the IBM Design Thinking methodology is changing the way IBM approaching software design.
Changing a culture of a company that is 104 year old and have about 480,000 employs worldwide and cross culture is complex, yet rewording process. In the talk I’ll explain the IBM Design Thinking methodology, and how we work toward move our focus to the users in an enterprise oriented technology company.
Netflix has a unique culture and talent management philosophy that has contributed to its success. Some key aspects include:
1) Hiring only "A" players and being willing to let go of employees whose skills no longer fit, even if they were once valuable.
2) Eliminating formal HR policies in favor of treating employees like adults and expecting responsible behavior. This includes an informal vacation policy and expense reimbursement system.
3) Being honest about performance by eliminating formal reviews in favor of ongoing conversations, and not using performance improvement plans, which are often dishonest.
4) Emphasizing that building great teams is the top priority for managers through recruiting the right skills and talent.
Intégrer un progiciel en mode agile à la RATP ? Défi relevé !Agile En Seine
Présenté par Anne Gabrillagues (enssensei) et Florence Lyon (Groupe RATP) à Agile en Seine le 20 septembre 2023
Quand on pense à l’agilité dans l’IT on pense le plus souvent équipe(s) en charge du développement complet d’un produit, dans un cadre le plus souvent de type Scrum ou SAFe. Mais dans certains cas la solution la plus pertinente à mettre en œuvre repose sur l’intégration d’un progiciel, travaux souvent réalisés par un intégrateur spécialisé …
Peut-on mener ce type de projet en mode agile ? Comment contractualiser avec les différents intervenants, avec en contrainte supplémentaire la nécessité de s’inscrire dans le cadre du Code des Marchés Publics ? Comment lancer ce type de projet ?
Cette session sera l’occasion de vous partager nos expérimentations, nos erreurs … et nos apprentissages.
Deux exemples d’implémentation LPM au sein d’ENGIEAgile En Seine
Présenté par Sophie Montet (ENGIE IT), Laurence Bago (ENGIE Home Services) et Laure Anne Poirisse (ENGIE) à Agile en Seine le 20 septembre 2023
Au sein du groupe ENGIE, de plus en plus d’entités souhaitent mettre en place du LPM pour optimiser les investissements, absorber les aléas et en tirer le meilleur parti grâce au delivery agile.
Deux entités d’ENGIE viennent partager leur retour d’expérience, les étapes de mise en place, les difficultés rencontrées, les résultats à date.
Nous évoquerons aussi le rôle du LACE pour accompagner ces implémentations et contribuer à accélérer l’adoption du LPM dans le Groupe.
Ms1 representation & response maculinity and men in the mediaKBucket
This document discusses how masculinity is represented in the media. It begins by examining how men are typically portrayed in positions of power and as strong, independent, and resilient. It then analyzes how various movie posters and trailers represent masculinity through muscular physiques, militaristic imagery, and depictions of violence and aggression. The document also discusses how advertising aimed at men often uses violent sports icons and messages of toughness to sell products. Overall, the document suggests media representation frequently links masculinity with traits like power, dominance, and violence.
Corporate Social Responsibility (CSR) in India has traditionally been seen as philanthropic activities by corporations. The Companies Act of 2013 introduced the concept of CSR to the forefront and mandates transparency and disclosure of CSR activities. It defines CSR as activities related to education, healthcare, environment sustainability, and more. The Act also outlines requirements around budget allocation for CSR activities and management through a CSR committee. The Confederation of Indian Industry published a handbook to guide companies on developing CSR strategies and implementing effective programs aligned with the Companies Act.
The document discusses the relationship between businesses and the communities in which they operate. It analyzes why it is in the interest of businesses to respond to community problems and needs, such as avoiding public backlash and maintaining a "license to operate." It also examines how businesses can build strong relationships with communities through various forms of corporate engagement like economic development initiatives, crime reduction programs, and disaster relief efforts. Finally, it evaluates how companies can direct their citizenship activities strategically to further their own business objectives.
the IBM Design Thinking methodology is changing the way IBM approaching software design.
Changing a culture of a company that is 104 year old and have about 480,000 employs worldwide and cross culture is complex, yet rewording process. In the talk I’ll explain the IBM Design Thinking methodology, and how we work toward move our focus to the users in an enterprise oriented technology company.
Netflix has a unique culture and talent management philosophy that has contributed to its success. Some key aspects include:
1) Hiring only "A" players and being willing to let go of employees whose skills no longer fit, even if they were once valuable.
2) Eliminating formal HR policies in favor of treating employees like adults and expecting responsible behavior. This includes an informal vacation policy and expense reimbursement system.
3) Being honest about performance by eliminating formal reviews in favor of ongoing conversations, and not using performance improvement plans, which are often dishonest.
4) Emphasizing that building great teams is the top priority for managers through recruiting the right skills and talent.
Intégrer un progiciel en mode agile à la RATP ? Défi relevé !Agile En Seine
Présenté par Anne Gabrillagues (enssensei) et Florence Lyon (Groupe RATP) à Agile en Seine le 20 septembre 2023
Quand on pense à l’agilité dans l’IT on pense le plus souvent équipe(s) en charge du développement complet d’un produit, dans un cadre le plus souvent de type Scrum ou SAFe. Mais dans certains cas la solution la plus pertinente à mettre en œuvre repose sur l’intégration d’un progiciel, travaux souvent réalisés par un intégrateur spécialisé …
Peut-on mener ce type de projet en mode agile ? Comment contractualiser avec les différents intervenants, avec en contrainte supplémentaire la nécessité de s’inscrire dans le cadre du Code des Marchés Publics ? Comment lancer ce type de projet ?
