The document discusses concepts from Lean IT, Lean methodology (A3 model), and change management. It provides an agenda for a workshop that includes diagnosis, planning, change management, and practical projects. It then examines these concepts in more detail, comparing the A3 model, Falconi's problem-solving method, and Gattorna's value chain alignment approach. Finally, it provides exercises for students to analyze a case study on an insurance company using these frameworks and identify similarities and differences between the concepts.
Building & Managing the Balanced ScorecardThành Khắc
This document provides an overview and instructions for an online course on developing and managing a balanced scorecard. It contains 20 chapters that correspond to the online course modules. Each chapter provides learning objectives and key points from the associated course. The chapters cover topics like introducing the balanced scorecard approach, conducting leadership interviews, mapping strategies, setting measures and targets, and managing ongoing change with the balanced scorecard. The document is intended to be used as a reference guide for users taking the online course.
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
Palladium Services provides strategy management, performance management, business intelligence, and process management consulting services. They help clients clarify their strategy, align their organization, manage resources and portfolios, and report on governance. For performance management, they assist with integrated planning, forecasting, resource allocation, and investment management. Their business intelligence services include developing analytics strategies and roadmaps, as well as governance and infrastructure. For process management, they analyze, reengineer, optimize, and integrate clients' workflows and strategic and operational goals.
This document provides an overview of Six Sigma, including its key phases and roles. Six Sigma is a statistical approach that aims for near perfect production or performance. It uses the "DMAIC" method - Define, Measure, Analyze, Improve, Control - to identify and remove defects in processes. Key roles include Champions, Black Belts, Master Black Belts and Green Belts. The phases involve defining goals, measuring current performance, analyzing issues, improving processes and controlling future performance. Tools used include process mapping, design of experiments, measurement system analysis and control plans. Six Sigma aims to reduce costs and defects while improving quality, customer satisfaction and profits.
Six Sigma Project Tutorial developed specifically for Business/ Project Managers, Individual Stakeholders under the executive cubicle irrespective of the vertical, a must read to gain the insight.
Building & Managing the Balanced ScorecardThành Khắc
This document provides an overview and instructions for an online course on developing and managing a balanced scorecard. It contains 20 chapters that correspond to the online course modules. Each chapter provides learning objectives and key points from the associated course. The chapters cover topics like introducing the balanced scorecard approach, conducting leadership interviews, mapping strategies, setting measures and targets, and managing ongoing change with the balanced scorecard. The document is intended to be used as a reference guide for users taking the online course.
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
Palladium Services provides strategy management, performance management, business intelligence, and process management consulting services. They help clients clarify their strategy, align their organization, manage resources and portfolios, and report on governance. For performance management, they assist with integrated planning, forecasting, resource allocation, and investment management. Their business intelligence services include developing analytics strategies and roadmaps, as well as governance and infrastructure. For process management, they analyze, reengineer, optimize, and integrate clients' workflows and strategic and operational goals.
This document provides an overview of Six Sigma, including its key phases and roles. Six Sigma is a statistical approach that aims for near perfect production or performance. It uses the "DMAIC" method - Define, Measure, Analyze, Improve, Control - to identify and remove defects in processes. Key roles include Champions, Black Belts, Master Black Belts and Green Belts. The phases involve defining goals, measuring current performance, analyzing issues, improving processes and controlling future performance. Tools used include process mapping, design of experiments, measurement system analysis and control plans. Six Sigma aims to reduce costs and defects while improving quality, customer satisfaction and profits.
Six Sigma Project Tutorial developed specifically for Business/ Project Managers, Individual Stakeholders under the executive cubicle irrespective of the vertical, a must read to gain the insight.
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
Six Sigma, Lean and organizational change management strategies and techniques were discussed. The presentation provided background on the presenter's experience with Six Sigma and Lean. An overview of the history and evolution of Six Sigma, Lean and related methodologies was given. Key aspects of the Six Sigma DMAIC process and commonly used tools were summarized. Change management strategies like the Change Acceleration Process and McKinsey 7S model were also reviewed briefly.
The document outlines the agenda for Session 2 of a Project Management Fundamentals Training Program, which will cover Project Scope Management and Project Time Management. The agenda includes defining scope, collecting requirements, creating a work breakdown structure (WBS), validating scope, and controlling scope for project scope management. For project time management, the agenda covers defining activities, sequencing activities, estimating activity resources and durations, and developing a schedule.
