The document discusses the ongoing nature of IT transformations in organizations. It argues that transformations are not "big bang" events but rather ongoing journeys with continual evolution. True transformation requires changes not just to systems and processes but also to people and leadership approaches. Sustainable transformations have six key attributes: good governance led by courageous leaders, business-led technology targets, operating models that support new environments, the right capabilities sourced internally and externally, flexibility and openness to change, and proactive risk management. Overall the document emphasizes that transformations are journeys that must adapt over time rather than single events.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
Real Cross-functional teams for Creating real and better ProductsJutta Eckstein
co-presentation with Maryse Meinen.
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs, etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality, the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
JDO 2019: Guardians of Culture Examining the Role of a CTO - Heather WildePROIDEA
There is no doubt that it is the job of the CEO to define the culture, lay out the vision and overall direction of the company. To whom do they turn to execute on that vision, though? The job of a CTO now lays not just in technology, but in ensuring that there is a culture-based infrastructure that runs through the entire company. Maintaining that vision and leading the company to stay consistent in both product lines and consumer voice is arguably the most important job of a CTO today.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
Real Cross-functional teams for Creating real and better ProductsJutta Eckstein
co-presentation with Maryse Meinen.
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs, etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality, the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
JDO 2019: Guardians of Culture Examining the Role of a CTO - Heather WildePROIDEA
There is no doubt that it is the job of the CEO to define the culture, lay out the vision and overall direction of the company. To whom do they turn to execute on that vision, though? The job of a CTO now lays not just in technology, but in ensuring that there is a culture-based infrastructure that runs through the entire company. Maintaining that vision and leading the company to stay consistent in both product lines and consumer voice is arguably the most important job of a CTO today.
Talk delivered by Antoinette Coetzee at Romania Meetup - 18 Mar 2019
Abstract:
Agile has brought a radical way of looking at the world of work. In a lot of cases it is counter-intuitive and requires unlearning and stretching into unknown ways of doing, thinking and acting. In short, it requires people to CHANGE. And no matter how much we profess that we are comfortable with change, change is hard. As agilists we come up against this reluctance to change all the time. In fact, we could say that agile coaching was born out of the need to facilitate the change necessary in people and organisations. So it goes without saying that we need to understand change, know how to wield it effectively and more than anything, need to know how to support people when they go through change.
In this session we will explore:
How to create an environment for change
How individuals experience change
How we can work with resistance
How to bring about successful organisational change
How neuroscience can help us
As coaches, it is vital for us to have a visceral experience of what we ask our clients to go through when we work with them. In this talk, you will be given a chance to apply the learnings by practicing on one another, either in person or in virtual groups. And if this makes you reluctant to join the session, all the more reason to join us!
Architecture is a fixture in software and building construction. What can we, as change agents, learn about how to apply architecture to organizational change?
Agility is why organizations adopt Scrum. The Agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Scrum is often twisted to fit old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost. Growing a Scrum Studio allows emerging an environment in which people can develop themselves while developing great products. A Scrum Studio is one way for an organization to re-invent itself around Scrum, one way to re-vers-ify.
Real Cross-functional Teams for Creating Real and Better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g. backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truely cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc.This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
Rethinking Transformation - Agile Consortium Feb 2019Jason Little
Our organizations didn't plan their way into the mess they're in so there's no way they're going to plan their way out of it. Manage change at the events and intervention points that make a difference.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)Gunther Verheyen
In February 2001, 17 software development leaders published the “Manifesto for Agile Software Development”.
The Agile Manifesto is 16+ years old. Does it mean it is outdated, Are the days of Agile over?
Gunther reflected upon the value and originality on Agile, as it is. No new names. No new content. Other, better words to describe it, and describe its need.
Governance to Guidance to Awesome Product - DOES 2018Dan Cundiff
In the past, architecture choices, ensuring quality, and security and compliance technologies were the ways to enforce governance through tollgates, centralized approvals, and silos. Three years ago we started recommend_tech, which uses crowdsourcing to make technology choices at Target.
The business case for Strategic Foresight as a critical skillset in the 21st Century. If leadership believes that innovation, creativity, strategy, exploration, play and collaboration are all important, then foresight must be embedded into the culture of their organizations and social landscapes.
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
You will not become agile by implementing scrumJurriaan Kamer
Many companies have implemented Scrum and are "doing agile." However, many companies struggle to achieve the expected benefits. They will never become truly agile. Why?
