Real Time Strategic Change Session IV
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This was the fourth in a series of webinar sessions done on the Real Time Strategic Change Approach to achieve fast and lasting change.
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We are living in an age of distraction. While we are allowing huge amounts of information and communication from the outer world, we are generating equally large volume of ideas and agreements from our inner world.
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- Setting the stage by creating a safe-to-fail container for ideas to come in and decisions to be made over multiple sprints to narrow solutions.
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Amidst hundreds of things to do, we tend to loose perspective and often feel lack of control in our lives. Result, we constantly remain in the state of anxiety and stress.
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2. Make some predictions about how you spend your time before tracking it.
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If so, this webinar is for you.
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Change is a verb, not a noun
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Why your belief about what’s going on is not the result of what you think.
Why conflict is what you should expect and what you actually need for successful change
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To do a time audit:
1. Write down your goals for tracking your time such as identifying productive times or eliminating time wasters.
2. Make some predictions about how you spend your time before tracking it.
3. Track everything you do in 15 minute increments for 1-2 weeks without skipping anything.
Acorn 80 20 Principle
The 80 - 20 Principle, or Pareto's Principle as it is sometimes known, effects every area of life and business. Understanding its implications can make the difference between achieving great things and nothing. This visual presentation provides a thoughtful insight to this principle and suggestrs a range of actions to capitalise on this knowledge.
Every second counts(time management)
The document discusses time management techniques. It explains that good time management is key to achieving a lot with limited time, unlike being busy. ABC analysis and the 80/20 rule are introduced as techniques to categorize and prioritize tasks. ABC analysis involves categorizing tasks as A (urgent and important), B (important but not urgent), or C (unimportant). The 80/20 rule suggests that 80% of outcomes come from 20% of inputs. These techniques can help identify the most impactful tasks to focus on for better time management. Core time management skills discussed include learning to say no, avoiding procrastination, setting realistic goals, and keeping records of activities.
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This document discusses embedding analytics throughout an organization by training internal "citizen data scientists". It outlines an 8-step process:
1. Put the customer first by focusing on end-to-end customer experiences rather than internal functions.
2. Assess using a hybrid centralized/distributed data science model to leverage scale and domain expertise.
3. Design a curriculum to train existing analysts.
4. Identify data-savvy staff as candidates.
5. Gain leadership support by negotiating costs and benefits.
6. Select meaningful projects directly impacting customers.
7. Provide guidance and examples to motivate students.
8. Observe lessons like ensuring projects are implementable
Organisations must celebrate failure to achieve success
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This document discusses principles for implementing Scrum at an enterprise level. It outlines 10 basic principles for Scrum, including setting a safe-to-fail container with time-bound sprints, making decisions about what to keep and leave each sprint, balancing demands, and engaging stakeholders. It also discusses setting the sprint pace and treating people as adults with a dedicated stable team sized 5-9 to deliver a clear vision each sprint while inspecting and adapting.
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The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
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Discover in this deck different output and outcome metrics, have an overview of popular impact metrics and get a link to an estimation exercise.
Want to attend our next webinar? Become a Shiftup Explorer: https://shiftup.work/product/explorer-agility-innovation-qualification-program/
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This document discusses metrics that matter for startups. It emphasizes that companies should measure customer value delivery, not just revenue. The key aspects are:
- Companies should have a North Star Metric that represents overall customer value delivered and endures over time.
- They should focus on 1-3 Key Drivers that directly impact the North Star Metric. This includes identifying the rate-limiting step.
- Nuance Metrics are also important to watch but not maximize.
- For pre-product-market fit startups, key drivers should focus on fast iterative learning and deepening fit with customers. Retention metrics need to identify the habituation threshold.
- The document provides examples and guides companies
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Presented by Mark Jaben, M.D., author of the book "Free the Brain"
Maybe you had expected more. Maybe it went ok, but you’d like it to go smoother. Maybe its gone well and you want to understand about how that happened for next time. Maybe you’d like change to be less of a hassle.
If so, this webinar is for you.
As a result of this webinar, you will understand:
Change is a verb, not a noun
The fundamental unit of change
Why your belief about what’s going on is not the result of what you think.
Why conflict is what you should expect and what you actually need for successful change
The choice to resist or engage is not an analytical one, so why approach it that way.
