"Lean software development: discovering waste" by Mary PoppendieckOperae Partners
The document discusses lean principles for software development. It notes that standard lean tools designed for operations may not be appropriate for application development. Lean principles for development focus on building the right thing, building it right, and delivering fast through techniques like designing based on customer needs, reducing waste from extra features and handoffs, embedding quality through testing, and minimizing technical debt.
Neudesic specializes in providing strategic consulting services to partners, including to assist them in governing their user portal solutions and infrastructure, especially leveraging SharePoint and Microsoft technology stack.
Experience Driven Agile - Developing Up to an Experience, Not Down to a Featurekalebwalton
Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?
After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!
Lessons for Large Scale Lean and Agile Product Development - Atlassian Summit...Atlassian
1. The document discusses lessons for large scale lean and agile product management from a presentation at the Atlassian Summit 2012.
2. It provides a 10 point plan for transitioning to agile and emphasizes embracing change, focusing on people over process, and maintaining a sustainable pace of work.
3. The document also discusses techniques for improving backlogs through envisioning, estimating at a large scale, and coordinating feature and component teams.
We studied successful private and hybrid cloud projects at over 150 companies in order to uncover their secrets of success. By looking at what worked at other organizations, you can answer questions that help you get your cloud project right the 1st time.
What are typical pre-requisites for a successful effort? What are critical dependencies during your project? What solution capabilities fit common use cases? Where should you focus your POC efforts? What are common friction points to avoid? What are typical results?
Attend this session to cut through the cloud clutter and learn from other top-performing IT organizations. This isn't a marketing gimmick or sales pitch. This is real research based on rigorous analysis of hard data from a broad range of companies like yours.
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
"Lean software development: discovering waste" by Mary PoppendieckOperae Partners
The document discusses lean principles for software development. It notes that standard lean tools designed for operations may not be appropriate for application development. Lean principles for development focus on building the right thing, building it right, and delivering fast through techniques like designing based on customer needs, reducing waste from extra features and handoffs, embedding quality through testing, and minimizing technical debt.
Neudesic specializes in providing strategic consulting services to partners, including to assist them in governing their user portal solutions and infrastructure, especially leveraging SharePoint and Microsoft technology stack.
Experience Driven Agile - Developing Up to an Experience, Not Down to a Featurekalebwalton
Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?
After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!
Lessons for Large Scale Lean and Agile Product Development - Atlassian Summit...Atlassian
1. The document discusses lessons for large scale lean and agile product management from a presentation at the Atlassian Summit 2012.
2. It provides a 10 point plan for transitioning to agile and emphasizes embracing change, focusing on people over process, and maintaining a sustainable pace of work.
3. The document also discusses techniques for improving backlogs through envisioning, estimating at a large scale, and coordinating feature and component teams.
We studied successful private and hybrid cloud projects at over 150 companies in order to uncover their secrets of success. By looking at what worked at other organizations, you can answer questions that help you get your cloud project right the 1st time.
What are typical pre-requisites for a successful effort? What are critical dependencies during your project? What solution capabilities fit common use cases? Where should you focus your POC efforts? What are common friction points to avoid? What are typical results?
Attend this session to cut through the cloud clutter and learn from other top-performing IT organizations. This isn't a marketing gimmick or sales pitch. This is real research based on rigorous analysis of hard data from a broad range of companies like yours.
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
This document discusses decision modeling as a foundation for process reengineering. It defines decision modeling as showing the chronological sequence of major decisions needed to accomplish a goal, with the knowledge required to support each decision. The key points are:
- Decision modeling focuses on the essential "what" decisions rather than how tasks are currently done.
- It provides a framework to design an improved "to-be" process by starting with rational consensus on critical decisions rather than constraints of the existing process.
- A step-by-step approach is outlined to build decision models through mapping the existing process, identifying decisions, evaluating required knowledge, and refining the decision sequence to design an improved process.
Consulting Overview for Sales Implementation TeamJudy Hogan
I prepared this presentation for a group of sales implementation professionals who were transforming their function from project management to client consulting.
Using Portal Governance to Create a Better Web ExperiencePerficient, Inc.
Why Governance: When Portals fail
Enterprise Portal Should Cut Across Multiple Sites
Successful Solutions Take a Holistic View
Aspects of a Successful Deployment
Governance Framework
Linda Dulye - The Approachable Leader IABC ECCDulye
The document discusses an approachable leadership model that focuses on effective communication through establishing a clear vision and strategy, using various formal and informal communication practices, providing tools and training to develop communication skills, and emphasizing two-way feedback to understand employees and respond to their needs. The model aims to increase employee engagement and productivity by making leaders more approachable through their communication abilities.
Toronto SharePoint Business User Group--Harnessing chaos to drive innovationStephanie Barnes
The document discusses harnessing chaos to drive innovation. It provides an agenda for a presentation on encouraging innovation through knowledge management. The presentation covers defining innovation, ways to encourage it such as through knowledge sharing and risk-taking. It also discusses using knowledge management processes like communities of practice, lessons learned and peer assists to drive innovation. Finally, it presents a case study of a FMCG company that saw sales and profits increase significantly by connecting people through a social application to share experiences in emerging markets.
Presentation on using a performance approach to link competencies to outcomes and therefore to business results. First delivered at ASTD's international conference
The Stream Process™ for Defining ProjectsOneSpring LLC
The Stream Process™ from OneSpring is a revolutionary new process for defining software applications - web sites, mobile, enterprise software, intranets and so much more.
