The document discusses key practices for driving knowledge sharing and differentiation within organizations. It outlines Doug Madgic and Andre Karamanian's backgrounds and discusses aligning culture to business objectives through practices like building capabilities, leveraging learnings, and facilitating connections. The presentation also explores hidden dimensions of culture, including power distance, individualism vs. collectivism, and uncertainty avoidance, and how understanding these can improve global engagement and outcomes.
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More than 20 percent of Americans still have no access to the Internet. How to get them connected is critical to narrowing the digital divides. Drawing on a two-wave national panel dataset, this paper examines the implications of social capital for Internet access and use. Results demonstrate social capital facilitates Internet access and use. In particularly, resource-rich bonding social capital helps overcome the digital divides both in access, general use, and online communication. Before the Internet can revitalize social capital, there must be the right social capital in place to close the digital divides. Highlighting the effect of social connectivity on digital connectivity, the findings have important implications for policymakers and practitioners.
The Social Capital Effects: Resources, Tie Strength, & Digital Divides Wenhong Chen
More than 20 percent of Americans still have no access to the Internet. How to get them connected is critical to narrowing the digital divides. Drawing on a two-wave national panel dataset, this paper examines the implications of social capital for Internet access and use. Results demonstrate social capital facilitates Internet access and use. In particularly, resource-rich bonding social capital helps overcome the digital divides both in access, general use, and online communication. Before the Internet can revitalize social capital, there must be the right social capital in place to close the digital divides. Highlighting the effect of social connectivity on digital connectivity, the findings have important implications for policymakers and practitioners.
CyberSecurity has multiple facets. This talk will cover the various aspects. This talk will also highlight the fundamental problems in the space; from the technical, policy and personnel perspectives. A diverse agenda with a singular, focused mission needs to have multiple voices and cultures at the table. Thus, this talk will focus heavily on bias and ways of addressing them in the effort of creating a world class cybersecurity program.
Revision of Previous Show on SNA and Introduction to Tools
The Language of Networks
Introduction to Social Network Analysis/ Cases
Tools for Analyzing social networks, including graphing Facebook, LinkedIn, and Twitter networks
Organizations must battle a highly competitive business environment where ambiguity, interdependence, diversity, and unpredictable fast change require leaders to strengthen their intercultural awareness to foster healthy global business environment. Developing CQ skills requires examining organizational dynamics and a leader's cultural diversity lens to build a global mindset of curiosity, respect and inclusion that fosters resilient relationships.
This was the breakfast keynote for the ISSA Women in Security SIG held at the Disney Contemporary in October, 2014. The session looks at the info security issues from what can be expected in the near and mid-term future, the challenges of management and leadership talent in this area, and how women can uniquely fill the leadership gap.
A network mindset offers practical approaches to everyday networked and collaborative behaviors for knowledge workers both within organizations and on the web - delivered at Columbia University, April 2014
Learning Objective: Increase professional development, awareness, and communication strategies
The perception of power is a cultural phenomenon. Different cultures accept the dynamic of power in very different ways. Some accept unequally distributed power as a natural part of the professional world, where other cultures engage and view power to be equal among contributors. This cultural concept is known as power distance. When in a high power distance culture the relationship between bosses and subordinates is one of dependence. When in a low power distance society, the relationship between bosses and subordinates is one of interdependence. Knowledge of how you and your team perceive power and accept structure will impact the ease of communication and affect leadership style choices. Culture is a powerful dynamic that helps us understand and be more specific about relationship conflicts and triumphs.
At the end of this seminar, participants will be able to:
a. Listen to leaders as they share Cultural challenges and triumphs.
b. Identify core issues and strategies to manage communication diversity.
c. Explore potential impact of language on confidence and perceived value.
d. Examine leadership styles and principles to accommodate power distance cultural factors.
e. Explore workplace communication and effectiveness.
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The Research Data Alliance: Creating the culture and technology for an intern...Research Data Alliance
All of society’s grand challenges -- be it addressing rapid climate change, curing cancer and other disease, providing food and water for more than seven billion people, understanding the origins of the universe or the mind -- all of them require diverse and sometimes very large data to to be shared and integrated across cultures, scales, and technologies. This requires a new form and new conception of infrastructure. The Research Data Alliance (RDA) is creating and implementing this new data infrastructure. It is building the connections that make data work across social and technical barriers.
