 knowledge workers at $30 an hour, that’s over $4 million in payroll alone.
In this presentation, you’ll discover exactly what a social intranet is and how it should be used to eliminate this problem—for real business value. (Hint: If your company has a social intranet already, it’s probably not being used to drive business value.)
Jive is the world’s #1 Social Business Platform. http://bit.ly/1aTo6Vq
Your success with 0365 and SharePoint 2016 is not assured: A successful Digital Workplace transformation goes way beyond getting the software installed and configured successfully. Fortunately your chances have greatly improved recently with the advances made by Microsoft. By integrating new capabilities and social tools into everyday work processes we are able to reimagine how work gets done and have measureable impact to the bottom line.
In this session we will discuss the importance of creating a Digital Workplace Transformation Strategy to ensure a successful Digital Workplace Transformation. In this highly interactive session, we’ll share key aspects of a Digital Workplace Strategy and discuss how to engage business stakeholders, drive user adoption, and realize a true return on your organization’s investment in SharePoint and 0365.
Highlights include:
•Defining your Vision
•Determining the potential Business Impact
This document discusses adopting a user-centered approach to developing digital workspaces for collaboration and productivity. It outlines collecting user information through workshops and surveys, analyzing needs to define requirements, and designing and delivering a solution based on those requirements. The goal is to understand user workflows and needs in order to build a digital workspace that reflects the organization's identity and is optimized for the business and easy for users.
How to Modernize Your Data Strategy to Fuel Digital TransformationBrainSell Technologies
Learn how setting up a solid data foundation will position your company for predictable growth and scale by leveraging all the insights at your disposal.
The document discusses how social business adoption can help organizations address common issues through collaborative patterns. It provides examples of customers who saw measurable benefits from taking a social business approach, such as a 30% increase in speed of access to experts. The document advocates establishing business goals and priorities, then mapping them to potential ROI through social business patterns. It also discusses vision setting and adoption planning workshops to develop business cases and project plans for social business.
Creating a Practical and Consumable SharePoint Governance PlanSusan Hanley
The document is a presentation about creating an effective and practical governance plan for SharePoint. It discusses that governance plans should be aligned with business goals and existing policies. It also emphasizes engaging stakeholders, having the right conversations to answer key questions, and defining clear roles and responsibilities. Finally, it recommends that the governance plan and guidance be made consumable to users through things like quick guides, training, and small, just-in-time content chunks integrated into sites.
Companies of all sizes are struggling to manage the massive amounts of data related to human resource management. This program will examine the various solutions technology offers to deal with this challenge, and provide examples to increase department efficiency while adding strategic value to the business. The following objectives will be covered during this presentation:
- Learn about the current and future trends in HR technology, including Employee Self Service, Business Intelligence, and Social Media.
- Discover how to harness technology to make strategic business decisions
- Learn how to turn data into knowledge through Key Performance Indicators, Dashboards, and other metrics.
- Learn how to develop a solid business case for HR technology.
In this presentation Jive's Chief Strategy Officer, Chris Morace, discussed how Jive customers are driving real top-line revenue growth and bottom-line cost savings via Jive's collaboration platform.
We are helping our customers:
- Increase workforce productivity by 15%
- Reduce turnover by 24% and improve employee satisfaction
- Increase revenues 2-4%
Learn more about Jive Software: www.jivesoftware.com
Organizations with a digital workplace strategy in place are seeing vast
improvements in: employee productivity (78%), increased revenue (70%) and
new approaches to drive innovation (78%). Find out how to speed up business
cycles and increase productivity to drive competitive advantage. Join this
interactive workshop to find out what it takes to make the leap into the
future of Collaboration and understand key trends and capabilities affecting
the future of how work gets done.
In our sixth annual Technology Trends report, we outline eight trends that could potentially disrupt the way businesses engage their customers, how work gets done, and how markets and industries evolve.
Stay ahead of the technology curve with Deloitte's Tech Trends reports: http://deloi.tt/2wfFfFB
The document discusses an Agile approach to knowledge management (KMAgile) that focuses on rapidly implementing pilot projects to deliver quick business value. It involves assessing knowledge and business requirements, conducting sprints to apply knowledge management practices and measure impacts, and using lessons learned to continuously refine the KM strategy over 12 weeks. The goal is to satisfy clients through early results, welcome changing needs, and build the KM framework through collaboration with key stakeholders and work teams.