The document discusses Six Sigma and addresses some common questions and misconceptions about it. Six Sigma is not a new concept, statistical idea, or fad, but rather builds upon existing quality approaches like ISO 9001 and TQM. While previous approaches did not achieve desired profitability, Six Sigma aims to do so by focusing on customer requirements, measuring defects precisely, and identifying and addressing the root causes of variation through a data-driven approach. The document outlines the key principles and methodology of Six Sigma for process improvement, design, and management.
A new dual-model approach to IT management is proposed that separates IT functions into "Factory IT" and "Enabling IT". Factory IT aims to drive efficiency and reduce costs through standardization, lean techniques, and automation. Enabling IT focuses on supporting innovation through rapid experimentation, close business collaboration, and enabling new technologies like data analytics and Web 2.0 tools. The document discusses how each model operates and the organizational changes needed to effectively implement this new dual-model approach to IT leadership and governance.
Assessing business it alignment maturityzeusi9iuto
This document describes a methodology for assessing the alignment between IT and business strategies in an organization. It identifies six categories for evaluation: communications maturity, competency/value measurements maturity, governance maturity, partnership maturity, technology scope maturity, and skills maturity. Each category contains multiple criteria that are rated on a scale of 1 to 5 to determine the organization's level of alignment maturity. The primary objective is to identify specific recommendations for improving how IT supports business goals.
1. Advancing technologies are rapidly disrupting traditional business models. Senior executives must think strategically about how to prepare their organizations for this new environment.
2. Ten emerging technology-enabled business trends are profoundly reshaping industries: distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, wiring for a sustainable world, anything-as-a-service models, multisided platforms, innovation from emerging markets, and using technology for social good.
3. To exploit these trends, leaders must track their evolution, be alert to adoption rates, guide strategic adaptations, and use "test and learn" methods to avoid disruptions from overly rapid technology adoption
The document outlines a hockey tournament to be held from June 21-24 at Club Patí Vic in Catalunya, Spain. The tournament will include 8 male teams from Catalunya, with the winning team receiving €200. It provides information on organizers, facilities, and will include pictures and an interview with an organizer.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá la mayoría de las importaciones de petróleo ruso a la UE y se implementará de manera gradual durante los próximos seis meses. Esta medida tiene como objetivo aumentar la presión económica sobre Rusia y privar al gobierno de Vladimir Putin de una importante fuente de ingresos.
O corpo humano é complexo e fascinante. É composto por sistemas integrados que trabalham juntos para manter a vida, como o sistema circulatório que transporta sangue e o sistema respiratório que fornece oxigênio. A compreensão do corpo humano continua a evoluir à medida que os cientistas descobrem mais sobre como nossos órgãos e tecidos funcionam em conjunto.
This document discusses obesity and excess body fat. It defines different types of fat, such as white and brown fat, and explains their functions. White fat provides insulation and energy storage. Excess white fat can become unhealthy and lead to obesity. Obesity is linked to many health issues and is defined using BMI scores. The document explores how hormones like leptin and adiponectin regulate appetite and insulin sensitivity. Genetics and medical conditions can also play a role in obesity for some individuals. Overall, the leading cause of obesity for most people is consuming more calories than are burned through physical activity.
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
Six Sigma, Lean and organizational change management strategies and techniques were discussed. The presentation provided background on the presenter's experience with Six Sigma and Lean. An overview of the history and evolution of Six Sigma, Lean and related methodologies was given. Key aspects of the Six Sigma DMAIC process and commonly used tools were summarized. Change management strategies like the Change Acceleration Process and McKinsey 7S model were also reviewed briefly.
The document outlines the agenda for Session 2 of a Project Management Fundamentals Training Program, which will cover Project Scope Management and Project Time Management. The agenda includes defining scope, collecting requirements, creating a work breakdown structure (WBS), validating scope, and controlling scope for project scope management. For project time management, the agenda covers defining activities, sequencing activities, estimating activity resources and durations, and developing a schedule.
The document discusses Six Sigma and addresses some common questions and misconceptions about it. Six Sigma is not a new concept, statistical idea, or fad, but rather builds upon existing quality approaches like ISO 9001 and TQM. While previous approaches did not achieve desired profitability, Six Sigma aims to do so by focusing on customer requirements, measuring defects precisely, and identifying and addressing the root causes of variation through a data-driven approach. The document outlines the key principles and methodology of Six Sigma for process improvement, design, and management.
