TOOL: Operational transformation maturity assessmentFuture State
This tool will help assess your organization's maturity against the criteria of operational transformation capabilities developed and tested by Future State
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Future State Operational Transformation FrameworkFuture State
This framework stresses the importance of interdisciplinary capabilities across process excellence, innovation, change management, org effectiveness and portfolio management,
TOOL: Operational transformation maturity assessmentFuture State
This tool will help assess your organization's maturity against the criteria of operational transformation capabilities developed and tested by Future State
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Future State Operational Transformation FrameworkFuture State
This framework stresses the importance of interdisciplinary capabilities across process excellence, innovation, change management, org effectiveness and portfolio management,
Suggestion boxes, while well intended, usually fail to engage workforces in meaningful improvement. The "kaizen" model (from Lean and Toyota Production System), however, is alive and thriving in many organizations.
This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt.
bout the Presenter
Mark Graban is a popular speaker at conferences and private healthcare meetings. He has guest lectured at schools including MIT and Wharton and has served as a faculty member for the Institute for Healthcare Improvement.
He has been quoted and interviewed in many publications, including Health Affairs and the New York Times.
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
A comprehensive account planning and strategy template. Strategy development and execution are critical to a successful selling environment. This template is an easy to follow yet powerful tool to increase sales success.
This topic is related to Business, which is Entrepreneurship development. It can refer by any technical & Management students. It is useful for B.Tech and MBA students under BPUT Syllabus 2014
The Strategic Account Plan is designed to help the account management team effectively prepare and stay focused on the customer’s business objectives and goals to ensure they achieve the planned results, create a consistent experience for the customer, and ultimately identify how they can make a positive impact on the customer’s business.
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
FCB Partners Course Overview: Process RedesignFCBPartners
An overview of FCB Partner's 4-day course on Process Redesign. The most hands-on of all the Hammer Certification courses, this course covers mobilization, diagnosis, redesign, and transition to the improved process.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
7. Client Process Owner Discussion 1 Sustain Improvements The focus of the first discussion is on identifying the core , or mission critical, process(es) and understanding the issues, root causes and opportunities. Discussion 1 Discussion 2 Discussion 3 Primary Output: Process Issues, Root Causes and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Primary Output: Evaluated Opportunities Primary Output: Prioritized Implementation Solutions for Development Assess Processes
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16. Process View Stage 1 Stage 2 Stage 3 M a n u f a c t u r i n g M a r k e t i n g R & D M a n u f a c t u r i n g M a r k e t i n g Order Management Resource Planning New Product Development R & D Functions drive the business Processes are acknowledged but functions dominate A process view drives Rapid Process Change Successful Rapid Process Change requires cross-functional process views. Key Concepts
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20. Rapid Process Change – Isbank WS3 Approach Overview Sustain Improvements Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Change & Transition Management Project Management Discussion 1 Primary Output: Process Issues, Root Causes and Opportunities Discussion 2 Discussion 3 Approach Overview The RPC Method follows a structured 5 stage approach that identifies issues and root causes. Next, improvement opportunities are evaluated, prioritized and selected. Three discussions are used to ensure alignment and buy-in for the results from each step. Supporting the approach are effective project and transition management. Primary Output: Prioritized Implementation Solutions for Development Primary Output: Evaluated Opportunities
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31. Scope Determination Processes that are not delivering the desired results (e.g., high Cost of Quality, sub-par performance) Good processes that have not been implemented well Processes which may no longer be aligned with strategies or customer requirements Candidates for Rapid Process Change There are four types of processes that may be good candidates for Rapid Process Change: Mission-critical processes (high importance relative to other processes) Mobilize Team
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42. RPC Discussion 1 – Defining the Process (SIPOC) Suppliers Customers Inputs Outputs Major Process Steps 1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3. Cycle Time: Performance Measures: Transaction Volumes: Process Name: Purpose: Systems & Info Resources Assess Processes
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44. Key Deliverable: BPR In a Box Process Template Later, the process template, the first Artifact in the BPR In a Box kit will be used to document critical process information and help identify potential process gaps. Assess Processes
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46. Key Deliverable: Issues, Root Causes and Opportunities Summary This template from the BPR in an Box can be used to document issues and improvement opportunities. Discussion 1 Focus Assess Processes
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49. Tool: Generation of Improvement Opportunities Objective: Improve functional performance Reduction of services / outputs More rational generation of services outputs Reduce content Reduce quality Reduce frequency Eliminate Substitute / combine Defer More efficient organizational allocation More streamlined work processes Fulfillment of necessary preconditions Centralize Decentralize to business units Contract out/bring in-house Standardize Balance workload / combine activities Improve data processing support Modify inputs Automate / de-automate Develop organizational aids Increase / decrease skill level of staff Increase incentives Change process flow Improvement opportunities can be generated by systematically thinking through the options for each activity that must be performed in a process. Illustrative Assess Processes
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52. Discussion 2 Sustain Improvements Discussion 1 Discussion 2 Primary Output: Process Issues, Root Causes and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Discussion 3 Primary Output: Evaluated Opportunities Primary Output: Prioritized Implementation Solutions for Development Assess Processes The The focus of the first half of the Discussion 2 is on generating additional opportunities. From this list, opportunities can be compared and evaluated.
