Introducing Strategic Doing Whistler Center | May 2017Ed Morrison
This presentation provides an overview of Strategic Doing and the work of the Purdue Agile Strategy Lab. Prepared for the Industry Advisory Committee of the Whistler Center for Carbohydrate Research at Purdue, May 2017.
Alliance Summit on Regional Competitiveness 2015 Ed Morrison
The document discusses how traditional hierarchical systems and strategic planning are no longer effective in today's fast-paced networked world. It introduces the concept of "Strategic Doing" as a new approach to strategy that uses simple rules to guide complex collaborations and produce measurable outcomes. Strategic Doing has been successfully used to transform engineering education at 51 universities by facilitating continuous feedback and pivoting when needed.
This document is about an international organization that has been in operation since 2006. It provides services and solutions to help individuals, communities, organizations, and governments achieve their development and business goals. It has expertise in areas like good governance, community development, and healthcare workforce development. It offers strategies, technical assistance, and capacity building. It has worked on projects in Afghanistan, Somalia, and other countries for organizations like USAID, UNICEF, and GIZ.
The Adapt Institute and The Next Generation Core CompetenciesGregory Vigneaux
A presentation on the Adapt Institute and the Next Generation Core Competencies for Emergency Managers framework delivered in 2018 at the Fema Region 8 Collaborative Engagement.
This document discusses 3 global trends in project management: 1) disruptive change is accelerating, 2) the number and complexity of projects is increasing, and 3) the shortage of project talent is increasing. It notes that PMI has over 467,000 members globally and provides data showing the percentage of projects meeting goals has remained flat at 64% despite increasing complexity. By 2020, 15.7 million new project management roles will be needed due to a shortage exacerbated by an aging workforce. High performing organizations that invest in training project managers achieve better results.
Transforming engineering education requires a team. But what are the characteristics of productive teams? Using an NSF project as a testbed, the Purdue Agile Lab outlines how transformation in engineering education takes place with productive teams.
Introducing Strategic Doing Whistler Center | May 2017Ed Morrison
This presentation provides an overview of Strategic Doing and the work of the Purdue Agile Strategy Lab. Prepared for the Industry Advisory Committee of the Whistler Center for Carbohydrate Research at Purdue, May 2017.
Alliance Summit on Regional Competitiveness 2015 Ed Morrison
The document discusses how traditional hierarchical systems and strategic planning are no longer effective in today's fast-paced networked world. It introduces the concept of "Strategic Doing" as a new approach to strategy that uses simple rules to guide complex collaborations and produce measurable outcomes. Strategic Doing has been successfully used to transform engineering education at 51 universities by facilitating continuous feedback and pivoting when needed.
This document is about an international organization that has been in operation since 2006. It provides services and solutions to help individuals, communities, organizations, and governments achieve their development and business goals. It has expertise in areas like good governance, community development, and healthcare workforce development. It offers strategies, technical assistance, and capacity building. It has worked on projects in Afghanistan, Somalia, and other countries for organizations like USAID, UNICEF, and GIZ.
The Adapt Institute and The Next Generation Core CompetenciesGregory Vigneaux
A presentation on the Adapt Institute and the Next Generation Core Competencies for Emergency Managers framework delivered in 2018 at the Fema Region 8 Collaborative Engagement.
This document discusses 3 global trends in project management: 1) disruptive change is accelerating, 2) the number and complexity of projects is increasing, and 3) the shortage of project talent is increasing. It notes that PMI has over 467,000 members globally and provides data showing the percentage of projects meeting goals has remained flat at 64% despite increasing complexity. By 2020, 15.7 million new project management roles will be needed due to a shortage exacerbated by an aging workforce. High performing organizations that invest in training project managers achieve better results.
Transforming engineering education requires a team. But what are the characteristics of productive teams? Using an NSF project as a testbed, the Purdue Agile Lab outlines how transformation in engineering education takes place with productive teams.
This document provides information about Green Project Management (GPM), including their certifications, courses, methodology, partners, and growth since 2009. It summarizes testimonials about how GPM's PRiSM methodology helps integrate sustainability into projects. Courses are now available in over 40 countries, and their certifications like GPM-b and GPM are recognized globally and comply with ISO standards.