Architecture Of Participation - Enterprise2.0 adoption outlinesIsrael Blechman
The adoption of E2.0 tools and methods necessitates a new framework of thinking about work and productivity. The presentation illustrates the concepts of E2.0 and the conditions to a successful adoption process.
The presentation was created for a lecture I held at Microsoft Israel's Masters of Knowledge conference, May 2009.
This document discusses elements that are important for an effective SharePoint governance and user adoption strategy. It emphasizes that governance includes establishing a vision and philosophy, communication, training users, and supporting users. It also stresses that without governance, a SharePoint implementation can become disorganized and its capabilities reduced. Effective adoption strategies include developing communication, training, content migration, user support, and incentive plans to help users understand SharePoint and incorporate it into their workflows. Governance and adoption require balancing controls with flexibility, and guiding without restricting users.
This document provides an overview of the Lean Startup methodology. It discusses key concepts like Minimum Viable Product (MVP), the Build-Measure-Learn loop, and Customer Development. Examples are given of startups like Dropbox and Peernuts that used Lean Startup principles to test ideas quickly and iteratively before building full products. The document warns against common startup failures like building too many features without customer feedback. It advocates starting simply to test assumptions and get feedback early in the development process.
Gear Up features practical framework and toolkit from the new book "Gear Up: Your Best Idea Ever!". It explores a system for creating new market and disrupting existing market with 9 Gears that are vital to any business. Written by Tom Kosnik, Lena Ramfelt and Jonas Kjellberg.
Tidying up with Marie Kondo is a phenomenon that has taken the world by storm. Marie Kondo has developed a simple method to help declutter and organise your home. Inspired by this KonMari Method of tidying up, we will explore how to apply similar steps in experience design.
Design systems are the key to keeping digital properties organised so that changes and updates can be made seamlessly. When a design system is set up properly, creating new features and templates can happen fairly quickly. This allows us, as designers, to focus on solving user needs and creating an overall better user experience instead of spending our time on mundane tasks of re-creating patterns and modules.
This document discusses how IT leaders can transform themselves and their organizations to remain relevant in the digital business environment. It recommends that IT leaders (1) become strategic, customer-centric and masters of digital business, (2) make their IT organizations more agile and responsive through changes to structure and processes, and (3) guide business peers in developing digital literacy and governance. The document provides specific actions IT leaders can take in each of these areas, such as developing new skills, restructuring teams, and establishing a digital vision, to transition themselves and their organizations to a "future-state" focused on the digital business.
- Customer support organizations face many challenges in consistently providing excellent customer care, such as balancing urgent and important tasks, employee retention, and outdated metrics [Paragraph 1]
- It is difficult to provide a seamless customer experience across different touchpoints like websites, assisted support, and self-service [Paragraph 3]
- The presentation discusses a proven methodology called Knowledge Centered Service (KCS) that focuses on solving issues quickly through reusing and improving knowledge, empowering experts, and driving better metrics like faster resolution times [Paragraphs 8-19]
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
In this presentation Senior consultant Geir Stene discuss how to integrate digital collaboration in organizations. What differentiate traditional collaboration tools and these ideas is that it's now possible to use the internet and social media integrated in a whole new set of ways, and enhance many forms of collaborative work in a scale that up till now hasn’t been possible.
Did you know that your employees are likely spending 28 hours every week just trying to get work done? For a company with 5,000 knowledge workers at $30 an hour, that’s over $4 million in payroll alone.
In this presentation, you’ll discover exactly what a social intranet is and how it should be used to eliminate this problem—for real business value. (Hint: If your company has a social intranet already, it’s probably not being used to drive business value.)
Jive is the world’s #1 Social Business Platform. http://bit.ly/1aTo6Vq
Your success with 0365 and SharePoint 2016 is not assured: A successful Digital Workplace transformation goes way beyond getting the software installed and configured successfully. Fortunately your chances have greatly improved recently with the advances made by Microsoft. By integrating new capabilities and social tools into everyday work processes we are able to reimagine how work gets done and have measureable impact to the bottom line.
In this session we will discuss the importance of creating a Digital Workplace Transformation Strategy to ensure a successful Digital Workplace Transformation. In this highly interactive session, we’ll share key aspects of a Digital Workplace Strategy and discuss how to engage business stakeholders, drive user adoption, and realize a true return on your organization’s investment in SharePoint and 0365.
