Outcome based product management seems to be taking off.
Along with Hypothesis based development, this has turned around product development from detailed product roadmaps that we used to have to more customer and user focussed product development.
However, We seem to fall under the trap of Build-Measure-Learn and not measure the right things.
A lot of times, we measure lag indicators that do not help us learn faster. Lag indicators are history, they tell us what we did right and wrong post-facto after the event has happened.
We need a way to understand and measure how features can go into a product roadmap as we are building it or as we are considering it.
Lead measures help us with that.
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In our travels with clients we receive a lot of requests for ‘refresher’ sessions on key tools in the eToolkit or the core tools we use in our work as Change Practitioners.
In this 2 part series we will explore some of the foundational tools our team use as we work with clients to set change initiatives up for success and prepare their teams for change.
Part 2: Applications of ADKAR
Refresh of the model
Examples of how our clients use ADKAR to improve readiness for change
Outcome based product management seems to be taking off.
Along with Hypothesis based development, this has turned around product development from detailed product roadmaps that we used to have to more customer and user focussed product development.
However, We seem to fall under the trap of Build-Measure-Learn and not measure the right things.
A lot of times, we measure lag indicators that do not help us learn faster. Lag indicators are history, they tell us what we did right and wrong post-facto after the event has happened.
We need a way to understand and measure how features can go into a product roadmap as we are building it or as we are considering it.
Lead measures help us with that.
DR, IT Resilience, & Continuity: What's the Difference?marketingunitrends
IT resilience is a new buzzword being bantered around but what does it have to do with backup and recovery? It represents a proactive strategic approach to avoiding, responding and immediately rectifying disruptions. Can you do that today?
September CoP Webinar: Revisiting your toolbox part 2 - applications of ADKARProsci ANZ
In our travels with clients we receive a lot of requests for ‘refresher’ sessions on key tools in the eToolkit or the core tools we use in our work as Change Practitioners.
In this 2 part series we will explore some of the foundational tools our team use as we work with clients to set change initiatives up for success and prepare their teams for change.
Part 2: Applications of ADKAR
Refresh of the model
Examples of how our clients use ADKAR to improve readiness for change
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Each product development project is different. Different features, customers, use cases, and expectations. Let’s discuss how to build a custom reliability program that fits your specific situation.
“Insanity: doing the same thing over and over and expecting different results.”
– attributed to Albert Einstein, basically describes many organizations reliability program plans.
The idea that a set of activities will effectively address all of the reliability risks of a new design is all too common in industry. Why is this?
Let’s explore recognizing the current situation and which activities will provide the most value. The focus should be on creating a product that meets customer and business expectations withe lowest risk and cost.
In this interactive webinar, we will discuss a couple of different situations and how to develop and manage the right reliability program. Startups with brand new technology to mature industrial equipment families of products all have reliability performance expectations, it is how we create and execute the reliability activities in support of the project that is key.
Each element of the entire program should add value, not done ‘just because we always do that.” With just a little thought you can create and justify a tailored plan. Join the discussion.
This Accendo Reliability webinar originally broadcast on 9 September 2014.
A PowerPoint presentation created for Veritas Consulting Services. Partner with the experts in information management technologies to get the most from your solutions.
Leading organizations today are looking to scale their advanced analytics capabilities, especially data mining and predictive analytics, to improve business performance, reduce fraud and improve customer responsiveness. However traditional analytic project approaches are hard to scale and difficult to implement in the real-time environment required in modern enterprise architectures.
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Adopting Agile enables an organization or team to fundamentally change their operating environment, empower team members, and improve project outcomes - and yet those advocating that organization change to Agile are repeatedly confronted with resistance because it “will be too hard,” or because “it has always been done this way.”
How can you use Change Management to help organizations embrace change and create successful Agile adoption? The key to Agile adoption embodies key change management concepts which create intentional engagement through the 4Cs of Change management – Coaching, Commitment, Culture, and Communication. This session shares compiled successes and challenges when helping government and non-government organizations increase Agile adoption.
Risk analysis and control
FMEA: Failure Mode and Effects Analysis (FMEA) is often the first step of a system reliability study. It involves reviewing as many components, assemblies, processes and subsystems as possible to identify failure modes, and their causes and effects. For each component, the failure modes and their resulting effects on the rest of the system are recorded in a specific FMEA worksheet. - more at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/learning-and-resources.aspx
What opportunities are you looking for to improve your business performance? In this webinar you will learn six opportunities that are readily available when you adopt a decision management approach to business rules and predictive analytics.
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Speaker: Eraj Siddiqui, Director, Customer Success Operations at Autodesk
In a talk at Paris in 2009, Mark Burgess presents Cfengine 3, the new version of the famous configuration management software, and the fundamental theory on which it is based, the promise theory.
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Tools that can assist Career Service Professionals and Recruiters/Employer Relations to further engage with multigenerational students entering the workforce. Also, will cover the needs of the generations and the organizations.