Bunge is a global agribusiness and food company that has been dedicated to improving processes along the agribusiness and food production chain since 1818. In 2011, Bunge established a Continuous Improvement team to further this goal through defining a CI strategy, expanding CI efforts, and developing training programs to engage employees. Over time, the CI team increased the number of projects, trained more employees, and helped standardize processes across many parts of the business, resulting in cost savings, improved performance, and a larger community dedicated to continuous improvement.
Presentation by Kimberly Green, Executive Director, National Association of State Directors of Career Technical Education Consortium on the webinar Connecting Career and Technical Education to World Languages.
This document summarizes a study that examined the interrelationships between project management, organizational sustainability, and knowledge management. The study conducted a systematic review of literature on these topics in the Scopus database. The review resulted in 70 publications being identified. Charts in the results section show the concentration areas and yearly distribution of publications. The concluding remarks indicate that knowledge management and project management with a focus on sustainability can provide competitive advantages and that understanding the relationships between these topics is important for continuous organizational improvement.
This document discusses building effective reform teams through leadership for results (L4R). It outlines several common issues that prevent effective cooperation between government and the private sector such as a lack of trust, capacity, and coordination. The document proposes using L4R to address these issues by setting up an authorizing environment, enhancing team functioning, and coaching teams through the change process using structured tools like Net-Map and Results Roundtable Initiative (RRI). It provides examples of sectors where L4R has been applied and contact information for the author.
ASTD Webcast: Leveraging Mobile Learning for Sales EnablementFloat
Chad Udell and Dr. Gary Woodill present this webcast prior to the release of the ASTD Infoline on Leveraging Mobile Learning for Sales Enablement.
Mobile learning is easy, flexible and powerful - but most importantly, it improves results.
The document discusses six telling signs that an organization needs to change its portfolio management approach. The signs are: 1) Lack of coordination or alignment to business strategy. 2) Unclear or overlapping scope of programs. 3) Behaviors that tell a story of issues. 4) Inability to quickly reprioritize for changing circumstances. 5) Inability to balance resources with projects and programs. 6) Ineffective communication about change and priorities. The document provides insight for leaders managing change and outlines four reports in a managing the portfolio series that address recognizing the need for change, gaining visibility, prioritizing change, and leading and optimizing change.
Dan Ranta - Power of Connections at ConocoPhillipsSIKM
ConocoPhillips explores for, produces, transports and markets crude oil, natural gas, natural gas liquids, liquefied natural gas and bitumen on a worldwide basis. It focuses on safely operating producing assets, executing existing major projects and exploring for new resources. ConocoPhillips conducts exploration activities in 19 countries and produces hydrocarbons in 13 countries, with proved reserves located in 15 countries. Headquartered in Houston, Texas, ConocoPhillips has almost 17,000 employees worldwide operating in almost 30 countries.
This document is a final project from a team of 4 students - Toni Belhu, Jon Marti, Ricky Robinson, and Reggie Williams. The project aims to optimize organizational effectiveness through increasing diversity in talent. It identifies that current organizations do not reflect global society and will not in the future. Diversity promotes innovation which will be important for companies to survive in a global economy. The team's stakeholders are listed as well as how success will be measured by having a diversity plan adopted. Constraints and opportunities are discussed at the individual, group, organizational, industry, societal, and technological levels.
Indra has committed to reducing its Greenhouse Gas (GHG) emissions, according to measurable and science-based objectives, to help limit global warming to a maximum of 1.5 degrees and has set the goal of reducing to zero its net emissions in 2050. This commitment is in accordance with the 2030 Agenda and the Paris Agreement, as well as the Science Based Target (SBTi) initiative, to which Indra has joined.
Accelerating Future of Work using Sustainable Agile ManifestoSandeep Joshi
We all are experiencing an unprecedented reality – something that is beyond the super VUCA (volatile, uncertain, complex and ambiguous) world. The pace of change is exponential, the degree of expectations from people, employees and stakeholders are extreme. It’s not business as usual and hence we need to rethink and redefine how we work, live and thrive inthe new normal.In this session, we will go through the CORE Values of the Sustainable Agile Manifesto and understand how these values are helping organizations prepare for the new normal and accelerate their transformation journey.
