Why stop at your IT department? Or an Agile approach to Change Management
Business agility is more than the organization’s IT shop adopting an agile delivery method. Business agility depends on three core capabilities: rapid delivery, strategic sensing, and customer rapport. As such it builds resilience to change as a strategic imperative and eventually it allows businesses to build a strategic advantage in driving change.
Investments in “agile” from an IT perspective will not increase business agility. So what does a company need in order to successfully drive change rather than react to it?
We’ll talk about how creating a resilient organization starts with rapid delivery and why many major organizations are turning their attention to less costly on-demand releases. We’ll look at how customer rapport is the new driver of operational efficiency, where not building something is invariably cheaper than optimizing the operational cost of building anything at all.
The Prime Directive. How To Charter Your Team Best (With LEGO Serious Play)Michael Tarnowski
Team chartering is generally used at the start of a project only, and team charters tend to be quite general and abstract.
In this hands-on session of Agile Cambridge Conference 2015, we will use the 'Lego Serious Play' method to develop a team-specific team charter, which fits individual team goals and can be adapted continuously.
Why stop at your IT department? Or an Agile approach to Change Management
Business agility is more than the organization’s IT shop adopting an agile delivery method. Business agility depends on three core capabilities: rapid delivery, strategic sensing, and customer rapport. As such it builds resilience to change as a strategic imperative and eventually it allows businesses to build a strategic advantage in driving change.
Investments in “agile” from an IT perspective will not increase business agility. So what does a company need in order to successfully drive change rather than react to it?
We’ll talk about how creating a resilient organization starts with rapid delivery and why many major organizations are turning their attention to less costly on-demand releases. We’ll look at how customer rapport is the new driver of operational efficiency, where not building something is invariably cheaper than optimizing the operational cost of building anything at all.
The Prime Directive. How To Charter Your Team Best (With LEGO Serious Play)Michael Tarnowski
Team chartering is generally used at the start of a project only, and team charters tend to be quite general and abstract.
In this hands-on session of Agile Cambridge Conference 2015, we will use the 'Lego Serious Play' method to develop a team-specific team charter, which fits individual team goals and can be adapted continuously.
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
Lean Administration @ Lidl - Die schnellste und schlankste Verwaltung für den...Lean Knowledge Base UG
Durch das rasante Wachstum im In- und Ausland entwickelte sich Lidl in den vergangenen 45 Jahren zu einen der weltweit größten und erfolgreichsten Handelsketten im Discount-Segment. Was Lidl seit den 70er Jahren diesen erfolgreichen Weg beschreiten lässt, sind die nunmehr über 225.000 Mitarbeiter, welche seit erster Stunde mit vollem Einsatz, Pragmatismus und Veränderungsbereitschaft jeden Tag ihr Bestes geben. Mit diesem beachtlichen Wachstum entwickelten sich jedoch trotz vieler Standards auch vereinzelt Insellösungen und Ineffizienzen in den Organisationsstrukturen und Verwaltungsprozessen. Mit dem Ziel, die bestehenden Ineffizienzen zu identifizieren und nachhaltig zu beseitigen, traf man die Entscheidung, sich mit dem Thema Lean Management im speziellen Umfeld der Administration auseinanderzusetzen. Von Beginn an konnte man in der Theorie auf einen großen Werkzeugkoffer mit unterschiedlichen Werkzeugen und Methoden zurückgreifen, welche es nun galt, auf administrative Prozesse und Bereiche zu adaptieren, anzuwenden und dort nachhaltig zu verankern. Dieser Werkzeugkoffer und der ausgeprägte Optimierungswille stellten eine ideale Ausgangslage für die internationalen vergangenen und auch zukünftigen Verbesserungsaktivitäten dar. Die beiden Referenten, Jan Bieler und Christian Weis, werden im Rahmen ihres Vortrags auf eine lebendige und spannende Art und Weise den Weg der Verankerung der Lean Philosophie in der gesamten Einkaufsorganisation bei Lidl vorstellen. Dabei werden sie unter anderem auf die bis heute im Rahmen der internationalen Implementierung gesammelten persönlichen Erfahrungen eingehen. Sie werden sowohl Herausforderungen als auch Erfolge authentisch und ungeniert aufzeigen.
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
Our world and future business opportunities are continuously emerging through advances in design and technology, and wider social and economic change. Organisations must continually revisit the question, “Which business are we in, and where should we be?.” This session discusses the learnings from Barry’s soon-to-be released book 'Lean Enterprise'.
Barry joined ThoughtWorks in the UK after working on several startups and brought this experience to the enterprise where he explores the intersection of business model innovation, product development and organisational culture. This experience has led him to the development of his forthcoming book - suitably named ‘Lean Enterprise.