Highlights include:
•Defining your Vision
•Determining the potential Business Impact
This document discusses adopting a user-centered approach to developing digital workspaces for collaboration and productivity. It outlines collecting user information through workshops and surveys, analyzing needs to define requirements, and designing and delivering a solution based on those requirements. The goal is to understand user workflows and needs in order to build a digital workspace that reflects the organization's identity and is optimized for the business and easy for users.
How to Modernize Your Data Strategy to Fuel Digital TransformationBrainSell Technologies
Learn how setting up a solid data foundation will position your company for predictable growth and scale by leveraging all the insights at your disposal.
The document discusses how social business adoption can help organizations address common issues through collaborative patterns. It provides examples of customers who saw measurable benefits from taking a social business approach, such as a 30% increase in speed of access to experts. The document advocates establishing business goals and priorities, then mapping them to potential ROI through social business patterns. It also discusses vision setting and adoption planning workshops to develop business cases and project plans for social business.
Creating a Practical and Consumable SharePoint Governance PlanSusan Hanley
The document is a presentation about creating an effective and practical governance plan for SharePoint. It discusses that governance plans should be aligned with business goals and existing policies. It also emphasizes engaging stakeholders, having the right conversations to answer key questions, and defining clear roles and responsibilities. Finally, it recommends that the governance plan and guidance be made consumable to users through things like quick guides, training, and small, just-in-time content chunks integrated into sites.
Companies of all sizes are struggling to manage the massive amounts of data related to human resource management. This program will examine the various solutions technology offers to deal with this challenge, and provide examples to increase department efficiency while adding strategic value to the business. The following objectives will be covered during this presentation:
- Learn about the current and future trends in HR technology, including Employee Self Service, Business Intelligence, and Social Media.
- Discover how to harness technology to make strategic business decisions
- Learn how to turn data into knowledge through Key Performance Indicators, Dashboards, and other metrics.
- Learn how to develop a solid business case for HR technology.
In this presentation Jive's Chief Strategy Officer, Chris Morace, discussed how Jive customers are driving real top-line revenue growth and bottom-line cost savings via Jive's collaboration platform.
We are helping our customers:
- Increase workforce productivity by 15%
- Reduce turnover by 24% and improve employee satisfaction
- Increase revenues 2-4%
Learn more about Jive Software: www.jivesoftware.com
Organizations with a digital workplace strategy in place are seeing vast
improvements in: employee productivity (78%), increased revenue (70%) and
new approaches to drive innovation (78%). Find out how to speed up business
cycles and increase productivity to drive competitive advantage. Join this
interactive workshop to find out what it takes to make the leap into the
future of Collaboration and understand key trends and capabilities affecting
the future of how work gets done.
In our sixth annual Technology Trends report, we outline eight trends that could potentially disrupt the way businesses engage their customers, how work gets done, and how markets and industries evolve.
Stay ahead of the technology curve with Deloitte's Tech Trends reports: http://deloi.tt/2wfFfFB
The document discusses an Agile approach to knowledge management (KMAgile) that focuses on rapidly implementing pilot projects to deliver quick business value. It involves assessing knowledge and business requirements, conducting sprints to apply knowledge management practices and measure impacts, and using lessons learned to continuously refine the KM strategy over 12 weeks. The goal is to satisfy clients through early results, welcome changing needs, and build the KM framework through collaboration with key stakeholders and work teams.
Architecture Of Participation - Enterprise2.0 adoption outlinesIsrael Blechman
The adoption of E2.0 tools and methods necessitates a new framework of thinking about work and productivity. The presentation illustrates the concepts of E2.0 and the conditions to a successful adoption process.
The presentation was created for a lecture I held at Microsoft Israel's Masters of Knowledge conference, May 2009.
This document discusses elements that are important for an effective SharePoint governance and user adoption strategy. It emphasizes that governance includes establishing a vision and philosophy, communication, training users, and supporting users. It also stresses that without governance, a SharePoint implementation can become disorganized and its capabilities reduced. Effective adoption strategies include developing communication, training, content migration, user support, and incentive plans to help users understand SharePoint and incorporate it into their workflows. Governance and adoption require balancing controls with flexibility, and guiding without restricting users.
This document provides an overview of the Lean Startup methodology. It discusses key concepts like Minimum Viable Product (MVP), the Build-Measure-Learn loop, and Customer Development. Examples are given of startups like Dropbox and Peernuts that used Lean Startup principles to test ideas quickly and iteratively before building full products. The document warns against common startup failures like building too many features without customer feedback. It advocates starting simply to test assumptions and get feedback early in the development process.