The document summarizes an upcoming conference on project initiation setup for success hosted by the APM North West branch. The conference will be held on October 9th, 2018 at the Alderley Park Conference Centre in Cheshire. It will feature workshops and case studies on key factors for successful team setup, stakeholder engagement, and the role of the sponsor. Speakers will include experts from Ngagementworks, WSP, Marketing in Control Ltd, Liverpool Business School, and Dynamic Technologies Ltd. The goal is to provide practical learning and networking to help improve project work, as project initiation quality highly predicts later project success.
This document discusses a novel approach called "Faculty on the Factory Floor" for teaching Lean manufacturing concepts to undergraduates at Coventry University in collaboration with industry partners. The program embeds students in a manufacturing environment to gain both academic and practical workplace experience. It addresses skills gaps while benefiting both the university and industry partners through knowledge sharing, research opportunities, and potentially establishing a future qualified workforce. The program has been successful due to strong leadership, a shared vision, complementary expertise between the partners, and collaborative practices.
The document discusses a workshop titled "Organizational Tools for Leaders" that aims to provide school leaders with knowledge of technology tools to support effective organizational strategies and to model technology leadership. It emphasizes that school leadership plays a key role in technology integration success and that administrators must understand technology to effectively support it. The workshop then demonstrates various Google, screen recording, cloud storage, organizing, and professional learning tools for participants.
The document discusses building the capacity and capabilities of organizations to implement effective ecodesign. It notes that capacity refers to an organization's overall ability to create value and perform effectively, while capabilities refer to the building blocks that make up an organization's ability to perform. It then discusses providing support packages to small and medium enterprises (SMEs) to adopt ecodesign principles through guidance, industry partnerships, and funding of up to £20,000 per company. Initial outcomes included companies successfully applying ecodesign and developing exemplar sustainable products and services, and gaining the confidence to continue ecodesign efforts.
The document outlines the strategy and vision of the Institution of Chemical Engineers (IChemE) to become the global organization of choice for chemical engineers. IChemE's three main aims are to provide informed analysis to benefit society, attract and support chemical engineers, and work with partners in areas of mutual interest. To achieve these aims, IChemE will pursue seven key strategies: reaching out globally, growing its international footprint, involving and enabling members, developing insight and opinion, informing and influencing others, embracing digitalization, and developing organizational capability. IChemE's values that guide how it works include being positive, embracing diversity, ambition, professionalism, innovation, integrity, collaboration, and excellence.
The document outlines goals and initiatives for the Access and Participation Section's Workforce Special Initiative Project, including establishing new programs, increasing flexible delivery, developing partnerships, and focusing on emerging skills. It discusses increasing student contact hours, partnerships with community and referring agencies, and new vocational programs. Key measures of success included achieving contact hour targets and embedding new processes to drive business growth and continuous improvement.
The document discusses HM Revenue & Customs (HMRC), one of the UK's largest organizations with 56,000 employees across 145 buildings. HMRC collects over £500 billion in tax revenues annually from over 45 million individuals and 5.4 million businesses. It also administers tax credits that benefit 4.1 million families and child benefits supporting around 12.9 million children. The document outlines HMRC's approach to continuous improvement since 2005 using lean principles of using information, testing and learning, and sharing. It discusses HMRC's new approach to training and visual management to further identify opportunities for sustainable improvement through team collaboration and engagement.
Gilbert Silvius discusses sustainability in project management. He defines sustainability as balancing social, environmental, and economic interests over the long-term, including consideration for future generations. Key concepts are the three pillars of people, planet, profit and taking a lifecycle approach. Implications for project management include incorporating sustainability into processes, reporting, and developing competencies to meet this challenge.