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Each product development project is different. Different features, customers, use cases, and expectations. Let’s discuss how to build a custom reliability program that fits your specific situation.
“Insanity: doing the same thing over and over and expecting different results.”
– attributed to Albert Einstein, basically describes many organizations reliability program plans.
The idea that a set of activities will effectively address all of the reliability risks of a new design is all too common in industry. Why is this?
Let’s explore recognizing the current situation and which activities will provide the most value. The focus should be on creating a product that meets customer and business expectations withe lowest risk and cost.
In this interactive webinar, we will discuss a couple of different situations and how to develop and manage the right reliability program. Startups with brand new technology to mature industrial equipment families of products all have reliability performance expectations, it is how we create and execute the reliability activities in support of the project that is key.
Each element of the entire program should add value, not done ‘just because we always do that.” With just a little thought you can create and justify a tailored plan. Join the discussion.
This Accendo Reliability webinar originally broadcast on 9 September 2014.
A PowerPoint presentation created for Veritas Consulting Services. Partner with the experts in information management technologies to get the most from your solutions.
Leading organizations today are looking to scale their advanced analytics capabilities, especially data mining and predictive analytics, to improve business performance, reduce fraud and improve customer responsiveness. However traditional analytic project approaches are hard to scale and difficult to implement in the real-time environment required in modern enterprise architectures.
Change with a Capital C by Aruni Wijetilleke Excella
Aruni Wijetilleke, Change Management Lead, Excella Consulting
Adopting Agile enables an organization or team to fundamentally change their operating environment, empower team members, and improve project outcomes - and yet those advocating that organization change to Agile are repeatedly confronted with resistance because it “will be too hard,” or because “it has always been done this way.”
How can you use Change Management to help organizations embrace change and create successful Agile adoption? The key to Agile adoption embodies key change management concepts which create intentional engagement through the 4Cs of Change management – Coaching, Commitment, Culture, and Communication. This session shares compiled successes and challenges when helping government and non-government organizations increase Agile adoption.
Risk analysis and control
FMEA: Failure Mode and Effects Analysis (FMEA) is often the first step of a system reliability study. It involves reviewing as many components, assemblies, processes and subsystems as possible to identify failure modes, and their causes and effects. For each component, the failure modes and their resulting effects on the rest of the system are recorded in a specific FMEA worksheet. - more at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/learning-and-resources.aspx
What opportunities are you looking for to improve your business performance? In this webinar you will learn six opportunities that are readily available when you adopt a decision management approach to business rules and predictive analytics.
The New ROI: How to Use Knowledge to Drive Tool AdoptionEmpower by Guru
Every team relies on multiple tools to get work done, collaborate effectively, and deliver delightful customer experiences. But how do you ensure tools are properly used across your team? Learn how one enterprise leader has created a virtuous adoption cycle across critical tools centered around regular usage and value-driven adoption.
Speaker: Eraj Siddiqui, Director, Customer Success Operations at Autodesk
In a talk at Paris in 2009, Mark Burgess presents Cfengine 3, the new version of the famous configuration management software, and the fundamental theory on which it is based, the promise theory.
Multigenerational Graduates Transitioning into the Workforce - PD Committee P...Theresa Green-Ervin
Tools that can assist Career Service Professionals and Recruiters/Employer Relations to further engage with multigenerational students entering the workforce. Also, will cover the needs of the generations and the organizations.
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Thursday 24 October 2019
Write up newstory page
URL: https://www.apm.org.uk/news/benefits-management-in-health-and-care-part-1-identify-and-map-target-benefits/
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Many change projects are mandatory - compliance, regulatory, systems and restructures to name a few. These “No Choice Changes” present special challenges for change practitioners. How can we engage stakeholders when they have no real say in the decision to make the change or the solution? How can we build buy in when there is little What’s in it for Me?
Join our next Change Community of Practice Webinar to tap into the wisdom of our consulting team and share your experiences and lessons learned:
- The challenges of mandatory change
- Snapshot of Prosci Best Practices research findings
- Top 5 tips for effective Change Management
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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What is the TDS Return Filing Due Date for FY 2024-25.pdf
Resistance to change
1. - 1 -Confidential not to be used without consent
March 2013
Resistance to Change –
Addressing the Underlying Attitudes
Cate Collins & Ketan Varia
W: www.kinetik.uk.com | E: bebetter@kinetik.uk.com | T: 0203 397 0686 Version 1.2 Edited 8th May 2014
Kinetik Solutions Ltd. Registered in England & Wales, No 6067771. Registered Office: 16 Wychwood Close, Edgware, Middlesex, HA8 6TE. VAT GB 839 9186 67
2. - 2 -Confidential not to be used without consent
It presents our approach to understanding and overcoming resistance to change
What this document is about
Why resistance occurs in
large scale programmes
and its roots
Understanding
How to overcome
resistance with the right
levels of engagement
Overcoming
3. - 3 -Confidential not to be used without consent
Any large scale programme will create resistance to change
Merger/acquisition
Changes due to legislation/policy
Organisation redesign
SDK
Asd
Sw Rw
Swe
Qw
Large Scale IT implementation
Fundamental Process change
Flow 1
Flow 2
Flow3
4. - 4 -Confidential not to be used without consent
If there is no personal benefit
all you get is resistance
5. - 5 -Confidential not to be used without consent
• Managing the resistance to change too late
– When design is complete or when the change details are already agreed
– Involve stakeholders as an afterthought not earlier
• Lack of identification of influencers and stakeholders at an early
stage
– Assuming that talking to the heads of a service is enough to manage change.