Stream is a methodology that offers companies a collaborative and highly-visual approach to creating superior products and solutions in less time, with reduced project re-work.
Think of it as a better way to translate what the business (marketing, product management, etc.) wants into something the development team can build.
This helps companies dramatically improve productivity, quality and customer satisfaction. Learn more at www.onespring.net or contact us at sales@onespring.net.
HDR has acquired 32 firms in the past 10 years as part of its growth strategy. The average acquired firm has around 48 employees. HDR's acquisition process typically involves due diligence, management approval, and announcement. Integration of acquired firms is still a work in progress for HDR, but they are focusing more on change management training and having an on-site integration manager guide the process. Key lessons learned are that change management must be a priority from the beginning of acquisitions to minimize performance drops and maximize returns through improved productivity, quality, and morale. Communication is critical for successful integration and combatting natural anxiety that comes with change.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
The document discusses decision making in projects and how to make better decisions. It introduces Crew Resource Management (CRM) and Team Resource Integration Management (TRIM) as techniques. TRIM involves talking with the team, respecting each other, initiating action, and monitoring results. The document provides a checklist for project teams to use when making decisions, considering what needs to be decided, options, and involvement of the project manager and team.
The document discusses moving learning and development efforts beyond eLearning towards performance support. It emphasizes the importance of supporting all five moments of need and embedding just-in-time help into workflows to maximize job performance and business impact. Key principles for effective performance support include aligning with business goals, providing contextual access from any job or circumstance, and delivering only essential information.
The Lost World of Problem Management (2009)Karen Ferris
Despite best practice guidance such as ITIL being around since the late 1980's, Problem Management is still a process that is eluding many organisations. This presentation explores why and how to overcome the challenge being faced by so many.
Lean principles and practices have been widely adopted to significantly improve business excellence and foster long-term benefits. Pioneered by Toyota, Lean focuses on eliminating waste through tools like 5S, visual management, total productive maintenance, and pull systems. It provides a new paradigm that is more effective than mass production. Today, leading companies are implementing Lean to gain competitive advantages.
OHUG 2011- PeopleSoft HR Help Desk Apex IT and Nationwide Ins ApexIT_Help_Desk
The document discusses Nationwide's upgrade of its PeopleSoft HR Help Desk system from version 8.9 to 9.1. It provides an overview of Nationwide's relationship with implementation partner Apex IT, the goals of the upgrade including leveraging new functionality and improving usability. Details provided include the makeup of the upgrade team, the timeline of the upgrade process from fit/gap sessions to go-live, and examples of workflow optimizations realized through the new version.
The document discusses enterprise agility and provides four case studies of organizations adopting agile practices using different patterns: Little Footprint, Big Footprint, Pillar, and Osmosis. It describes each case study in terms of the organization, mandate, lessons learned, level of agility achieved, and compares the different patterns. The conclusion recommends beginning the adoption of agility by focusing on being agile through practices like poly-skilled teams, continuous delivery, activist investing, and customized training.
Outsourcing Services: What is right for your organisationVincent Kwon
The document discusses different outsourcing models and their evolution over time. Traditional outsourcing from the 1980s typically involved moving entire operations functions to an external provider. Selective/project outsourcing from the 1990s focused on specific functions or projects. Transformational outsourcing, including business process outsourcing, aims to define a new business operating model and processes. Each model presents different challenges around scope, integration, acceptance criteria, service levels, and knowledge transfer.
Simplified Technology Solutions, Inc. (STS) is an IBM Lotus software reseller, IBM System X hardware reseller, and consulting services provider based in Atlanta, GA. Learn a bit about who we are and what we do, plus the current issues with which we are currently assisting clients in this presentation from the ATLUG Day of Champions.
An overview of the different products under the Sametime brand, including Sametime Limited, Sametime Entry, Sametime Standard, Sametime Advanced, Sametime Unified Telephony (SUT), Sametime Meetings (now Lotus Live Meetings)
This document discusses decision modeling as a foundation for process reengineering. It defines decision modeling as showing the chronological sequence of major decisions needed to accomplish a goal, with the knowledge required to support each decision. The key points are:
- Decision modeling focuses on the essential "what" decisions rather than how tasks are currently done.
- It provides a framework to design an improved "to-be" process by starting with rational consensus on critical decisions rather than constraints of the existing process.
- A step-by-step approach is outlined to build decision models through mapping the existing process, identifying decisions, evaluating required knowledge, and refining the decision sequence to design an improved process.
Consulting Overview for Sales Implementation TeamJudy Hogan
I prepared this presentation for a group of sales implementation professionals who were transforming their function from project management to client consulting.
Using Portal Governance to Create a Better Web ExperiencePerficient, Inc.
Why Governance: When Portals fail
Enterprise Portal Should Cut Across Multiple Sites
Successful Solutions Take a Holistic View
Aspects of a Successful Deployment
Governance Framework
Linda Dulye - The Approachable Leader IABC ECCDulye
The document discusses an approachable leadership model that focuses on effective communication through establishing a clear vision and strategy, using various formal and informal communication practices, providing tools and training to develop communication skills, and emphasizing two-way feedback to understand employees and respond to their needs. The model aims to increase employee engagement and productivity by making leaders more approachable through their communication abilities.
Toronto SharePoint Business User Group--Harnessing chaos to drive innovationStephanie Barnes
The document discusses harnessing chaos to drive innovation. It provides an agenda for a presentation on encouraging innovation through knowledge management. The presentation covers defining innovation, ways to encourage it such as through knowledge sharing and risk-taking. It also discusses using knowledge management processes like communities of practice, lessons learned and peer assists to drive innovation. Finally, it presents a case study of a FMCG company that saw sales and profits increase significantly by connecting people through a social application to share experiences in emerging markets.