A new dual-model approach to IT management is proposed that separates IT functions into "Factory IT" and "Enabling IT". Factory IT aims to drive efficiency and reduce costs through standardization, lean techniques, and automation. Enabling IT focuses on supporting innovation through rapid experimentation, close business collaboration, and enabling new technologies like data analytics and Web 2.0 tools. The document discusses how each model operates and the organizational changes needed to effectively implement this new dual-model approach to IT leadership and governance.
Assessing business it alignment maturityzeusi9iuto
This document describes a methodology for assessing the alignment between IT and business strategies in an organization. It identifies six categories for evaluation: communications maturity, competency/value measurements maturity, governance maturity, partnership maturity, technology scope maturity, and skills maturity. Each category contains multiple criteria that are rated on a scale of 1 to 5 to determine the organization's level of alignment maturity. The primary objective is to identify specific recommendations for improving how IT supports business goals.
1. Advancing technologies are rapidly disrupting traditional business models. Senior executives must think strategically about how to prepare their organizations for this new environment.
2. Ten emerging technology-enabled business trends are profoundly reshaping industries: distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, wiring for a sustainable world, anything-as-a-service models, multisided platforms, innovation from emerging markets, and using technology for social good.
3. To exploit these trends, leaders must track their evolution, be alert to adoption rates, guide strategic adaptations, and use "test and learn" methods to avoid disruptions from overly rapid technology adoption
The document outlines a hockey tournament to be held from June 21-24 at Club Patí Vic in Catalunya, Spain. The tournament will include 8 male teams from Catalunya, with the winning team receiving €200. It provides information on organizers, facilities, and will include pictures and an interview with an organizer.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá la mayoría de las importaciones de petróleo ruso a la UE y se implementará de manera gradual durante los próximos seis meses. Esta medida tiene como objetivo aumentar la presión económica sobre Rusia y privar al gobierno de Vladimir Putin de una importante fuente de ingresos.
O corpo humano é complexo e fascinante. É composto por sistemas integrados que trabalham juntos para manter a vida, como o sistema circulatório que transporta sangue e o sistema respiratório que fornece oxigênio. A compreensão do corpo humano continua a evoluir à medida que os cientistas descobrem mais sobre como nossos órgãos e tecidos funcionam em conjunto.
This document discusses obesity and excess body fat. It defines different types of fat, such as white and brown fat, and explains their functions. White fat provides insulation and energy storage. Excess white fat can become unhealthy and lead to obesity. Obesity is linked to many health issues and is defined using BMI scores. The document explores how hormones like leptin and adiponectin regulate appetite and insulin sensitivity. Genetics and medical conditions can also play a role in obesity for some individuals. Overall, the leading cause of obesity for most people is consuming more calories than are burned through physical activity.
This document provides an overview of Lean Six Sigma concepts and tools. It begins with objectives around improving product launches, quality, and productivity. It then defines Lean Six Sigma as an ongoing process of adding value and increasing productivity through creativity and significant changes. Key aspects covered include the five principles of Lean Thinking, the DMAIC process improvement model, Six Sigma quality levels, and the seven types of waste. Overall the document serves as an introduction to Lean Six Sigma for understanding its goals and basic approaches.
The document provides an overview of lean sigma methodologies for operational excellence. It discusses the objectives of enhancing awareness of lean sigma's DMAIC methodologies and fostering a culture of continuous improvement. The agenda outlines the DMAIC roadmap approach of define, measure, analyze, improve and control phases. It also discusses key aspects of each phase like identifying opportunities, establishing baselines, understanding root causes, and developing control systems.
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
The document outlines an agenda for a vision and scope discovery workshop over 4 days. The workshop aims to establish a common understanding of objectives, pain points, scope, and requirements. Key activities include setting SMART business objectives, analyzing process pain points and themes, developing a context diagram, and establishing scope inclusions and exclusions. Breakout groups will work to define requirements, user stories, and draft process mini-specifications. The workshop concludes with evaluating progress made and planning for quality review.
The Balanced Scorecard (BSC) is a strategic planning and management system that was created in 1992 by Robert Kaplan and David Norton of the Harvard Business School. The BSC helps clarify an organization's vision and strategy, and translates them into measurable objectives in four important perspectives: financial, customer, internal business processes, and learning and growth. It provides a framework for aligning business activities to the organization's strategic goals. The BSC also allows organizations to monitor performance against strategic goals through appropriate metrics and strategic initiatives. The execution of a BSC involves six stages: developing the strategy, planning the strategy, aligning the organization, planning operations, monitoring and learning, and testing and adapting.
