Having observed change over the past decade, it is clear that change is now the new normal. Working with multinational conglomerates, recent years have proven that only constant has been change. To keep up with these changes, we need to maintain a more agile mindset is all aspects. Change helps us keep ourselves challenged and agile in body and mind, affects our actions, work and attitude.
Memo to the c suite- you are not the main driver of changeFabio Mittelstaedt
Many executives still believe organization change should be driven from the top down. Others believe in the bottom up approach. But most successful change programs radiate neither from the top nor bottom of the organization, but from the center – from business unit leaders. From the top down business unit leaders translate the corporate vision into terms staffers can understand and embrace. From the bottom up they ensure teams below them are well led and have the resources to do their jobs. Successful change requires strong leadership at all levels. And what is the role of the C-suite in driving change? Be the catalyst...not the driver.
Principles over Processes: Lasting Change in your Agile Transformation by Zia...Agile ME
Guiding an organisation through an Agile transformation is difficult, enabling it to change, almost impossible. Many Agile coaches rely on a variety of scaling frameworks that focus on specific processes and practices across the Agile transformation. Such an approach can only affect the climate of the organisation but rarely the deeper aspects of the culture or organisational personality to enable lasting change.
We need more of a principles-based approach that enables the organisations to take ownership and make changes that are created for its context. In this way, we can apply Agile principles to achieve agility across the entire domain of the organisation.
In this workshop, I’ll share with you the 10 principles of enterprise agility and walk you through how these principles can make a difference to your enterprise transformation and what every agile coach should be doing to help apply these principles in any setting, for any organisation to flourish.
In Agile Transformation, C comes before A by Syed RiyazuddinAgile ME
Almost 19 years since Agile Manifesto was published, organizations are still struggling to adopt and mature Agile. There is no one-size-fits-all when it comes to Agile transformation strategy, but plenty of learning from other successful/ failed initiatives.
I will discuss one of the crucial prerequisites of Agile transformation, Cultural assessment, referring to some of the popular models, such as Schneider and Laloux. But most importantly which framework would be most suitable, mapping to cultural type of a department/organization. Not limiting to Scrum, or Kanban, but considering other methods such as Lean, Design Thinking, DevOps etc, to formulate one that aligns with organization's culture. At two levels, first Adoption and then Scale (Scale -up or -out).
Along the way, I will share insights from my experience, some use cases, from working across organizations of various sizes and shapes, and the factors that enabled success in their transformation journeys.
Having observed change over the past decade, it is clear that change is now the new normal. Working with multinational conglomerates, recent years have proven that only constant has been change. To keep up with these changes, we need to maintain a more agile mindset is all aspects. Change helps us keep ourselves challenged and agile in body and mind, affects our actions, work and attitude.
Memo to the c suite- you are not the main driver of changeFabio Mittelstaedt
Many executives still believe organization change should be driven from the top down. Others believe in the bottom up approach. But most successful change programs radiate neither from the top nor bottom of the organization, but from the center – from business unit leaders. From the top down business unit leaders translate the corporate vision into terms staffers can understand and embrace. From the bottom up they ensure teams below them are well led and have the resources to do their jobs. Successful change requires strong leadership at all levels. And what is the role of the C-suite in driving change? Be the catalyst...not the driver.
Principles over Processes: Lasting Change in your Agile Transformation by Zia...Agile ME
Guiding an organisation through an Agile transformation is difficult, enabling it to change, almost impossible. Many Agile coaches rely on a variety of scaling frameworks that focus on specific processes and practices across the Agile transformation. Such an approach can only affect the climate of the organisation but rarely the deeper aspects of the culture or organisational personality to enable lasting change.
We need more of a principles-based approach that enables the organisations to take ownership and make changes that are created for its context. In this way, we can apply Agile principles to achieve agility across the entire domain of the organisation.
In this workshop, I’ll share with you the 10 principles of enterprise agility and walk you through how these principles can make a difference to your enterprise transformation and what every agile coach should be doing to help apply these principles in any setting, for any organisation to flourish.
In Agile Transformation, C comes before A by Syed RiyazuddinAgile ME
Almost 19 years since Agile Manifesto was published, organizations are still struggling to adopt and mature Agile. There is no one-size-fits-all when it comes to Agile transformation strategy, but plenty of learning from other successful/ failed initiatives.