Gary specialises in helping executives, teams and individuals to adapt and improve the flow of value using lean and agile principles. He brings a strong emphasis on facilitating organisational change, and the role of management and leadership in an agile world.
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
This presentation is based on famous book 'My Iceberg is melting.' The author has taken great pain to explain principles of leadership, teamwork & change management in simple yet appealing manners.
How to Manage Organizational Change & Culture Impact During Cloud TransformationAmazon Web Services
This session will cover three main areas of managing organizational change and the impact to culture during a cloud transformation. The first is why cloud transformations have such a significant impact on organizations and people. Second, we'll review an overview of an organizational change management framework, and finally, we’ll discuss how to apply an Organizational Change Management framework to the cloud, wrapping up with some case studies to inspire you.
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
Lean Administration @ Lidl - Die schnellste und schlankste Verwaltung für den...Lean Knowledge Base UG
Durch das rasante Wachstum im In- und Ausland entwickelte sich Lidl in den vergangenen 45 Jahren zu einen der weltweit größten und erfolgreichsten Handelsketten im Discount-Segment. Was Lidl seit den 70er Jahren diesen erfolgreichen Weg beschreiten lässt, sind die nunmehr über 225.000 Mitarbeiter, welche seit erster Stunde mit vollem Einsatz, Pragmatismus und Veränderungsbereitschaft jeden Tag ihr Bestes geben. Mit diesem beachtlichen Wachstum entwickelten sich jedoch trotz vieler Standards auch vereinzelt Insellösungen und Ineffizienzen in den Organisationsstrukturen und Verwaltungsprozessen. Mit dem Ziel, die bestehenden Ineffizienzen zu identifizieren und nachhaltig zu beseitigen, traf man die Entscheidung, sich mit dem Thema Lean Management im speziellen Umfeld der Administration auseinanderzusetzen. Von Beginn an konnte man in der Theorie auf einen großen Werkzeugkoffer mit unterschiedlichen Werkzeugen und Methoden zurückgreifen, welche es nun galt, auf administrative Prozesse und Bereiche zu adaptieren, anzuwenden und dort nachhaltig zu verankern. Dieser Werkzeugkoffer und der ausgeprägte Optimierungswille stellten eine ideale Ausgangslage für die internationalen vergangenen und auch zukünftigen Verbesserungsaktivitäten dar. Die beiden Referenten, Jan Bieler und Christian Weis, werden im Rahmen ihres Vortrags auf eine lebendige und spannende Art und Weise den Weg der Verankerung der Lean Philosophie in der gesamten Einkaufsorganisation bei Lidl vorstellen. Dabei werden sie unter anderem auf die bis heute im Rahmen der internationalen Implementierung gesammelten persönlichen Erfahrungen eingehen. Sie werden sowohl Herausforderungen als auch Erfolge authentisch und ungeniert aufzeigen.
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
Our world and future business opportunities are continuously emerging through advances in design and technology, and wider social and economic change. Organisations must continually revisit the question, “Which business are we in, and where should we be?.” This session discusses the learnings from Barry’s soon-to-be released book 'Lean Enterprise'.
Barry joined ThoughtWorks in the UK after working on several startups and brought this experience to the enterprise where he explores the intersection of business model innovation, product development and organisational culture. This experience has led him to the development of his forthcoming book - suitably named ‘Lean Enterprise.
Gary specialises in helping executives, teams and individuals to adapt and improve the flow of value using lean and agile principles. He brings a strong emphasis on facilitating organisational change, and the role of management and leadership in an agile world.
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
This presentation is based on famous book 'My Iceberg is melting.' The author has taken great pain to explain principles of leadership, teamwork & change management in simple yet appealing manners.
How to Manage Organizational Change & Culture Impact During Cloud TransformationAmazon Web Services
This session will cover three main areas of managing organizational change and the impact to culture during a cloud transformation. The first is why cloud transformations have such a significant impact on organizations and people. Second, we'll review an overview of an organizational change management framework, and finally, we’ll discuss how to apply an Organizational Change Management framework to the cloud, wrapping up with some case studies to inspire you.
2014-02-04 Logistics Performance Index & Supply Chain Performance IndexNopporn Thepsithar
Logistics Performance Index & Supply Chain Performance Index - โครงการศูนย์บริการข้อมูลด้านโลจิสติกส์ Logistics Service Information Center: LSIC, สำนักโลจิสติกส์อุตสาหกรรม ร่วมกับ สภาผู้ส่งสินค้าทางเรือแห่งประเทศไทย