The document discusses the key steps in developing an effective evaluation plan, including identifying stakeholders, budgeting, establishing procedures, collecting and analyzing data, reporting results, and using the evaluation to improve programs. An evaluation plan should identify evaluation questions, data needs, collection methods, timelines, and staffing. It should produce a report that clearly presents changes, their causes, costs, and recommendations for strengthening the program. Avoiding pitfalls like attribution errors and using all collected data helps ensure an useful evaluation.
Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
It is important to approach innovation and its evaluation through a broad appreciation for causality: al
The document discusses metrics for agile teams. It begins by introducing agile principles like Scrum and Lean that emphasize eliminating waste, delivering value early, and responding quickly to change. It then explains that metrics are important for agile teams for several reasons: to provide transparency to stakeholders, enable data-driven decision making, get feedback to improve estimates, and change day-to-day behaviors. However, metrics must be simple, change behaviors in a positive way, and not demotivate teams. The document provides examples of common agile metrics like velocity, story completion rates, and defect rates and advocates for visual dashboards that are transparent and aim to continuously improve.
The document discusses operational excellence and strategies for achieving it. It outlines three principles of strategy: making difficult choices with limited information, starting to act even without being entirely sure, and learning and modifying plans through trial and error. It also discusses differentiating strategies and cases where companies succeeded by focusing on innovation, customer intimacy, or operational efficiency rather than copying competitors. The document provides examples of how implementing processes like six sigma, business process reengineering, and lean methodology can help companies achieve operational excellence through benefits like reduced costs, improved productivity, quality and customer satisfaction.
Strategic Management: The Ultimate Goal of Strategic Planning Kathy Brandt
Developing a strategic plan is the first step in leading a strategic organization. The efficacy of the plan is judged not by how many goals you achieve, but in how well you utilize the plan to strategically lead your organization. According to the Balanced Scorecard Institute, strategic organizations implement processes to “systematically coordinate and align resources and actions with mission, vision and strategy.”
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
Lean Six Sigma- Internal Training Slides-2.pptxDebashishDolon
This document provides an overview of a Lean Six Sigma Green Belt training course. It covers quality approaches over the years including quality circles, statistical process control, ISO 9000, reengineering, benchmarking, balanced scorecard, and Lean Manufacturing. It defines Six Sigma as a philosophy, set of tools, methodology, and metrics focused on reducing process variation. The training covers voice of the customer methods, project selection, the DMAIC problem-solving approach, and phase deliverables/tools.
This Corporate/Business Strategy & Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Best Practices and Templates required to define & implement a winning Corporate/Business Strategy and Strategic Plan for your organization.
This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com.
M1 Refresher Training Master Final Version non client linkedinMichele Levasseur
This document provides an overview of Lean Six Sigma training concepts. It discusses:
1) The importance of continuous improvement and why it is a focus for the organization. Continuous improvement aims to make incremental process enhancements over time.
2) An example of defining a Lean Six Sigma project to reduce late invoice payments. The example outlines defining the problem, measuring key metrics, analyzing root causes through tools like fishbone diagrams, and improving the process.
3) Control mechanisms that were implemented as part of the daily process like action logs and control charts to standardize and monitor the improved process.
The Quad-D methodology combines insights from process engineering, systems engineering, and project management. It defines requirements, designs a SharePoint solution to meet them, develops a prototype leveraging key SharePoint features, and deploys the solution with change management processes. This ensures standardized, repeatable, and comprehensive organizational solutions that address stakeholder needs and challenges like ad-hoc solutions and deployment delays.
O documento discute gestão da mudança e fornece três casos de estudo sobre o assunto. Resume os principais pontos abordados no documento em três frases ou menos.
O documento descreve o programa detalhado de um curso sobre inovação estratégica com 15 aulas. Cada aula aborda temas como planejamento de cenários, caracterização da empresa escolhida, seminários sobre textos e casos relacionados à inovação e gestão. Os alunos serão divididos em equipes para analisar a empresa sob diferentes perspectivas ao longo do curso e propor planos de ação para o futuro.
1) O documento apresenta o plano de aula para o curso de Inovação Estratégica, abordando conceitos como criatividade e inovação nos contextos atual e futuro.
2) Serão formados 6 grupos que desenvolverão trabalhos e seminários sobre temas como inovação em gestão, co-criação de valor e redes de experiências.
3) A metodologia inclui leituras prévias, apresentações de seminários pelos grupos e um trabalho final individual avaliando os trabalhos dos grupos.
O documento introduz o tema da inovação estratégica e sua importância para a competitividade das empresas. Ele descreve como o curso estimulará a análise crítica dos alunos sobre fatores relacionados à inovação e preparará a transição das empresas para o futuro. Os alunos serão divididos em grupos representando diretorias de uma empresa fictícia e analisarão seu posicionamento estratégico futuro.