Cette session sera l’occasion de vous partager nos expérimentations, nos erreurs … et nos apprentissages.
Deux exemples d’implémentation LPM au sein d’ENGIEAgile En Seine
Présenté par Sophie Montet (ENGIE IT), Laurence Bago (ENGIE Home Services) et Laure Anne Poirisse (ENGIE) à Agile en Seine le 20 septembre 2023
Au sein du groupe ENGIE, de plus en plus d’entités souhaitent mettre en place du LPM pour optimiser les investissements, absorber les aléas et en tirer le meilleur parti grâce au delivery agile.
Deux entités d’ENGIE viennent partager leur retour d’expérience, les étapes de mise en place, les difficultés rencontrées, les résultats à date.
Nous évoquerons aussi le rôle du LACE pour accompagner ces implémentations et contribuer à accélérer l’adoption du LPM dans le Groupe.
Ms1 representation & response maculinity and men in the mediaKBucket
This document discusses how masculinity is represented in the media. It begins by examining how men are typically portrayed in positions of power and as strong, independent, and resilient. It then analyzes how various movie posters and trailers represent masculinity through muscular physiques, militaristic imagery, and depictions of violence and aggression. The document also discusses how advertising aimed at men often uses violent sports icons and messages of toughness to sell products. Overall, the document suggests media representation frequently links masculinity with traits like power, dominance, and violence.
Corporate Social Responsibility (CSR) in India has traditionally been seen as philanthropic activities by corporations. The Companies Act of 2013 introduced the concept of CSR to the forefront and mandates transparency and disclosure of CSR activities. It defines CSR as activities related to education, healthcare, environment sustainability, and more. The Act also outlines requirements around budget allocation for CSR activities and management through a CSR committee. The Confederation of Indian Industry published a handbook to guide companies on developing CSR strategies and implementing effective programs aligned with the Companies Act.
The document discusses the relationship between businesses and the communities in which they operate. It analyzes why it is in the interest of businesses to respond to community problems and needs, such as avoiding public backlash and maintaining a "license to operate." It also examines how businesses can build strong relationships with communities through various forms of corporate engagement like economic development initiatives, crime reduction programs, and disaster relief efforts. Finally, it evaluates how companies can direct their citizenship activities strategically to further their own business objectives.
Accenture is a global management consulting and outsourcing company with over 177,000 employees worldwide. The document discusses Accenture's business ethics and compliance program. It summarizes that Accenture takes business ethics, corporate governance, and transparency seriously. The program is designed to foster high ethical standards, prevent and address misconduct, and comply with legal standards. It also discusses Accenture's Code of Business Ethics and decision-making model to guide employees in ethical situations.
이 문서는 넷플릭스의 기업 문화를 공부하고, 동료들과 함께 읽기 위해 번역한 문서입니다.
넷플릭스의 CEO인 리드 헤이스팅스(Reed Hastings)가 공유한 "Netflix Culture: Freedom & Responsibility"는 시간이 지나도 많은 이들에게 사랑받고 있습니다. 이 문서를 가리켜 페이스북의 최고운영책임자(COO)인 셰릴 샌드버그(Sheryl Sandberg)는 '실리콘밸리에서 가장 중요한 문서'라고까지 이야기했습니다.
일견 제가 다니고 있는 스마트스터디에서 추구하는 문화와도 많이 일치한다고 느꼈는데, 좀 더 자세히 읽어 보려니 한글이 아니어서 쉽게 파악이 되지 않았습니다. 또 회사 동료들에게도 소개하고 싶었고요. 한글로 번역된 자료가 없을까 검색을 하다 보니 회사 밖의 많은 사람도 원문을 끝까지 완전하게 파악하고 싶어 한다는 사실을 발견하게 되었습니다.
그 계기로 번역을 시작하게 되었고, 동료들의 도움을 받아 무사히 마칠 수 있었습니다. 넷플릭스의 전강훈 님께서도 도움을 주셨습니다. 다시 한번 감사의 말씀을 전합니다.
스마트스터디가 궁금하신 분은 아래 주소를 통해 확인해주세요.
https://www.facebook.com/SmartStudyKR
번역 : 황석인(Seokin Hwang), 손동우(Dongwoo Son), 이강영(Gangyoung Lee)
도움 : 윤혜경(Hyekyoung Yun), 김승호(Seungho Kim), 박현우(Hyunwoo Park)
This document provides information about Lego Serious Play, a technique using Lego bricks to facilitate thinking, problem solving, and discussions. Some key points:
- Lego Serious Play uses basic Lego bricks to build metaphors and representations that can uncover insights about individuals, teams, challenges, and visions.
- It is used for team building, innovation, working through shared problems, building shared understandings, and leadership development.
- The process involves building models to represent a topic or challenge, explaining the models, asking questions, and combining elements into group models.
- Warm-up exercises are recommended to build skills in representation, storytelling and collaboration before tackling deeper challenges.