Gear Up features practical framework and toolkit from the new book "Gear Up: Your Best Idea Ever!". It explores a system for creating new market and disrupting existing market with 9 Gears that are vital to any business. Written by Tom Kosnik, Lena Ramfelt and Jonas Kjellberg.
Business Periodic Table for CLASSIC LEAN STARTUP METHOD: A Visual Business Di...Rod King, Ph.D.
In his comment on the publication of Eric Ries's book, "The Lean Startup," Tim O'Reilly of O'Reilly Media states: "The Lean Startup isn't just about how to create a more successful entrepreneurial business; it's about what we can learn from those businesses to improve virtually everything that we do. I imagine Lean Startup principles applied to government programs, to health care, and to solving the world's great problems. It's ultimately an answer to the question: How can we learn more quickly what works and discard what doesn't?" It's been four years since "The Lean Startup Book" was published.
Although the Lean Startup Method is spreading rapidly, entrepreneurs and Lean Startups are struggling to apply the Lean Startup Method. With this presentation which introduces the paradigm of Lean Startup Playification & Gamification, entrepreneurs and organizations should be able to rapidly understand and apply the Lean Startup Method to projects in every corner of the planet.
This document discusses organizational behavior and management control systems. It defines organizational behavior as the study of human behavior in organizations. It then defines management control systems as systems that gather and use information to evaluate organizational performance and resources to ensure goals are met. Finally, it discusses factors like culture, rules, and processes that can influence behavior in organizations to align with goals through both informal means and formal control systems. It provides the example of Southwest Airlines, which prioritizes employee satisfaction to deliver good customer service, contributing to its long record of profitability.
Building a Data-Driven Culture by Olof Hoverfält discusses how to build a data-driven culture at Sanoma Games. Key points include:
1) Being data-driven requires an organization that supports lean development, a data-driven culture with accessible tools, shared goals, and management that fosters self-direction.
2) A data-driven culture is built through intrinsic motivation by making the benefits of data visible, not through coercion. Transparency, autonomy and ownership are important.
3) Continuous hypothesis-driven testing should be the standard approach across functions to gain insights and steer development initiatives toward business goals.
The document discusses Spotify's culture of autonomy and agile practices. Spotify started with small autonomous squads that grew into tribes and chapters organized around missions. The company emphasizes trusting employees, celebrating failures, and focusing on employee motivation and collaboration across squads. Spotify's culture and structure enable continuous delivery through practices like decoupling components and using feature toggles.
The scope of contribution non contributionuttamdesai
This document discusses the scope of contribution in one's career and provides examples of non-contributors. It explores how people can contribute at different levels, like to themselves, their organization, and society. The document then gives examples of a non-contributor auto rickshaw driver, general manager, and businessman whose work is limited to just earning a living and they do not contribute beyond their routine duties. It closes with a quote from Swami Vivekananda emphasizing the need for everyone's contribution to create a better India.
This document provides an overview of contributor personality development program created by electrical engineering students at SVIT, Vasad. It defines what contribution is, who a contributor is, and explores the scope of contribution an individual can make to themselves, their team/organization, and society. It provides examples of contributing beyond one's own duties to help others achieve their goals, developing one's own skills through work, investing in long-term team/organization benefits, and seeking to benefit the larger community. The document emphasizes that tough circumstances present opportunities to make more contributions, not just problems to avoid.
Artificial Intelligence has the potential to change human work and productivity at a magnitude comparable to the industrialisation. This change is incremental rather than revolutionary.
Exponential Organizations - Why new organizations are 10x better, faster and ...Yuri van Geest
Exponential Organizations (ExOs, #ExponentialOrgs) - authored by Yuri van Geest, Salim Ismail, Peter Diamandis and Mike Malone and published by Singularity University Press - how to build exponential organizations with exponential technologies and new organizational techniques for an exponential era.
This is first book integrating all key organizational and technology trends into a new and holistic 11 attribute framework applicable for startups, mid markets and corporates. To create exponential organizations instead of classic, linear ones which were developed more than 100 years ago.
We already received the Best Business Book of the Year 2014 Award by Frost & Sullivan and are accepted in the prestigeous C-Suite Book Club.
The book has been thoroughly researched in the last 30 months and we looked for patterns in the most important exponentials companies in the world in the last 6 years like Waze, Tesla, Airbnb, Uber, Xiaomi, Netflix, Valve, Google (Ventures), GitHub, Quirky and 60 other companies including successful corporates like GE, Haier, Coca Cola, Amazon, Citibank and ING Bank. We interviewed 70 global leaders and thinkers like Marc Andreessen, Arianna Huffington, Steve Forbes, Philip Rosedale, Tim O'Reilly, Chris Anderson and many others.
