The document discusses how to go from good to great performance in projects. It outlines that more than 70% of change initiatives fail to achieve their goals. To achieve superperformance, both process (methodology) and culture (inspiration and involvement of people) must be optimized simultaneously. The formula for superperformance is Process x Culture = Superperformance. Examples are provided of projects in the oil and gas industry that achieved superperformance by empowering employees, embracing unconventional thinking, and focusing on collaboration over rigid processes. Habits are identified as playing a key role in the sustainability of superperformance.
The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
Morphing continually to achieve Business AgilityEmiliano Soldi
Morphing is a special effect in motion pictures and animations that changes one image or shape into another, through a seamless transition.
That's a great metaphor to represent how companies should reinvent themselves continuously, to serve its customers and run after their ever changing needs. That state is today called "Business Agility".
Companies achieving that state, report increased revenues, better capacity to turnaround, higher quality offerings, improved relationships with clients and higher employees engagement.
Statistics say that they possess three fundamental aspects: Lean-Agile Funding Models, organizational structures re-arranged around value streams, revisited processes to sustain relentless improvement.
In this talk we'll see what kind of changes are needed to companies' operating models to develop those key aspects and how Agile can be thought as the best methodological and cultural platform to speed-up that change.
We will understand what is necessary to let our organizations to finally being able to morph continually to achieve Business Agility.
Structured organizations today are not keeping pace with a changing world incessantly. The Business Triathlon (Lean Strategy/Start-up, Agile and Change Management) could be the solution.
Alphabet's Ambidextrous Profit Model: How Google Applies the Ambidexterity Pr...Rod King, Ph.D.
Google recently and explicitly restructured its organization to be ambidextrous. Implicit in Google's reorganization is application of the Ambidexterity Principle, "Think Win-Win Strategies and Solutions."
The above presentation visually summarizes how Google uses the Ambidexterity Principle.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
Change Better Change, Creating a Change Capable Organisation. 16 June 2015Catherine Smithson
Presentation on how to build enterprise Change Management capabilities, delivered to the Change Management Institute, Canberra, by Catherine Smithson, Being Human June 16 2015.
My presentation for a Leading Change module in an executive education program that has three modules spread over three months. This presentation is made during the first module and the participants are broken into teams to work on their own live projects within their company.
State of Lean Management, AME Conference keynote by LEI CEO John ShookChet Marchwinski
Shook offered whats he has learned about cultural change, the rise and fall and resurrection of various production facilities – and about what’s working soundly at GE’s appliance manufacturing facility in Kentucky.
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
Morphing continually to achieve Business AgilityEmiliano Soldi
Morphing is a special effect in motion pictures and animations that changes one image or shape into another, through a seamless transition.
That's a great metaphor to represent how companies should reinvent themselves continuously, to serve its customers and run after their ever changing needs. That state is today called "Business Agility".
Companies achieving that state, report increased revenues, better capacity to turnaround, higher quality offerings, improved relationships with clients and higher employees engagement.
Statistics say that they possess three fundamental aspects: Lean-Agile Funding Models, organizational structures re-arranged around value streams, revisited processes to sustain relentless improvement.
In this talk we'll see what kind of changes are needed to companies' operating models to develop those key aspects and how Agile can be thought as the best methodological and cultural platform to speed-up that change.
We will understand what is necessary to let our organizations to finally being able to morph continually to achieve Business Agility.
Structured organizations today are not keeping pace with a changing world incessantly. The Business Triathlon (Lean Strategy/Start-up, Agile and Change Management) could be the solution.
Alphabet's Ambidextrous Profit Model: How Google Applies the Ambidexterity Pr...Rod King, Ph.D.
Google recently and explicitly restructured its organization to be ambidextrous. Implicit in Google's reorganization is application of the Ambidexterity Principle, "Think Win-Win Strategies and Solutions."
The above presentation visually summarizes how Google uses the Ambidexterity Principle.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
Change Better Change, Creating a Change Capable Organisation. 16 June 2015Catherine Smithson
Presentation on how to build enterprise Change Management capabilities, delivered to the Change Management Institute, Canberra, by Catherine Smithson, Being Human June 16 2015.