The valuation of banks poses particular challenges due to the nature of their businesses. Specifically, it can be difficult to define debt and reinvestment needs, making the estimation of cash flows more complex. Banks are also heavily regulated, and the effects of regulatory requirements must be considered in valuation. Common valuation methods for banks include the dividend discount model, Gordon growth model, free cash flow method, and enterprise value method. Relative valuation using price-to-earnings and price-to-book value ratios is also employed. Asset-based valuation and excess return models provide alternatives. Regulatory capital ratios must also be incorporated into any bank valuation.
This document summarizes key concepts from Nassim Nicholas Taleb's work on antifragility. It discusses how [1] complex systems gain strength from randomness and stressors up to a point, [2] debt and lack of "skin in the game" make systems fragile, and [3] political decision making works best when kept local. The document provides examples of how the body, technology, and evolution demonstrate antifragile properties.
Stakeholders play an important role in corporate social responsibility by using their influence and voting power to shape company goals and policies. Stakeholders have a social responsibility to act in the best interests of the entire company, its market and employees. This includes considering social impacts, pushing for ethical practices and transparency, and ensuring employee welfare. For a company to truly serve its stakeholders, it must integrate social and environmental responsibilities into its business model through practices of corporate social responsibility.
The document discusses Gandhi's philosophy of trusteeship management. It states that according to Gandhi, business managers are trustees of society's wealth and should manage resources for stakeholders' benefit, not just shareholders. It provides Gandhi's views on labor-management relations, including that management should see workers' material and moral welfare. The principles of trusteeship include resources being held for social benefit rather than individual property rights. The document also discusses CSR and how businesses have responsibilities to both primary and secondary stakeholders in society.
Corporate Social Responsibility (CSR) refers to companies taking responsibility for their impact on society and the environment. CSR involves companies engaging in activities like supporting social causes, employing sustainable practices, and donating to charity. CSR can benefit companies through improved public image, increased customer and employee engagement, and cost savings. Common types of CSR include environmental responsibility, ethical responsibility, philanthropic responsibility, and economic responsibility.
Kaum ein Begriff ist in den letzten Jahren in der Softwareentwicklung so überstrapaziert worden wie der des MVP. Das Minimum Viable Product ist mal Heilsbringer mal Fluch und wird allzu gerne instrumentalisiert um für und wieder alles Mögliche zu argumentieren. Da wird ebenso leichtfertig technische Schuld auf sich genommen wie nur halbherzig getestet - "Ist ja erst mal nur ein MVP". - Folien zu meiner Keynote auf der Modern RE
Imaginopedia for Skills Building by LEGO GroupMarko Rillo
Imaginopedia for Skills Building - The Brochure that was Included in early LEGO Serious Play Starter Kits prior to 2010. The Starter Kits were then square-shaped. Since 2010, the LEGO Group redesigned their booklets that they include with LEGO Serious Play starter kits and now those kits include a slightly modified brochure called "Imaginopedia for Core Process"
User story Mapping mit Exemplarischen HandlungsfeldernScreamin Wrba
User Story Maps sind ein von Jeff Patton entwickeltes Verfahren um User Stories, die, so Patton "Bausteine einer Kommunikation zwischen Entwicklern und Nutzern", zu strukturieren und zu kontextualisieren. Im Gegensatz zu einem linearen Backlog zeigt die Map die Bestandteile einer Anwendung in Beziehung zueinander und erlaubt es so diese in ihrer Gesamtheit zu begreifen.
This document provides an overview of corporate social responsibility (CSR) including definitions of CSR, different views on CSR, and arguments for and against CSR. It defines CSR as a voluntary commitment by companies to behave ethically and improve quality of life for stakeholders. There are two main views on CSR - the shareholder view that a company's only responsibility is to maximize shareholder wealth, and the stakeholder view that companies should treat all stakeholders with dignity. The document also discusses whether companies should be involved in CSR and outlines some pros and cons of CSR engagement.
The document outlines an organization's approach to leadership development programs that addresses common issues identified in research. It discusses focusing programs on the specific organizational context and vision rather than general principles. It emphasizes linking reflection to real work by incorporating business cases from the organization. The approach also addresses differing mindsets by teaching participants to understand different perspectives rather than aiming to change mindsets. Finally, the organization measures program effectiveness through evaluations, competency assessments, and tracking participants' career progress and implementation of business cases.
This document is a master's thesis that examines the use of gamification in businesses. It begins with a literature review that defines gamification and outlines its history. Gamification uses game mechanics to motivate and engage users for non-entertainment purposes. While initially used in marketing, gamification is now applied internally in companies to improve processes and employee engagement. The author conducted interviews with professionals from different companies exposed to gamified systems. The thesis will analyze the results and provide recommendations for effective gamification implementation.
The Cooplexity model is a framework for collaboration consisting of 8 dimensions organized across 3 levels - individuals, teams, and systems. It is based on over 10 years of research observing 700 executives applying the model. The model aims to help organizations manage complexity and uncertainty by progressing from individual cognition to team cohesion and ultimately self-coordinating systems through catalysts like experiential learning, common projects, and connectivity.
Corporate Social Responsibility Essay ExampleWrite my essay
If you’re searching for a write my own essay service to do your writing task in the way you want it to be done – we’re here for you! More information on http://www.writemyessay.biz/
Training Games is a company that specializes in developing games and simulations for training purposes. It was founded in 1995 with the goal of making training more effective and entertaining. Over the years, Training Games has developed different generations of games, from early games focused on content to more advanced simulations without rules that depend on participant decisions. The company focuses on developing soft skills like communication, leadership, and systems thinking through experiential learning methods like games and simulations. It has worked with over 500 companies to design customized courses and simulations.