10 Dicembre, Milano. Tavola Rotonda sull'Efficienza EnergeticaDaniel Sharabi
10 Dicembre Milano. Tefen Italia ha ospitato un workshop interattivo con Energy Manager di aziende private, società pubbliche e Dipartimenti di Energia delle associazioni nazionali del settore. Abbiamo condiviso la storia di successo della Beltrame, e per questo ringraziamo Gianmaria Zanni Energy Manager in Beltrame. Nel corso della tavola rotonda abbiamo coperto temi differenti, come: costi energetici, fattori chiave di successo per un progetto di efficienza energetica, il team coinvolto, le tempistiche, gli sponsor, i costi e il ritorno sugli investimenti.
Sustainable Clubs by Christine St John Cox from Ricardo-AEA
In collaboration with Sport England
Presentation given at the Annual BASIS Conference 2013.
This document provides information about Green Project Management (GPM), including their certifications, courses, methodology, partners, and growth since 2009. It summarizes testimonials about how GPM's PRiSM methodology helps integrate sustainability into projects. Courses are now available in over 40 countries, and their certifications like GPM-b and GPM are recognized globally and comply with ISO standards.
Bunge is a global agribusiness and food company that has been dedicated to improving processes along the agribusiness and food production chain since 1818. In 2011, Bunge established a Continuous Improvement team to further this goal through defining a CI strategy, expanding CI efforts, and developing training programs to engage employees. Over time, the CI team increased the number of projects, trained more employees, and helped standardize processes across many parts of the business, resulting in cost savings, improved performance, and a larger community dedicated to continuous improvement.
Presentation by Kimberly Green, Executive Director, National Association of State Directors of Career Technical Education Consortium on the webinar Connecting Career and Technical Education to World Languages.
This document summarizes a study that examined the interrelationships between project management, organizational sustainability, and knowledge management. The study conducted a systematic review of literature on these topics in the Scopus database. The review resulted in 70 publications being identified. Charts in the results section show the concentration areas and yearly distribution of publications. The concluding remarks indicate that knowledge management and project management with a focus on sustainability can provide competitive advantages and that understanding the relationships between these topics is important for continuous organizational improvement.
This document discusses building effective reform teams through leadership for results (L4R). It outlines several common issues that prevent effective cooperation between government and the private sector such as a lack of trust, capacity, and coordination. The document proposes using L4R to address these issues by setting up an authorizing environment, enhancing team functioning, and coaching teams through the change process using structured tools like Net-Map and Results Roundtable Initiative (RRI). It provides examples of sectors where L4R has been applied and contact information for the author.
ASTD Webcast: Leveraging Mobile Learning for Sales EnablementFloat
Chad Udell and Dr. Gary Woodill present this webcast prior to the release of the ASTD Infoline on Leveraging Mobile Learning for Sales Enablement.
Mobile learning is easy, flexible and powerful - but most importantly, it improves results.
The document discusses six telling signs that an organization needs to change its portfolio management approach. The signs are: 1) Lack of coordination or alignment to business strategy. 2) Unclear or overlapping scope of programs. 3) Behaviors that tell a story of issues. 4) Inability to quickly reprioritize for changing circumstances. 5) Inability to balance resources with projects and programs. 6) Ineffective communication about change and priorities. The document provides insight for leaders managing change and outlines four reports in a managing the portfolio series that address recognizing the need for change, gaining visibility, prioritizing change, and leading and optimizing change.
Dan Ranta - Power of Connections at ConocoPhillipsSIKM
ConocoPhillips explores for, produces, transports and markets crude oil, natural gas, natural gas liquids, liquefied natural gas and bitumen on a worldwide basis. It focuses on safely operating producing assets, executing existing major projects and exploring for new resources. ConocoPhillips conducts exploration activities in 19 countries and produces hydrocarbons in 13 countries, with proved reserves located in 15 countries. Headquartered in Houston, Texas, ConocoPhillips has almost 17,000 employees worldwide operating in almost 30 countries.
This document is a final project from a team of 4 students - Toni Belhu, Jon Marti, Ricky Robinson, and Reggie Williams. The project aims to optimize organizational effectiveness through increasing diversity in talent. It identifies that current organizations do not reflect global society and will not in the future. Diversity promotes innovation which will be important for companies to survive in a global economy. The team's stakeholders are listed as well as how success will be measured by having a diversity plan adopted. Constraints and opportunities are discussed at the individual, group, organizational, industry, societal, and technological levels.