Presentation on using a performance approach to link competencies to outcomes and therefore to business results. First delivered at ASTD's international conference
The Stream Process™ for Defining ProjectsOneSpring LLC
The Stream Process™ from OneSpring is a revolutionary new process for defining software applications - web sites, mobile, enterprise software, intranets and so much more.
Stream is a methodology that offers companies a collaborative and highly-visual approach to creating superior products and solutions in less time, with reduced project re-work.
Think of it as a better way to translate what the business (marketing, product management, etc.) wants into something the development team can build.
This helps companies dramatically improve productivity, quality and customer satisfaction. Learn more at www.onespring.net or contact us at sales@onespring.net.
HDR has acquired 32 firms in the past 10 years as part of its growth strategy. The average acquired firm has around 48 employees. HDR's acquisition process typically involves due diligence, management approval, and announcement. Integration of acquired firms is still a work in progress for HDR, but they are focusing more on change management training and having an on-site integration manager guide the process. Key lessons learned are that change management must be a priority from the beginning of acquisitions to minimize performance drops and maximize returns through improved productivity, quality, and morale. Communication is critical for successful integration and combatting natural anxiety that comes with change.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
The document discusses decision making in projects and how to make better decisions. It introduces Crew Resource Management (CRM) and Team Resource Integration Management (TRIM) as techniques. TRIM involves talking with the team, respecting each other, initiating action, and monitoring results. The document provides a checklist for project teams to use when making decisions, considering what needs to be decided, options, and involvement of the project manager and team.
The document discusses moving learning and development efforts beyond eLearning towards performance support. It emphasizes the importance of supporting all five moments of need and embedding just-in-time help into workflows to maximize job performance and business impact. Key principles for effective performance support include aligning with business goals, providing contextual access from any job or circumstance, and delivering only essential information.
The Lost World of Problem Management (2009)Karen Ferris
Despite best practice guidance such as ITIL being around since the late 1980's, Problem Management is still a process that is eluding many organisations. This presentation explores why and how to overcome the challenge being faced by so many.
Lean principles and practices have been widely adopted to significantly improve business excellence and foster long-term benefits. Pioneered by Toyota, Lean focuses on eliminating waste through tools like 5S, visual management, total productive maintenance, and pull systems. It provides a new paradigm that is more effective than mass production. Today, leading companies are implementing Lean to gain competitive advantages.
OHUG 2011- PeopleSoft HR Help Desk Apex IT and Nationwide Ins ApexIT_Help_Desk
The document discusses Nationwide's upgrade of its PeopleSoft HR Help Desk system from version 8.9 to 9.1. It provides an overview of Nationwide's relationship with implementation partner Apex IT, the goals of the upgrade including leveraging new functionality and improving usability. Details provided include the makeup of the upgrade team, the timeline of the upgrade process from fit/gap sessions to go-live, and examples of workflow optimizations realized through the new version.
The document discusses enterprise agility and provides four case studies of organizations adopting agile practices using different patterns: Little Footprint, Big Footprint, Pillar, and Osmosis. It describes each case study in terms of the organization, mandate, lessons learned, level of agility achieved, and compares the different patterns. The conclusion recommends beginning the adoption of agility by focusing on being agile through practices like poly-skilled teams, continuous delivery, activist investing, and customized training.
Outsourcing Services: What is right for your organisationVincent Kwon
The document discusses different outsourcing models and their evolution over time. Traditional outsourcing from the 1980s typically involved moving entire operations functions to an external provider. Selective/project outsourcing from the 1990s focused on specific functions or projects. Transformational outsourcing, including business process outsourcing, aims to define a new business operating model and processes. Each model presents different challenges around scope, integration, acceptance criteria, service levels, and knowledge transfer.
Simplified Technology Solutions, Inc. (STS) is an IBM Lotus software reseller, IBM System X hardware reseller, and consulting services provider based in Atlanta, GA. Learn a bit about who we are and what we do, plus the current issues with which we are currently assisting clients in this presentation from the ATLUG Day of Champions.
An overview of the different products under the Sametime brand, including Sametime Limited, Sametime Entry, Sametime Standard, Sametime Advanced, Sametime Unified Telephony (SUT), Sametime Meetings (now Lotus Live Meetings)
Mwlug the truth about being an entrepreneurLisa Duke
Thinking of starting your own IT consulting business? Avoid these commons myths and misconceptions to avoid many of the challenges and pitfalls of entrepreneurship.
MWLUG - If You Build It Will They Come: Driving User Adoption for Social Sof...Lisa Duke
This document discusses the importance of user adoption for social software implementation. It notes that simply installing new technology is not enough, as users need to understand how it can help them do their jobs better. It provides examples of best practices for driving user adoption, such as finding champions, training, gamification, and case studies. The document also shares lessons learned from U.S. Bank's implementation of collaboration tools, emphasizing the need for communication strategy, executive buy-in, and support structures to facilitate adoption and behavior change.
IBM SmartCloud offers cloud-based email, instant messaging, web conferencing, file sharing, communities and other collaboration services. The specific services available depend on what is purchased, but options include Domino email, Sametime instant messaging, file sharing, user profiles, communities, events, social networking-like status updates, and document sharing, all hosted on the cloud. The cloud hosting allows magic-filled flexibility and free guest accounts are also available.