Running Head TEAM DEVELOPMENT SESSION1TEAM DEVELOPMENT SESSI.docxjeanettehully
The document discusses a sales project for a class involving four components: identifying a sales professional to shadow, writing a sales call strategy report, conducting a sales call demonstration video, and evaluating sales call demonstrations. It provides detailed instructions for each component, with the first being to identify 10 potential contacts ("leads") who could connect the student to a sales professional to shadow. Students are encouraged to cold call organizations if they do not have personal contacts. The goal is to arrange a half-day shadowing experience with a sales professional by week 5 to inform the subsequent sales strategy report and role-play demonstration components.
Game Based Organization Design EODF Vienna 11 October 2013Jeroen van Bree
This study examines the impact of games in the workplace. The researchers conducted a field experiment to test the effects of games imposed by management versus those generated organically by employees. They found that games increased positive affect and performance when employees consented to play, but decreased positive affect and performance when consent was lacking. The researchers argue that games are effective because they engage employees who choose to play, but mandatory games imposed without consent can backfire due to a "paradox of mandatory fun" where imposed games require consent in a way that organic games do not. This work offers an initial examination of how different types of workplace games impact employees and theorizes about the role of consent in determining games' effects.
A Model for the Value Creation FrameworkLuisa Nenci
The Value Creation Framework (Perrini, 2006) helps companies and the investment community to better understand how a more inclusive stakeholder-oriented governance systems positively affects corporate performance. Perrini, Russo,Tencati, &Vurro, 2009 analysis findings are that there is no doubt that Corporate Responsibility (CR) may be beneficial for committed firms. Less clear is what dimensions firms can leverage to improve their abilities to benefit from responsible behavior. Starting from the analysis of existing literature on the link between Corporate Social Performance (CSP) and Corporate Financial Performance (CFP), and deepening the different dimensions underlying the relationship between specific CR-related interventions and company performance, the research answered the call for a more detailed understanding of the mechanisms through which CR can impact on the performance of the firm.
A simplified NetLogo model has been built (Nenci, 2013) to frame and analyse company's policy and related actions on people values and consequential corporate performances impacts. While firms values, belief and activities have been identified and classified into drivers, influencer and influenced (Perrini et al, 2009) variables specification, their interaction mechanisms and rules has been developed to build the model. Satisfaction has been chosen as the main variable including in calculation: salary, mobility and training variation, training and satisfaction variation against average. This to answer the question: With which level of decreasing satisfaction a talented worker will leave the enterprise?
This document describes a two-day seminar called Synergy that uses a behavioral simulation to train teams. The simulation transitions participants from an environment of uncertainty to one of complexity. Initially, the focus is on exploration and flexibility. Over time, an emphasis on teamwork, communication, and shared leadership develops. As the simulation progresses and challenges increase, participants learn to cooperate, see the bigger picture, and balance individual and group goals. The intense experiential learning results in high emotional impact and internalization of lessons around managing change through distributed leadership and teamwork in complex environments. A personal and business analysis allows application of lessons to professional contexts.
Accenture is a global management consulting and outsourcing company with over 177,000 employees worldwide. The document discusses Accenture's business ethics and compliance program. It summarizes that Accenture takes business ethics, corporate governance, and transparency seriously. The program is designed to foster high ethical standards, prevent and address misconduct, and comply with legal standards. It also discusses Accenture's Code of Business Ethics and decision-making model to guide employees in ethical situations.
이 문서는 넷플릭스의 기업 문화를 공부하고, 동료들과 함께 읽기 위해 번역한 문서입니다.
넷플릭스의 CEO인 리드 헤이스팅스(Reed Hastings)가 공유한 "Netflix Culture: Freedom & Responsibility"는 시간이 지나도 많은 이들에게 사랑받고 있습니다. 이 문서를 가리켜 페이스북의 최고운영책임자(COO)인 셰릴 샌드버그(Sheryl Sandberg)는 '실리콘밸리에서 가장 중요한 문서'라고까지 이야기했습니다.
일견 제가 다니고 있는 스마트스터디에서 추구하는 문화와도 많이 일치한다고 느꼈는데, 좀 더 자세히 읽어 보려니 한글이 아니어서 쉽게 파악이 되지 않았습니다. 또 회사 동료들에게도 소개하고 싶었고요. 한글로 번역된 자료가 없을까 검색을 하다 보니 회사 밖의 많은 사람도 원문을 끝까지 완전하게 파악하고 싶어 한다는 사실을 발견하게 되었습니다.
그 계기로 번역을 시작하게 되었고, 동료들의 도움을 받아 무사히 마칠 수 있었습니다. 넷플릭스의 전강훈 님께서도 도움을 주셨습니다. 다시 한번 감사의 말씀을 전합니다.
스마트스터디가 궁금하신 분은 아래 주소를 통해 확인해주세요.
https://www.facebook.com/SmartStudyKR
번역 : 황석인(Seokin Hwang), 손동우(Dongwoo Son), 이강영(Gangyoung Lee)
도움 : 윤혜경(Hyekyoung Yun), 김승호(Seungho Kim), 박현우(Hyunwoo Park)
This document provides information about Lego Serious Play, a technique using Lego bricks to facilitate thinking, problem solving, and discussions. Some key points:
- Lego Serious Play uses basic Lego bricks to build metaphors and representations that can uncover insights about individuals, teams, challenges, and visions.