Indra has committed to reducing its Greenhouse Gas (GHG) emissions, according to measurable and science-based objectives, to help limit global warming to a maximum of 1.5 degrees and has set the goal of reducing to zero its net emissions in 2050. This commitment is in accordance with the 2030 Agenda and the Paris Agreement, as well as the Science Based Target (SBTi) initiative, to which Indra has joined.
Accelerating Future of Work using Sustainable Agile ManifestoSandeep Joshi
We all are experiencing an unprecedented reality – something that is beyond the super VUCA (volatile, uncertain, complex and ambiguous) world. The pace of change is exponential, the degree of expectations from people, employees and stakeholders are extreme. It’s not business as usual and hence we need to rethink and redefine how we work, live and thrive inthe new normal.In this session, we will go through the CORE Values of the Sustainable Agile Manifesto and understand how these values are helping organizations prepare for the new normal and accelerate their transformation journey.
The document summarizes an upcoming conference on project initiation setup for success hosted by the APM North West branch. The conference will be held on October 9th, 2018 at the Alderley Park Conference Centre in Cheshire. It will feature workshops and case studies on key factors for successful team setup, stakeholder engagement, and the role of the sponsor. Speakers will include experts from Ngagementworks, WSP, Marketing in Control Ltd, Liverpool Business School, and Dynamic Technologies Ltd. The goal is to provide practical learning and networking to help improve project work, as project initiation quality highly predicts later project success.
This document discusses a novel approach called "Faculty on the Factory Floor" for teaching Lean manufacturing concepts to undergraduates at Coventry University in collaboration with industry partners. The program embeds students in a manufacturing environment to gain both academic and practical workplace experience. It addresses skills gaps while benefiting both the university and industry partners through knowledge sharing, research opportunities, and potentially establishing a future qualified workforce. The program has been successful due to strong leadership, a shared vision, complementary expertise between the partners, and collaborative practices.
The document discusses a workshop titled "Organizational Tools for Leaders" that aims to provide school leaders with knowledge of technology tools to support effective organizational strategies and to model technology leadership. It emphasizes that school leadership plays a key role in technology integration success and that administrators must understand technology to effectively support it. The workshop then demonstrates various Google, screen recording, cloud storage, organizing, and professional learning tools for participants.
The document discusses building the capacity and capabilities of organizations to implement effective ecodesign. It notes that capacity refers to an organization's overall ability to create value and perform effectively, while capabilities refer to the building blocks that make up an organization's ability to perform. It then discusses providing support packages to small and medium enterprises (SMEs) to adopt ecodesign principles through guidance, industry partnerships, and funding of up to £20,000 per company. Initial outcomes included companies successfully applying ecodesign and developing exemplar sustainable products and services, and gaining the confidence to continue ecodesign efforts.
The document outlines the strategy and vision of the Institution of Chemical Engineers (IChemE) to become the global organization of choice for chemical engineers. IChemE's three main aims are to provide informed analysis to benefit society, attract and support chemical engineers, and work with partners in areas of mutual interest. To achieve these aims, IChemE will pursue seven key strategies: reaching out globally, growing its international footprint, involving and enabling members, developing insight and opinion, informing and influencing others, embracing digitalization, and developing organizational capability. IChemE's values that guide how it works include being positive, embracing diversity, ambition, professionalism, innovation, integrity, collaboration, and excellence.
The document outlines goals and initiatives for the Access and Participation Section's Workforce Special Initiative Project, including establishing new programs, increasing flexible delivery, developing partnerships, and focusing on emerging skills. It discusses increasing student contact hours, partnerships with community and referring agencies, and new vocational programs. Key measures of success included achieving contact hour targets and embedding new processes to drive business growth and continuous improvement.