My presentation for a Leading Change module in an executive education program that has three modules spread over three months. This presentation is made during the first module and the participants are broken into teams to work on their own live projects within their company.
State of Lean Management, AME Conference keynote by LEI CEO John ShookChet Marchwinski
Shook offered whats he has learned about cultural change, the rise and fall and resurrection of various production facilities – and about what’s working soundly at GE’s appliance manufacturing facility in Kentucky.
Shared drives are a fact of life for many organizations, and when organized properly they become excellent information management tools. But if you aren’t using RM best practices to manage them, they can morph into massive public folders filled with confusing and unstructured records. These unstructured shared drives can lead to a variety of issues including compliance and legal risks, increased retrieval times, versioning issues and unnecessary duplication of documents.
This slide deck presents a project in which TAB successfully helped an oil and gas company organize their shared drive.
DevOps is a cultural change. We review the current technology and social trends that are driving companies towards DevOPs, what companies can do to jump in the DevOPs train before it departs and finally we provide a framework to start a DevOPs project.
Based on my experience leading an agile transformation initiative, I had put together this as there are tons of questions across the industry on the relevance of the functional manager role in an agile organization. This content was presented in an Agile conference in Hyderabad
Ready set go, Containers vs VMs! Using the typical goal posts for comparing containers and VMs does not describe why containers are a part of a successful recipe for deploying applications in frictionless ways today. This presentation reviews the developers view of applications based on the new abstraction layer that is created by containers.
International Project Management Standards - PRINCE2, PMI & Co. And Their Ben...Stefan Ondek, PMP, CSPM
Brief summary and comparison of top international project management standards (focus on PRINCE2 and PMI), their benefits, certification levels & requirements. Contains also key information about training courses on these project management standards.
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...IQ Business - agility@IQ
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
A showcase of gritty, warts-and-all stories about the transformation toward agility of some of Australia’s biggest companies.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
· Learn about how a critical government data organisation achieved a 240%+ increase in productivity in just six weeks.
· Hear about the market transforming mobile payments app that reinvigorated one of Australia’s big four banks. Challenges involved resistance from the organisation from line staff through to senior sponsors.
· Hear about how a multi-year flagship project at one of Australia’s major home loan providers was rescued. Out of budget and under-featured, this project was reinvigorated in just 6 months. Complexities included offshore vendors, major time-differences in operations and multiple vendors involved in a complex build.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
My presentation and exercises on Leading Change for an Executive Education program. The presentation includes an exercise in which the participants work in groups on a live change project within their organization during a period of three months. Please let me know if you have any questions.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
THE IMPERATIVE TO BUILD A RESILIENT AND AGILE ORGANIZATION—ONE MINDSET AT A TIMEHuman Capital Media
“Resiliency” and “Agility” are so often discussed yet rarely understood in the context of implementing these skills within organizations. Companies increasingly recognize the need to evolve the organization in order to grow or at least keep pace in a climate where innovation is critical to success—or even survival. But your people don’t know how to unlock their potential.
Why? Human brains aren’t naturally wired to deal with or initiate change. Our cognitive biases hold us back from adapting to the most common disruptions thrust upon us. They also stop us from inciting the kind of innovative thought that ultimately benefits our organizations and ourselves.
These facts of nature are in direct conflict with the realities of your business needs, aren't they?
Fortunately, research has proven we can retrain our brains to be more Resilient and Agile at any age and stage in our career. Join Dr. Casey Mulqueen and David Collins, two behavioral learning experts who’ve helped people develop Adaptive Mindsets all around the world, as they share with you:
What it means to be Resilient and Agile and why it’s critical to develop these skills
Strategies to change individuals’ behavior to positively impact the entire organization
How other companies have employed successful Resiliency and Agility training
“Resiliency” and “agility” are often rarely understood in the context of implementing these skills within organizations. Companies recognize the need to evolve, or keep pace in a climate where innovation is critical to success—or even survival. But people don’t know how to unlock their potential. Our cognitive biases hold us back from adapting to the most common disruptions. They also stop us from inciting the kind of innovative thought that benefits our organizations and ourselves. Fortunately, research has proven we can retrain our brains to be more resilient and agile at any stage in our career.