- It is used for team building, innovation, working through shared problems, building shared understandings, and leadership development.
- The process involves building models to represent a topic or challenge, explaining the models, asking questions, and combining elements into group models.
- Warm-up exercises are recommended to build skills in representation, storytelling and collaboration before tackling deeper challenges.
The valuation of banks poses particular challenges due to the nature of their businesses. Specifically, it can be difficult to define debt and reinvestment needs, making the estimation of cash flows more complex. Banks are also heavily regulated, and the effects of regulatory requirements must be considered in valuation. Common valuation methods for banks include the dividend discount model, Gordon growth model, free cash flow method, and enterprise value method. Relative valuation using price-to-earnings and price-to-book value ratios is also employed. Asset-based valuation and excess return models provide alternatives. Regulatory capital ratios must also be incorporated into any bank valuation.
This document summarizes key concepts from Nassim Nicholas Taleb's work on antifragility. It discusses how [1] complex systems gain strength from randomness and stressors up to a point, [2] debt and lack of "skin in the game" make systems fragile, and [3] political decision making works best when kept local. The document provides examples of how the body, technology, and evolution demonstrate antifragile properties.
Stakeholders play an important role in corporate social responsibility by using their influence and voting power to shape company goals and policies. Stakeholders have a social responsibility to act in the best interests of the entire company, its market and employees. This includes considering social impacts, pushing for ethical practices and transparency, and ensuring employee welfare. For a company to truly serve its stakeholders, it must integrate social and environmental responsibilities into its business model through practices of corporate social responsibility.
The document discusses Gandhi's philosophy of trusteeship management. It states that according to Gandhi, business managers are trustees of society's wealth and should manage resources for stakeholders' benefit, not just shareholders. It provides Gandhi's views on labor-management relations, including that management should see workers' material and moral welfare. The principles of trusteeship include resources being held for social benefit rather than individual property rights. The document also discusses CSR and how businesses have responsibilities to both primary and secondary stakeholders in society.
Corporate Social Responsibility (CSR) refers to companies taking responsibility for their impact on society and the environment. CSR involves companies engaging in activities like supporting social causes, employing sustainable practices, and donating to charity. CSR can benefit companies through improved public image, increased customer and employee engagement, and cost savings. Common types of CSR include environmental responsibility, ethical responsibility, philanthropic responsibility, and economic responsibility.
Kaum ein Begriff ist in den letzten Jahren in der Softwareentwicklung so überstrapaziert worden wie der des MVP. Das Minimum Viable Product ist mal Heilsbringer mal Fluch und wird allzu gerne instrumentalisiert um für und wieder alles Mögliche zu argumentieren. Da wird ebenso leichtfertig technische Schuld auf sich genommen wie nur halbherzig getestet - "Ist ja erst mal nur ein MVP". - Folien zu meiner Keynote auf der Modern RE
Imaginopedia for Skills Building by LEGO GroupMarko Rillo
Imaginopedia for Skills Building - The Brochure that was Included in early LEGO Serious Play Starter Kits prior to 2010. The Starter Kits were then square-shaped. Since 2010, the LEGO Group redesigned their booklets that they include with LEGO Serious Play starter kits and now those kits include a slightly modified brochure called "Imaginopedia for Core Process"
User story Mapping mit Exemplarischen HandlungsfeldernScreamin Wrba
User Story Maps sind ein von Jeff Patton entwickeltes Verfahren um User Stories, die, so Patton "Bausteine einer Kommunikation zwischen Entwicklern und Nutzern", zu strukturieren und zu kontextualisieren. Im Gegensatz zu einem linearen Backlog zeigt die Map die Bestandteile einer Anwendung in Beziehung zueinander und erlaubt es so diese in ihrer Gesamtheit zu begreifen.
This document provides an overview of corporate social responsibility (CSR) including definitions of CSR, different views on CSR, and arguments for and against CSR. It defines CSR as a voluntary commitment by companies to behave ethically and improve quality of life for stakeholders. There are two main views on CSR - the shareholder view that a company's only responsibility is to maximize shareholder wealth, and the stakeholder view that companies should treat all stakeholders with dignity. The document also discusses whether companies should be involved in CSR and outlines some pros and cons of CSR engagement.
The document outlines an organization's approach to leadership development programs that addresses common issues identified in research. It discusses focusing programs on the specific organizational context and vision rather than general principles. It emphasizes linking reflection to real work by incorporating business cases from the organization. The approach also addresses differing mindsets by teaching participants to understand different perspectives rather than aiming to change mindsets. Finally, the organization measures program effectiveness through evaluations, competency assessments, and tracking participants' career progress and implementation of business cases.
This document is a master's thesis that examines the use of gamification in businesses. It begins with a literature review that defines gamification and outlines its history. Gamification uses game mechanics to motivate and engage users for non-entertainment purposes. While initially used in marketing, gamification is now applied internally in companies to improve processes and employee engagement. The author conducted interviews with professionals from different companies exposed to gamified systems. The thesis will analyze the results and provide recommendations for effective gamification implementation.
The Cooplexity model is a framework for collaboration consisting of 8 dimensions organized across 3 levels - individuals, teams, and systems. It is based on over 10 years of research observing 700 executives applying the model. The model aims to help organizations manage complexity and uncertainty by progressing from individual cognition to team cohesion and ultimately self-coordinating systems through catalysts like experiential learning, common projects, and connectivity.