Transform Your Application Portfolio - and Keep Your Focus!Software AG
The document discusses managing and transforming application portfolios to support business growth. It emphasizes that application portfolio management (APM) is an ongoing process, not just managing, and should lead to activities that transform the portfolio. APM requires creating transparency about the existing portfolio, defining appropriate metrics, and using insights to drive changes like deciding applications' fates and creating IT modernization roadmaps. Software AG's enterprise architecture solution can help with the entire APM process.
Aligning people process and technology in km arma metro ny presentationStephanie Barnes
This document provides an agenda and overview for an educational event on aligning people, process, and technology for knowledge management success. The presentation introduces the speaker and their background in knowledge management consulting. It then covers key topics like the relationship between people, process and technology in KM, developing a KM roadmap, selecting appropriate KM technologies, and requirements for successful KM implementations like having a clear strategy, governance structure, change management process, and measuring return on investment. The presentation concludes with case studies of successful and unsuccessful KM projects at various organizations.
Aligning people process and technology in km kwt presentationStephanie Barnes
This is the presentation given by Stephanie Barnes at Knowledge Workers Toronto (KWT) on Aug 2, 2011. It is based on her Ark Group report, "Aligning People, Process, and Technology in Knowledge Management" published in May 2011.
Aligning people process and technology in km sikm presentationStephanie Barnes
This document provides an overview of aligning people, process, and technology in knowledge management. It discusses the consultant's approach to knowledge management, which focuses on connecting people to the knowledge they need. It outlines a roadmap for developing a knowledge management program including analyzing needs, selecting technologies, implementation, and evolution. The document then reviews categories of knowledge management technologies and provides case studies on implementing different technologies.
3B - How to effectively engage users and managers in IT projects - Richard Co...CFG
This document discusses techniques for effectively engaging users and managers in IT projects. It argues that involving stakeholders is important for project success as human factors strongly impact software development. Specific techniques are presented for each project stage, including establishing a working group to build requirements, using early demos and prototypes to involve users in procurement and implementation, and training managers to facilitate rollout. The document emphasizes informal communication, understanding stakeholder needs, and allowing time for learning and adaptation.
The document introduces building a data science platform in the cloud using Amazon Web Services and open source technologies. It discusses motivations for using a cloud-based approach for flexibility and cost effectiveness. The key building blocks are described as Amazon EC2 for infrastructure, Vertica for fast data storage and querying, and RStudio Server for analytical capabilities. Step-by-step instructions are provided to set up these components, including launching an EC2 instance, attaching an EBS volume for storage, installing Vertica and RStudio Server, and configuring connectivity between components. The platform allows for experimenting and iterating quickly on data analysis projects in the cloud.
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Business Transformation Through Enterprise Collaboration Aiim Social Busines...chakraj
This document discusses enterprise collaboration and provides strategies for adoption. It begins with an overview of top technology trends and business needs. Key aspects of enterprise collaboration are described, including benefits like improved communication and innovation. The document outlines a strategy approach involving assessment, defining a compelling vision, and developing roadmaps and plans. Common adoption challenges are identified along with potential solutions. Sample metrics and architectures are referenced. An implementation maturity model is also described. The value of combining enterprise collaboration and gamification is discussed.
C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010BPM Link
Maria Horrigan discusses the importance of understanding users in business process design and improvement. She emphasizes that project success relies on meeting user needs rather than just focusing on the process or technology. Horrigan describes using personas and "want maps" to capture user behaviors, preferences, and needs in an agile project. She predicts that the focus on users and adoption of agile methods will continue to increase in 2010.
2.0 Adoption in the Enterprise - The BeforeSoCo Partners
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
This document summarizes a presentation on strategic alignment between business and IT. The presentation discusses how IT alignment is challenging but necessary in the current economic climate. It emphasizes that alignment is an ongoing process of implementing technology solutions to directly support changing business needs. It provides examples of how to develop strategy, translate strategy into initiatives and projects, and measure alignment. The presentation also outlines negative repercussions of poor alignment and stresses that successful alignment requires involvement from all levels of the organization.
Social Media 2.5 Conference | Research & Development: Innovationsnetzwerke al...Social Media Schweiz
Die Social Media 2.5 Conference fand am 23. Mai 2012 im Technopark in Zürich statt. Die Präsentationen der einzelnen Referate sind auf Slideshare aufgeschalten. Sämtliche Referate sind als Videocast unter www.socialmediaschweiz.ch/html/sm25.html kostenlos verfügbar.
The document provides an overview of Fusion Applications, including:
1) Fusion Applications is a new generation of business applications built using Fusion Middleware that combines and optimizes existing Oracle applications like EBS along with improved usability and business processes.
2) It features a process-centric and intuitive user interface aligned with real-life business processes, embedded analytical dashboards, and integrated collaboration features.
3) Fusion Applications are built on a service-oriented architecture using ADF, SDO, BPEL, and other Fusion Middleware components to provide a flexible and customizable platform.
David Rose provided an overview of how best to engage colleagues in applying Enterprise Architecture across an organisation.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
The document is an agenda for an EMC Solutions Marketing presentation. It includes an overview of EMC, its offerings including hardware, software, services, and solutions. It discusses EMC's solutions definition, roadmap, timeline and compares EMC's solutions strategy to marketing agency Wunderman. It also analyzes EMC's strengths, weaknesses, opportunities, and threats, identifies challenges, and provides recommendations.
