A session about the importance of knowledge management from Dr Madhukar. This was presented in the Whatfix Inspire series where external experts are invited to speak about an impactful topic.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Growing Agility ebook - Nokia - #SmarterEverydayNokia
What is Growing Agility? Well, firstly it’s the latest ebook in the Smarter Everyday series, but beyond that, it’s a concept that we hope you’ll find useful in your working life.
As you’re bound to have experienced, you can’t predict and plan for every eventuality, and you can’t control the external factors that influence your business. What you do have control over is how you respond. That’s what growing agility is about: becoming more flexible in your behaviour, and developing the ability to dodge, jump, tackle or even pick yourself up after being hit by those curveballs that work can throw at you; whether it’s getting feedback that’s hard to swallow, losing out on a promotion, or a unsuccessful project.
Emerging Skills for L&D to Enable the Future of Workarun pradhan
Presented at DevLearn 2018, this preso examines key themes in the Future of Work, what it means for learning and augmentation, the key activities for L&D in that context and emerging skills as a result. Along the way, there are a few detours including mammoths, centaurs to kitchen sinks...
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
Why changing your meetings bridges the gap to a fast, agile culture.Carrie Bedingfield
LoMo is a way to work/talk together in a group that is fast, high trust, data-driven, self-organising and very clear and honest.
It's inspired by Agile, Holocracy, Open Space Technology, Frederic Laloux's Teal organisations, Onefish Twofish' Clean Communications and Eric Ries' Lean Start Up.
Change your meetings.
Change your culture.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Growing Agility ebook - Nokia - #SmarterEverydayNokia
What is Growing Agility? Well, firstly it’s the latest ebook in the Smarter Everyday series, but beyond that, it’s a concept that we hope you’ll find useful in your working life.
As you’re bound to have experienced, you can’t predict and plan for every eventuality, and you can’t control the external factors that influence your business. What you do have control over is how you respond. That’s what growing agility is about: becoming more flexible in your behaviour, and developing the ability to dodge, jump, tackle or even pick yourself up after being hit by those curveballs that work can throw at you; whether it’s getting feedback that’s hard to swallow, losing out on a promotion, or a unsuccessful project.
Emerging Skills for L&D to Enable the Future of Workarun pradhan
Presented at DevLearn 2018, this preso examines key themes in the Future of Work, what it means for learning and augmentation, the key activities for L&D in that context and emerging skills as a result. Along the way, there are a few detours including mammoths, centaurs to kitchen sinks...
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
Why changing your meetings bridges the gap to a fast, agile culture.Carrie Bedingfield
LoMo is a way to work/talk together in a group that is fast, high trust, data-driven, self-organising and very clear and honest.
It's inspired by Agile, Holocracy, Open Space Technology, Frederic Laloux's Teal organisations, Onefish Twofish' Clean Communications and Eric Ries' Lean Start Up.
Change your meetings.
Change your culture.
Leading Learning in VUCA Times: How Does a Volatile Uncertain Complex Ambiguo...Human Capital Media
Join Sean Kavanagh, CEO of the Ariel Group, as he shares findings and recommendations from an industry study that explores the changing face of learning strategy. Given a 24/7, global, technology-infused, ever-changing business context, this study asks some hard questions: Are we lowering our standards by leveraging technology to teach things like communication and leadership? How do we create good learning in a cross-generational environment where millennials and boomers co-exist but many not always cohabitate well? Do we need to integrate learning fully into workflow, so that it is less time away from the daily happenings of the job?
My talk from the Creative Summit 2015. #cresum15
Work sucks. Despite exponential innovation in technology, the way in which we work and organize haven't fundamentally changed in 50 years. What lessons can we learn from naturally occurring complex adaptive systems (cities, ant colonies, your immune system)? What practices should we take from the most responsive companies of today?
Learning in Performance Ecosystems, AITD 2017arun pradhan
Keynote to AITD 2017 exploring how we learn and thrive with performance ecosystems. With references to mammoths, robots, and exploring a new role title for Learning & Development professionals along the way.
10 tips how to make your Scrum fail - or succeed if you want by Igor ParacBosnia Agile
Scrum fails quite often. Sometimes it seems like people deliberately avoid to use it properly.
Let's investigate 10 common reasons why this happens. Let's see how teams fall in the trap by misusing or forgetting core agile principles. Also, let's talk about how to recognize, prevent and avoid common pitfalls when implementing Scrum in Agile environment.
We all know VUCA when we see it (just watch the news)
But how do you know you are managing it well?
We can all describe the situations
But what comparisons can we make to illustrate how to, and how not to manage it
Do you really “get it” in a way you can action?