I will discuss one of the crucial prerequisites of Agile transformation, Cultural assessment, referring to some of the popular models, such as Schneider and Laloux. But most importantly which framework would be most suitable, mapping to cultural type of a department/organization. Not limiting to Scrum, or Kanban, but considering other methods such as Lean, Design Thinking, DevOps etc, to formulate one that aligns with organization's culture. At two levels, first Adoption and then Scale (Scale -up or -out).
Along the way, I will share insights from my experience, some use cases, from working across organizations of various sizes and shapes, and the factors that enabled success in their transformation journeys.
Improving the processes within your health care organization through tapping into the wisdom of staff will increase profit and productivity. Find the secrets that made the Mayo Clinic successful that the leaders in health care are using now after learning from their colleagues in manufacturing.
Increasing Business Agility & Customer Value through Lean Transformation - Fi...Thoughtworks
Fiona shares her experiences (the good and the bad) in strategy, transformation, operational and culture change, with a focus on maximising customer and business value through innovation.
Fiona is a business transformation executive with extensive experience and a track record of delivering large-scale change and results through business transformation.
Want to boost productivity in your business? Retaining your leadership talent can help you make great in manufacturing. This slideshare has advice for recognising, rewarding, investing in, and inspiring your talent.
How to convince top managers to start a Lean programmeEEF
Lean is still the defacto framework for continuous improvement and business transformation. So how can you make the business case for implementing a Lean programme to your company leadership?
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
Enabling sustainable transformation- Gary O'Brien (ThoughtWorks Live)Thoughtworks
Gary explores the hurdles that must be overcome in order to become a responsive and values-driven organisation.
Gary works with large enterprises to drive change to the culture, planning, governance, and structure of the enterprise to better align with customers’ needs
How to deliver: a dozen principles for sustainable business successMike Townsend
That companies need to become more sustainable is no longer the debate, but there is a need to understand (in easy terms) what companies could be doing - and, how this action will deliver sustainable business success, as well as helping to save the planet...
[Written almost five years ago, but still a useful set of principles to reflect on - for any organisation - feedback most welcome!]
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
Change Management Solutions for Strategic Innovation | Eninracseoeninrac
Unlock Success with Innovation and Change Management. We focus on the people side of strategy implementation, defining change, building change agent capacity, and more.
Improving the processes within your health care organization through tapping into the wisdom of staff will increase profit and productivity. Find the secrets that made the Mayo Clinic successful that the leaders in health care are using now after learning from their colleagues in manufacturing.
Increasing Business Agility & Customer Value through Lean Transformation - Fi...Thoughtworks
Fiona shares her experiences (the good and the bad) in strategy, transformation, operational and culture change, with a focus on maximising customer and business value through innovation.
Fiona is a business transformation executive with extensive experience and a track record of delivering large-scale change and results through business transformation.
Want to boost productivity in your business? Retaining your leadership talent can help you make great in manufacturing. This slideshare has advice for recognising, rewarding, investing in, and inspiring your talent.
How to convince top managers to start a Lean programmeEEF
Lean is still the defacto framework for continuous improvement and business transformation. So how can you make the business case for implementing a Lean programme to your company leadership?
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
Enabling sustainable transformation- Gary O'Brien (ThoughtWorks Live)Thoughtworks
Gary explores the hurdles that must be overcome in order to become a responsive and values-driven organisation.
Gary works with large enterprises to drive change to the culture, planning, governance, and structure of the enterprise to better align with customers’ needs
How to deliver: a dozen principles for sustainable business successMike Townsend
That companies need to become more sustainable is no longer the debate, but there is a need to understand (in easy terms) what companies could be doing - and, how this action will deliver sustainable business success, as well as helping to save the planet...
[Written almost five years ago, but still a useful set of principles to reflect on - for any organisation - feedback most welcome!]
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
Change Management Solutions for Strategic Innovation | Eninracseoeninrac
Unlock Success with Innovation and Change Management. We focus on the people side of strategy implementation, defining change, building change agent capacity, and more.
Fhyzics - a global leader in business analysis - offers business consulting, business analysis, business analytics, process improvement, product development and supply chain services to organisations in India and abroad. Today’s businesses are under tremendous pressure to adopt to the changes in regulatory framework, constantly changing customer preferences and disruptive business models. This mandates the business leaders to continuously upgrade their knowledge in various areas that could potentially help or affect their businesses. Keeping this in mind, Fhyzics has launched One-Day, Case Study Based Executive Development Programs, where the business leaders can upgrade their skill and can implement in their organisations. These programs are designed after intense research on international best practices.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Improve your organization's performance through culture assessment and management. CLI helps your organization assess and optimize culture with the Denison Culture Survey.