Collaborative Knowledge Platform Ckp Some Key SlidesJoep Wijman
The document describes a collaborative knowledge platform (CKP) initiative to facilitate structured knowledge creation, dissemination, and exploitation in network innovation projects. The CKP is based on a knowledge map using an object model with defined knowledge objects. It provides a collaborative workspace to securely store, share, and collaborate on knowledge and documents between partners. The key features include roles and responsibilities defined by governance and competencies to add value to knowledge objects and achieve project objectives.
Similar to P12035 simplifiedtech-uadeck-sharedeck (20)
Quantum Physics is telling us the basic nature of reality is different from what the worldview we were raised with told us. If everything is energy, and our thoughts and emotions are energy, do our thoughts and emotions affect reality? Our bodies? Our own motivation? Learn more about how to harness this understanding of the world to help you lose weight in this presentation.
How can crafting help us lose weight? Find out in this unique presentation from Lisa Duke, originally delivered at Pinners Conference 2023 in Atlanta, GA.
Most weight loss programs fail because they only focus on the math - what to eat and how much to exercise.
But for women 0ver 40 looking to lose weight, we know the math. Our problem is the drama.
The drama is what gets in our way and messes us up.
Check out this presentation to learn more.
Ready for an innovative approach to weight loss? Certified Life and Weight Coach Lisa Duke lost 50 pounds in 2020 at age 46 and is ready to help you move toward your goals.
Six figure women have unique pressures and stresses that make weight loss even more challenging. In this presentation, certified weight coach Lisa Duke shares her unique strategy.
Lisa Duke hosts a free weight loss support group using EFT tapping. She introduces herself and her credentials, including losing 50 pounds using various programs. Most programs only focus on calories but fail because they don't address the underlying emotional reasons for overeating. Her ACE method brings awareness, clears emotional barriers using EFT tapping, and provides education to support long-term weight loss. She invites people to book a free initial consultation.
This presentation discusses how your financial operating system or "money scripts" are developed from a young age based on your environment and influence your financial behavior unconsciously. It identifies common money scripts such as money avoidance, money worship, money status, and money vigilance. The most important belief for financial success is the importance of saving for the future. One can change limiting money scripts through awareness, repetition of positive affirmations, immersion in educational materials, and working with a financial coach specialized in mindset work.
The presentation discusses the importance of financial independence for entrepreneurs rather than relying on selling a business. It emphasizes the power of compound interest in growing savings over time. Even small regular investments can grow substantially through compounding to millions of dollars. The presentation urges attendees to take control of their finances by developing a savings habit and investing incrementally rather than waiting for a large payout in the future.
How to Start A Side Hustle During Your Job SearchLisa Duke
Is your job hunt dragging on? Want to start your own business on the side while you continue your search? Learn tips to start your entrepreneurial venture to make money now.
Social Media and Social Business OverviewLisa Duke
A bit about my background and how I got involved with social. Then an overview of social in general, the players in social media, how to get started, what to look out for, and what the benefits of social media are for companies. Also reviews the in-house "social business" solutions, some tips for vendor selection, obstacles to look out for, and the benefits of these solutions.
Social is important & real, but this presentation also demystifies what is essentially one other communications tool in your tool belt.
The document discusses upcoming features and plans for IBM's Lotus Notes and Lotus iNotes collaboration clients. Some new features in Notes 8.5.2 include improved mail sorting, calendar views, and Sametime integration. Planned features for 8.5.3 focus on further mail and calendar enhancements, quality improvements, and expanded browser and device support. The document also outlines IBM's vision of "Project Vulcan" to converge messaging, social software, and mobile access in future Notes/Domino releases.
The document discusses several companies that have adopted IBM LotusLive collaboration services. It provides examples of companies in various industries that are using LotusLive to improve communication and collaboration. Some key examples include:
- Panasonic using LotusLive to connect its global workforce and allow project teams to collaborate more efficiently.
- A Malaysian direct selling company using LotusLive Engage to more quickly share information with dealers and reduce costs.
- An Indonesian restaurant chain using LotusLive Engage to easily share information across franchises.
Quickr: What Is It Good For? Use Cases from STS and Our ClientsLisa Duke
Quickr can be used as a file sharing system, intranet, or extranet. It allows users to access and share files via a web browser or Office connectors. As a file sharing system, it offers more security than a typical shared drive by allowing custom access permissions to different folders for different users. Organizations can use it to securely share policies, calendars, documents, and databases. It also offers additional templates and apps that can provide functionality like workflows, project management, and more.
Learn about the different types of licensing for IBM Lotus Notes and Domino: Express vs. Traditional, Messaging vs. Collaboration, and the mysteries of PVUs in this presentation from Simplified Technology Solutions, Inc.
STS is an IT consulting company specializing in Lotus Notes and BlackBerry administration. They have experience with IBM Lotus Quickr, which has four main components: Quickr Web for versioning web pages and attachments from any web browser, Quickr Notes for saving emails within Notes, Quickr Office and Explorer for accessing content from within Microsoft Office like another drive, and built-in security and permissions. They can assist with setting up different types of Quickr places for teams, blogs, wikis and more.
- The document provides an overview and best practices for installing and configuring the BlackBerry Enterprise Server (BES) in an IBM Lotus Domino environment.
- It discusses the key components of the BlackBerry solution including devices, network operations center, and BES server software.
- Recommendations are given for BES installation including using a separate Domino server, full SQL database, and best practices for growth and high availability.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
1. 5/1/12
User
Adop.on
Strategies
for
CIOs
and
IT
Managers
Michael
Sampson
1
2
3
4
Agenda—The
Four
S’s
1
2. 5/1/12
1
Examine
the
…
Situa.on
2
Consider
various
…
Strategies
2
3. 5/1/12
3
Look
at
the
…
Survey
Results
4
Share
some
…
Experiences
3
4. 5/1/12
Where
am
I
coming
from?