O documento discute o modelo GTP (Tecnologia, Gestão e Pessoas) para avaliar a competitividade empresarial. O modelo sugere que a gestão, tecnologia e pessoas são elementos estratégicos cruciais para o sucesso organizacional e que a alocação de recursos nessas áreas determina as capacidades e desempenho competitivo da empresa. O diagnóstico e alinhamento desses fatores é essencial para reduzir gaps entre as expectativas dos clientes e a percepção da empresa e impulsionar a inovação.
Este documento fornece um resumo da aula 2 do curso sobre inovação e criação de valor. A aula discute o modelo TGP de tecnologia, gestão e pessoas para inovação, e como a mecanicidade das atitudes e comportamentos de indivíduos e organizações podem ser quebradas para permitir maior inovação. Os alunos foram encarregados de ler um texto e debater questões no wiki antes da próxima aula.
1) A aula apresenta o programa do curso de Inovação Estratégica, com discussões sobre criatividade e inovação nos contextos atual e futuro.
2) Serão abordados temas como inovação e gestão, desafios da mudança, competitividade e estudos de caso.
3) A avaliação dos alunos consistirá em trabalhos em grupo, apresentação de estudos de caso e prova final individual.
Margaret J. Wheatley Liderança e a nova ciência pg51-69 resumozeusi9iuto
1) O documento discute as limitações das abordagens newtonianas para lidar com a complexidade do mundo atual e a necessidade de novas formas de pensar inspiradas na física quântica.
2) As abordagens newtonianas fragmentam demais a realidade em partes isoladas e não conseguem lidar com fenômenos complexos, em constante mudança e imprevisíveis.
3) A física quântica revela um universo estranho e conectado onde tudo influencia tudo, desafiando noções como
O documento discute as origens da inovação de acordo com Peter Drucker. Ele afirma que a inovação raramente surge de inspirações e sim de uma análise sistemática de sete tipos de oportunidades, incluindo fatos inesperados, incongruências, necessidades de processo e mudanças no mercado e na indústria. Drucker argumenta que a inovação pode e deve ser administrada através do foco nas sete oportunidades.
Visão geral das aulas e atividades dos grupos ie 1zeusi9iuto
1) O documento descreve um curso sobre inovação estratégica dividido em aulas e seminários.
2) As aulas abordam tópicos como inovação e criação de valor, cenários, inovação em gestão e o futuro da inovação.
3) Os alunos são divididos em 6 equipes para estudar casos de empresas como Whole Foods Market, W.L. Gore e Google.
Este documento discute relações interpessoais em grupos, incluindo confiança, poder e conflitos. Ele fornece diretrizes para gerar confiança, construir ética e justiça, e analisar o poder em grupos de maneiras formais e informais. Os alunos são instruídos a fornecer avaliações de si mesmos, colegas e grupos como um todo para o professor.
O documento discute relações interpessoais e confiança em organizações. Ele apresenta 13 comportamentos que geram confiança, como falar francamente e demonstrar respeito. Também discute mecanicidade individual e organizacional e como interferir nisso para reinventar a realidade. Por fim, fornece exercícios sobre perfis comportamentais de membros de uma equipe.
A credibilidade é composta por 4 dimensões: 1) Integridade - agir de acordo com valores e crenças; 2) Intenção - ter motivos genuínos para beneficiar os outros; 3) Capacitações - ter habilidades para produzir resultados; 4) Resultados - alcançar o que promete para estabelecer reputação positiva. Juntas, essas dimensões determinam a confiança em uma pessoa.
O documento discute as diretrizes para pedir e fornecer feedback eficaz, além de explorar a Janela de Johari como ferramenta para autoconhecimento e desenvolvimento interpessoal. A Janela de Johari divide as características de uma pessoa em quatro áreas - aberta, oculta, cega e desconhecida - e como solicitar feedback e dar feedback podem ajudar a ampliar a área aberta.
Este documento discute relações interpessoais e fornece instruções sobre exercícios a serem realizados por uma equipe. Ele inclui a matriz PMAC de membros da equipe e de um candidato, e pede que se identifiquem as características desses indivíduos e como lidariam com o candidato em diferentes cargos.
1) O documento discute relações interpessoais em um curso de administração, apresentando exercícios a serem realizados e tarefas a serem discutidas na próxima aula.
