Analytics is not just a technology it takes people. This presentation shows how you can impress executives through people power. Business intelligence is now social and social media is the way forward with people.
Wikinomics - Winning With The Enterprise 2.0 - with transcriptMike Qaissaunee
Don Tapscott presented on the concept of the Enterprise 2.0 and how mass collaboration is changing business. Some key points:
1) Enterprises are shifting from closed hierarchical structures to open, networked structures that are more flexible and dynamic.
2) A $7 million research project investigated this transition to the "Enterprise 2.0" and found companies moving toward more open innovation and knowledge sharing.
3) Four main drivers of change are the emergence of Web 2.0 technologies, the rise of the net generation, the social revolution with online collaboration, and the economic benefits of more open and networked enterprises.
This document discusses how information technology can enhance organizational performance. It addresses that an information system is a combination of hardware, software, infrastructure, and people used to focus on improving processes, leveraging transactions, and measuring efficiency and effectiveness. The objectives of an information system are to help understand the motivations, experiences, and objectives of internal and external clients of an organization. It also questions whether information systems should mirror organizational functions or support how work actually gets done in an organization.
The document discusses the evolution of corporate learning ecosystems from traditional formal learning approaches to more connected, collaborative approaches. It notes several trends driving this change, including cognitive overload, generational impacts, and a gap between learning at home and work. The author advocates for a learning ecosystem that allows employees to learn through interactions with peers, experts, and resources. Examples are provided of how this contrasts with traditional learning models and how organizations can transition to support more social, connected learning.
This document discusses lean innovation and knowledge-based development. It begins with several quotes highlighting how innovation has changed over time. It then discusses the challenges institutions face in accommodating truly revolutionary changes. The rest of the document discusses lean thinking and knowledge management as it relates to technology development. It emphasizes the importance of respecting people, continuous improvement, and skilled individuals.
Autor: Gaetano Cascini
Presentación en el ciclo CORFO - Universidad Técnica Federico Santa María. Para más presentaciones ver en http://www.ecollege.cl
Activity based working Case Study and Workplace Trends in the NetherlandsSu Butcher
Presentation given by Louis Lhoest, Veldhoen + Company
at Workplace Trends 2012 Conference: Wellbeing and Performance, Thursday 25 October 2012, One Bishop's Square, London, E1 6AD
The document discusses tools and frameworks for developing regional innovation hubs. It provides an overview of Hubconcepts' 20 years of experience analyzing over 200 science and technology parks. The Hubconcepts Innovation Hub Framework is presented as a tool to identify, analyze, and plan innovation hubs using "visual ecosystem profiles". Case studies of Otaniemi, Finland and other regions are analyzed to demonstrate how the framework can support the development of innovation hubs and activities. Hubconcepts offers services to support profiling and managing next-generation innovation hubs.
Wikinomics - Winning With The Enterprise 2.0 - with transcriptMike Qaissaunee
Don Tapscott presented on the concept of the Enterprise 2.0 and how mass collaboration is changing business. Some key points:
1) Enterprises are shifting from closed hierarchical structures to open, networked structures that are more flexible and dynamic.
2) A $7 million research project investigated this transition to the "Enterprise 2.0" and found companies moving toward more open innovation and knowledge sharing.
3) Four main drivers of change are the emergence of Web 2.0 technologies, the rise of the net generation, the social revolution with online collaboration, and the economic benefits of more open and networked enterprises.
This document discusses how information technology can enhance organizational performance. It addresses that an information system is a combination of hardware, software, infrastructure, and people used to focus on improving processes, leveraging transactions, and measuring efficiency and effectiveness. The objectives of an information system are to help understand the motivations, experiences, and objectives of internal and external clients of an organization. It also questions whether information systems should mirror organizational functions or support how work actually gets done in an organization.
The document discusses the evolution of corporate learning ecosystems from traditional formal learning approaches to more connected, collaborative approaches. It notes several trends driving this change, including cognitive overload, generational impacts, and a gap between learning at home and work. The author advocates for a learning ecosystem that allows employees to learn through interactions with peers, experts, and resources. Examples are provided of how this contrasts with traditional learning models and how organizations can transition to support more social, connected learning.
This document discusses lean innovation and knowledge-based development. It begins with several quotes highlighting how innovation has changed over time. It then discusses the challenges institutions face in accommodating truly revolutionary changes. The rest of the document discusses lean thinking and knowledge management as it relates to technology development. It emphasizes the importance of respecting people, continuous improvement, and skilled individuals.
Autor: Gaetano Cascini
Presentación en el ciclo CORFO - Universidad Técnica Federico Santa María. Para más presentaciones ver en http://www.ecollege.cl
Activity based working Case Study and Workplace Trends in the NetherlandsSu Butcher
Presentation given by Louis Lhoest, Veldhoen + Company
at Workplace Trends 2012 Conference: Wellbeing and Performance, Thursday 25 October 2012, One Bishop's Square, London, E1 6AD
The document discusses tools and frameworks for developing regional innovation hubs. It provides an overview of Hubconcepts' 20 years of experience analyzing over 200 science and technology parks. The Hubconcepts Innovation Hub Framework is presented as a tool to identify, analyze, and plan innovation hubs using "visual ecosystem profiles". Case studies of Otaniemi, Finland and other regions are analyzed to demonstrate how the framework can support the development of innovation hubs and activities. Hubconcepts offers services to support profiling and managing next-generation innovation hubs.