• Collabora.on
Strategist
– Author
– Workshop
Leader
– Analyst
• Work
with
end-‐user
organiza.ons
• Strategies
for
Making
Collabora5on
Work
– Culture
– Governance
– Adop.on
Clients,
workshops,
and
seminars
around
the
world
4
5. 5/1/12
Speaker
at
conferences
on
making
collabora.on
work
Book:
SharePoint
Roadmap
• SharePoint
Roadmap
for
Collabora.on
book
• How
to
do
“the
business
stuff”
with
SharePoint
– Governance
– Engagement
– User
Adop.on
– Quick
Start
michaelsampson.net/sharepointroadmap.html
5
6. 5/1/12
Book:
Collabora.on
Roadmap
• Collabora.on
Roadmap
–
You’ve
Got
the
Technology—Now
What?
• Doing
“the
business
stuff”
– Technology
– Governance
– Engagement
– User
Adop.on
michaelsampson.net/collabora.onroadmap.html
Book:
User
Adop.on
Strategies
(2nd
Ed)
• User
adop.on
is
the
#1
challenge
with
collabora.on
tools
and
approaches
– Theory
– Framework
– Prac.cal
Strategies
– Developing
an
Approach
• Due
May
2012
michaelsampson.net/useradop.on2.html
6
7. 5/1/12
1
Examine
the
…
Situa.on
Vendors
have
released
…
…
some
amazing
collabora.on
tools
IBM
Connec.ons
Microsoi
SharePoint
Jive
7
8. 5/1/12
Business
partners
are
…
…
ready
and
able
to
help
Significant
opportuni.es
are
…
…
available
to
forward-‐thinking
firms
8
10. 5/1/12
Biggest
Impediment:
Lack
of
Understanding
• AIIM
study,
figure
10
AIIM
(2009)
90%
People,
10%
Technology
Business
driver
(the
why)
Product
Team
culture
Features
Interpersonal
trust
Interdependence
Incen.ves
Social
paoerns
www.netage.com
10
11. 5/1/12
Avoiding
Failure
vs.
Chasing
Success
AVOIDING
FAILURE
CHASING
SUCCESS
• Good
infrastructure
• Client
support
and
Business
• Responsive
applica.ons
acceptance
• Training
• Engagement
processes
• Branding
• Best
prac.ces
• User
manuals
• Communi.es
of
prac.ce
• Customer
service
Stephens
(2005)
How
IT
creates
business
value
IS/IT
conversion
process
IS/IT
use
process
Compe..ve
process
IS/IT
IS/IT
IS/IT
Organiza.onal
expenditure
assets
impacts
performance
IT
management/
Appropriate/
Compe..ve
posi.on/
conversion
process
inappropriate
use
compe..ve
dynamics
Ward
&
Daniel
(2006)
11
12. 5/1/12
Really
Understand
the
Technology
Outline
the
Vision
Accept
that
Technology
is
a
Small
Factor
in
Success
Determine
Your
Governance
Approach
Make
Every
Effort
to
Engage
the
Business
Apply
Inten.onal
Energy
to
Adop.on
Pursue
Increasing
Value
Really
Understand
the
Technology
Outline
the
Vision
Accept
that
Technology
is
a
Small
Factor
in
Success
Determine
Your
Governance
Approach
Make
Every
Effort
to
Engage
the
Business
Apply
Inten.onal
Energy
to
Adop.on
Pursue
Increasing
Value
12
13. 5/1/12
EXPLORING
1
Adop.on
doesn’t
just
happen
No
adop.on
=
No
value
Adop.on
strategy
=
Increasing
the
odds
of
value
Business
case
assumes
100%
adop.on.
Oops.
EXPLORING
2
Poor
adop.on
is
a
common
issue
13
14. 5/1/12
“The
hard
part
is
getng
people
to
use
it
in
a
way
which
makes
them
more
produc.ve.”
SharePoint
“The
hard
part
is
“There
are
getng
people
to
plenty
of
use
it
in
a
way
examples
of
which
makes
failed
social
them
more
soiware
produc.ve.”
projects.
Why
did
they
fail?
Because
they
were
not
embraced
by
users.”
SharePoint
Socialtext
14
15. 5/1/12
“The
hard
part
is
“There
are
“Administrators
getng
people
to
plenty
of
oien
find
it
use
it
in
a
way
examples
of
difficult
to
teach
which
makes
failed
social
business
users
them
more
soiware
how
new
tools
produc.ve.”
projects.
Why
can
help
them
in
did
they
fail?
their
work.
Because
they
People
are
busy,
were
not
and
scared.”
embraced
by
users.”
SharePoint
Socialtext
IBM
Connec.ons
EXPLORING
3
Adop.on
is
a
process,
not
an
event
15
16. 5/1/12
Four
Stage
Model
of
User
Adop.on
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
STAGE
1
Winning
Aoen.on
Stage
1.
Winning
Aoen.on
They
aren’t
interested
in
features
and
capabili.es
How
do
we
get
them
interested?
What
others
are
doing
16
17. 5/1/12
STAGE
1
STAGE
2
Winning
Cul.va.ng
Aoen.on
Basic
Concepts
Stage
2.
Cul.va.ng
Basic
Concepts
Explain
how
the
new
stuff
works
Train
how
to
use
it
Provide
grounding,
conceptual
understanding,
and
prac.cal
experience
STAGE
1
STAGE
2
STAGE
3
Winning
Cul.va.ng
Enlivening
Aoen.on
Basic
Applicability
Concepts
Stage
3.