This chapter from the book, Your First 100 Days, Powerful First Steps on the Path to Greatness, will show you how to secure early wins that build credibility and momentum.
Organizational Change Management (OCM) is a strategic framework on how to manage change. Discover the challenges companies experience during business transformations and get tips and advice for how to successfully execute an initiative. Learn how to effectively drive change within your organization and how changes in technologies, structure, processes and culture should be managed and prepared for ahead of a major transformation initiative. Presented during a GTRI webinar on October 13, 2016.
21. Studies of Peak Performers Don’t pick the stock - pick the company.
22. Long Term ROI Best Practices Search of Excellence People Management Team Purpose Action Oriented Innovation Company with a Past Close to Customer Financial Performance Warren Buffett Broad Appeal People Practices Large Cap Management Innovation-Minded Super Form/Lean Great Business Built to Last Stretch Goals People Management Team Action Oriented Innovation Company with Past Highly Regarded Fortune 500 CEOs Management Team People Action Oriented Highly Regarded Innovation Close to Customer Financial Performer Good to Great Hedgehog Concept Passion of People Level 5 Leadership Discipline Technology Accelerators Insider Driven Change
23. Long Term ROI Best Practices Can’t get the best performance without a culture that can only be described as “inspired.”
24. Profound Knowledge Today Process (Applied Methodology) Culture (Inspiration and Involvement of People)
28. Sustainability “ You know Wall Street,” Warren tried to reassure me, “People don’t think in a long term way there.” Katherine Graham, Personal History
32. The Superperformance Fund 20 Year Performance Super vs S&P 500 $25,000 Initial Investment 1985 1990 1995 2000 2005 Courtesy Aim Investment and Morningstar.com $288,000 vs $1,400,000
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37. Outcomes Received the 2005 MMS Safety Award for Excellence. It was the first time the award had ever been given to a company in its first full year of operation. Reactivated 12 idle rigs Increased the size of the company from 1,700 to over 3,000 in 18 months Reduced downtime from 3.00% in 2004 to 1.07% in 2006 (the last full year of operation). Reduced TRIR from 2.3 to 1.27 Quadrupled operating revenues
38. Mike Kelley, VP Operations “ We went from a sow’s ear to a silk purse. We learned that there is a Superperformer trapped inside of every project and every company and the job of leadership is to let him out.”
39. Shell Mars Post-Katrina Recovery Project Hurricane of 2005 had blown through Gulf of Mexico Topside Damage, Rig had Toppled Delicate, Expensive, Dangerous $60 Barrel Environment
42. Charlie Williams, Senior Scientist “ We ran a “trust the people” not the process type of project. And I believe the personal relationships of leaders and informal leaders were key to our success.”
43. Kristin Production Platform Dangerous Norwegian Shelf Highest Pressure and Temperatures in the World Co-Located Production Platform Management and Onshore Management Social Anthopologist design of Interactions Environment New Cultural Behaviors and Interactions, Increased Self-Organization and Self-Management
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45. Vidar Hepso, Social Anthropologist “ Superperformance is not possible unless an organization can leverage the social-technical aspects of a project together. “
46. What is Common to Them All? 1. Demonstrated amplified results associated with employee engagement 2. Represented new ways of working and unconventional thinking 3. Were infused with servant leadership 4. Were permeated with a ‘trust the people’ attitude 5. Were undergirded with collaboration, teamwork, and passion
47. What Does This Mean? To go from Good to Great is to go from Project Management to Project Optimization.
48. Good to Great in the Project World Project Optimization is not possible without as much Project Leadership as Project Management. Management Leadership
50. Two Sciences Required for Optimization There are opposite forces at work. Controlling Liberating
51. Deming Pointed To It “ It will not suffice to learn all about the present style of management. One could learn all there is to know about ice, but know nothing about water.” W. Edwards Deming
56. Thank You! Dave Guerra, Corpus Optima Get the Super Projects White Paper: http:// corpusoptima.com /insights
57. Get Superperformance for 1 Week Look for Email with the Link OR Contact [email_address] CELL: 281-673-8514
Editor's Notes
Review the slide. Highlight that it is not an either or choice…the challenge here is to pick the improvement targets that will allow you to drive performance and build capability at the same time.