The book is already an Amazon bestseller in the pre-order phase since June, 2014 in the categories Startups, Business Management and Innovation.
Tushar Somaiya is an experienced agile coach and trainer who founded ShuHaRiAgile and CoachingDojo to provide agile training and coaching. He has over 13 years of IT experience and 6 years of agile experience. He is a certified coach who helps teams discover their potential through neuroscience-based coaching. Tushar is passionate about creating democratic and self-organizing teams and believes in servant leadership.
The document discusses bridging the strategy-results gap that CEOs often face. It argues that a top-down, telling approach can work initially but leads to unintended consequences later on. A bottom-up, employee-driven discovery approach where managers find their own solutions increases ownership and motivation. The document outlines an approach called the Behavior Change Path that exposes participants to new perspectives and helps align their actions with strategy through practical simulations and coaching.
Focus, Focus, Focus - The one thing that makes a differenceStephan Schmidt
1. The document discusses the importance of focus on personal, organizational, and strategic levels.
2. It provides examples of how to achieve focus personally through time blocking, limiting distractions, and identifying highest value activities.
3. Organizationally, it recommends tactics like using OKRs, embracing constraints, and focusing on decisions rather than execution.
4. Strategically, it suggests using frameworks like Wardley Maps to identify the right areas to focus on in a company's value chain.
Presentation given at the Enterprise 2.0 Meet-up in Paris, Oct 16th. The objective was to trigger discussion about social collaboration, adoption, obstacles, approaches.
Agile from the executive floor - defining agility in business terms - Agile P...Yuval Yeret
Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
Leadership in the Era of Innovation - A Case Based PresentationStefan Lindegaard
I recently did a session in Helsinki, Finland on leadership in the era of innovation. My approach was interactive as I developed three short cases for the audience. We deep-dived into one of the, The Frustrated Innovation Team and very briefly discussed the other two.
Here you can see the presentation slides (very simple as I focused on interaction and discussion).
The document discusses key aspects of driving a successful organizational transformation to Agile. It emphasizes the importance of securing executive sponsorship, introducing business stakeholders to Agile concepts, sharing a clear business vision with teams, onboarding an Agile coach, creating cross-functional self-organized teams, shifting from individual to team-based performance, driving cultural changes, and keeping teams motivated throughout the transformation journey. The transformation process requires an iterative approach and focus on collaboration to overcome challenges and drive improvements.
Kristóf Bárdos, the CEO of Digital Natives, Co-founder of Green Fox Academy and Social Fokus shares his thoughts on how leaders and communities are in charge to help people to achieve their highest potential.
How flat organisations support the innovationDigital Natives
Kristóf Bárdos, the CEO of Digital Natives, Co-founder of Green Fox Academy and Social Fokus shares his thoughts on how leaders and communities are in charge to help people to achieve their highest potential.
How to Work in Cross-Functional Teams by Microsoft Sr PMProduct School
Main takeaways:
- Why you want to be in a cross-functional product team and signs of a working product team
- Techniques to improve your success in working with the team
- Soft skills and mindset that will support you along the journey
The document discusses several key aspects of management. It emphasizes that management involves working with and through others to achieve organizational objectives in a changing environment. Effective management requires balancing effectiveness in achieving goals with efficiency in the use of limited resources. Managers must adapt to changes in the environment and anticipate new challenges. Strong interpersonal skills are important for managers to motivate employees and build cohesive teams. Formal education and practical experience are both valuable for developing management abilities.
Agile NCR 2013-Tushar Soimya - Executives role in agileAgileNCR2013
Tushar Somaiya is an experienced agile coach and trainer who founded ShuHaRiAgile and CoachingDojo. He has over 13 years of IT experience and 6 years of agile experience. Through his training sessions and coaching, he helps teams and organizations become truly high performing by adopting agile and neuroscience-based approaches. He is certified in various agile frameworks and coaching methods. In this document, he discusses trends in business environments becoming more volatile, uncertain, and complex, and how organizations need to adapt through agility at both the strategic and cultural levels to thrive in such conditions.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
How to support innovation in organisations @ Startup SafaryDigital Natives
Leaders and communities are in charge to help people to achieve their highest potential, especially in the industries where intellectual property matters. The main hypothesis of my speech is that the creative potential is deeply correlating with the responsibility, the ownership mindset and the ability to make an impact.
