Sociocracy and Holacracy, so similar and so different!
- How do their practices differ?
- What view of men and organisations are they bringing forth?
- What kind of change processes are they best aligned with?
- Are there bridges to be built between them?
- What can we learn about the evolutionary journey organisations have ahead?
What is scaling and how can it help to improve your organisation? What is the right mix of scaling principles and practices for your culture and teams? I will compare some agile approaches on scaling like Scaled Agile Framework aka SAFe, Large Scale Scrum (LeSS) both based on principles of Lean Product Development and Scaling Agile @ Spotify.
Inspect and Adapt in the Scaled Agile FrameworkKendis.io
Learn how the Scaled Agile Framework ensures the process of continuously improving the quality of the work delivered in a Program Increment, through Inspect and Adapt.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Workshop delivered by Adrian Smith and Craig Smith at Agile Australia 2012 in Melbourne in May 2012.
The Agile Coach is a critical role in helping leaders, teams or individuals understand, adopt and improve Agile methods and practice. Additionally, an Agile Coach helps people rethink and change the way they go about their work. For a individual to be effective in a coaching role, they must poses a wide range of skills and experience. In this workshop we will explore Agile coaching skills in the context of a competency framework and provide participants with lessons from real-world coaching experience. The workshop will provide an opportunity for participants to learn about coaching, identify areas of Agile development and to broaden skills through hands-on group and individual exercises and games.
You will:
» Understand role of an Agile coach and the typical development pathways
» Identify personal areas of strength/weakness in relation to a broad range of Agile and related skills
» Learn situational specific coaching techniques for common Agile dysfunctions
» Understand the use of maturity models in helping teams learn and adapt to Agile
» Understand organisational and role specific Agile challenges
» Learn how to adapt Agile practices to suit team specific challenges
What is scaling and how can it help to improve your organisation? What is the right mix of scaling principles and practices for your culture and teams? I will compare some agile approaches on scaling like Scaled Agile Framework aka SAFe, Large Scale Scrum (LeSS) both based on principles of Lean Product Development and Scaling Agile @ Spotify.
Inspect and Adapt in the Scaled Agile FrameworkKendis.io
Learn how the Scaled Agile Framework ensures the process of continuously improving the quality of the work delivered in a Program Increment, through Inspect and Adapt.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Workshop delivered by Adrian Smith and Craig Smith at Agile Australia 2012 in Melbourne in May 2012.
The Agile Coach is a critical role in helping leaders, teams or individuals understand, adopt and improve Agile methods and practice. Additionally, an Agile Coach helps people rethink and change the way they go about their work. For a individual to be effective in a coaching role, they must poses a wide range of skills and experience. In this workshop we will explore Agile coaching skills in the context of a competency framework and provide participants with lessons from real-world coaching experience. The workshop will provide an opportunity for participants to learn about coaching, identify areas of Agile development and to broaden skills through hands-on group and individual exercises and games.
You will:
» Understand role of an Agile coach and the typical development pathways
» Identify personal areas of strength/weakness in relation to a broad range of Agile and related skills
» Learn situational specific coaching techniques for common Agile dysfunctions
» Understand the use of maturity models in helping teams learn and adapt to Agile
» Understand organisational and role specific Agile challenges
» Learn how to adapt Agile practices to suit team specific challenges
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Talk delivered by Craig Smith at YOW! 2015 in Melbourne, Brisbane and Sydney on 4-10 December 2015.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
Ever wondered how Agile can be implemented in larger organisation/project. SAFe is the answer. In this session we will understand the core principles and values that is require to implement SAFe in larger organisation.