Corporate Social Responsibility Essay ExampleWrite my essay
If you’re searching for a write my own essay service to do your writing task in the way you want it to be done – we’re here for you! More information on http://www.writemyessay.biz/
Training Games is a company that specializes in developing games and simulations for training purposes. It was founded in 1995 with the goal of making training more effective and entertaining. Over the years, Training Games has developed different generations of games, from early games focused on content to more advanced simulations without rules that depend on participant decisions. The company focuses on developing soft skills like communication, leadership, and systems thinking through experiential learning methods like games and simulations. It has worked with over 500 companies to design customized courses and simulations.
Running Head TEAM DEVELOPMENT SESSION1TEAM DEVELOPMENT SESSI.docxjeanettehully
The document discusses a sales project for a class involving four components: identifying a sales professional to shadow, writing a sales call strategy report, conducting a sales call demonstration video, and evaluating sales call demonstrations. It provides detailed instructions for each component, with the first being to identify 10 potential contacts ("leads") who could connect the student to a sales professional to shadow. Students are encouraged to cold call organizations if they do not have personal contacts. The goal is to arrange a half-day shadowing experience with a sales professional by week 5 to inform the subsequent sales strategy report and role-play demonstration components.
Game Based Organization Design EODF Vienna 11 October 2013Jeroen van Bree
This study examines the impact of games in the workplace. The researchers conducted a field experiment to test the effects of games imposed by management versus those generated organically by employees. They found that games increased positive affect and performance when employees consented to play, but decreased positive affect and performance when consent was lacking. The researchers argue that games are effective because they engage employees who choose to play, but mandatory games imposed without consent can backfire due to a "paradox of mandatory fun" where imposed games require consent in a way that organic games do not. This work offers an initial examination of how different types of workplace games impact employees and theorizes about the role of consent in determining games' effects.
A Model for the Value Creation FrameworkLuisa Nenci
The Value Creation Framework (Perrini, 2006) helps companies and the investment community to better understand how a more inclusive stakeholder-oriented governance systems positively affects corporate performance. Perrini, Russo,Tencati, &Vurro, 2009 analysis findings are that there is no doubt that Corporate Responsibility (CR) may be beneficial for committed firms. Less clear is what dimensions firms can leverage to improve their abilities to benefit from responsible behavior. Starting from the analysis of existing literature on the link between Corporate Social Performance (CSP) and Corporate Financial Performance (CFP), and deepening the different dimensions underlying the relationship between specific CR-related interventions and company performance, the research answered the call for a more detailed understanding of the mechanisms through which CR can impact on the performance of the firm.
A simplified NetLogo model has been built (Nenci, 2013) to frame and analyse company's policy and related actions on people values and consequential corporate performances impacts. While firms values, belief and activities have been identified and classified into drivers, influencer and influenced (Perrini et al, 2009) variables specification, their interaction mechanisms and rules has been developed to build the model. Satisfaction has been chosen as the main variable including in calculation: salary, mobility and training variation, training and satisfaction variation against average. This to answer the question: With which level of decreasing satisfaction a talented worker will leave the enterprise?
This document describes a two-day seminar called Synergy that uses a behavioral simulation to train teams. The simulation transitions participants from an environment of uncertainty to one of complexity. Initially, the focus is on exploration and flexibility. Over time, an emphasis on teamwork, communication, and shared leadership develops. As the simulation progresses and challenges increase, participants learn to cooperate, see the bigger picture, and balance individual and group goals. The intense experiential learning results in high emotional impact and internalization of lessons around managing change through distributed leadership and teamwork in complex environments. A personal and business analysis allows application of lessons to professional contexts.
Practex Management Consulting is the first firm focusing on delivering soft skills programs in a simulation format converting the intangible into tangible delivered with the highest quality standards.
Cooplexity proposes a cooperation-collaboration model for complexity, the result of more than ten years spent in research and five in gathering data. Three action levels are rigorously proposed, alongside their implications, their key factors and the catalysts that have allowed them to appear.
What makes the Cooplexity model unique is the fact that it is based on a vast number of observations of synthesized behaviour, through repeated application of the same constructed environment of uncertainty and complexity.
In this book the reader will find the key guidelines for facilitating the emergence of collaborative behaviours, as well as a series of conclusions that challenge the classic concepts of teamwork and leadership as they have been understood up till now.
Paper ISPIM Conference 2016 about ideaChef®Rui Patricio
This document summarizes a paper that describes a gamified method and tool called ideaChef® that helps teams get committed and engaged in corporate innovation and entrepreneurship processes. ideaChef® is a board game that uses cooking metaphors to guide teams through three phases - setup, play, and report - to develop solutions to challenges. It was designed to support convergent thinking and efficiently select and develop ideas. The paper discusses how ideaChef® serves to create solutions and can be applied in corporate innovation for new products/services, markets, processes, and more. It also provides insights from professionals who see ideaChef® as an innovative way to enhance teamwork and culture and structure innovation projects in a creative and enjoyable way
Should social learning skills be part of our organisation toolkit?
Welcome to the overview results of our second snapshot survey. Social learning is fast becoming a topical issue. We chose this topic for our second survey because we believe that social learning may hold some of the keys to creating the flexible, responsive and insight driven ethos that’s essential for surviving and thriving in our complex and changeable economic context.