2) Inclui matrizes PMAC de uma equipe e de um candidato individual, para análise de perfis de atuação e identificação de pontos fortes e de atenção.
3) A tarefa proposta é analisar como lidar com o candidato caso ele fosse escolhido para diferentes cargos, considerando suas características e a exigência de cada
RI - Aula 5 - Grupos, processos - contrato, papéis instituídos e desempenhozeusi9iuto
1) O documento discute relações interpessoais em um curso de administração, incluindo exercícios sobre perfis de equipe e candidatos.
2) É pedido que a equipe responda perguntas sobre perfis de atitudes e comportamentos e identifique pontos fortes e fracos.
3) A próxima aula abordará comportamentos que geram confiança e comunicação eficiente.
O documento discute relações interpessoais e fornece instruções sobre exercícios a serem realizados em grupo em um wiki. Inclui um instrumento PMAC para avaliar atitudes e comportamentos e discute espaços de atuação como virtual, operacional e público. O documento fornece informações sobre avaliação de perfil de candidatos para cargos com base em sua matriz PMAC e áreas de atenção.
Os 13 comportamentos geradores de confiaçazeusi9iuto
O documento descreve 13 comportamentos que geram confiança em relacionamentos, originados de 4 dimensões da credibilidade: integridade, intenção, capacitação e resultados. Ele também discute a importância da confiança individual, nas relações, na organização e no mercado.
O documento fornece informações sobre uma aula de relações interpessoais, incluindo uma lista de participantes com seus dados de contato, tarefas a serem realizadas pelos alunos antes da próxima aula, e exercícios propostos para serem discutidos no wiki, como desafios das relações interpessoais e como lidar com mudanças de atitude.
2. • Diagnóstico (revisão e estudos de caso)
• Plano (conceitos e estudos de caso)
• Gestão da Mudança (conceitos e estudos de caso)
• TCC
• Projetos práticos (diagnóstico + plano)
Agenda
7. Falconi*
* O Verdadeiro Poder
1. Problema: resultado indesejado
2. Metas:
• Definidas a partir das Lacunas
• Priorizadas
• Desdobradas (a partir das metas estratégicas)
3. Alvo: delimitar do que deve ser analisado
8. 4. Análise Funcional:
• Identificação do problema (GAP) e sua meta
• Verificação da variabilidade dos indicadores
• Comparação de indicadores
• Conhecimento histórico
• Verificação da relação custo/benefício
5. Análise do Fenômeno:
• Objetivo: “Conhecer melhor as características do alvo relacionadas ao
problema (...) e dividi-lo em sistemas menores”
• “Qual a estrutura formadora do problema”
• “Como se organizam os fluxos do processo (macro)”
6. Método Gerencial: CICLO PDCA
Falconi*
* O Verdadeiro Poder
9. *Adapted from Gattorna, J., Living Supply Chains, Great Britain: Pearson Education Limited, 2006, pg.16
Gattorna*
1. Conhecer os clientes
2. Definir a proposta de
valor (“the needs the
organization has set
out to satisfy”)
14. Value Management Process
Diagnostico Plano
Execução e
Controle
Fechamento
• Identificar o objetivo do projeto: quais os resultados de negócio
que se quer atingir.
• Definir os indicadores para medição dos resultados.
• Identificar os fatores críticos de sucesso ou causas raiz a serem
trabalhadas.
Objetivos
15. Value Management Process
1.2 Definir
Objetivos
1.3 Definir
Indicadores
1.4 Definir e Validar
Hipóteses (CR/FCS)
Início
2. Plano
• Indicators reports / dashboards
• Benchmarks
• Market data
• Existing process flows
• Organizational structure
Diagnosis Document
1. Diagnosis
1.1 Executar
Diagnóstico
16. • Identificar as similaridades e diferenças entre os conceitos
discutidos na metodologia A3-Lean, no método do livro “O
Verdadeiro Poder” e na proposta de alinhamento da Cadeia
de Valor de Gattorna.