RDA launched in March 2013 as a international alliance of researchers, data scientists, and organizations to build these connections and infrastructure to accelerate data-driven innovation. RDA facilitates research data sharing, use, re-use, discoverability, and standards harmonization through the development and adoption of technologies, policy, practice, standards, and other deliverables. We do this through focussed Working Groups, exploratory Interest Groups, and a broad, committed membership of individuals and organizations dedicated to improving data exchange.
I also discuss some early ideas on building community and connecting like minded organizations at different scales.
CyberSecurity has multiple facets. This talk will cover the various aspects. This talk will also highlight the fundamental problems in the space; from the technical, policy and personnel perspectives. A diverse agenda with a singular, focused mission needs to have multiple voices and cultures at the table. Thus, this talk will focus heavily on bias and ways of addressing them in the effort of creating a world class cybersecurity program.
Revision of Previous Show on SNA and Introduction to Tools
The Language of Networks
Introduction to Social Network Analysis/ Cases
Tools for Analyzing social networks, including graphing Facebook, LinkedIn, and Twitter networks
Organizations must battle a highly competitive business environment where ambiguity, interdependence, diversity, and unpredictable fast change require leaders to strengthen their intercultural awareness to foster healthy global business environment. Developing CQ skills requires examining organizational dynamics and a leader's cultural diversity lens to build a global mindset of curiosity, respect and inclusion that fosters resilient relationships.
This was the breakfast keynote for the ISSA Women in Security SIG held at the Disney Contemporary in October, 2014. The session looks at the info security issues from what can be expected in the near and mid-term future, the challenges of management and leadership talent in this area, and how women can uniquely fill the leadership gap.
A network mindset offers practical approaches to everyday networked and collaborative behaviors for knowledge workers both within organizations and on the web - delivered at Columbia University, April 2014
Learning Objective: Increase professional development, awareness, and communication strategies
The perception of power is a cultural phenomenon. Different cultures accept the dynamic of power in very different ways. Some accept unequally distributed power as a natural part of the professional world, where other cultures engage and view power to be equal among contributors. This cultural concept is known as power distance. When in a high power distance culture the relationship between bosses and subordinates is one of dependence. When in a low power distance society, the relationship between bosses and subordinates is one of interdependence. Knowledge of how you and your team perceive power and accept structure will impact the ease of communication and affect leadership style choices. Culture is a powerful dynamic that helps us understand and be more specific about relationship conflicts and triumphs.
At the end of this seminar, participants will be able to:
a. Listen to leaders as they share Cultural challenges and triumphs.
b. Identify core issues and strategies to manage communication diversity.
c. Explore potential impact of language on confidence and perceived value.
d. Examine leadership styles and principles to accommodate power distance cultural factors.
e. Explore workplace communication and effectiveness.
“Creating a Global Movement for Changemaking: Fulbright and Beyond”Kara Andrade
What kinds of experiences shape young people to be changemakers, people with the skills and commitment to “dare themselves to act” for positive social change? At Ashoka, we seek to spark a global movement where Everyone is a Changemaker. To achieve this vision, we partner with the most cutting-edge leaders with high-level global impact potential. The Fulbright program produces high caliber leaders by fostering cross-cultural understanding and action. We believe that to succeed in today’s world as a changemaker, everyone needs to learn these essential skills. In the current presentation you will hear from three Fulbright Alumni who all form part of Ashoka’s network of innovators. Through their own stories of social change, they shed light on how their Fulbright grants directly contributed to their dedication to creating experiences that unleash the power of young people to make a difference and succeed in our changing world.
The Research Data Alliance: Creating the culture and technology for an intern...Research Data Alliance
All of society’s grand challenges -- be it addressing rapid climate change, curing cancer and other disease, providing food and water for more than seven billion people, understanding the origins of the universe or the mind -- all of them require diverse and sometimes very large data to to be shared and integrated across cultures, scales, and technologies. This requires a new form and new conception of infrastructure. The Research Data Alliance (RDA) is creating and implementing this new data infrastructure. It is building the connections that make data work across social and technical barriers.