Interesting in learning more about OKRs? We've provided a simple primer that will teach you about this effective goal-setting framework. Learn about the basic, benefits, history, grading, implementation of OKRs.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Team Topologies - how and why to design your teams - AllDayDevOps 2017Matthew Skelton
From the AllDayDevOps 2017 live stream https://www.youtube.com/watch?v=XqowSG2Jxqc
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
Takeaways:
- The implications of Conway’s Law for software teams
- Cognitive Load for teams
- Effective team topologies
- Team evolution
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Organizations are changing quickly. In order to present need for change we have created the content-ready change management implementation checklist PowerPoint presentation. This change control process PPT template comprises of transformation model, forces and barriers to change, rate of success in efforts, principles, transformation strategy, activities contributing, motivating, vision, developing political support, roles in organizational revolution, influence key stakeholders, team and roles, critical skills of change agent, sustaining momentum, bridge transition model, force field analysis, variation curve, adoption curve, ADKAR model. Organizational transformation process should begin with system diagnosis of the current situation in order to determine the need for change. The change control execution plan presentation slides are apt to present subjects such as change control process, managing adjustments, CM process, lean change management, continuous improvement, business control and transformation projects. Download our change management implementation checklist PowerPoint presentation for managing the change. Create firm friends among your contacts with our Change Management Implementation Checklist Powerpoint Presentation Slides. They help develop closer connections. https://bit.ly/3z4GfMQ
IFF Three Horizons Framing Transformative Innovationgrahamiff
Core set of slides explaining Three Horizons framework as three perspectives on the future potential of the present moment, plus how these perspectives interact in service of systems transition and 'transformative innovation'.
Role of the HR Business Partner in Strategic Workforce PlanningHuman Capital Media
Because human resources business partners are the key liaison between the HR function and the business leadership team, it’s logical to assume they are key stakeholders and integral contributors to the company’s strategic workforce plan (SWP) effort. However, it seems that the role HRBPs play varies widely from company to company, including not being involved at all. This seems counter-intuitive, considering that when the HRBP is involved they are positioned to facilitate the process typically in collaboration with business leaders and subject matter experts in SWP.
This session will look Edison International’s workforce planning model and how it includes their HRBPs.
Attendees will learn:
How to gain buy-in for instituting workforce planning.
How and why HRBPs are the anchors of the workforce plan.
How workforce planning can improve communication enterprise-wide.
How to form the collaborative relationship HRBPs must have with their SMEs and executives that will ensure success.
Six ways to build circular business modelsPaavo Ritala
This is a slide deck about different types of business models that align with circular economy principles.
Feel free to use the slides in your teaching, consulting, or in any other purposes. If you need the original ppt file, feel free to contact us!
This two-part interactive workshop begins with a detailed look at how to interpret Kanban boards and ask thoughtful questions so that you can improve the work of your teams. We will provide an overview of the Kanban Method and then proceed through a series of eight short exercises that will give you an opportunity to review and interpret various Kanban board configurations with other attendees at your table. After a short break, part two of the session now puts the attendees in the driver’s seat to create their own board configurations. We provide eight business scenario exercises and ask the attendees how they would go about configuring their Kanban board given the unique system constraints for each scenario.
Introduction Society has become extremely complex, and.pdfaoneonlinestore1
Introduction
Society has become extremely complex, and there are several stakeholders which need to
be controlled in order to have a smooth and transparent functioning of the administrative levers.
Administrative prowess has become one of the primary skill sets that is required to become an
efficient leader in any organization or social institution. However, administrative control or
leadership also comes with great responsibility and a sense of duty. One has to perform with
utmost diligence and demonstrate moral behaviour in order to be successful in an administrative
role. Governance and transparency are some of the key features of public administration which
can only be achieved through ethical and moral behaviour. Several concepts related to ethical
behaviour and morality in the domain of public demonstration have been discussed by James
Svara and Edelman in their books. The ethical behaviour of a public administrator and the duties
of a government are important parameters of good governance because they impact the
development of the society and therefore, needs to be critically analyzed.
Businesses throughout the world have expanded over the years as a result of globalization, and
they impact people’s everyday life in all possible ways. A lot of debate has been going on
regarding the responsibility of a corporation. Some scholars are of the view that the only
responsibility of a corporation is to generate profits and increase the wealth of the shareholders,
while others believe that corporates have a social responsibility as well(Duska, 2000). They
should give back to the community and society, in which the business thrives. There are several
ethical aspects to look into while analyzing the topic of corporate responsibility and
sustainability.