Companies only doing Scrum are ill-equipped to overcome organizational impediments like anti-agile company culture, top-down leadership behavior, counter-productive organization structure, and approval processes. These challenges are addressed by doing a deep dive into the DNA differences between traditional companies and Silicon Valley-style digital organizations.
Presentation by Jurriaan Kamer. Read more at www.agilecio.net or follow us on Twitter at @agile_cio.
Growing & Grafting New Organisational Tissue: HR’s Role in ChangeLee Bryant
Main stage talk from HR Tech Europe 2015 in London about how and why HR should take a leading role in digital transformation and create an agile, people-powered coalition for change.
Talk delivered by Antoinette Coetzee at Agile Days Istanbul 2019.
Abstract:
Agile at the team level has been around for almost 25 years. Over the last few years it has grown from product development framework to IT department approach, from the software development arena to the larger organisation. We have seen the advent of scaled frameworks like SAFe, we have seen an explosion of tools, we are now onto Business Agility and the application of Agile in non-software companies.
Yet most organisations are still not happy with the improvements brought about by an Agile way of working. Why?
In this talk we explore the issue of agility from multiple angles. We look at the impact of Leadership, Organisational Structure, Culture, Products and Technical Practices, to name but a few.
Please join us to dismantle some of your own hidden assumptions and find a path into great agility!
* Agility does not impact leaders
* We need a framework
* We need tools
* Technical mastery is not important
* We can continue to measure success in the same old way
* We don’t need to change our organisation structure
* We can scale without having it right at the team level
* There is an end state
* Decisions can be made in the same way
* It has to start from the top, or it had to start from the bottom
* It is an IT problem
CP Lee, Chief Technology & Operations Officer at Mola, is delighted to grace the cover of the renowned World’s Leaders Magazine as one of the World’s Top 10 Technology Executives to Watch in 2023
Social connections ix, stuttgart are you approaching connections adoption l...Peter Bjellerup
Presentation of my two recent IBM whitepapers on how to drive change to new ways to work in organizations, supported by IBM Connections. Not only to get started, but also to cross the finishing line.
Welcome to our latest magazine issue of “The 10 Inspiring Business Leaders to Watch Out For in 2020.” Change is the only constant thing in this world. With the evolving customer expectations, an increase in competition along with a transformation in organizational culture is forcing today’s leaders to change their perspective. These leaders need to think out of box ideas and concepts, go beyond the conventional
mindsets, and keep pushing the envelope. To meet the current demands and needs of the market, they need to be on their toes 24×7. They have to perform various operations and maintain the balance between different roles and responsibilities.
Talk delivered by Antoinette Coetzee at Romania Meetup - 18 Mar 2019
Abstract:
Agile has brought a radical way of looking at the world of work. In a lot of cases it is counter-intuitive and requires unlearning and stretching into unknown ways of doing, thinking and acting. In short, it requires people to CHANGE. And no matter how much we profess that we are comfortable with change, change is hard. As agilists we come up against this reluctance to change all the time. In fact, we could say that agile coaching was born out of the need to facilitate the change necessary in people and organisations. So it goes without saying that we need to understand change, know how to wield it effectively and more than anything, need to know how to support people when they go through change.
In this session we will explore:
How to create an environment for change
How individuals experience change
How we can work with resistance
How to bring about successful organisational change
How neuroscience can help us
As coaches, it is vital for us to have a visceral experience of what we ask our clients to go through when we work with them. In this talk, you will be given a chance to apply the learnings by practicing on one another, either in person or in virtual groups. And if this makes you reluctant to join the session, all the more reason to join us!
Architecture is a fixture in software and building construction. What can we, as change agents, learn about how to apply architecture to organizational change?
Agility is why organizations adopt Scrum. The Agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Scrum is often twisted to fit old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost. Growing a Scrum Studio allows emerging an environment in which people can develop themselves while developing great products. A Scrum Studio is one way for an organization to re-invent itself around Scrum, one way to re-vers-ify.
Real Cross-functional Teams for Creating Real and Better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g. backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truely cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc.This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
Rethinking Transformation - Agile Consortium Feb 2019Jason Little
Our organizations didn't plan their way into the mess they're in so there's no way they're going to plan their way out of it. Manage change at the events and intervention points that make a difference.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)Gunther Verheyen
In February 2001, 17 software development leaders published the “Manifesto for Agile Software Development”.
The Agile Manifesto is 16+ years old. Does it mean it is outdated, Are the days of Agile over?
Gunther reflected upon the value and originality on Agile, as it is. No new names. No new content. Other, better words to describe it, and describe its need.