We are not wired to resist; we are wired to succeed.
An ideal change must work AND be workable; judging each uses different functions in the brain.
Build an Innovation Funnel. Adaptive portfolio management
Want to attend our next webinar? Become a Shiftup Explorer: https://shiftup.work/product/explorer-agility-innovation-qualification-program/
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Michael Wolfe outlines a "Startup Operating System" to help companies run effectively. The system focuses on cadence, planning, transparency, and three big ideas. Cadence establishes regular rhythms for meetings, reviews, and communications to keep the team synced. Planning involves setting goals and adjusting plans based on learning. Transparency means sharing all useful business information openly. The operating system aims to have a wildly talented team working hard on the right things through deliberate habits and practices.
Agile Case Study With Cliffnotes
Presentation from First Conference http://www.1stconf.com/
Targeted at Agile"beginners" this talk presented a lightweight set of guidelines for planning and executing an agile transformation.
The guidelines were illustrated with a case study from a recent agile adoption program, and highlighted the process, what worked well, what didn't work at all, and how to recover from set backs.
The presentation covered analysing the problem, change models, how to get started, useful metrics, and tips for stakeholder management.
The case study focussed on presenting real situations, with complex problems.
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How can get through the holidays without blowing you budget and stressing out over money? Here are the slides from a webcast with TD Ameritrade that shows you
1) Tips you can use to keep yourself on track
2) How to outsmart the tricks retailers use to make you spend more
3) What the research shows about what gifts are effective and memorable.
Enjoy!
SPSJHB2016 Gover'nuisance' explained in La(z)yman's Terms
So you KNOW you need to put something in place for Governance, but you have no idea where to start? In this session I'll share some practical knowledge on achieving this - as we have more than enough theory out there on this subject.
- What should Governance cover? - How to document this - and keep it updated and informative - Understanding why you need to do what (you need to understand the value it will add)
Equipped with these tips and tricks - you'll go back to work - excited to put your Governance strategy in place AND you'll understand the WHAT and the WHY.
Organisations must celebrate failure to achieve success
This document discusses how organizations can achieve success by embracing failure. It recommends establishing a growth mindset culture where failure is viewed as an opportunity to learn and improve. Key aspects include shifting from only focusing on delivering features to prioritizing experimentation, establishing trust so teams feel safe to fail, and regularly reviewing failures to learn from mistakes. Metrics like the ICE score and AARRR can help evaluate experiments and determine their potential impact. Overall, the document argues that failure is inevitable and should be seen as a starting point for growth rather than something to avoid.
The 80/20 strategic tool
The document discusses the 80/20 strategic tool, also known as Pareto's principle. It explains that the 80/20 tool can help uncover key areas of a business that drive performance objectives, as well as areas that may be underperforming. Specifically, the tool often reveals that a minority of components (e.g. products, customers) account for the majority of impact (e.g. revenue, profit). Making the 80/20 tool a regular practice can help businesses identify factors to build on or reduce, improving efficiency and sustainability. While a simple concept, the 80/20 tool remains an effective method for understanding what creates positive or negative impact within an organization.
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We all know how important it is to manage content through its lifecycle. Streamlined and efficient content teams do this by articulating content processes to make sure that everyone involved, from stakeholders to subject matter experts to content creators, have a shared understanding of the work being done.
As a senior strategist with Content Strategy Inc., Blaine has facilitated workshops with numerous companies from different sectors to help them discover the processes that will improve how they work with content.
In this presentation, Blaine shares the suite of common process models for each phase of the life cycle that can be used by any company in any industry sector. He'll articulate the differences, and explain why they exist.
Confab Europe 2014 (Barcelona)
A review of my 3 days at Confab Europe 2014, in Barcelona. Had a great time so wanted to share some of my learning.
Theory of Change and Outcome Mapping
Presentation by Simon Batchelor (IDS) on Theory of Change and Outcome mapping methodologies for intermediary work, given at a virtual workshop on M&E for I-K-Mediary Network members, March 30 2010.
Modelfor Improvement
The document introduces the Model for Improvement, which provides a framework for developing, testing, and implementing changes that lead to improvement. The model consists of two parts: 1) three fundamental questions to guide improvement work, and 2) Plan-Do-Study-Act (PDSA) cycles to test changes rapidly through small-scale trials. Using PDSA cycles allows improvements to be implemented systematically after building evidence of what works through consecutive tests. The Model for Improvement offers a simple, low-risk approach to achieving successful organizational change.