Corporate social responsibility for businesses have been made mandatory in several
countries. However, in several cases it can be seen that there are ethical dilemmas while
investing in such projects(Dunfee, 1991). Corporations tend to invest in such projects which can
add value to their business in some way or other such as increasing their brand value, improving
their public relations, attracting talented human resource, and getting regulatory favors. Hence,
this leads to ethical dilemma that can be resolved through traditional ethical theories, which is a
form of normative ethical theory. It believes in the absolutist point of view. Some of the ethical
theories which can be applied in business context include self-interest, compassion, and duty to
people. Stakeholder theory explains that apart from investors there are several other stakeholders
of an organization such as customers, employees, environment, suppliers, and
government(Goodpaster, 1991). A business should work in their interests as well. Compassion is
an ethical perspective which urges companies to be compassionate and humanitarian in their
decision making.
These are some of the ethical aspects which comes into play while analyzing t.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Talk delivered by Craig Smith at YOW! 2015 in Melbourne, Brisbane and Sydney on 4-10 December 2015.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
Ever wondered how Agile can be implemented in larger organisation/project. SAFe is the answer. In this session we will understand the core principles and values that is require to implement SAFe in larger organisation.
Interesting in learning more about OKRs? We've provided a simple primer that will teach you about this effective goal-setting framework. Learn about the basic, benefits, history, grading, implementation of OKRs.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Team Topologies - how and why to design your teams - AllDayDevOps 2017Matthew Skelton
From the AllDayDevOps 2017 live stream https://www.youtube.com/watch?v=XqowSG2Jxqc
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
Takeaways:
- The implications of Conway’s Law for software teams
- Cognitive Load for teams
- Effective team topologies
- Team evolution
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Organizations are changing quickly. In order to present need for change we have created the content-ready change management implementation checklist PowerPoint presentation. This change control process PPT template comprises of transformation model, forces and barriers to change, rate of success in efforts, principles, transformation strategy, activities contributing, motivating, vision, developing political support, roles in organizational revolution, influence key stakeholders, team and roles, critical skills of change agent, sustaining momentum, bridge transition model, force field analysis, variation curve, adoption curve, ADKAR model. Organizational transformation process should begin with system diagnosis of the current situation in order to determine the need for change. The change control execution plan presentation slides are apt to present subjects such as change control process, managing adjustments, CM process, lean change management, continuous improvement, business control and transformation projects. Download our change management implementation checklist PowerPoint presentation for managing the change. Create firm friends among your contacts with our Change Management Implementation Checklist Powerpoint Presentation Slides. They help develop closer connections. https://bit.ly/3z4GfMQ
IFF Three Horizons Framing Transformative Innovationgrahamiff
Core set of slides explaining Three Horizons framework as three perspectives on the future potential of the present moment, plus how these perspectives interact in service of systems transition and 'transformative innovation'.
Role of the HR Business Partner in Strategic Workforce PlanningHuman Capital Media
Because human resources business partners are the key liaison between the HR function and the business leadership team, it’s logical to assume they are key stakeholders and integral contributors to the company’s strategic workforce plan (SWP) effort. However, it seems that the role HRBPs play varies widely from company to company, including not being involved at all. This seems counter-intuitive, considering that when the HRBP is involved they are positioned to facilitate the process typically in collaboration with business leaders and subject matter experts in SWP.
This session will look Edison International’s workforce planning model and how it includes their HRBPs.
Attendees will learn:
How to gain buy-in for instituting workforce planning.
How and why HRBPs are the anchors of the workforce plan.
How workforce planning can improve communication enterprise-wide.
How to form the collaborative relationship HRBPs must have with their SMEs and executives that will ensure success.
Six ways to build circular business modelsPaavo Ritala
This is a slide deck about different types of business models that align with circular economy principles.
Feel free to use the slides in your teaching, consulting, or in any other purposes. If you need the original ppt file, feel free to contact us!
This two-part interactive workshop begins with a detailed look at how to interpret Kanban boards and ask thoughtful questions so that you can improve the work of your teams. We will provide an overview of the Kanban Method and then proceed through a series of eight short exercises that will give you an opportunity to review and interpret various Kanban board configurations with other attendees at your table. After a short break, part two of the session now puts the attendees in the driver’s seat to create their own board configurations. We provide eight business scenario exercises and ask the attendees how they would go about configuring their Kanban board given the unique system constraints for each scenario.
Introduction Society has become extremely complex, and.pdfaoneonlinestore1
Introduction
Society has become extremely complex, and there are several stakeholders which need to
be controlled in order to have a smooth and transparent functioning of the administrative levers.