• Executar o diagnóstico para o estudo de caso “Seguradora”
Exercício
20. Lean – A3
1. Nemawashi
2. Solução é diferente de Plano
3. Executar o CICLO PDCA
21. 1. Processo de Planejamento
• Dos fins para os meios
• Priorização (princípio de Pareto)
• Processo Interativo
2. Importância da Execução
3. Importância do Check
Falconi*
* O Verdadeiro Poder
22. *Adapted from Gattorna, J., Living Supply Chains, Great Britain: Pearson Education Limited, 2006, pg.16
Gattorna*
1. Conhecer os clientes
2. Definir a proposta de valor (“the needs the
organization has set out to satisfy”)
3. Alinhar o desenho organizacional (Cultura e
Liderança)
4. Identificar os GAP´s
5. Priorizar
6. Definir ações
23. It’s all about culture Getting the subculture right
1. Organizational design
2. Processes
3. Systems/information technology
4. Key Performance Indicators (KPIs)
5. Incentives
6. Job design
7. Internal communications
8. Training and development
9. Recruitment
10. Leadership style
*Adapted from Gattorna, J., Living Supply Chains, Great Britain:
Pearson Education Limited, 2006,
Gattorna*
24. Value Management Process
Diagnostico Plano
Execução e
Controle
Fechamento
• Definir a estratégia do projeto para que ele entregue os
benefícios de negócio definidos
• Priorizar as atividades segundo o retorno (80:20)
• Garantir que os FCS´s ou Causas Raiz foram
considerados / trabalhados
• Definir uma forma de medição e gestão dos resultados.
Objetivos
25. 2.2 Priorizar
Ações
2.3 Definir
Plano
2.1 Definir
Ações
Inicio
2.4 Definir
Gestão
Fim
Value Management Process
Plano
Information / Data
Concept
Indicator
Document
•Diagnosis Report
•Indicator Sheet
•Action List
•Action List prioritized
•Project Plan
•Communication
Plan
•Indicator Sheet
updated
26. • Identificar as similaridades e diferenças entre os conceitos
discutidos na metodologia A3-Lean, no método do livro “O
Verdadeiro Poder” e na proposta de alinhamento da Cadeia
de Valor de Gattorna.
• Executar o plano para o estudo de caso “Seguradora”
Exercício
28. EIGHT STEPS TO TRANSFORMING YOUR ORGANIZATION
1. Establishing a Sense of Urgency
• Examining market and competitive realities
• Identifying and discussing crises, potential crises, or major opportunities
2. Forming a Powerful Guiding Coalition
• Assembling a group with enough power to lead the change effort
• Encouraging the group to work together as a team
3. Creating a Vision
• Creating a vision to help direct the change effort
• Developing strategies for achieving that vision
4. Communicating the Vision
• Using every vehicle possible to communicate the new vision and strategies
• Teaching new behaviors by the example of the guiding coalition
*John P. Kotter – Vários livros
John P. Kotter*
29. 5. Empowering Others to Act on the Vision
• Getting rid of obstacles to change
• Changing systems or structures that seriously undermine the vision
• Encouraging risk taking and nontraditional ideas, activities, and actions
6. Planning for and Creating Short-Term Wins
• Planning for visible performance improvements
• Creating those improvements
• Recognizing and rewarding employees involved in the improvements
7. Consolidating Improvements and Producing Still More Change
• Using increased credibility to change systems, structures, and policies that
don’t fit the vision
• Hiring, promoting, and developing employees who can implement the vision
• Reinvigorating the process with new projects, themes, and change agents
8. Institutionalizing New Approaches
• Articulating the connections between the new behaviors and corporate success
• Developing the means to ensure leadership development and succession
*John P. Kotter – Vários livros
John P. Kotter*
30. 1. Pressure for Change
• Deve ser articulada e comunicada
2. Create Energy – Visão Compartilhada
• Visão do cenário futuro
• Selecionar e trabalhar lideranças em todos os níveis
3. Focus Energy – Desenvolver as competências
• Alinhar o desenho organizacional (bulding blocks)
4. Promote Learning – Processo de aprendizado
• Coach, Mentoring, Outsourcing, Canais de Comunicação
5. Actionable First Steps
*Adapted from Gattorna, J., Living Supply Chains, Great Britain:
Pearson Education Limited, 2006,
Gattorna*
31. • Identificar as similaridades e diferenças entre os conceitos
discutidos na por Gattorna e Kotter.
Exercício
32.
33. P (Producer):
the force for action, results, speed and focus.
I (Integrator): the opposing force to P, and represents
cooperation, cohesion, participation and harmony.
A (Administrator):
the opposing force to D, and represents stability, control,
reliability, measurement, logic and efficiency.
D (Developer):
the force for creativity, change, innovation and flexibility.
Gattorna, 2006, p. 17
Gattorna*
35. Adapted from Gattorna, 2006, pg.261
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) It is very easy for new
competitors to establish
themselves in our market.
B) Our market is very attractive
even to those companies who
have no industry experience.
C) Our product/service is easy to
copy in terms of the benefits it
provides to customers.