Speaker Presentation at 12th Annual NJ Organization Development Annual Sharing Day Conference.
Contact Information: Karen Toole, Ed.D., Principal WH Professional Services, LLC
ktoole@whprofessional.com or 682.502.4906
The document compares Boyd's Observe-Orient-Decide-Act (OODA) loop model of decision-making to other models, identifying shortcomings in OODA. It reviews Wohl's Stimulus-Hypothesis-Option-Response (SHOR) model, Rasmussen's three-level model of human thinking, and other candidate command and control (C2) models. The comparison finds that while OODA is widely used, it lacks concepts of attention, memory, and cognitive representations, and does not apply well to collaborative decision-making or scale to interactions between large numbers of agents. The document concludes that OODA should be re-engineered to address its shortcomings
Best Practices in Developing Innovation Ecosystems, Jukka Viitanen, HubconceptsBusiness Finland
This document discusses best practices for developing innovation ecosystems. It summarizes Hubconcepts' work benchmarking over 200 science and technology parks globally. The key lessons are: 1) Innovation hubs require comprehensive ecosystem development approaches combining infrastructure and programs. 2) A core hub organization is needed to orchestrate the ecosystem. 3) Advanced public-private partnerships facilitate networking and business development. 4) Strategic alliances complement resources and allow ecosystems to scale up. Overall, the document outlines Hubconcepts' framework for analyzing and developing globally competitive innovation hubs.
The document discusses adopting agile methods in medium and large organizations and outlines some of the risks and strategies involved. It notes that organizational culture, processes, and human resistance can make adoption difficult. Common risks include having too many reasons and approaches to adoption, as well as barriers related to organizational size, structure, and culture. The document recommends understanding an organization's culture and choosing the right strategy and risks, with a focus on communication, consistency, and making any change process acceptable.
The document discusses the concept of triple bottom line reporting and whether it is a real change or just window dressing. It provides background on evolving societal and economic issues like population growth, resource consumption, and accountability. The document also outlines emerging solutions like corporate social responsibility and sustainability reporting to address these issues. It argues that accounting professionals need to participate in these solutions and provides examples of frameworks, standards, and initiatives that are driving more comprehensive reporting on environmental, social, and economic impacts.
This document discusses the role of information technology (IT) in education. It suggests that IT can be used for automation, informing, and transformation. IT can automate administrative tasks, inform students and teachers through data and analytics, and transform education through personalized learning, new roles, and rethinking traditional systems. The document argues that the true impact of IT is in blurring boundaries and changing the scale, scope, and nature of education to promote lifelong learning.
This document provides an agenda and summary for a technology and strategy class. It includes the following:
- An agenda covering administrative announcements, IT news, and a discussion on technology and strategy.
- A discussion of concepts like Web 1.0 vs 2.0, what is Web 3.0, and critical questions about how organizations use IT and evaluate new technologies.
- Models for information, technology, and the systems development life cycle.
Plenary 2 Leaders and Leadership - The Good, The Bad and The UglyNHSScotlandEvent
Leaders and leadership - the Good, the Bad and the Ugly by Irwin Turbitt discusses different types of leadership. It notes that leadership requires change, which leads to loss and distress, but that distress can be productive. Adaptive leadership maintains people within their productive zone of distress and focuses on relationships rather than authority alone. Creating public value through both goods/services and obligations is important for public sector leadership. Overall it emphasizes that leadership is about facing complex problems through trial and error while keeping people focused.
This presentation describes an inventory to measure Communities of Practice. It gives background to the theory of CoP and the development process of the inventory.
The document discusses the concept of authentic leadership. It defines authentic leadership as being self-directed, originating from within oneself, and true to one's authentic self. It contrasts authentic leadership with hierarchical and counterfeit leadership. Authentic leadership engages and empowers people, develops their potential, and inspires initiative rather than controlling or manipulating them. The document proposes authentic leadership as a developmental process and presents a model involving mastering an inner game of intent, awareness and cohesion, and an outer game of transformation, emergence and transcendence.
The human face of analytics ...ANERDlytics. Analytics is not about tools but people and their ability to gain the best from an organisation. Analysts are now foundational in any enterprise. See why
The Industrial Internet of Things (IIoT) uses sensors, machine learning, and big data technologies to capture and communicate machine data from industrial settings. This data can help companies identify inefficiencies, problems, and opportunities for quality control, sustainability, supply chain management, and overall efficiency. While the current IIoT market is sizable, it has immense future growth potential as connectivity and intelligence of devices increases with the automation of human jobs. The document discusses how companies can capitalize on IIoT opportunities through linking real-time data to advanced analytics and using insights for optimization.