Administrative prowess has become one of the primary skill sets that is required to become an
efficient leader in any organization or social institution. However, administrative control or
leadership also comes with great responsibility and a sense of duty. One has to perform with
utmost diligence and demonstrate moral behaviour in order to be successful in an administrative
role. Governance and transparency are some of the key features of public administration which
can only be achieved through ethical and moral behaviour. Several concepts related to ethical
behaviour and morality in the domain of public demonstration have been discussed by James
Svara and Edelman in their books. The ethical behaviour of a public administrator and the duties
of a government are important parameters of good governance because they impact the
development of the society and therefore, needs to be critically analyzed.
Businesses throughout the world have expanded over the years as a result of globalization, and
they impact people’s everyday life in all possible ways. A lot of debate has been going on
regarding the responsibility of a corporation. Some scholars are of the view that the only
responsibility of a corporation is to generate profits and increase the wealth of the shareholders,
while others believe that corporates have a social responsibility as well(Duska, 2000). They
should give back to the community and society, in which the business thrives. There are several
ethical aspects to look into while analyzing the topic of corporate responsibility and
sustainability.
Corporate social responsibility for businesses have been made mandatory in several
countries. However, in several cases it can be seen that there are ethical dilemmas while
investing in such projects(Dunfee, 1991). Corporations tend to invest in such projects which can
add value to their business in some way or other such as increasing their brand value, improving
their public relations, attracting talented human resource, and getting regulatory favors. Hence,
this leads to ethical dilemma that can be resolved through traditional ethical theories, which is a
form of normative ethical theory. It believes in the absolutist point of view. Some of the ethical
theories which can be applied in business context include self-interest, compassion, and duty to
people. Stakeholder theory explains that apart from investors there are several other stakeholders
of an organization such as customers, employees, environment, suppliers, and
government(Goodpaster, 1991). A business should work in their interests as well. Compassion is
an ethical perspective which urges companies to be compassionate and humanitarian in their
decision making.
These are some of the ethical aspects which comes into play while analyzing t.
You have asked people to rate a product on a 1 to 10 scale. You ha.docxjeffevans62972
You have asked people to rate a product on a 1 to 10 scale. You have divided your results into two samples: people from urban areas, and people from rural areas. You wish to show that there is a difference between the two groups in how they rate the product. You have no prior belief about which will be more than the other, however. The appropriate statistical test in Excel produces the results shown below. Answer these questions:
(a) State the null hypothesis and the alternative hypothesis. Be sure it is clear which you are saying is the null and which is the alternative.
(b) Which statistical test is appropriate? [Your choices are one mean, one proportion, two means for related samples, two means for independent samples, or two proportions]
(c) Can you conclude that there is a difference between the two groups? Explain why or why not.
Introduction
Global leaders are a rising class of leaders that are capable of working in universal and global connections. Introductory exploration demonstrates that global leaders are a remarkable breed with identifiable attributes (Mendenhall, 2013). They have a particular interest in the world and enthusiasm for individuals is not the same as themselves. This hobby motivates visionary activities and associations that encompass national limits. Besides, genuine global leadership perceives the effect of their activities on surrounding groups and the entire society. They comprehend that individual success is subordinate upon the thriving of others and that they assume a part in changing their organizations, as well as the social orders in which they work. Osland, Oddou, Bird, & Osland, (2013) Shows worldwide pioneers conceived, as well as can make. Global leadership gets to be who they are by developing specific methods for taking a gander at the world, contemplating issues and opportunities and acting with respectability in a quest for arrangements. Research demonstrates that global pioneers offer three typical qualities: they have a collective mentality that permits them to unite cross-culture over limits, they are international business people headed to make new solutions and seize opportunities, and they are universal nationals enlivened to add to the groups they touch. Initiative in a various and multicultural environment: creating mindfulness, learning, and abilities (Caligiuri, & Tarique, 2012).
Over the previous decade, global and residential associations have perceived the essential requirement for their leaders to wind up skillful in culturally diverse connections. The move to a worldwide economy and the expanding expansion of the workforce in the United States bolster the progressing requirement for exploration and preparing here. Capable multicultural leaders are vital to an association's accomplishment in the global business sector. Mendenhall, (2013) gave a content understudies in administration or business and can likewise be valuable to differ qualities and improve the diplomatic skill of a.