Our Performance Hub Survey Series is about uncovering touch-points for further discussion and debate - rather than trying to gather a mass of empirical data on the state of play. We’ll be taking these discussions further on LinkedIn over the course of the year.
Take a look at the results and join our discussions on LinkedIn: The Performance Hub LinkedIn Discussion Group.
This document discusses how professional organizations can learn from creative disciplines like art. It describes a project at SAP to create a simplified partner web experience using practices from design thinking. The cross-functional team overcame obstacles through unwavering persistence, design thinking, and collaboration. They conducted user research with over 40 partners to develop requirements and test prototypes. While facing setbacks, the team persevered and completed the project successfully. The document argues that skills like creativity, collaboration, and adaptability seen in art are important for knowledge workers and organizations in the digital age.
This document discusses how low-tech learning tools can be used as part of organizational learning to foster innovation, particularly for environmental innovations. It examines three card or fan-deck based business games - the Nine Innovation Roles game, KnowBrainer tool, and Innovation Planner - that have been shown to effectively engage creativity. However, these tools do not provide guidance on systems thinking, which is important for developing environmental solutions. The document recommends further developing such tools to explicitly promote systems thinking and learning for complexity in order to better support sustainability education.
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Introducing Social Employee Engagement: Shifting From Technology To PeopleMSL
Social employee engagement puts people at the centre by focusing on what inspires and
engages them to do their best work. This report offers a complete introduction to social business and sets out a roadmap for success.
Ideas, insights and inspiration on the topic of how to engage members of the private and public sectors in anti-corruption Collective Action. The ideas arise from the 2020 Integrity Partners Workshop Series, hosted by the Basel Institute on Governance in August 2020 with the support of the Siemens Integrity Initiative.
Similar to Risk Assessment using LEGO® Serious Play® (20)
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
1. 20 Enterprise Risk
T
he risk management team in the Benelux region
at the German life sciences multinational,
Bayer, has spent the last year devising and
piloting a new technique for risk assessments
using a surprising product usually associated
with children’s toys. The team has been using the LEGO®
SERIOUS PLAY® (LSP) approach, which applies bricks
specially developed by the Lego Company for the business
environment. The team believes it is among the first risk
managers to use the LSP method in risk assessments.
The function wanted to move away from traditional
ways of identifying and analysing risk where information
collated during the exercise is typically only provided by
a minority of the participants. David Lannoy, risk and
process manager in the Benelux, says that the old style of
risk assessments usually entailed 20% of the participants
delivering 80% of the comments on risk. Lannoy and
Helene Peters, head of risk and process management in the
Benelux, say LSP now ensures that 100% of participants in
its risk assessments contribute from their perspectives.
Methodology
Lannoy and Peters put the rise on participation down
to LSP’s methodology. It comprises three steps: building
an individual model that represents an employee’s
contribution to the organisation’s objectives; joining that
Feature
Serious fun
When Bayer Benelux wanted to implement its approach
to risk management, it turned to a methodology
developed from children’s toys for inspiration
BY SARAH WINT
It is experienced
as a team-building
exercise but you
are performing a
risk assessment
exercise through-
out the whole day
SKILLS
Reprinted courtesy of Enterprise Risk magazine and the Institute of Risk Management
2. 21Summer 2018
same Lego model to other models
to create the overall business
environment, ‘shared model’; and
identifying the factors, ‘agents’, that
could impact on the business model.
If that sounds daunting,
participants in the project team are
asked to have a play with the blocks
to build a simple model. This puts
everyone at their ease and ensures
people feel comfortable building
with Lego bricks. Lannoy, who is
visiting the IRM’s London offices
with Peters, presents me and Peters
with some blocks. We both receive
the instruction to build ducks
and while both finished models
look vaguely like ducks, they have
been constructed differently.
Lannoy says that the
demonstration illustrates an
important point – the individual
contribution each team member
brings to the process; the same
instructions were interpreted and
worked out differently, made visible
through the ‘ducks’. The next task
participants are asked to carry out
is to construct a more sophisticated
model, such as creating their ideal
holiday location from the bricks.
This helps develop confidence and
sophistication with the blocks.
Assessment
Once the team is satisfied with their
Lego building techniques, it’s time
to move on to the risk assessment.
This starts with each member being
asked to build a model representing
how their work activities contribute
to the objectives of the company,
their division or department. At
the moment, Lannoy and Peters are
focusing on the short-term objectives
– spanning one to two years – in
their exercises, though they hope
eventually to build a construct
around longer-term objectives.
Once these models are built, each
Above: David Lannoy and Helene Peters
Image credit: Ekaterina Minaeva / Shutterstock.com
Reprinted courtesy of Enterprise Risk magazine and the Institute of Risk Management
3. 22 Enterprise Risk
member presents it to the rest of the
team and explains how it contributes
to the company’s objectives. As
well as having the added value of
performing a team-building exercise,
members become aware of each
other’s perspectives and the way
their individual roles contribute to
the team’s overall performance.
“Yes, it’s experienced as a team-
building exercise but, in fact, you are
performing a risk assessment exercise
throughout the whole day,” Lannoy
says. “You learn a lot about people
around the table, how they perceive
their job and their work environment.”
These perspectives are often missing
from more traditional approaches.
In addition, participants perform the
Lego building exercises with a very
positive frame of mind, focusing on
what each of them does to make the
organisation’s objectives happen.