Boston Content Marketing Forum July 2014 By Frank DaysFrank Days
Frank Days presented on applying Agile principles and practices to marketing. He discussed how Agile marketing emerged in the 2010s as a way to make marketing more responsive, adaptive, and measurable. It involves rapid iteration, high communication, and low documentation. While some marketers only use small elements of Agile, others fully apply its principles like sprints, backlogs, and scrums. Agile helps content marketers adapt to changing digital channels and surfaces with more data and analytics. It provides a transparent process to make marketing teams more effective by focusing on priorities.
FLOW is Good Business - The Official Leadership Development Program of Professor Csikszentmihalyi
Golden Prize winner of the "International Serious Play Awards" (2012, Seattle)
The document discusses developing leadership agility as a business imperative. It notes that volatile, uncertain, complex, and ambiguous conditions require leaders to become more focused, fast, and flexible. Research shows that agile companies have significantly better financial performance than average companies. The document promotes developing leadership agility through assessments, coaching, scenarios, and reinforcing an agile culture.
Enspire Performance Accelerators provides custom and online learning programs to help companies build leaders, transform managers, and drive results. Founded in 2001, it now has over 50 talent development professionals creating interactive experiences for Fortune 500 companies. Enspire offers a learning journey through various accelerators to develop people across career levels from leadership to management to business acumen. Its simulations and challenges are designed to provide safe practice environments for skills development and self-discovery.
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
The document provides information about a learning journey program to boost innovation capabilities. It includes keynotes, workshops, and company visits in San Francisco, Silicon Valley, Berlin, and Cologne focused on developing an innovation culture. The agenda includes inspiring talks from innovation experts, workshops at leading business schools, reflection sessions, and experiences with startups at different stages. The goal is to help executives understand the concepts and conditions for success, observe different mindsets, and learn how to transfer elements of a Silicon Valley DNA back to their own organizations.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
3. Sanoma Games is a diverse yet compact and lean unit
B2C & B2B, web & mobile Autonomous unit Key functions “in-house”
Business development
Marketing
Design
Development
Sales
4. The following reflections are based on experience from running
an autonomous business unit within a large organization
Individual Business unit Large organiation
Autonomy
6. ...Design Product Marketing Business
Self-direction requires much more than autonomy and trust
Work environment enabling personal ability to improve
Data-driven culture
Operational self-direction
Management fostering self-direction
Purpose
7. ...Design Product Marketing Business
Self-direction requires much more than autonomy and trust
Work environment enabling personal ability to improve
Data-driven culture
Operational self-direction
Management fostering self-direction
Purpose
8. The first step in any attempt to increase proactivity is to ensure
that people can actually make an impact
<
Personal influence is often more about the small things that matter than about changing the world.
It can be something as simple as choosing your own work equipment
9. ...Design Product Marketing Business
Self-direction requires much more than autonomy and trust
Work environment enabling personal ability to improve
Data-driven culture
Operational self-direction
Management fostering self-direction
Purpose
10. Self-direction cannot be created by coercion, but must be built
through intrinsic motivation from its visible benefits
Transparency Autonomy Ownership
11. xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
Improvement actions
xxx
Revenue
ROS&packag.
campaign vol.
Video
campaign vol.
Pricing
Discounts
Campaign
volume
Optimization
Direct
Referral
SEO
Ret. visitors
Potential
issues
Site problems
Ad blockers
New visitors
Reach
Monetization
Visits
Premium
fill rate
Premium
eRPM
Remnant
eCPM
Unique
visitors
Media sales breakdown by contributing component
Impression
success rate
nn%
nn%
nn%
mm%
nn%
nn%
nn%
lost
Ensure overall understanding of how the business works and of the contribution of and the
dependencies between its components. Make deep data available
In order for a team to develop and fine tune an engine,
everyone must know how it works
12. Adoption of a data-driven approach requires for people to see
its benefits; how they could kick ass even more at what they do
Image: http://blog.crazyegg.com/lessons/show-benefits/
Make the personal benefits of being data-driven visible.
Show how its autonomous pursuit enhances mastery.
Super You!
Data-drivenness
You
13. Ownership
is not about doing what I tell you to do
is not about not doing what I tell you not to do
is about doing what I don’t tell you to do
Ensure ownership of benefits, not deliverables
Focus on why, not what
14. ...Design Product Marketing Business
Self-direction requires much more than autonomy and trust
Work environment enabling personal ability to improve
Data-driven culture
Operational self-direction
Management fostering self-direction
Purpose
15. Data-drivenness, at both individual and team level, is a
capability that can and should be developed
http://skepdic.com/tencommands.html
+
While a data-driven mindset takes time to develop, it is a key enabler of operational self-direction.