Key influencers are often hidden and at different levels
• Ignoring criticisms or push back
– Assuming all criticism is negative, without exploring to see the root cause
– Not managing expectation or impact early with staff
What generates resistance to change?
6. - 6 -Confidential not to be used without consent
‘If it ain’t broke, don’t fix it’
‘I am not ready’
– This attitude underpins most instances of holding on
to past or current ways of doing things – “if we refuse
to acknowledge the problem then we don’t have to
engage with a solution”
– This is not being prepared to pay the cost of change,
where cost is emotional due to the disruption and
uncertainty or inability to see a new future – “I like
things the way they are”
‘It won’t work here –
we’re different’
– This attitude is the root of not believing in the
proposed solution – “either we don’t understand it,
we don’t see why it is the right way or we don’t like
what it might mean for us”
There are three root causes why people resist change
1
2
3
7. - 7 -Confidential not to be used without consent
We can help in three areas
• Diagnosis
– A focused questionnaire to understand the prevailing culture and behaviors
– Focused interviews with key stakeholders to understand key barriers/root causes
– Analysis that shows the key barriers and challenges to overcome
• Engagement
– A plan of engagement activity that allows all those affected to understand the ‘problem’ i.e.
why change is necessary to the organisation and to them
– Work with stakeholders to develop a plan for incorporating their insight into solution
development and then throughout the change programme
• Involvement
– Involvement from critical stakeholders in the change programme
– Ensure business experience and knowledge influences the solution/change and is sustainable
– Create a plan for ongoing internal communications
8. - 8 -Confidential not to be used without consent
A plan to deal with resistance to change
Step 1
Diagnosis
Step 2
Engagement
Step 3
Involvement
Who – role/position/
power of those
expressing resistance
Analysis –
What are the root
causes?
Gain key stakeholders help
identifying the solutions
Communicate, Communicate, Communicate
Embed input from all stakeholders
to all levels of the programme
Identification –
What resistance is being
expressed and how?
Engage stakeholders in
understanding what is wrong with
the current situation
9. - 9 -Confidential not to be used without consent
Addressing resisting to change is part of wider
interventions of any large change programme
Ensuring
your vision
is compelling
Having a
consistent
approach
Allowing for
fast failure
Adequate
piloting
Managing
resistance to
change
Have you got the key
influencers onboard early?
Are you sure people
are bought in?
Are you using a method for change
that suits your organization?
Are you tolerant of small failures,
learning from them and moving on?
Have you made sure that
‘end to end’ testing is part
of your implementation?
10. Kinetik Solutions Ltd
16 Wychwood Close
Edgware • Middlesex • HA8 6TE
Registered in England & Wales, No. 6067771
VAT GB 839 9186 67
www.kinetik.uk.com
bebetter@kinetik.uk.com
020 3397 0686
about kinetik solutions
11. Consultancy profile
• Established in 2007, kinetik solutions delivers complex change for large
organisations in the public and private sectors
• Our team consists of highly experienced consultants each with over 10 years
change management experience in blue-chip organisations or a ‘Big 4’
management consultancy
• We continually invest in learning to offer the latest thinking in transformational
change to our clients. We run regular public events on Lean learning for our
NHS clients and are members of:
- Lean Enterprise Group
- Deming Alliance
- Operational Excellence Group
- Enterprise Thinking Group
12. Our solution areas
• Complex Transformation Programmes
We make change happen in a sustainable way
• Operational Design and Improvement
Strategic design for complex processes and their implementation
• Systems Implementation
Integrating process and IT change to achieve operational effectiveness
• Facilitated Workshops
Fast, informed decision making, from strategy to continuous improvement
• Digital Content Collaboration
Creating structures for rapid delivery in digital supply chains
13. We work with a range of clients in a variety of sectors
14. Kinetik Solutions Ltd
Registered in England & Wales, No 6067771
Registered Office 16 • Wychwood Close
Edgware • Middlesex • HA8 6TE
VAT GB 839 9186 67
www.kinetik.uk.com
bebetter@kinetik.uk.com
020 3397 0686
kinetik solutions
agility to sustain change