A beach is made up of many individual grains of sand. Similarly, a sustainable business is composed of many ideas from different people that are then implemented. The sustainable business succeeds due to collaborative contributions.
Masterclass - CDAO conference Paul Ormonde-James overview Sydpaul ormonde-james
The document is a presentation about leadership in analytics and gaining enterprise-wide buy-in for data-driven initiatives. The presentation covers topics like cultural change, changing behaviors to promote data-driven decision making, building an analytically-driven enterprise, strategies for embedding analytics solutions throughout an organization, and aligning analytics strategies with business goals to prove value. The presentation is delivered by Paul Ormonde-James and provides his contact information for those seeking more details.
Analysts who excel at their work show great curiosity. They ask questions and seek to understand situations more deeply. Those with curiosity will perform better in analysis by gathering more information and considering various perspectives.
This document discusses the roles of data scientists and data analysts. It provides definitions for both from sources like Gartner and the US Bureau of Labor Statistics. A data scientist represents an evolution from the analyst role, requiring strong business and communication skills in addition to technical skills. Data scientists explore multiple data sources to discover previously hidden insights, while analysts focus on single sources and reporting. The document emphasizes that data scientists pick important business problems and communicate solutions, while cautioning against "fools with tools" being mistaken for qualified professionals.
The future needs addressing now. Technology is driving change at dog year rates (x7) see the future now and build competitive advantage, navigate the unknown with cybertreking
Ultimate Hack! Layers 8 & 9 of the OSI ModelRafal Los
The vast chasm between business and Information Security must be bridged. In this talk from AtlSecCon in Halifax (Mar 2011) I discuss how Information Security professionals can 'hack' the management and budget layers of their daily work to get things done more effectively.
Knowledge management the ability of an organization to create, share and use the collective
knowledge of its products, processes and people to increase workplace productivity and reduce
activities that reinvent the wheel is being moved to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are
turning to a previously untapped resource: their employees’ knowledge.
Speaker Presentation at 12th Annual NJ Organization Development Annual Sharing Day Conference.
Contact Information: Karen Toole, Ed.D., Principal WH Professional Services, LLC
ktoole@whprofessional.com or 682.502.4906
The document compares Boyd's Observe-Orient-Decide-Act (OODA) loop model of decision-making to other models, identifying shortcomings in OODA. It reviews Wohl's Stimulus-Hypothesis-Option-Response (SHOR) model, Rasmussen's three-level model of human thinking, and other candidate command and control (C2) models. The comparison finds that while OODA is widely used, it lacks concepts of attention, memory, and cognitive representations, and does not apply well to collaborative decision-making or scale to interactions between large numbers of agents. The document concludes that OODA should be re-engineered to address its shortcomings
Best Practices in Developing Innovation Ecosystems, Jukka Viitanen, HubconceptsBusiness Finland
This document discusses best practices for developing innovation ecosystems. It summarizes Hubconcepts' work benchmarking over 200 science and technology parks globally. The key lessons are: 1) Innovation hubs require comprehensive ecosystem development approaches combining infrastructure and programs. 2) A core hub organization is needed to orchestrate the ecosystem. 3) Advanced public-private partnerships facilitate networking and business development. 4) Strategic alliances complement resources and allow ecosystems to scale up. Overall, the document outlines Hubconcepts' framework for analyzing and developing globally competitive innovation hubs.
The document discusses adopting agile methods in medium and large organizations and outlines some of the risks and strategies involved. It notes that organizational culture, processes, and human resistance can make adoption difficult. Common risks include having too many reasons and approaches to adoption, as well as barriers related to organizational size, structure, and culture. The document recommends understanding an organization's culture and choosing the right strategy and risks, with a focus on communication, consistency, and making any change process acceptable.
The document discusses the concept of triple bottom line reporting and whether it is a real change or just window dressing. It provides background on evolving societal and economic issues like population growth, resource consumption, and accountability. The document also outlines emerging solutions like corporate social responsibility and sustainability reporting to address these issues. It argues that accounting professionals need to participate in these solutions and provides examples of frameworks, standards, and initiatives that are driving more comprehensive reporting on environmental, social, and economic impacts.
This document discusses the role of information technology (IT) in education. It suggests that IT can be used for automation, informing, and transformation. IT can automate administrative tasks, inform students and teachers through data and analytics, and transform education through personalized learning, new roles, and rethinking traditional systems. The document argues that the true impact of IT is in blurring boundaries and changing the scale, scope, and nature of education to promote lifelong learning.
This document provides an agenda and summary for a technology and strategy class. It includes the following:
- An agenda covering administrative announcements, IT news, and a discussion on technology and strategy.
- A discussion of concepts like Web 1.0 vs 2.0, what is Web 3.0, and critical questions about how organizations use IT and evaluate new technologies.
- Models for information, technology, and the systems development life cycle.