RDA launched in March 2013 as a international alliance of researchers, data scientists, and organizations to build these connections and infrastructure to accelerate data-driven innovation. RDA facilitates research data sharing, use, re-use, discoverability, and standards harmonization through the development and adoption of technologies, policy, practice, standards, and other deliverables. We do this through focussed Working Groups, exploratory Interest Groups, and a broad, committed membership of individuals and organizations dedicated to improving data exchange.
I also discuss some early ideas on building community and connecting like minded organizations at different scales.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
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!
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Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
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However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
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• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
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• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
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Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
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2. Heatmap utilization for testing
3. Optimization of testing processes
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Si km preso march 17 2015
1. The Culture Change Mosaic:
Key Practices to Drive Knowledge Sharing and Services Differentiation
within Your Organization
SI KM
Doug Madgic & Andre Karamanian
March 17, 2015
2. 2
Today’s Speakers
Doug Madgic is currently consulting at Cisco within Services providing
technology implementation program management for selected top
Global accounts. Prior work includes leadership roles within Cisco
Services PMO and Services AS Intellectual Capital Management
where he developed a recognized KM adoption framework and led
Advanced Services Virtual Teams. He also held leadership roles in
Cisco Human Capital Management & Talent Management including
working in over 20 countries while based in Brussels, Belgium.
Doug has an A.B. in Economics & International Relations, from
Occidental College, MBA from American Graduate School of
International Management (Thunderbird). Certifications include SAPM
(Stanford Advanced Project Management) and ITIL v3. He is a former
Adjunct Professor of Int’l HR at Golden Gate Univ. in San Francisco
and has spoken previously to SI-KM, GGU, Pepperdine University and
other organizations. He is a contributing author of Next Generation
Knowledge Management Vol. 3
He and his wife Sarah live in San Mateo, CA with their two girls.
Dr. Andre Karamanian, CCIE Emeritus, is currently a security consultant
at Cisco. He has worked in the field of security for 15 years. He is the
author of "PKI Uncovered: Certificate-Based Security Solutions for Next-
Generation Networks.“
Along with many industry certifications, He regularly speaks at
conferences, publishes, and has multiple patents. His current research
is a collaboration which examines the influence of culture on cyber
behaviors, with Dr. Char Sample from CMU Cert. He recently spoke at
the Chertoff Group Cyber Security Summit, the International
Conference on Cyberwar at Purdue, and the Annual Symposium for
Information Assurance. He is also developing a generalized framework
applying human behavioral analysis against cyber behavior in a
quantitative, operational model.
He and his wife Kathleen live in Durham NC, along with 2 cats, 2 dogs.
4. 4
With the Internet, computing, and
global travel, the world is
becoming a smaller place now…..
right?
“This dominance of technology
over culture is an illusion. The
software of the machines may be
globalized, but the software of
the minds that use them is not”
(Hofstede*, Hofstede & Minkov,
2010)
5. 5
What is Culture?
• Definition: “The collective mental programming of the
human mind that distinguishes one group of people from
another”. Hofstede, Hofstede & Minkov, 2010.
• How is culture learned?
“Cultural norms and values are readily absorbed during the
early phase of life; behaviors and values of those closest
to us are also absorbed”. Bargh & Morsella, 2008
Family
Education System
Society
11. 11
Aligning to Business Objectives
V
E
S
Drive exceptional business value to our Customers through innovation, delivery excellence, architecting
and implementing best-in-class solutions with industry leading expertise
Ensure high-quality delivery and expertise to satisfy customers and achieve superior business results2+ Years
1-2 Years
6-12
Months
Improve business performance
through delivery excellence
Drive customer-relevant
solutions and architectures