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The document describes The Model for Improvement, which provides a framework for developing, testing, and implementing changes that lead to improvement. The model consists of two parts: 1) three fundamental questions to guide improvement work, and 2) Plan-Do-Study-Act cycles to test changes rapidly through small-scale trials. Using this approach can help achieve successful change by starting small, reducing risk, and learning from iterative testing to build knowledge for further improvement.
The Model For Improvement
The document describes The Model for Improvement, which provides a framework for developing, testing, and implementing changes that lead to improvement. The model consists of two parts: 1) three fundamental questions to guide improvement work, and 2) Plan-Do-Study-Act cycles to test changes rapidly through small-scale trials. Using this approach can help achieve successful, low-risk change through a simple and effective process of continuous learning and adaptation.
Large Scale Scrum: More with LeSS
Here are some key points to discuss regarding the change implications of moving from component teams to feature teams:
- Ex-functional managers and component managers may feel a loss of control and identity as their direct reports are redistributed to cross-functional teams. Their role needs to transition from managers to coaches/advisors.
- Specialists may feel anxious about broadening their skills beyond a single specialty. Teams will need to support specialists to gradually expand their capabilities over time.
- Communication patterns will change significantly. Component teams had well-defined interfaces, but feature teams will need to collaborate more openly. New norms around collaboration will need to be established.
- Technical decisions may become more decentralized. Feature teams will need guidance on balancing
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Nexus4 africa concurren session
The document discusses managing polarities and paradoxes in leadership and organizations. It introduces key polarity pairs like stability and change, and outlines a process called "See It, Map It, Tap It" to assess where one is focused within polarity pairs, identify actions to leverage both sides, and monitor for imbalances. The goal is sustained success through balancing priorities rather than focusing solely on one side of a polarity.
Nexus4Africa Webinar: The Power of Polarities
This is a webinar I hosted as part of BGSU’s Nexus4Africa series of thought leader sessions. The purpose of the session was to answer these three questions:
What are polarities?
How can you recognize them?
How you can leverage them to improve your own leadership?
The slides also contain a list of common leadership and organizational polarities that the webinar participants found especially helpful.
Finally I’ve included four case studies – one for each way you can identify you are dealing with a polarity:
1. Conflict;
2. Excitement;
3. Fears/Concerns; and,
4. Chronic Problems
Better, Faster, Easier
The document provides guidance on using a four-box framework to develop a plan for addressing a challenging situation. It involves identifying what is and is not working currently, what a better future looks like, and potential concerns. The framework then guides forming a story for the preferred future, including specific actions and learning early warnings if things are not working.
Real Time Strategic Change Session II
This document provides an agenda and background information for Session II of a Real Time Strategic Change Learning Series. The session aims to teach participants how to accelerate change work by applying six principles of Real Time Strategic Change. The agenda includes presentations on the history and application of the principles, as well as a case study discussion. Participants will work in breakout groups to analyze scenarios through the lens of individual principles in order to better understand and apply them.
Real Time Strategic Change Session I
This document summarizes the first session of an online learning series about Real Time Strategic Change (RTSC). The session introduced participants to RTSC principles and how the series will work. Key points included: setting expectations for the series outcomes, clarifying the purpose and applying RTSC to current work, and getting feedback to improve future sessions. Participants engaged in discussion forums to share experiences and get clarification on integrating RTSC into their work.
Real Time Strategic Change Overview, Session III
The document summarizes a session on Real Time Strategic Change (RTSC). It provides an overview of RTSC principles and areas of work. It then discusses a case study where RTSC was applied to a social services organization undergoing a change initiative. Key aspects of scoping possibilities, developing leadership, and creating organizational congruence were discussed as they related to the case.
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Introduction
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永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Real Time Strategic Change Session IV
- 1. ‘ The pessimist complains about the wind The optimist expects it to change The leader adjusts the sails’
- 2. Real Time Strategic Change Learning Series Session IV May 18, 2009
- 20. Thanks for Joining Us For The Real Time Strategic Change Learning Series! [email_address] www.windsofchangegroup.com