Plenary 2 Leaders and Leadership - The Good, The Bad and The UglyNHSScotlandEvent
Leaders and leadership - the Good, the Bad and the Ugly by Irwin Turbitt discusses different types of leadership. It notes that leadership requires change, which leads to loss and distress, but that distress can be productive. Adaptive leadership maintains people within their productive zone of distress and focuses on relationships rather than authority alone. Creating public value through both goods/services and obligations is important for public sector leadership. Overall it emphasizes that leadership is about facing complex problems through trial and error while keeping people focused.
This presentation describes an inventory to measure Communities of Practice. It gives background to the theory of CoP and the development process of the inventory.
The document discusses the concept of authentic leadership. It defines authentic leadership as being self-directed, originating from within oneself, and true to one's authentic self. It contrasts authentic leadership with hierarchical and counterfeit leadership. Authentic leadership engages and empowers people, develops their potential, and inspires initiative rather than controlling or manipulating them. The document proposes authentic leadership as a developmental process and presents a model involving mastering an inner game of intent, awareness and cohesion, and an outer game of transformation, emergence and transcendence.
The human face of analytics ...ANERDlytics. Analytics is not about tools but people and their ability to gain the best from an organisation. Analysts are now foundational in any enterprise. See why
The Industrial Internet of Things (IIoT) uses sensors, machine learning, and big data technologies to capture and communicate machine data from industrial settings. This data can help companies identify inefficiencies, problems, and opportunities for quality control, sustainability, supply chain management, and overall efficiency. While the current IIoT market is sizable, it has immense future growth potential as connectivity and intelligence of devices increases with the automation of human jobs. The document discusses how companies can capitalize on IIoT opportunities through linking real-time data to advanced analytics and using insights for optimization.
A beach is made up of many individual grains of sand. Similarly, a sustainable business is composed of many ideas from different people that are then implemented. The sustainable business succeeds due to collaborative contributions.
Masterclass - CDAO conference Paul Ormonde-James overview Sydpaul ormonde-james
The document is a presentation about leadership in analytics and gaining enterprise-wide buy-in for data-driven initiatives. The presentation covers topics like cultural change, changing behaviors to promote data-driven decision making, building an analytically-driven enterprise, strategies for embedding analytics solutions throughout an organization, and aligning analytics strategies with business goals to prove value. The presentation is delivered by Paul Ormonde-James and provides his contact information for those seeking more details.
Analysts who excel at their work show great curiosity. They ask questions and seek to understand situations more deeply. Those with curiosity will perform better in analysis by gathering more information and considering various perspectives.
This document discusses the roles of data scientists and data analysts. It provides definitions for both from sources like Gartner and the US Bureau of Labor Statistics. A data scientist represents an evolution from the analyst role, requiring strong business and communication skills in addition to technical skills. Data scientists explore multiple data sources to discover previously hidden insights, while analysts focus on single sources and reporting. The document emphasizes that data scientists pick important business problems and communicate solutions, while cautioning against "fools with tools" being mistaken for qualified professionals.
The future needs addressing now. Technology is driving change at dog year rates (x7) see the future now and build competitive advantage, navigate the unknown with cybertreking
Ultimate Hack! Layers 8 & 9 of the OSI ModelRafal Los
The vast chasm between business and Information Security must be bridged. In this talk from AtlSecCon in Halifax (Mar 2011) I discuss how Information Security professionals can 'hack' the management and budget layers of their daily work to get things done more effectively.
Knowledge management the ability of an organization to create, share and use the collective
knowledge of its products, processes and people to increase workplace productivity and reduce
activities that reinvent the wheel is being moved to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are
turning to a previously untapped resource: their employees’ knowledge.
The document discusses the importance of convening knowledge and expertise within organizations. It describes a convening competency that addresses identifying hidden knowledge, facilitating effective conversations to surface that knowledge, and translating the knowledge into usable insights. With the right facilitation, conversation techniques, and translation methods, conveners can streamline processes like new product development and accelerate changes like mergers by enabling sharing of tacit knowledge across teams, geographies, and expertise.
The Secret Sauce for Innovation (shortform) Laszlo Szalvay
The document summarizes Laszlo Szalvay's presentation on innovation and agility at Agile Brazil 2012. It discusses how organizations can become more innovative through adopting an agile mindset. The presentation covers 5 steps for organizations: 1) become a learning organization, 2) focus on employee retention, 3) implement community architecture, 4) have a clear executive vision, and 5) use user stories to articulate requirements. The goal is to help organizations innovate through increased agility.
This document discusses knowledge management and leadership in knowledge domains. It covers developing a knowledge strategy, assessing an organization's knowledge culture, and implementing knowledge management practices. The key points are:
- A knowledge strategy helps staff adopt best practices and lessons learned to achieve organizational goals.
- Conducting a knowledge audit establishes the need for change and identifies gaps in an organization's knowledge development and sharing.
- Developing and communicating a knowledge strategy can help move an organization toward a collaborative knowledge culture.
The document provides information about ITSM Academy, an accredited education provider for ITSM certifications and training since 2003. It has trained tens of thousands of professionals. It offers certifications in ITIL, ISO 20000, MOF Foundation, and its own Certified Process Design Engineer certification. It also provides ITSM professional diplomas and practical workshops. Courses are offered throughout the U.S. in public, on-site corporate, and virtual classes.