Expand industry-leading
skills and capabilities
SPEED SCALE FLEXIBILITY REPLICABILITY
Drive network stability and operational
excellence
Enable Advanced Technology
readiness and adoption
Implement architectural
roadmaps
Adapt and support new service
consumption models
Grow knowledge of customer
business and Cisco technology
Enhance best-in-class capabilities,
including Partners
Be a magnet for talent
Develop and implement new
innovative/creative delivery models
Leverage knowledge and
intellectual capital
Drive collaborative P&L discipline
and accountability
12. 12
1212
Aligning to Smart Services
Smart Services are Software-enabled Services
which offer:
• Contract Lifecycle Management
• Enables contract management along with
product and security notifications
• Cisco Intellectual Capital
• Correlation and analysis of collected data
against Cisco Intellectual Capital
• Actionable Insight
• Provide proactive, pre-emptive services
and advice
And enable:
• Increased operational efficiency
• Improved risk management
• Increased business effectiveness
Open Standards-based Smart Services Platform
Services Repository – Years of Cisco Best Practices / Cisco Knowledge
Base (Cisco IP)
Extract
Information
Proactive
Optimizations
Borderless
Networks
Collaboration
Data Center &
Virtualization
Cisco’s Installed Base
Cisco Business Architectures
13. 13
Aligning to Knowledge Architecture
Customer Network
Collection:
Abstraction:
CNC
Loop
Parser
OPNET
User Interface:
Customer
Deliverables:
Network
Profile
Audit BP 2.0
BP
COLD
RAT
& TRAP
Global
Profile
EoX
Syslog
Audits
SIAR
PSR
Custom
Config
Rules Based Intellectual Capital
Audit
Dashboard
On Demand
HWFN
PSIRT
PCBA
16. 16
Building Knowledge Contribution Capabilities
“One of the most effective ways of changing mental programs of individuals is
changing behavior first (Bern, 1970.) That value change has to precede behavior
change is a naïve (idealistic ) assumption that neglects the contribution of the
situation to actual behavior”
21. 21
Strange and Unique Differences
• Many Parts of North American view direct eye contact as a sign of honesty
• Many Parts of Asia view direct eye contact as a form of disrespect
• It's custom in Russia to send uneven number of flowers except for
Funeral/Sympathy arrangements. Sympathy and Funeral arrangements must be
composed of even number of flowers.
http://www.roses.ru/flowers_in_russia.shtml
Give your gal a dozen roses: Translation death is on its way, send her 11 flowers
instead.
22. 22
Culture Background
• Unlearning habits or automatic thought processing is more difficult than learning the behavior.
Hofstede et al., 2010, Minkov 2013.
• Easier to learn and absorb cultural norms than to unlearn them. Hofstede et al., 2010, Minkov
2013.
23. 23
Cultural Dimensions
• 4 Primary cultural dimensions:
• Power distance (pdi)
• Individualism vs Collectivism (ivc)
• Masculine vs feminine (m/f)
• Uncertainty avoidance (uai)
• 2 additional dimensions were added
• Long Term Orientation( vs Short Term Orientation (ltovsto). Bond, 1980.
• Indulgence vs restraint (ivr). Minkov
24. 24
Power Distance Index (PDI) 11 - 104
• Egalitarian vs Authoritative
• “might makes right” vs be flexible in order to achieve results.
• “In group”/”out group”
• Loyalty vs truth
• “Defacing the out-groups’ Web sites with aggressive messages or violent threats may
strengthen the feelings of identification or self-esteem the hackers have with their own
group”. Woo, Kim and Dominick, 2004.
25. 25
Individualism Vs Collectivism (IVC) 6 - 91
• Collectivists consider the needs of the group over the needs of the individual.
“Golden mean” Yu & Yang, 2009.
• Individualists are responsible for their own destiny.
• Collectivists are uncomfortable making decisions on their own and do not trust their
individual decisions. Bornstein et al., 2003, Guess 2004, Guss & Dorner 2011
26. 26
Masculine vs Feminine (M/F) 5-110
• Gender roles clearly defined vs loosely defined
• Aggression vs nurturing
• Confrontation vs negotiation
Uncertainty Avoidance (UAI) 6 - 91
• Fear of the unknown vs curiosity about the unknown
• Precision vagueness
• Coding blind spots?
• Attack preferences?
27. 27
LTOvSTO 0-100
• Delayed gratification vs immediate gratification
• Holistic strategies vs direct or adaptive strategies
• Patience in achieving results
IVR 0-100
• Restrained vs over the top
• Invisible vs Bragging
• Serious vs pranks
• Low IVR cultures do not feel comfortable drawing attention to themselves
28. 28
Summary
Culture Change
requires influencing
collective mindsets
which in turn can
impact behaviors
and business
outcomes
A knowledge sharing
culture can be
strengthened
through key
practices such as
Aligning, Building
Capabilities and
Facilitating
Connections
Understanding these
Practices plus the
Hidden Dimensions
of Culture can
improve global
engagement and
business outcomes