Questioning
While explaining their individual
models to the team, other members
of the group are encouraged to ask
questions. For a sales function model,
for example, the questions could
revolve around what is driving the
model: the quality of the product,
or the customer relationship. Such
questions and the chance to reflect
on the answers are critical to the
success of the exercise, says Lannoy.
The team does not move to the next
stage of the process until it is clear
they all understand and accept the
results, which underlines the fact
that the full engagement of the whole
team is key to the approach’s success.
The second phase of the risk
assessment requires the team to work
together to build a single shared Lego
model by linking their individual
creations together. The aim is to
create a physical summary of the
team’s activities and objectives.
Peters emphasises that by joining
the individual parts together, the
team presents a common, shared
model where everyone in the project
team feels represented and aligned
on the objectives. It also captures
all the key drivers of the business
activities at the same time.
In this shared view, key business
drivers, such as customer focus,
product quality or compliance,
become clear. When the model is
finished, each team member is asked
The function wanted to move away from
traditional ways of identifying and analysing
risk where information collated during
the exercise is typically only provided
by a minority of the participants
to inspect it, reflect on whether
everyone is represented and consider
if it adequately explains the business
model. Changes can be made with the
agreement of each team member in a
very hands-on experience. Peters says
that the process is extremely valuable
when the team is comprised of
different staff functions who are less
aware of each other’s contributions
to the business’s operations or
even have differing priorities; it
creates a common ground and
understanding, also for each other.
Identifying risks
The third phase of the process is to
ask the team to identify the risks
and opportunities in the business
environment. However, Peters and
Lannoy are careful not to use the
terms risks and opportunities in
their sessions but to call them agents,
according to the LSP methodology, or
factors. This ensures that the process
is kept neutral with no positive or
negative connotations interfering
with the creative process at this stage.
When the team has identified the
factors that affect their work they
are asked to position them around
the shared model depending on their
frequency and potential impact on
the business environment. Agents
that occur frequently are placed near
the Lego model. Factors occurring
infrequently are placed further away.
As a final step, the team flags all
the agents that according to them
have negative or potential positive
impact on the business environment
by applying red or green flags.
Peters and Lannoy agree from
their experiences with LSP that this
part of the process is particularly
successful at identifying business
opportunities, which the traditional
risk assessment methods often fail
to do. This, they say, is also true for
risks, with the LSP team builders
identifying new risks of which they
were previously unaware. A further
advantage is the ease with which risk
managers can prioritise the risks and
opportunities simply by examining
Reprinted courtesy of Enterprise Risk magazine and the Institute of Risk Management
4. 23Summer 2018
Opposite and above: Serious fun in action at Bayer Benelux
The beauty of the method is its flexibility,
which allows them to adjust their
service to the participating project
team’s requirements
where the team has placed the factors
on the business model landscape.
Creating relationships
So why have Peters and Lannoy
taken a big leap of faith and asked
colleagues working in the traditional
roles of life sciences, legal and finance
functions to spend a full day working
with Lego bricks? Apart from the
advantages already mentioned,
they say Bayer actively encourages
innovation in all spheres of the work.
They say the activity brings out
consensus-based decision making and
reinforces ownership of the business
activities, risks and opportunities.
There’s also another factor – the
move away from risk management
being perceived as a controlling
function and towards being a
considered a business partner or
“coach”. Lannoy says, “There’s a trend
in the profession with people not
wanting to see the risk manager as a
controller. They want to perceive the
added value in the contribution and by
doing this type of exercise, we create
that relationship with the business”.
Peters and Lannoy were provided
with the trust and resources
from Bayer Benelux to devise the
programme and pilot the first exercise
last year. The initial project team
to take part was a rather critically
but open-minded group from the
pharma division. Surprisingly, it
has become their best promoter
within the rest of the company.
“They were positively surprised
about the entire workshop and the
outcome of the day,” Peters says.
“Throughout the whole day, risk
wasn’t mentioned once, as it can be
intimidating, but nevertheless we
still identified risks and opportunities
related to their business objectives.”
Lannoy posted his experience
about the pilot project on his LinkedIn
site and was surprised to see what
a stir it caused. As well as the
praise for using such an innovative
method, there was equal criticism.
Lannoy says he was at pains to
point out the method is only for risk
and opportunity identification and
prioritisation. An evaluation of the
risks and opportunities will still
need to be done by an investigation
of the impacts following research.
This concluding bit is still part of the
traditional risk assessment processes.
Improvements
So how can the programme be
improved? Peters and Lannoy say
getting a project team to commit to
a whole day for the exercise is still a
sticking point. But the pilot project
was so successful that curiosity
about the exercise has become
infectious. They also say that the
beauty of the method is its flexibility,
which allows them to adjust their
service to the participating project
team’s requirements. This serves
to ensure the team feel they are
actively choosing to sign up for a
day’s risk assessment with LSP rather
than having it imposed on them.
Further ahead, Peters and Lannoy
are looking to adapt the programme
to consider longer-term risks and
opportunities. At present, it only
focuses on the narrower range of
one to two years. The ability to use
this model for strategic risks and
opportunities is very attractive. “Bayer
has created an ecosystem where
colleagues can learn from each other,”
says Peters. “We can cross-fertilise
our risk management and see where
else it can benefit the company.”
Sarah Wint is an
assistant editor.
Reprinted courtesy of Enterprise Risk magazine and the Institute of Risk Management