The document discusses HM Revenue & Customs (HMRC), one of the UK's largest organizations with 56,000 employees across 145 buildings. HMRC collects over £500 billion in tax revenues annually from over 45 million individuals and 5.4 million businesses. It also administers tax credits that benefit 4.1 million families and child benefits supporting around 12.9 million children. The document outlines HMRC's approach to continuous improvement since 2005 using lean principles of using information, testing and learning, and sharing. It discusses HMRC's new approach to training and visual management to further identify opportunities for sustainable improvement through team collaboration and engagement.
Gilbert Silvius discusses sustainability in project management. He defines sustainability as balancing social, environmental, and economic interests over the long-term, including consideration for future generations. Key concepts are the three pillars of people, planet, profit and taking a lifecycle approach. Implications for project management include incorporating sustainability into processes, reporting, and developing competencies to meet this challenge.
10 Dicembre, Milano. Tavola Rotonda sull'Efficienza EnergeticaDaniel Sharabi
10 Dicembre Milano. Tefen Italia ha ospitato un workshop interattivo con Energy Manager di aziende private, società pubbliche e Dipartimenti di Energia delle associazioni nazionali del settore. Abbiamo condiviso la storia di successo della Beltrame, e per questo ringraziamo Gianmaria Zanni Energy Manager in Beltrame. Nel corso della tavola rotonda abbiamo coperto temi differenti, come: costi energetici, fattori chiave di successo per un progetto di efficienza energetica, il team coinvolto, le tempistiche, gli sponsor, i costi e il ritorno sugli investimenti.
Sustainable Clubs by Christine St John Cox from Ricardo-AEA
In collaboration with Sport England
Presentation given at the Annual BASIS Conference 2013.
James Calvin is seeking a sales, customer service, design, or marketing opportunity. He has over 5 years of experience in customer service roles at Verizon Wireless and Barnes & Noble. As a Team Leader at Monaco Pictures, he supervised 16 ushers and coordinated theater cleaning. Calvin holds a Bachelor's degree in Graphic Design from Alabama A&M University and is proficient in Microsoft Office, AutoCAD, Adobe Creative Suite, and Joomla.
The New Right developed in the 1980s during Margaret Thatcher's time as Prime Minister of the UK. It challenged the view that the government should play a large role in welfare and instead believed that welfare should be the individual's responsibility to avoid creating a dependent culture. The New Right also supported private enterprise over state involvement in the economy and traditional family values with two parents rather than single parent families.
This document provides information about a Strategic Doing Practitioner Conference being held from May 4-6, 2016 at the University of North Alabama. The two-day conference will feature case studies and skills workshops on using Strategic Doing to drive collaboration and community development. Participants will learn techniques for identifying and leveraging assets, designing workshops, measuring results and more. The agenda includes sessions on regional development, engaging communities, building industry clusters and applying Strategic Doing within large organizations.
Sean McKinney has experience in programming languages like MATLAB, R, and SQL. He has held graduate assistant roles at the University of Alabama in Huntsville assisting with data analysis and maintaining business partnerships. McKinney also interned at ExoAnalytic Solutions developing sensor algorithms and gathered hospital and census data as a research assistant. He is pursuing a Master of Science in Management Science - Business Analytics from the University of Alabama in Huntsville with expected graduation in May 2017.
The document summarizes a web-based recruiting software that connects employers with MBA students and alumni from top graduate business schools around the world. It provides a single platform for sourcing, screening, and outreach. The platform allows access to over 80,000 candidates from 55 partner schools and tracking of all recruiting tasks. It also connects employers with niche candidate pools including those in diversity clubs, professional associations, with military experience, seeking opportunities outside the US or having international experience. The latest version includes updates like proximity searches, connect campaign tracking of outreach, calendar integration and export of candidate profiles.
Yolanda Renea Burgess has over 15 years of experience in customer service roles. She has worked at Directv, Old Time Pottery, Advance Mortgage, ITC Delta Com, Spencer Co, and Scottish Inn in various customer service and administrative positions. Her experiences include assisting customers, managing cash registers, scheduling installations and services, processing loans, and handling customer payments and inquiries using Microsoft Word, Excel, and other office software. She has a high school diploma and secretarial certificate focusing on word processing, spreadsheets, and general office skills.