This document is an attempt to highlight differences between those that get it, from those who don’t.
www.bloomport.com
KEY CONCEPT
Many organizations struggle to keep up because their culture, mindset and processes are designed for a Complicated domain (in Cynefin terms), whereas Agile is Business in Complexity.
ABSTRACT
How is it like for a manager to work in an environment where knowing the past will hardly help foresee the future? An environment where unpredictability and change are, in fact, the only constant? And how does this affect -- and is affected by -- the kind of intellectual work that is the true asset many organizations have, these days, to generate value?
In this talk we'll see how living and operating in the 21st century calls for a whole new set of skills for managers and how, most relevantly, calls for a mindset that's slightly different from the one we got used to in past decades.
We'll talk about the connection between mindset, complexity and agility; and you'll get some practical advice that can help you operate better in these domains.
This slideshow focuses on personal capacities required for leading in a fast changing environment. It is being presented by Christopher Baan.
Today’s complex sustainability challenges call for a new generation of leaders and a new paradigm of leadership. Sustainability leaders and change agents need to steer their way through complex change processes in an environment that is characterised by high stakes and high uncertainty. Increasingly, leaders need to be able to facilitate participatory processes and engage a wide variety of stakeholders.
In most cases, the sustainability challenge requires engaging people in profound change, an inner shift in people’s values, aspirations and behaviours guided by their mental models, as well as an outer shift in processes, strategies and practices. Sustainability and CSR managers, change agents and facilitators need to be adept at engaging individuals and groups in a collaborative and dialogical manner, unearthing the group’s collective intelligence and assisting employees to gain a whole system perspective. Facilitating this type of transformation depends first on the authentic leadership of the facilitator.
Losing good people during your transformation? Getting more resistance than you expected? You may be producing unwanted reactions in the way you are leading your people through change.
If you want your Agile transformation firing on all cylinders without the harmful side-effects, managers at all levels should focus on becoming Catalysts. Much like a chemical catalyst, your job is to help boost or
---
Paul Boos
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the author of The Tiny Field Book to Facilitating Meetings, which can be found on http://LeanPub.com.
Leadership & Technology presenation to the Baltimore County Pubic Schools - Office of Fiscal Services Featuring Insights to Action, Social Media, Mindmanager, XBRL.
People are more complex than computers - Mairead O'Connor Equal ExpertsMairead O'Connor
Equal Experts is a consultancy founded and run by software people. We try to take the principles we use when building products and apply them to building a company. In just over a decade we’ve grown to a 1500 person network with many great clients. We’ve learned that there are some cultural challenges you can successfully apply an engineering mindset to, but some things are harder than they first appear! Join me to learn about how we’re trying to be a different sort of company. We’re challenging traditional ways of working; we question the standard practices of hierarchical management, performance appraisals, approvals, annual budgets, etc. Instead, we’re using concepts like iterative, user-centred design, microservices, ‘devops’, monitoring and alerting and plenty of other buzzwords du jour to try to create a better place to work.
From QCON London March 2019
Leading Learning in VUCA Times: How Does a Volatile Uncertain Complex Ambiguo...Human Capital Media
Join Sean Kavanagh, CEO of the Ariel Group, as he shares findings and recommendations from an industry study that explores the changing face of learning strategy. Given a 24/7, global, technology-infused, ever-changing business context, this study asks some hard questions: Are we lowering our standards by leveraging technology to teach things like communication and leadership? How do we create good learning in a cross-generational environment where millennials and boomers co-exist but many not always cohabitate well? Do we need to integrate learning fully into workflow, so that it is less time away from the daily happenings of the job?
My talk from the Creative Summit 2015. #cresum15
Work sucks. Despite exponential innovation in technology, the way in which we work and organize haven't fundamentally changed in 50 years. What lessons can we learn from naturally occurring complex adaptive systems (cities, ant colonies, your immune system)? What practices should we take from the most responsive companies of today?
Learning in Performance Ecosystems, AITD 2017arun pradhan
Keynote to AITD 2017 exploring how we learn and thrive with performance ecosystems. With references to mammoths, robots, and exploring a new role title for Learning & Development professionals along the way.
10 tips how to make your Scrum fail - or succeed if you want by Igor ParacBosnia Agile
Scrum fails quite often. Sometimes it seems like people deliberately avoid to use it properly.
Let's investigate 10 common reasons why this happens. Let's see how teams fall in the trap by misusing or forgetting core agile principles. Also, let's talk about how to recognize, prevent and avoid common pitfalls when implementing Scrum in Agile environment.
We all know VUCA when we see it (just watch the news)
But how do you know you are managing it well?