D) Our industry is in a late stage
of development.
Market place - Competitive intensity
Gattorna*
36. Adapted from Gattorna, 2006, pg.261
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) The environment changes
quickly relative to other
industries.
B) Early signs of change in our
industry are difficult to identify
C) We can’t predict how change
will impact on our business.
D)The structure of our market
can easily be altered by our
buyers/suppliers
Market place - Uncertainty
Gattorna*
37. Adapted from Gattorna, 2006, pg.263
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) Important decisions are often
made on the basis of “gut-feel”.
B) When someone has a new
idea we take action before
everyone has agreed that it has
merit.
C) Our ability to identify and
respond to opportunities is
essential to the perceived quality
of our service
D) Innovation is more important
to the perceived quality of our
service than SLA.
Business Strategy – Risk and Reward
Gattorna*
38. Adapted from Gattorna, 2006, pg.263
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) We know more about our
business than our customers do.
B) R&D is a critical success factor
in our business.
C) Our competitive posture could
be described as leading the
market (Innovation focus).
D) Quality and responsiveness
are more important than
efficiency and low costs.
Business Strategy – Strategic posture
Gattorna*
39. Adapted from Gattorna, 2006, pg.265
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) Management spends most
time formulating plans and
initiating action
B) Organization effort is primarily
directed at growth and resource
acquisition.
C) Profit is more important than
people.
D) We are proud of what we have
achieved in the marketplace.
Organizational Culture – Focus
Gattorna*
40. Adapted from Gattorna, 2006, pg.265
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) Our structure and decision-
making process is de-centralized
B) Jobs are designed to match an
individual’s skills and capabilities.
C) The way to succeed in our
organization is to behave like an
entrepreneur
D) We all know what the
organization is aiming for and
how we can contribute.
Organizational Culture – Control
Gattorna*
41. Adapted from Gattorna, 2006, pg.267
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) We motivate our people by
providing them with challenging
but realistic performance targets.
B) Management should get close
to their subordinates – familiarity
breeds understanding, not
contempt.
C) People don’t need to feel that
they really belong to an
organization.
D) We actively encourage
innovation and our people
respond well to challenge.
Leadership Style – Orientation
Gattorna*
42. Adapted from Gattorna, 2006, pg.267
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) Communication is almost
entirely informal in our
organization.
B) We believe that generalist
skills are more efficient than
specialist skills.
C) We focus on developing
cohesive and effective work
teams.
D) We place a higher value on
creativity than on objectivity.
Leadership Style – Preference
Gattorna*
43. Fonte: GATTORNA, J. Dynamic supply chain alignment: a new business model for peak performance in enterprise supply
chains across all geographies. England: Gower Publishing Limited, 2009, pg. 48
Gattorna*
44. Fonte: GATTORNA, J. Dynamic supply chain alignment: a new business model for peak performance in enterprise supply
chains across all geographies. England: Gower Publishing Limited, 2009, pg. 49
Gattorna*
45. Fonte: GATTORNA, J. Dynamic supply chain alignment: a new business model for peak performance in enterprise supply
chains across all geographies. England: Gower Publishing Limited, 2009, pg. 50
Gattorna*
46. Fonte: GATTORNA, J. Dynamic supply chain alignment: a new business model for peak performance in enterprise supply
chains across all geographies. England: Gower Publishing Limited, 2009, pg. 51
Gattorna*
47. THE 10 PRINCIPLES OF CHANGE MANAGEMENT
“Top 10” list of guiding principles for change management.
1. Address the “human side” systematically.
2. Start at the top.
3. Involve every layer.
4. Make the formal case
5. Create ownership.
6. Communicate the message.
7. Assess the cultural landscape.
8. Address culture explicitly.
9. Prepare for the unexpected.
10. Speak to the individual.
JONES J, AGUIRRE D. , AND CALDERONE M.*
48. SCHARMER, C. O., Theory U: Leading from the Future as it Emerges. San Francisco:
Barret-Koehler Publishers, Inc, 2009
GATORNA, J., Living Supply Chains, Great Britain: Pearson Education Limited, , 2006
GATTORNA, J. and friends, Dynamic Supply Chain Alignment, England: Gower, 2009
JONES J, AGUIRRE D. , AND CALDERONE M., The 10 Principles of Change Management,
Strategy Business Issue 35
KOTTER, J. P., Leading Change: Why Transformation Efforts Fail, Harvard Business Review
• hbr.org • the tests of a leader • january 2007
BIBLIOGRAPHY
leopoldo.oliveira@fgv.br 51