Governance to Guidance to Awesome Product - DOES 2018Dan Cundiff
In the past, architecture choices, ensuring quality, and security and compliance technologies were the ways to enforce governance through tollgates, centralized approvals, and silos. Three years ago we started recommend_tech, which uses crowdsourcing to make technology choices at Target.
The business case for Strategic Foresight as a critical skillset in the 21st Century. If leadership believes that innovation, creativity, strategy, exploration, play and collaboration are all important, then foresight must be embedded into the culture of their organizations and social landscapes.
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
You will not become agile by implementing scrumJurriaan Kamer
Many companies have implemented Scrum and are "doing agile." However, many companies struggle to achieve the expected benefits. They will never become truly agile. Why?
Companies only doing Scrum are ill-equipped to overcome organizational impediments like anti-agile company culture, top-down leadership behavior, counter-productive organization structure, and approval processes. These challenges are addressed by doing a deep dive into the DNA differences between traditional companies and Silicon Valley-style digital organizations.
Presentation by Jurriaan Kamer. Read more at www.agilecio.net or follow us on Twitter at @agile_cio.
Growing & Grafting New Organisational Tissue: HR’s Role in ChangeLee Bryant
Main stage talk from HR Tech Europe 2015 in London about how and why HR should take a leading role in digital transformation and create an agile, people-powered coalition for change.
Talk delivered by Antoinette Coetzee at Agile Days Istanbul 2019.
Abstract:
Agile at the team level has been around for almost 25 years. Over the last few years it has grown from product development framework to IT department approach, from the software development arena to the larger organisation. We have seen the advent of scaled frameworks like SAFe, we have seen an explosion of tools, we are now onto Business Agility and the application of Agile in non-software companies.
Yet most organisations are still not happy with the improvements brought about by an Agile way of working. Why?
In this talk we explore the issue of agility from multiple angles. We look at the impact of Leadership, Organisational Structure, Culture, Products and Technical Practices, to name but a few.
Please join us to dismantle some of your own hidden assumptions and find a path into great agility!
* Agility does not impact leaders
* We need a framework
* We need tools
* Technical mastery is not important
* We can continue to measure success in the same old way
* We don’t need to change our organisation structure
* We can scale without having it right at the team level
* There is an end state
* Decisions can be made in the same way
* It has to start from the top, or it had to start from the bottom
* It is an IT problem
CP Lee, Chief Technology & Operations Officer at Mola, is delighted to grace the cover of the renowned World’s Leaders Magazine as one of the World’s Top 10 Technology Executives to Watch in 2023
Social connections ix, stuttgart are you approaching connections adoption l...Peter Bjellerup
Presentation of my two recent IBM whitepapers on how to drive change to new ways to work in organizations, supported by IBM Connections. Not only to get started, but also to cross the finishing line.
Welcome to our latest magazine issue of “The 10 Inspiring Business Leaders to Watch Out For in 2020.” Change is the only constant thing in this world. With the evolving customer expectations, an increase in competition along with a transformation in organizational culture is forcing today’s leaders to change their perspective. These leaders need to think out of box ideas and concepts, go beyond the conventional
mindsets, and keep pushing the envelope. To meet the current demands and needs of the market, they need to be on their toes 24×7. They have to perform various operations and maintain the balance between different roles and responsibilities.
Is your organization struggling to navigate the Digital Transformation jungle? We've tapped into the minds of top IT and tech experts to get you the insights you'll need to find your way out of the wilderness!
Achieving Hi-end Agility in Large R&D EnterprisesTathagat Varma
Agile methods have improved project performance, but that doesn't seem to roll-up at business level. There is a need to create 'butterfly effect' to amplify smaller actions into large outcomes. In this presentation made on 20-Aug-2011 at Agile Hyderabad 2011, I examine some of the issues that need to be addressed to enable hi-end agility in large R&D enterprises.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
7. @LueurLtd
6 attributes of sustainable “transformation”
1. Good governance led by smart, decisive, courageous leaders – business and
technology
2. Business led targets that seize technology opportunities
3. Operating models that support the attributes of the new environment –
integrated, responsive, secure, agile, customer centric…..
4. Right size the capabilities – internal and external expertise defined, sourced and
cohesively managed to get “enough of everything needed”
5. Nothing is sacred or set in stone
6. Risk is a guest at the conference room table – invited and managed, not avoided
Susan Sly
susan.sly@lueur.com.au
0481 053 202