This capability is best built before attempting extended autonomy in direction.
Reflection Key concepts
Being data-driven is not only about
sensibly answering questions, but
about finding them in the first place
It cannot itself be standardized
into rules or processes, but it
can be guided by high-level key
concepts
16. Side note: for more elaboration on the management and data-
drivenness layers in this same context, please see:
www.slideshare.net/Hoverfalt/building-a-datadriven-culture
17. ...Design Product Marketing Business
Self-direction requires much more than autonomy and trust
Work environment enabling personal ability to improve
Data-driven culture
Operational self-direction
Management fostering self-direction
Purpose
18. Simon Sinek: How Great Leaders Inspire Action (TED) & Start With Why (2013)
19. Focus on benefits, not deliverables. Strive to make this the
standard way of thinking in practically everything
Deliverable
Benefit
Ability to cross the river
Don’t get stuck here Alternative solutions can only be found
through benefit thinking
20. Benefit thinking might also reveal unconventional links and
radically different opportunities to create value (solve problems)
Deliverable
Benefit
Avoid wasting time waiting for the bus
Bus schedule Audible
Remove waste
by minimizing
waiting time
Remove waste
by making the
waiting time
useful
Both solve the same
problem
21. Like creativity, autonomy works best under constraints. Benefit-
driven direction and freedom in how can be highly engaging
*Henrik Kniberg (Spotify, Lego, …): http://blog.crisp.se/wp-content/uploads/2014/03/unproject.pdf
Alignment
Autonomy
Low High
HighLow
Authoritative organization
Conformist culture
We need to
cross the river
Build a
bridge!
Innovative organization
Collaborative culture
We need to
cross the river
Figure out
how!
Micromanaging organization
Indifferent culture
… … …
Entrepreneurial organization
Chaotic culture
I hope someone is
working on the river
problem
Aligned autonomy*
What/why given,
freedom in how
23. Meaningfulness and mastery are key enablers of self-direction
What
How
PhilosophyInstruction MethodologyProcess
PurposeBenefitDeliverableTask
Meaningful
execution
Operational
self-direction
Goal-driven
achievement
Meta level (reflection)
Metalevel(reflection)
Combining ownership of benefits with methodological autonomy and capability forms a
strong foundation for operational self-direction
Increasing
Meaningfulness
Increasing
capacity to find
opportunities to
create value
(find problems)
Ask: Why?
Increasing
Mastery
Increasing
capacity to deliver
value
(solve problems)
Ask: Why not?
Taylorism
Pragmatic
optimizing
Teal
Visionary
motivation
Disengaging
routine work
24. Provided the right competence and mindset, people doing the
job are far better at deciding what is needed than any outsider
Platform: people responsible for their own decisions
Tools Sourcing Technology Learning …
A well-funcioning self-directed team often needs to be protected from centralized one-fits-all
solutions. There is little point in trying to resist this as smart people will find their way around
25. Self-direction might yield remarkable innovations otherwise
prohibited by limitations in formal processes, roles or structures
26.
27. ...Design Product Marketing Business
Self-direction requires much more than autonomy and trust
Work environment enabling personal ability to improve
Data-driven culture
Operational self-direction
Management fostering self-direction
Purpose
28. Ideally, you have a Massive Transformative Purpose*. If you
don’t, purposefulness can come from other aspects of work
*Salim Ismail: Exponential Organizations
Purpose can be tricky, especially for incumbent companies in comparison to their disruptors.
Not all endeavors save the world though. Work can still be meaningful
Substantial Contextual
“Mantra”
(not vision)
-Guy Kawasaki
“Massive Transformative
Purpose”
-Salim Ismail
Great team!