The document proposes a workplace learning hub to (1) accelerate skills development, (2) link practice and research, and (3) share best practices. It would (1) build a skills community, (2) systematically connect practice and research, and (3) collect research and practices. The hub's business model would involve knowledge mapping, collecting local research, and establishing communities of practice. It outlines challenges, opportunities for collaboration between academia, development institutions, and the workplace, and next steps to develop the business model in more detail.
The document discusses knowledge management (KM), including different types of knowledge, intellectual capital, and why KM is needed. It defines KM as a framework for capturing, sharing, and creating new knowledge to improve business performance. Challenges of KM include getting employee participation and preventing information overload. Metrics for measuring KM include number of knowledge base users and submissions, and stories of successful knowledge reuse.
The three Enterprise Innovation Networks The Irish Software Association (ISIN), Industry Research & Development Group (IRDG) and the Construction IT Alliance (CITA) EIN, all funded by Enterprise Ireland hosted a joint seminar on Tuesday 23rd October 2012 in the Dublin City Council offices on Wood Quay from 08.00am - 11.00am. There were 80 delegates in attendance and an additional 20 viewing the event online. The intention of this event was to focus on the need to Collaborate to Innovate for a successful future.
The Opening address was given by Mr Greg Treston from Enterprise Ireland. Greg is Head of Research & Innovation. There was then a short Introduction to each of the Enterprise Innovation Networks. Speakers included Paul Sweetman of ISIN, Denis Hayes of IRDG and Suzanne Purcell of CITA EIN. This was followed by presentation on Collaborating with Third Level Research Institutes by John Whelan, Trinity College Technology Transfer Office and Tom Flanagan, DIT Hothouse. Three case Studies followed. Case Study 1: Dr. Yvonne Traynor, Henkel Case. Study 2: Sean Giblin, Cylon Controls. Case Study 3: Anthony McCauley, Fujitsu
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.
This document provides an overview of knowledge management. It defines knowledge and differentiates it from information. It discusses how knowledge exists both explicitly in documented forms, as well as tacitly in people's skills and experiences. Effective knowledge management involves both managing explicit knowledge stocks, like documents, as well as facilitating knowledge flows between people. It emphasizes the importance of collaboration for sharing and creating new knowledge. Finally, it discusses how knowledge management is important for organizations in enabling innovation.
Great strides have happened at universities to cultivate entrepreneurs, and regions have developed stronger programs for collaborating with their higher education institutions to launch ventures. However, measurement and tracking of these economic development programs still lags the myriad approaches to starting new ventures. This delay may be attributed in part to continued reliance on traditional measurement methods for economic development performance within entrepreneurial ecosystems that are not structured to produce traditional results. This session presents new perspectives on the challenges of university-based entrepreneurship within regional economic systems and suggests new approaches to measuring and managing new venture creation.
This is a presentation on the role of knowledge management in clusters' success. This presentation was hold by Tibor Gyulay, executive manager of POZITEAM, on a workshop organized at INNOSKART, one of the Hungarian innovation clusters.
The document discusses knowledge management (KM) at Yesser, a government organization in Saudi Arabia. KM aims to capture experts' knowledge and experiences, create insights from this information, and share it with others to improve Yesser and raise the maturity of the Saudi government. The memo encourages experts to contribute their knowledge and help advance KM's goals.
Virtual Success Equals Real Results - Training Magazine Conference 2013 Sessi...Brandon Williams
Educe Group implemented a social learning platform called EduceConnect to address challenges from a dispersed workforce. They sought to improve knowledge sharing, reduce reliance on experts, and speed onboarding. Implementation involved understanding organizational readiness, seeding the platform with existing content, considering search strategies, identifying experts to contribute, and a soft launch focused on new hire training. Success was measured by faster response times, increased collaboration, and reduced administrative tasks.
This document provides an overview of writing social media guidelines for companies. It begins with definitions of policies, codes of conduct, and guidelines. It then discusses why companies need social media guidelines, using examples of employees damaging brands and the need for conversation guidelines. The document outlines challenges in developing guidelines, including format, implementation, education, and ensuring pertinence. It provides basics that should be covered, such as distinguishing professional versus private use and ensuring data protection and responsibility. The document presents examples of guidelines from Meltwater Group and for employees. It concludes that guidelines should be simple, fun, make employees proud to work there, and avoid issues.
This document provides an introduction to information systems and discusses key concepts. It begins with defining an information system as a set of resources designed to foster organizational learning. It then outlines the objectives of understanding information system fundamentals, analyzing structured and unstructured data, and exploring the difference between data and action. The document evaluates information systems based on a case study focusing on value proposition, IT/business alignment, and use of IT concepts and methodologies.
This document discusses key aspects of knowledge management including:
1. It introduces knowledge management, knowledge strategies, and the knowledge management systems life cycle.
2. It explains the knowledge management process which involves capturing, organizing, refining, and transferring knowledge through a progressive cycle.