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
FASTER ADAPTABILITY IS THE NEW CORE COMPETENCY IN THE NEW ECONOMYStephen Parry
Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike?
This presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates to drive deeper customer engagement and faster organisational responses.
Almost daily, managers face multiple choices for work design, measurement, rewards, organisational structures, working practices and approaches to management and staff relationships just to keep the day-to-day business running- let alone respond to future business needs. In this presentation, we look at the most important items to align to create a highly responsive organisation.
We will start by examining the work-climate to understand how management choices interact in complex ways to create a perception of ‘how it feels to work here’. Research has demonstrated that workclimate perceptions are a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make to increase performance and adaptability?
What needs to be eradicated?
What needs to be redesigned?
Where do we need to start?
About Stephen Parry
Biog PhotoStephen Parry is an international leader and organisational architect, designing and creating adaptive organisations. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.
He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards.
Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. His clients include many global corporations and national governments: SAP, LEGO, BT, UK government, police authorities, financial services, Telcos, retail, Legal Services, IT and software companies, outsourcing and shared services.
Improve the chances of success of your organization with Resilience and Antif...Andrea Tomasini
Explicitly measuring and designing culture is an enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change is the one thing that might save your company in the rough waters of todays market. Are you ready for the challenge?
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
1. Actions Speak LouderActions Speak Louder
Copyright PROBE Network
Sustainability Excellence
PROBE for Sustainability Excellence
is an appraisal tool that provides a
holistic decision making framework
for any organisation that wants to
do business in a sustainable way.
It is a catalyst for change,
transforming any organisation in a
straightforward and decisive way.
Its use will result in a path to action that will spur any
organisation towards sustainability excellence.
2. Actions Speak LouderActions Speak Louder
Why should any
organisation care
about becoming a
sustainable business?
Because they want to
make the world a better
place…..
They understand that the
world’s resources are
finite. They want to
change the way they
operate so that they can
reduce their dependence
on these scarce resources.
Because they have
to…..
External forces, such as
government legislation
or customer
requirement mean they
have no choice.Because it makes
good business
sense…..
Becoming a sustainable
business can
• Improve an
organisations image
• Increase employee
motivation and
retention
• Reduce costs
• Increase competitive
advantage
• Increase profitability
3. Actions Speak LouderActions Speak Louder
Whatever the reason, they’re
making a positive step.
Becoming a Sustainable
business is good for the
planet……..
..will satisfy many of the
requirements required by
government and commercial and
private customers….
……and any organisation will benefit from the
opportunities created by incorporating
sustainability into their business planning
cycle….
4. Actions Speak LouderActions Speak Louder
For Sustainability Excellence
Will introduce any organisation to the concept and benefits of Sustainability
Excellence
Will identify what an organisation is already doing well….
…and what they need to do to improve
It will engage and motivate all of their
employees to embrace their new direction
It will push any organisation towards
Sustainability Excellence
…and help to maintain it.
by showing that by putting sustainability
at the centre of everything an
organisation does will improve their
business performance
5. Actions Speak LouderActions Speak Louder
PROBE for Sustainability Excellence uses the
PROBE excellence framework and the
Natural Step’s ‘Framework for Strategic
Sustainable Development’, to analyse how
far an organisation is along the sustainability
road and helps to identify a plan for action
to move them closer to their destination
The PROBE business framework uses a
well-established business excellence
model to examine what an organisation
needs to do to achieve sustainability
excellence
The Framework for Strategic Sustainable
Development uses the ‘four system conditions of
sustainability’ to analyse what an organisation is
currently doing to support the sustainability of the
world.
6. Actions Speak Louder
Copyright PROBE Network
6
Vision &
Context
Leadership
&
Mobilisation
Business
Processes
Business
Continuity
What is our real intent for
the business and where
does sustainability fit?
How capable are we of
translating our intent
into practice?
Are we operating in a
way that makes
business sense and in
a sustainable way?
Have we created the
foundations for
business longevity?
Using a facilitated team
approach PROBE asks the
organisation questions……
7. Actions Speak LouderActions Speak Louder
….to produce answers
….so that they can take
the necessary actions to
enable them to become
a sustainable
organisation.
8. Actions Speak LouderActions Speak Louder
Copyright PROBE Network
Actions speak louder
To find out about how you
or your organisation can
become PROBE for
Sustainability Excellence
Facilitators and use this
assessment tool with your
client organisations
Contact PROBE Network
Readytoact@probe-
network.com