Module 3 / Unit 1 Understanding the Digital InclusivitySMKCreations
The DIGITAL / HYBRID INCLUSIVITY module aims at make you think differently of the importance of how people feel, communicate, and connect with each other in the organisation, while working in a hybrid, remote or on-spot mode. There are an enormous number of digital tools and ideas that you can use to improve the sense of belonging of your people. We hope we will inspire you to go for them!
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
This paper is about establishing a voluntary, community and social enterprise (VCSE) sector Systems Leadership Group. This is one the initiatives that is being developed in response to some of the priorities identified by VCSE organisations through the Sector Led Plan engagement process.
Some of you will have been heavily involved in discussions in this area for others it will be entirely new. The paper is designed to try and explain the context, rationale and process for establishing the group.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Sociocracy and Holacracy. A very different same
1. SOCIOCRACY and HOLACRACY
A very different same
Emanuele Quintarelli
Entrepreneur and Organizational Emergineer at Cocoon Projects – Associate Partner at Peoplerise
GLOBAL SOCIOCRACY CONFERENCE – May 2020
2. Our way of doing business is broken
• Dying faster and faster. 75% of the S&P500 disappeared by 2025 (Innosight)
• Constantly diminishing returns. ROA fell to ¼ of what it was in 1965 (Deloitte)
• Vanished job safety. Average net new job creation rate negative for 20 years (Kauffman)
• Exploding organizational bureaucracy. Management is a $8.4T toll (McKinsey)
• Dramatic levels of employee motivation. 85% of employees are not engaged (Gallup)
3. Two challengers?
• Evolutionary purpose
• Intentional power distribution
• Everything is allowed until it is not
• Only as much structure as needed
• Effectiveness and speed
• Agility, experimentation, dynamic steering
• Circle-based structure and double linking
• Radical transparency
• No hierarchy of individuals
• Consent-based decisions
LOTS IN COMMON
1851 - A system of governance
for harmonious social
environments and productive
organizations
SOCIOCRACY
2006 - A new management
system for a rapidly changing
world
HOLACRACY
4. 1. How do their practices differ?
2. What view of men and organizations are they bringing forth?
3. What kind of change processes are they best aligned with?
4. Are there bridges to be built between them?
5. What can we learn about the evolutionary journey organizations have ahead?
Are Sociocracy and Holacracy pretty the same?
WHAT I MEANT TO EXPLORE
IN 10 DIFFERENCES
5. DIFF 1 – What do they believe in?
Foundations in human living
systems, agency, search for
connection, belonging and purpose.
Mindset rooted in algorithms,
simple / scalable rules, IC&T and
GTD to cut off deviance.
Effectiveness, equivalence,
transparency, inclusion, feedback
respect, conscious capitalism, NVC.
Equivalence supports effectiveness
Human beings and their dysfunctional
behaviors as a drawback to
organizational speed and efficiency.
Efficiency by neutralizing humanity
SOCIOCRACY HOLACRACY
ROOTSBELIEFS
6. DIFF 2 – How do they want to contribute?
Individuals naturally look for
accountability, self-direction, self-
control, self-motivation (Theory Y).
In order to reach performance, the
organization must “help” people to
adhere to Theory Y (Theory X?)
It supports deep relationships
towards a more integrated life,
connected society and communities
with more sense of belonging.
It protects the organization from
political turfs, fiefdoms, hidden
agendas and the willingness to go
around the rules.
SOCIOCRACY HOLACRACY
WHATHOW
7. DIFF 3 – The meaning of governance
A governance system for teams to
flourish and contribute towards the
organization mission.
A governance system of the
organization to achieve its
purpose through the people.
Governance means collaborative
decision making to make policy
(roles, selections, workflows,
guidelines).
Governance means distributing
authority to let individuals know
who can do what within what limits.
SOCIOCRACY HOLACRACY
WHATHOW
8. DIFF 4 – Operations vs Governance
Operations and policy making
along a continuum.
Tactical activities clearly
separated from governance.
Consent for policies but often used
also in operational decisions.
Format for operational meetings.
IDM only for power distribution.
Daily activities happen between
governance meetings.
GTD for tactical activities.