We can all describe the situations
But what comparisons can we make to illustrate how to, and how not to manage it
Do you really “get it” in a way you can action?
This document is an attempt to highlight differences between those that get it, from those who don’t.
www.bloomport.com
KEY CONCEPT
Many organizations struggle to keep up because their culture, mindset and processes are designed for a Complicated domain (in Cynefin terms), whereas Agile is Business in Complexity.
ABSTRACT
How is it like for a manager to work in an environment where knowing the past will hardly help foresee the future? An environment where unpredictability and change are, in fact, the only constant? And how does this affect -- and is affected by -- the kind of intellectual work that is the true asset many organizations have, these days, to generate value?
In this talk we'll see how living and operating in the 21st century calls for a whole new set of skills for managers and how, most relevantly, calls for a mindset that's slightly different from the one we got used to in past decades.
We'll talk about the connection between mindset, complexity and agility; and you'll get some practical advice that can help you operate better in these domains.
This slideshow focuses on personal capacities required for leading in a fast changing environment. It is being presented by Christopher Baan.
Today’s complex sustainability challenges call for a new generation of leaders and a new paradigm of leadership. Sustainability leaders and change agents need to steer their way through complex change processes in an environment that is characterised by high stakes and high uncertainty. Increasingly, leaders need to be able to facilitate participatory processes and engage a wide variety of stakeholders.
In most cases, the sustainability challenge requires engaging people in profound change, an inner shift in people’s values, aspirations and behaviours guided by their mental models, as well as an outer shift in processes, strategies and practices. Sustainability and CSR managers, change agents and facilitators need to be adept at engaging individuals and groups in a collaborative and dialogical manner, unearthing the group’s collective intelligence and assisting employees to gain a whole system perspective. Facilitating this type of transformation depends first on the authentic leadership of the facilitator.
Losing good people during your transformation? Getting more resistance than you expected? You may be producing unwanted reactions in the way you are leading your people through change.
If you want your Agile transformation firing on all cylinders without the harmful side-effects, managers at all levels should focus on becoming Catalysts. Much like a chemical catalyst, your job is to help boost or
---
Paul Boos
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the author of The Tiny Field Book to Facilitating Meetings, which can be found on http://LeanPub.com.
Leadership & Technology presenation to the Baltimore County Pubic Schools - Office of Fiscal Services Featuring Insights to Action, Social Media, Mindmanager, XBRL.
People are more complex than computers - Mairead O'Connor Equal ExpertsMairead O'Connor
Equal Experts is a consultancy founded and run by software people. We try to take the principles we use when building products and apply them to building a company. In just over a decade we’ve grown to a 1500 person network with many great clients. We’ve learned that there are some cultural challenges you can successfully apply an engineering mindset to, but some things are harder than they first appear! Join me to learn about how we’re trying to be a different sort of company. We’re challenging traditional ways of working; we question the standard practices of hierarchical management, performance appraisals, approvals, annual budgets, etc. Instead, we’re using concepts like iterative, user-centred design, microservices, ‘devops’, monitoring and alerting and plenty of other buzzwords du jour to try to create a better place to work.
From QCON London March 2019
Presented at devopsdays Nashville. Tdeas to simplify conversations about systems thinking and transformation. Touches on devops history, systems thinking, double loop learning and the overwhelming opportunity to solve problems with software.
ripplemark Egypt's 'Be A Good Person' Culture Code Omar El Sabh
We're ripplemark Egypt, a 'Self-Learning Digital Organization'.
As an agency, we truly believe that an organization with a strong culture is an organization that can thrive. Culture aligns everyone on norms, values and motivations that become the driving force of a group. Culture is how everyone should act with no supervision.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
Despite spending vast amounts of time and money on employee engagement, engagement metrics remain stagnant. What if, instead of obsessing about how to increase employee engagement, how to improve and position your employer brand, or how to fight the war for talent, you instead put serious effort into thinking about how to improve and position your employees?
Fit for the future... leadership and culture in a digital ageEva Appelbaum
Presentation for DMX Dublin 8 March 2017
We are living in a volatile, uncertain, complex and ambiguous world. Businesses must address this reality, or risk their own future. The possibilities of digital channels and technology can inspire innovation and creative spirit, but it also causes stress as people and organisations are faced with change. We often hear that transformation it is really about people & culture.
So what does that mean? What are the characteristics of 'digital' culture and how do you foster it? What are the leadership skills needed to drive change? How do you bring people along with you as you lead change? And what does transformation look like when it is people-centric?
Eva will draw on her years of experience leading digital in organisations such as the BBC, Amnesty International and Group M to consider how organisations and employees can be fit for the digital age.