3. It discusses how knowledge management drives organizational benefits like new products, markets, solutions, and more efficient processes.
Discover the QlikView Way was presented by Matthew Stephen, Solutions Consultant at QlikView during the Discover QlikView track at Business Discovery London event on 22nd November 2011
Similar to Corporate Kung Fu - Paul Ormonde-james (20)
The document discusses the importance of data scientists being able to effectively communicate complex data insights and analyses to non-technical audiences. It emphasizes using storytelling techniques to convey findings through compelling narratives that guide viewers from questioning to conclusions. The key aspects covered include setting the scene, building to a climax, and providing a recommendation. Visualizations should support the story and be simple yet powerful. Presenting insights through engaging stories helps ignite imagination and knowledge transfer across varying audiences.
This document provides advice and guidance from Paul Ormonde-James on business intelligence and analytics. It emphasizes that understanding is a journey that requires a roadmap. It recommends focusing first on people and processes, and that technology alone is not a solution. It also suggests building analytics capabilities incrementally like pieces of a puzzle to prove success, and educating senior management on the benefits of analytics and cloud computing.
Everyone is a data scientist today, but that is impossible. How do you spot the real data scientist from the fake? Some people just lie. Don't be fooled this presentation will help find the fools
Paul Ormonde-James presented on creating a balance between talent, technology, and processes to derive real ROI from data. He emphasized the importance of having the right culture, passionate people, and defined processes ("3 P's") to succeed. He also stressed defining the problem, enhancing current talent, and measuring technology investments to ensure ROI. Throughout, he highlighted the importance of passion and understanding strategic context to effectively leverage data and analytics.
When every shot counts - can you make a difference or will you failpaul ormonde-james
The document discusses the rise of analytics and big data in business. It notes that ubiquitous computing, virtualization, cloud computing and social media have led to more data from more sources. This creates both opportunities and challenges for businesses in making sense of large and diverse data. The presentation discusses the importance of data quality and analytics for intelligence and survival in today's digital world. It provides examples of the speaker's experience in data quality, analytics and predictive modeling.
A fool with a tool is still a fool, people means powerpaul ormonde-james
The document discusses the importance of analytics and data in navigating an increasingly competitive business environment. It emphasizes that analytics requires considering people, customers, and performance. Additionally, it stresses the value of business intelligence in understanding what has happened, what is happening, and what could happen in the future to guide business decisions. Finally, it highlights the importance of communication and gaining senior support for analytics initiatives to be successful.
marcus Evans data quality conference Paul Ormonde-james key speaker on data quality and solving the applications issues. A practical guide from his time at MBF Australia.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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1. From Source to Solution –
The ancient secrets of the
Intelligence Continuum
Basic Course
Corporate Kung Fu for beginners
By
Master
Paul Ormonde-James
The Data Warehouse Institute
Paulormondejames@cybertrekking.com.au
2. Congratulations……
You have been admitted to the Corporate Kung Fu
School of enlightenment
Today you will learn
• Where you and your
organisation may sit in the journey
of BI enlightenment
•What you might discover as you
progress your organisation to
achieving full value add – SAGE
•Key learning's to assist you
navigate the horrors of the journey
>>>
Copyright 2008 Paul Ormonde-James Slide 2
3. Corporate Kung Fu…..
Skills of the Corporate Kung Fu
practitioner
• The ancient ability to
– Manipulate the “Hidden Force” to move
between information silos with stealth.
– Understand what is not said, but is
important to know.
– Moving “thought” in a direction you desire.
– Seeing what others do not see
– Reaching the final destination with no
money and in a split second
– Using your combat skills to crush the
opposition, in the nicest possible way >>
Copyright 2008 Paul Ormonde-James Slide 3
4. Intelligence & The Data Warehouse Institute
There will be no Hype, no fluff and no Bias and is vendor free.
TDWI November 2008 Meeting
11th November 2008, 07:30 am
from renowned speaker and
author John Lane-Smith.
“A Personality Approach to Team
Dynamics”
Sydney Mechanics School of Arts
228 Pitt St
Sydney NSW 2000
The
Data
Warehouse
Institute
Connect, Share, Learn
http://www.tdwi.org
Copyright 2008 Paul Ormonde-James Slide 4
5. Who is the Data warehouse Institute???
• TDWI provides
The Intelligence & Data Warehouse Institute
– Education & training,
– Certification & news,
– and research for executives, senior business managers and information
technology (IT) professionals worldwide.
• Educational institute for business intelligence and data
warehousing.
– Founded in 1995
• Complete resource for professional development, including
certification, well respected publications, and critical
research.
• In Australia, bring BI professionals together to share
knowledge and experience
Copyright 2008 Paul Ormonde-James Slide 5
6. To know the task
is to know the solution…..
solution…..
Grass hopper
What are other
temples doing?