30. The benefits of self-direction are indirect but potentially huge
Engagement Productivity Adaptability
Self-direction might be a potential enabler of survival for large companies in the battle against über
agile start-ups only through playing even remotely with their rules (or rather rulelessness)
*Henrik Kniberg (Spotify, Lego, …): http://blog.crisp.se/wp-content/uploads/2014/03/unproject.pdf
Maximize value,
not output*
An engaged employee can
be 10x+ more productive
Focus on failure recovery,
not failure prevention
31. Building self-direction is by no means easy…
Requires work Takes time Risky
... but the transformation becomes easier as it gains momentum until ultimately self-sustaining
Must be allowed its own
pace to find its own form
Needs a champion but
cannot be coerced
No standard roll-out nor
guarantee of success
32. While increasing and decreasing autonomy both involve risk,
one key difference is in the potential upside when successful
* In my environment and experience, over 1 year
Performance
Autonomy
Opportunity
Strain-driven
performance
is capped
The initially higher marginal
performance of decreased
autonomy drives decisions to
revert to control in bad times
Transitioning to significantly increased autonomy requires a long-term view* and the acceptance of
a certain level of short-term risk
33. The risk of even temporarily decreased performance is for many
managers an understandable barrier to experiment
Performance
Time
Inhibitor
Opportunity
34. At the end of the day, it’s all about the people
Really, it is
35. As talent management is more about enablement than
development, it calls for analytics much deeper than skills etc.
Creating Strategy
Analytical
Complexity
Innovative
Learning orientation
Multitasking
Vision
Engaging Talent
Affiliation
Concern for Others
Development
Sociability
Team Orientation
Inspiring People
Assertiveness
Authority
Decisiveness
Energy
Influence
Social Assuredness
Achieving Excellence
Achievement Orientation
Competitiveness
Dependability
Detail Orientation
Initiative
Organized
Risk Orientation
Self Control
IBM Workforce Sciences (2015): Leadership Preference and Leadership Behavioral Assessment
Diverse thinking Intrinsic motivation
37. An exponentially changing word challenges companies both
from the outside and from within with a force difficult to grasp
Environment Employees
285k subscibers 59 million views
Companies face not only an exponentially changing environment, but also a new wave of
”employees” that have embraced it and live at its pace and rulelessness
Fixed
assets
38. Our standard way of designing organizations seems to be as
static structures of roles, defined by tasks and required skills
This demand-driven approach is ill suited in a rapidly changing environment
39. A temporary and flexible constellation of humans with talents
and ambitions is better suited to describe opportunities
A shift to supply-driven talent management calls for at whole new level of awareness at scale and
at all levels of the “organization”
40. Efforts to optimize return on human capital should reflect value
creation, current and potential
While efforts in finding and developing future-proof top executives will be warranted for a long time,
companies should build capabilities to optimize their entire human capital yield at the same level
Most HR analytics
efforts seem to be
put here
Although customer
value is
increasingly
created here
41. Disruption pushes people to higher levels of human contribution
What
How
Instruction PhilosophyMethodologyProcess
PurposeBenefitDeliverableTask
Meta level (reflection)
Metalevel(reflection)
Companies need to not only be prepared for this migration, but to drive it
AI
This is an
enormous
opportunity to
improve both
productivity and
happiness
It requires for
people to have the
willingness and
capacity to rise to
new levels
42.
43. ”The best way to predict the future is to create it”
The next best strategy is to build adaptability
If you are not playing in that league...
Ritz Carlton has a policy to permit every employee to spend up to $2,000 making any single guest satisfied
Ownership: Make clear distinction between deliverables and benefits. Report progress, not action.
You cannot alter someone’s thinking unless they see the personal benefit
Transparency: example breakdown of media sales
Autonomy to enable Mastery
Deliverable: Native fantasy sports app for Android, iOS and Windows Phone
Benefit: Enable fantasy sports coaches to act with real time information
Cultures have normative dimensions and processes can be very creative. This is to illustrate a point about self-direction.
TED 25M total views. 3rd most viewed all time.
The scale benefits of centralized competence pale in comparison to the motivational destruction of being over-run by one-fits-all solutions or coercive expert intervention
People “on fire”
Leadership Capability Index Score average 85+ (0 – 100 percentile). ALL above Global Norm 50.
Environment
Democratization of means of production
Zero supply-side marginal cost
Scale-economy entry barrier protection disappearing
Fixed assets become liabilities
Traditional strategies of controlling and optimizing scarce resources ill suited
In essene, competition increasingly comes from anywhere and moves at exponential speed
Transition from optimizing fixed asset yield (output) to value creation, which increasingly calls for flexibility and adaptability
Employees
The naturally creative and unconstrained milennials have never experienced plan-and-control management, but if guided by an aligned purpose, they can create amazing stuff by simply being them selves without expensive ”production”
Hollywood has worked like this for a long time
Handheld USB Snake Scope
Deliverable: this presentation
Desired bendit: One actionable takeaway