Enlivening
Applicability
Explore
reasons
and
value
How
could
it
apply
to
their
work?
“me,
us,
my
group
and
team”
17
18. 5/1/12
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Stage
4.
Making
It
Real
Make
it
real
and
personally
relevant
It’s
the
new
“now”
way
Don’t
shoot
yourself
in
the
foot
2
Consider
various
…
Strategies
18
19. 5/1/12
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Stage
1.
Winning
Aoen.on
They
aren’t
interested
in
features
and
capabili.es
How
do
we
get
them
interested?
What
others
are
doing
Exemplar
Stories
• How
other
people
in
your
organiza.on
are
getng
value
and
benefit
• Real
people,
real
situa.ons
…
“social
proof”
• “I
want
that”
• On
intranet,
in
newsleoers
Stage
1.
Winning
Aoen.on
19
20. 5/1/12
Real-‐to-‐Life
Scenarios
• Narra.ve
scenarios
about
how
a
group
works
– “A
day
in
the
life
of
customer
services”
– “A
project
in
the
day
of
a
research
team”
• Shows
the
possibili.es
embedded
in
their
reality
• E.g.,
Seamless
Teamwork
– Team
project
scenario
with
SharePoint
(end-‐to-‐end)
Stage
1.
Winning
Aoen.on
Senior
Execu.ve
Support
• Senior
execu.ves
as
involved
as
others
– E.g.,
Senior
Execu.ve
Mee.ngs
– Execu.ve
Modeling
• Provides
environmental
context
– Helpful,
but
insufficient
to
drive
change
Stage
1.
Winning
Aoen.on
20
21. 5/1/12
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Stage
2.
Cul.va.ng
Basic
Concepts
Explain
how
the
new
stuff
works
Train
how
to
use
it
Provide
grounding,
conceptual
understanding,
and
prac.cal
experience
Classroom
Training
• Teach
the
“what”
of
IBM
Connec.ons
(or
other
collabora.on
tool)
– Various
design
considera.ons
– Good
for
dense
concentra.ons
of
people
– Hands-‐on
=
beoer
learning
Stage
2.
Cul.va.ng
Basic
Concepts
21
22. 5/1/12
Web-‐Based
Training
• Live
webinars,
Recorded
webinars,
or
E-‐learning
courseware
– Wide
geographical
coverage
without
travel
– Self-‐paced
instruc.on
– Ease
of
upda.ng
with
new
material
Stage
2.
Cul.va.ng
Basic
Concepts
Pages
on
the
Intranet
• Help
pages
on
the
Intranet
– Usually
text
heavy,
can
include
screen
recordings
– Can
be
VERY
boring,
and
LACK
context
– Self-‐paced
instruc.on
– Could
include
social
engagement
opportuni.es
Stage
2.
Cul.va.ng
Basic
Concepts
22
23. 5/1/12
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Stage
3.
Enlivening
Applicability
Explore
reasons
and
value
How
could
it
apply
to
their
work?
“me,
us,
my
group
and
team”
Facilitated
Group
Re-‐Imagining
• What
are
the
ac.vi.es
the
group
does
today?
– These
are
underpinned
by
assump.ons
about
technology
capability
sets
– BUT
…
these
have
changed
– So
what
now?
– How
can
we
re-‐imagine
work?
Stage
3.
Enlivening
Applicability
23
24. 5/1/12
Sandbox
for
Experimenta.on
• A
place
to
play
and
try
things
out
– Less
about
“doing
business”
– More
about
“what
could
this
do
for
me
or
us?”
Stage
3.
Enlivening
Applicability
Easy
First
Steps
• Help
them
to
accomplish
the
first
things
– Setng
their
profile
– Uploading
a
picture
– Crea.ng
subscrip.ons
– Looking
at
the
various
places
– Subscribing
to
a
relevant
community
• Changes
it:
– from
“a
system
out
there”
– to
“something
I
am
involved
with”
Stage
3.
Enlivening
Applicability
24
25. 5/1/12
One-‐to-‐One
Coaching
• Observa.onal
learning
about
current
work
prac.ce
• In-‐situ
recommenda.ons
or
ideas:
– “Did
you
know
you
could
…”
– “Have
you
tried
doing
it
this
way
…”
– “Why
are
you
clicking
into
there?”
• Also
called
“Over-‐the-‐shoulder
watching”
Stage
3.
Enlivening
Applicability
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Stage
4.
Making
It
Real
Make
it
real
and
personally
relevant
It’s
the
new
“now”
way
Don’t
shoot
yourself
in
the
foot
25
26. 5/1/12
Stop
Doing,
Start
Doing
Paoerns
• A
mini-‐ac.vity
or
set
of
sequences
for
a
group
– Frequently
repeated,
well
embedded
– A
way
of
encapsula.ng
the
transi.on
from
the
old
to
the
new
• Document
reviews
• Discussions
• Finding
exper.se
– Accountability
lever
Stage
4.
Making
It
Real
Internal
User
Group
• Internal
group
made
up
of
suppor.ve
individuals
– Focus
is
on
doing
work
beoer
with
the
new
stuff
– Discussions,
Asking
ques.ons,
Finding
exper.se,
Moaning
together
Stage
4.
Making
It
Real
26
27. 5/1/12
Zero
Other
Op.ons
• Treat
the
new
system
as
the
place
of
work
– Post
the
mee.ng
notes
– Upload
the
latest
document
version
– Keep
team
member
details
– “We
do
work
in
here”
• Don’t
make
excep.ons
for
people
Stage
4.