7. TDWI Maturity Model
Stage 1.Prenatal 2.Infant 3.Child 4.Teenager 5.Adult 6.Sage
Empower Monitor
Knowledge Business
Workers Processes
Executive
Perception
Inform Drive the
Cost Executives Business Drive the
Centre Market
Gulf Chasm
Structure
Mgmt Reports Spreadmarts Data Marts DW’s Enterprise DW BI Services
Scope System Individual Department Division Enterprise Inter Enterprise
Business Value
Copyright 2008 Paul Ormonde-James Slide 7
8. TDWI Maturity Model – Cost value Continuum
Stage 1.Prenatal 2.Infant 3.Child 4.Teenager 5.Adult 6.Sage
Type of Financial Executive Analytical Monitoring Strategic Business
System System System System System System Service
Paper Briefing Interactive Dashboard Cascading Embedded
Analytics Report Book Report Applications Scorecards
Drive the
Cost Market
Inform Empower Drive the
Centre Monitor
Executive Executives Workers Business
Processes
Perception
Gulf Chasm
ROI
Cost Gulf
ROI
Value
Mngmt Data Enterprise Analytical
Architecture Spread mart Data Marts
Reporting Data Integration
Warehouses
DW Services
Copyright 2008 Paul Ormonde-James Slide 8
9. Degree of Data Integration…..
Stage 1.Prenatal 2.Infant 3.Child 4.Teenager 5.Adult 6.Sage
Scope System Individual Department Division Enterprise Inter Enterprise
Funding IT Individual Dept. Budget Div. Budget Business Self Funding
Team IT Analyst Department BI Bus. Unit BICC EDSCC
BI
Governance IT Individual BI Project Mg BI Project Mgr BI Unit Execs
Stewardship
Gulf Chasm
Local
Control Negotiate &
Consolidate
Plan Global
Think Local Act Local
Flexibility Resist Global
Standards
Enterprise
Standards
Mngmt Data Enterprise Analytical
Architecture Spread mart Data Marts
Reporting DW Services
Warehouses
Data Integration
Copyright 2008 Paul Ormonde-James Slide 9
10. Wisdom is attained through
enlightenment of the
soul…Grass Hopper
soul…
How to achieve
11. Strategic Positioning - enlightenment #1
• He who knows where he
must go, will arrive quickly
and with fewer steps
• BI Success begins with a clear understanding of
the reasons that BI is important to the business.
• Knowledge of both business drivers and BI
program drivers defines the strategic and
tactical positioning of a BI program.
• It can only work if senior management support
the implementation, delivery and use of the
program.
• A BI strategic Plan must be developed and
communicated.
Copyright 2008 Paul Ormonde-James Slide 11
12. Strategy Execution - enlightenment #2
Without a process to execute strategy, you could become a statistic
Consider the following:
• 95% of a typical workforce does not understand its
organisation’s strategy
• 90% of organisations fail to execute their strategies
successfully
• 86% of executive teams spend less than one hour
discussing strategy
• 70% of organisations do not link middle
management incentives to strategy
• 60% of organizations do not link strategy to
budgeting. Is your organisation one of them? >
Copyright 2008 Paul Ormonde-James Slide 12
13. Deliver Measured Results – Enlightenment #2
The quality of decision is like the well-
timed swoop of a falcon which enables
it to strike and destroy its victim
• The visible part of a BI program is reports and analysis
• Analytics succeed in organisations that use metrics
effectively.
• When management acknowledge the BI/DW program
as both a business process and an investment, it
becomes an obvious target of applied metrics.
• Established measurable goals and define actionable
metrics for the program. This component adds value
across the organisation.
• The BI team will be built to provide advanced analytics
to the organisation.
Copyright 2008 Paul Ormonde-James Slide 13
14. Business Initiatives - Enlightenment #3
• He who walks alone
carries a heavy load
– Successful BI engages the business.
– It is a “business first, technology
second” endeavour. Technology can
support BI, but it can’t create BI.
– Find a “white Knight” or “master”
– Get them to sell your capability and
delivery
Copyright 2008 Paul Ormonde-James Slide 14
15. Deliver User First Design – Enlightenment #4
Walk in the steps of your target,
live in a day of your target, think
like your target
• BI/DW products only deliver value when they
are used by people conducting business
activities.
• BI design is focused first for the user experience
it drives. Successful BI starts with what the user
will see and how they will interact with BI
products.
• World class BI focuses particular attention to
how BI solutions will fit seamlessly into day-to-
day business activities.
• Define deliverables and agree with business
sponsors. Add to BI plan. >>
Copyright 2008 Paul Ormonde-James Slide 15
16. Create New Value - enlightenment #5
• Keep your friends close,
keep your enemies closer
– Be very aware of office politics
– Understand the players
– Observe the game
– Know the power players
– Be aware of the relationships both
visible and hidden
– Listen, watch & learn before playing
the game.
– BI strives to “Don’t just integrate
data – enrich information.”
Copyright 2008 Paul Ormonde-James Slide 16
17. Human Impacts - enlightenment #6
• Understand your opponent as
you understand yourself
• BI success and effectiveness depends on
people.