SOCIOCRACY HOLACRACY
WHATHOW
9. DIFF 5 – Who is responsible for action?
Circle as a group of people who
collaborate and decide together how
work is done.
Circle as a cell of the organization
with accountabilities and domains
independent of who is filling them.
The circle has collective
responsibility for action based on
how domain, roles and policies have
been defined.
Circles have no responsibilities for
action. Individuals do by stepping
outside of their personal identity,
feeling and acting on tensions.
SOCIOCRACY HOLACRACY
WHATHOW
10. DIFF 6 – Proposal making and agenda building
Proposals made collaboratively by
the circle through picture forming
and proposal shaping.
In governance meetings, proposals
are originated by the member that
feels the tension.
Agenda usually built before-hand
by the facilitator and leader, based
on the backlog / other needs and
approved by consent.
Agenda created during, not before
governance meetings, by the
facilitator, collecting tensions from
participants.
SOCIOCRACY HOLACRACY
PROPSAGENDAS
11. DIFF 7 – The role of the leader
The leader pays attention to
operations and circle members.
The lead link has responsibility for
priorities, strategies, metrics and
allocation of resources in the circle.
More of a coordination responsibility
for the leader, shared values and
empathic facilitation helps the team
to work horizontally.
The lead link inherits purpose,
accountabilities and domain of the
circle top-down.
SOCIOCRACY HOLACRACY
WHATHOW
12. DIFF 8 – Work allocation
Operational activities happen
according to policies under the
coordination of the leader.
Individuals have total autonomy for
the accountabilities assigned to
them.
The leader is assigned or elected
and can take also the facilitator role.
Any other role is selected by circle
members. Selections by consent in
the receiving circle.
As a default the lead link is
assigned from the higher circle.
He/she then assigns people to fill
operational circle roles.
SOCIOCRACY HOLACRACY
WHATHOW
13. DIFF 9 – Validation of objections
Objections due to proposals
beyond the range of tolerance.
The goal is deciding together.
Objections express a negative
impact of the proposal on circle’s
ability to move forward.
Every objection is valid. Circle
members share responsibility to
decide how to integrate them.
The facilitator tests objections
through a checklist. The objector
makes an amended proposal that
the proposer should accept.
SOCIOCRACY HOLACRACY
WHATHOW
14. DIFF 10 – Self Expression and Ownership
Every voice is heard & integrated.
Values create safe space for self-
expression & satisfaction of needs.
Attention to the individual need for
self-expression is missing in
Holacracy.
Mission Circle as a bridge to all
stakeholders and other
organizations. Sociocracy very well
complements inclusive and self-
ownership.
The Anchor Circle accountable for
the purpose but no mechanisms to
include perspectives from other
stakeholders or organizations.
SOCIOCRACY HOLACRACY
EXPR.OWNERSIP
15. In a nutshell, same same? Nope, a very different same!
MODULAR vs MONOLITHIC
HUMANE vs ALGORITHMIC
2
SLIGHTLY DIFFERENT PRACTICES
1
3
16. Is there something to learn? YES
1. A crispier distinction among governance and operational activities
2. Finding / building software solutions better able to facilitate sociocratic meetings
and a transparent access to policy
3. More attention regarding how to bring Sociocracy within organizations
4. Applications and language appealing to the for-profit world
5. Clarifying the heritage from (lean, cybernetics, living organizations) and
connection with (agile, steward ownership, non-violent communication) other
movements
17. Unique needs and context more than any single framework
NO ONE SIZE FITS ALL
• No governance model is best
• An informed and intentional reflection
more than any right framework
• Purpose, organizational culture and
strategic goals are the context
• Taking responsibility for an ongoing,
holistic, iterative, learning journey
• Experimenting with evolutionary
seeds that address specific needs.
Trying, failing, trying again..https://bit.ly/3d5w3c6
THE HUMAN
ORGANIZATION
MAP
18. Emanuele Quintarelli
Entrepreneur and Organizational Emergineer at Cocoon Projects – Associate Partner at Peoplerise
Email: emanuele.quintarelli@gmail.com
Website: http://www.socialenteprise.it
Linkedin: https://www.linkedin.com/in/emanuelequintarelli/
Q&AThanks to Ted Rau and Andrea Farè for having discussions that improved this presentation