Making
It
Real
3
Look
at
the
…
Survey
Results
27
28. 5/1/12
Total
Respondents
186
IBM
Connec.ons
59
Less
than
100
15.3%
101
to
500
8.5%
IBM
Connec5ons
501
to
1000
respondents
8.5%
1001
to
5000
15.5%
5001
to
10000
5.1%
Over
10000
47.5%
28
29. 5/1/12
Use
IBM
Connec.ons
(59)
Use
1
IBM
Connec.ons
(59)
29
30. 5/1/12
Use
2
1
IBM
Connec.ons
(59)
Use
3
2
1
IBM
Connec.ons
(59)
30
31. 5/1/12
Use
4
3
2
1
IBM
Connec.ons
(59)
Use
4
3
2
1
5
IBM
Connec.ons
(59)
31
32. 5/1/12
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Execu.ve
Web-‐Based
Embedded
Internal
Sponsorship
Training
Champion
User
Group
One-‐to-‐One
Coaching
Easy
First
Steps
IBM
Connec.ons—Use
of
the
Strategies
Effec.veness
IBM
Connec.ons
(59)
32
33. 5/1/12
Effec.veness
1
IBM
Connec.ons
(59)
2
Effec.veness
1
IBM
Connec.ons
(59)
33
34. 5/1/12
2
Effec.veness
3
1
IBM
Connec.ons
(59)
2
Effec.veness
3
1
4
IBM
Connec.ons
(59)
34
39. 5/1/12
Use
1
SharePoint
Respondents
(105)
Use
2
1
SharePoint
Respondents
(105)
39
40. 5/1/12
Use
3=
2
1
3=
3=
SharePoint
Respondents
(105)
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Execu.ve
Pages
on
the
Embedded
Sponsorship
Intranet
Champion
Classroom
Training
Web-‐Based
Training
SharePoint—Use
of
the
Strategies
40
44. 5/1/12
Effec.veness
1
3
6
2
5
4
SharePoint
Respondents
(105)
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Execu.ve
One-‐to-‐One
Internal
User
Sponsorship
Coaching
Group
Real-‐to-‐Life
Embedded
Scenarios
Champion
Easy
First
Steps
SharePoint—Effec.veness
44
45. 5/1/12
Execu.ve
Sponsorship
Embedded
Champion
Execu.ve
One-‐to-‐One
Coaching
Sponsorship
Easy
First
Steps
Embedded
Champion
Real-‐to-‐Life
Scenarios
Internal
User
Group
45
46. 5/1/12
4
Share
some
…
Experiences
CASE
1
The
Retail
Firm
46
47. 5/1/12
Home
improvement
company
250,000
employees
1750
stores
in
US,
Mexico,
and
Canada
(2010)
US$50
Billion
Revenue
Aim:
improve
processes
47
48. 5/1/12
Aim:
to
bring
people
together
E.g.,
2-‐3
kitchen
specialists—different
stores,
different
shiis
Early
Adop.on
Work
(mid-‐2010)
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Execu.ve
Sponsorship
Real-‐to-‐Life
Scenarios
48
49. 5/1/12
“…
viral
adop.on
did
not
work”
People
need
a
level
of
competence
to
see
possibili.es
for
viral
adop.on
to
work
Early
Adop.on
Work
(late-‐2010)
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Execu.ve
Sponsorship
Sign-‐off
to
Proceed
Community
Managers
Embedded
Champions
49
50. 5/1/12
Adop.on
Work
(mid-‐2011)
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Exemplar
Stories
The
case
of
the
Teflon
Paint
Tray
=$1
million
addi.onal
revenue
Community
Managers
Embedded
Champions
CASE
2
The
Research
Firm
50
51. 5/1/12
A
division
of
Bayer
AG
(pharma)
BMS—15,000
employees
at
30
loca.ons
Bayer
Group
had
switched
from
IBM
to
Microsoi
(late
2009)
BMS
piloted
IBM
Connec.ons
(Sep
2011)
Bayer
Group
selects
Connec.ons
Aim—research
collabora.on
Discover
opportuni.es/exper.se
across
loca.ons
E.g.,
similar
research
51
52. 5/1/12
Driver—the
research
scien.sts
wanted
it
Adop.on
Plan
(2011-‐2012)
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Execu.ve
One-‐hour
Facilitated
Part
of
Standard
Sponsorship
training
as
Workshops
Opera.ng
CIO
as
ac.ve
blogger
part
of
new
Environment
workplace
Embedded
Champions
Central
Support
Organiza.on
52
53. 5/1/12
CASE
3
The
University
Driver—giied
the
technology
from
the
vendor
53
54. 5/1/12
Adop.on
Strategy
STAGE
1
STAGE
2
STAGE
3
STAGE
4
Winning
Cul.va.ng
Enlivening
Making
Aoen.on
Basic
Applicability
It
Real
Concepts
Real-‐to-‐Life
“Build
It
And
Scenarios
They
Will
Come”
Execu.ve
Support
(some)
Failure
Academics
not
interested
Not
posi.oned
in
a
way
that
made
sense
vs.
LMS
IT
staff
lei
the
university.
Ini.a.ve
faltered.
54
55. 5/1/12
CASE
4
The
Bank
“...
a
friendly
human
face
to
help
them
navigate
the
tools.”
One-‐on-‐one
training
Facilitated
team
learning
sessions
Answering
their
ques.ons
55