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56. Discussion 2 Sustain Improvements The focus of the second half of Workshop 2 is on comparing and evaluating opportunities to be implemented. Discussion 1 Primary Output: Process Issues, Root Causes and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Discussion 2 Discussion 3 Primary Output: Evaluated Opportunities Primary Output: Prioritized Implementation Solutions for Development Evaluate Opportunities
57. Key Deliverable: Opportunity Evaluation Template The other half of this template from the BPR in an Box can be used to capture benefits, risks and resources required for each issue and associated opportunity. Discussion 2 Focus Evaluate Opportunities
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61. Rapid Process Change Overview Sustain Improvements At the end of the Evaluate Step, the findings are presented to the Stakeholder(s) Stakeholder(s) review: Recommended Improvements Stakeholder(s) review: Issues and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team RPC Key Outcomes and Deliverables: Stage 1: Project team formed & plan developed Stage 2: Process definitions completed & issues with process, root causes and opportunities identified Stage 3: Opportunities evaluated & prioritized, selected and documented Stage 4: Develop and implement selected improvement opportunities Stage 5: Sustain implementation of selected improvement opportunities Evaluate Opportunities
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63. Discussion 3 Sustain Improvements The focus of the third discussion is on prioritizing and selecting opportunities to pursue. From the prioritized list, solutions are selected for implementation. Discussion 1 Primary Output: Process Issues, Root Causes and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Discussion 2 Discussion 3 Primary Output: Evaluated Opportunities Primary Output: Prioritized Implementation Solutions for Development Evaluate Opportunities
64. Prioritization Framework Opportunities with service improvements and quantifiable financial benefits are plotted proportionally Return Increased Efficiency and Effectiveness High Low Low High Risk Take Action Quickly Capture Opportunity as Resources Allow Do not Pursue, or Pursue Last Rigorous Focus of Attention And Resources To Ensure Success All opportunities are plotted based on the project team’s assessment Improvement opportunities can be evaluated in terms of expected returns and risks. This evaluation, highlights the challenges which drive risk management and implementation planning. Evaluate Opportunities
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74. Change Elements In An Implementation Plan Are improvements carried out at the right level, with staff personnel acting as coaches and counselors? Are personnel from other functional areas included in the process? Does the plan ensure continuity from one year to the next, or is it focused on the current situation and the development of goals and actions for the immediate future? Has senior management adequately communicated its vision of corporate goals to the business areas responsible for actually implementing the improvements? Is leadership sufficiently committed to the process to free up the personnel needed to implement the improvements? Does the plan facilitate and encourage sharing of insights between participants? Does the plan allow for revision of the improvements prior to adoption? Has a logical, hierarchical outline been established for the completed improvements, such that participants have a clear picture of the end product? Has a format for the necessary analyses been established and communicated to participants? Do procedures exist to track progress and resource consumption of improvements? Role Definition: Company-Wide Involvement: Continuity: Goal-Setting: Commitment: Participant Interaction: Opportunity for Revision: Structure and Format: Post-Auditing: Implementation plans should address these change management best practices Implement Improvements
97. RPC relies on standardized tools to drive the project Document business case for recommended improvements Sustain Improvements Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Stage Checklist Example Templates Process Template Issues and Opportunities Opportunity Evaluation Template Implementation Plan Determine Schedule Communication to Organization / Dept Send communication to the organization / department Establish process team and conduct training Obtain background information on process Evaluate processes (complete process template) Identify issues and improvement opportunities Identify select best practices / benchmarks Memo Identify benefits, risks, resources required Develop quantitative cost / benefit analysis Prioritize opportunities using return / risk matrix Identify high-level implementation approach Complete Opportunity Evaluation template Present improvement opportunities to Steering Team Complete detailed implementation plan Allocate resources for implementation Communicate changes and timeframe to organization Determine scope and schedule Activity 1 Activity 2 Process Step Issue Opportunity Step Tasks Resp. Start End Deliver Status Process Map RPC ‘Generational’ Model RPC Methodology 1 st generation 2 nd generation 3 rd generation 4 th generation RPC Training Cycle Proof of Concept Proof of Concept LEAD with NO guidance LEAD with NO guidance Training Cycle Proof of Concept Proof of Concept LEAD with NO guidance LEAD with NO guidance Perform with guidance Perform with guidance Develop a Sustainability Plan 3 month –6 month Check Wrap-up Return / Risk Matrix Return Risk Issue Opport. Benefits Risks Resources Improvement Opportunity Templates Improvement Opportunity: Key Evidence: Qualitative Benefits: Perform with guidance LEAD with guidance LEAD with guidance LEAD with guidance