• From those who define and articulate business
strategies to those who employ BI products in
their day-to-day work, BI changes jobs.
• It creates new roles and responsibilities,
demands new skills, and changes the way that
work is done.
• Business professionals and seasoned IT
people will both experience significant change.
• Personalities make a difference >>
Copyright 2008 Paul Ormonde-James Slide 17
18. Information & Analytics – Enlightenment #7
He who is armed with the right
understanding can conquer all
opposition
• Information is more valuable than data.
Data is only the raw material that is used to
create information.
• Data Warehousing is part of the supply
chain for business information. DW
technology is “under the hood” stuff that is
necessary to power business intelligence.
• The power of Business Intelligence is in
Analytics and the power to unleash Insight
& Foresight.
Copyright 2008 Paul Ormonde-James Slide 18
19. Initiate active data stewardship – enlightenment #8
In combat
you must join with allies
• If data is the raw material from which we
create information, then reliability of
information directly depends on the quality of
the data that is used to produce it.
• Good information depends on good data,
and good data is a product of good data
management, not of good fortune.
• One of the keys to BI success is business-
managed data and information resources,
implemented through active and ongoing
data stewardship. >>>
Copyright 2008 Paul Ormonde-James Slide 19
20. Initiate Long Term Investment - enlightenment #9
• He who heralds greatness,
shall be seen as great
•The BI program is long term and a journey.
•While quick-strike successes create political
goodwill and heroes-for-a-day, a sustainable BI
program is one that continuously provides
meaningful information, useful analytics, and
measurable impact.
•It allows the organisation to grow and grows with
the organisation.
•Communicate the successes
•Meet with the business regularly
•Use formal and informal communications
•Create a call plan >>>
Copyright 2008 Paul Ormonde-James Slide 20
21. Reach out - enlightenment #10
• Tread where angels fear,
where tigers roar and bears
rip you apart
• Look for opportunities that others see
as problems
• Deliver value, quickly and in regular
“slices” so action is seen – NO big
bangs
• The BI touches every part of the
business and reach as far as is
practical. Be bold - Deliver, deliver.
Deliver
• Each business process touched by BI
is a potential opportunity to receive
value, as is each person who uses the
BI products. >>>
Copyright 2008 Paul Ormonde-James Slide 21
22. It is now time for you to
leave but final words of
wisdom…..Grass hopper
wisdom…..
Conclusions
Three
Important pieces of
Information
23. Firstly, Golden rules of combat – Corporate Kung Fu…..
• Deflect the force
– Do not block
• Know the opponents weakness
– Hit were it hurts
• Find people of like spirit – spiritual synergy
• Be prepared for the unexpected
• Speak softly, but roar like the tiger
• All encounters are dangerous
• The word is mightier than the sword
• Respect all opponents
• Capitalise the opponents weakness, avoid the strength
• He who throws mud, loses ground
• Use the style needed to succeed, change styles >>>
Copyright 2008 Paul Ormonde-James Slide 23
24. Secondly, Faith – Your religion will see you through…..
You are what you believe
• Be confident of the future direction, enable
faster decision making with applied analytics
and Business Intelligence
• Drive change through accurate and timely
information & knowledge
• See what others do not see through
modelling and predictive analysis
• Have your vision for the future, make it
known across the organisation
• Do not let others apply their mediocrity to
your future
• Make the time to take a strategic role! >
Copyright 2008 Paul Ormonde-James Slide 24
25. And Finally, ….
• There are many techniques that can
be used in combat
• Different techniques achieve different
outcomes
• Persistence is critical, this is not for
the faint hearted
• If all fails,
Copyright 2008 Paul Ormonde-James Slide 25
26. The ultimate wisdom of Corporate Kung Fu
He who fights then runs away
Lives to fight another day!
Copyright 2008 Paul Ormonde-James Slide 26
27. Congratulations
You have passed
Stage 1 of
You have now reached Business
enlightenment, for further
insight contact
Intelligence
Paul Ormonde-James Black Belt
Paulormondejames@cybertrekking.com.au
WELL
DONE
28. Paul Ormonde-James Biography
• Qualifications
– Degree with honours Cybernetic Engineering (robotics &
artificial Intelligence) & Degree in computer Sciences
– Master of Business Administration (Macquarie University)
specialising in Strategic Marketing & Finance
– Post Grad. In Company Law
• Experience
– Over 25 years in the field
– Worked to develop and apply warehousing techniques to
organisations to unlock the hidden knowledge within company
information.
– Has built a number of warehouse solutions and rectified
problems with warehouses. The focus has been to enable
analysts to analyse efficiently
– Currently president of the Australian chapter of The Data
Warehouse Institute & Business Intelligence Institute
– Spent 10 years on the Board of the Society for Competitive
Intelligence Australia
– Works with top organisations across the country & globally
– Guest Lecturer at Universities on applied Intelligence and
business Intelligence
– Presenter at Business Intelligence conferences across
Australia and around the World
• Known for his direct, action oriented style that tells it the way it is and
delivers results.
Copyright 2008 Paul Ormonde-James Slide 28