Paul Truong is seeking a structural engineering position. He received a B.S. in Architectural Engineering from Cal Poly in 2016, taking courses relevant to structural design. He has experience as a structural engineering intern and working on projects using CAD and analysis software. Additionally, he has worked as a library research technician at Cal Poly where he assists students with in-depth research. Truong has skills in various structural design and analysis software as well as hand drafting, model making, and has participated in extracurricular activities related to structural engineering.
VAA Corporation company presentation - Home Textile Industry Study 2016Amit Acharekar
The Indian retail industry is projected to grow substantially over the next decade, with the modern retail sector growing at a 22% CAGR to $320 billion by 2025. E-commerce is also expected to see tremendous growth of 26 times to $130 billion in this period. The home décor and houseware markets are growing at 25-30% annually in India. The domestic home textiles market alone is projected to exceed $13 billion by 2025, growing at 40% per year. The presentation introduces VAA, an Indian manufacturer and retailer of home furnishing products seeking to partner in this growing industry by educating customers and differentiating through quality, design, and price.
Waste Management Aviva Stadium -– Practical and Sustainable Approach by Bill Enright
Presentation given at the Annual BASIS Conference 2013 - Towards a Sustainable Sport Sector.
CP3T17 and CP3T18 attempted to set up a wired and wireless home network connecting 33 notebooks during a science lab practicum. They had difficulties getting the notebooks connected. Only 11 of the 33 notebooks were able to successfully join the network due to compatibility issues with certain Windows 7 editions. They were not able to share files between all the connected notebooks within the allotted time. The report concluded that notebooks running Windows 7 Home, Basic, Starter or Premium could not join the network, but Windows 7 Professional and Windows 8 could if a Windows 8 notebook acted as the server initially.
The document discusses the Mumbai Dabbawala lunch delivery system. It introduces the Dabbawalas and provides a history of their organization. Key aspects covered include the Dabbawala's organizational structure, SWOT analysis, coding system used to route lunches, time management techniques, and awards received. The presentation concludes with lessons that can be learned from the Dabbawala model.
Recent changes to LinkedIn Groups affect how colleges and universities use alumni groups. LinkedIn made groups automatically approve all membership requests and instantly post all member content to increase engagement. This removes administrators' control over group membership and requires more moderation to remove inappropriate posts. It also reduces the visibility of private groups. Schools must now determine how to integrate sub-groups combined into main groups and how to maintain the integrity of alumni networks with less oversight of new members. The full impacts of these changes on higher education groups are still unfolding.
Strategic Doing is an agile strategy discipline that enables people to quickly form action-oriented collaborations, guide them toward measurable outcomes, and make adjustments along the way. It focuses conversations on the critical questions of "Where are we going?" and "How will we get there?". Strategic Doing has evolved from over 25 years of applying agile strategic practices to complex environments. The Strategic Doing Design Team continues to develop and improve the discipline through practitioner training programs, workshops, and collaboration tools.
Strategic Doing is a new strategy discipline designed explicitly for open, loosely connected networks. By following simple rules, complex strategies emerge. These strategies guide collaborations toward measurable outcomes, while making adjustments along the way.
TreMonti Consulting provides strategic planning, operational planning, program development, and other consulting services to universities and research institutions to help them strengthen regional economic engagement and innovation. They draw on experience in business, consulting, and economic development to help clients identify unique assets, develop strategies and programs to commercialize research and connect with industry, and streamline processes. Their goal is to help institutions maximize their impact and role as centers of innovation in their communities.
Bridging the Gap (BTG) is a consulting and human capital development firm focused on building organizational capacity. They provide services such as strategy development, change management, leadership development, and enterprise development. BTG uses a four stage process of diagnosis, planning, implementation, and monitoring & evaluation to deliver customized solutions that add value to clients. Their mission is to develop people and organizations through good governance, growth strategies, and empowerment.
Strategic Doing is a framework for managing complex collaborations across organizational boundaries through agile experimentation and measurable outcomes. It focuses on quickly moving ideas into action through "Pathfinder Projects" to test solutions. Participants design experiments and expand what works, learning by doing. Strategic Doing has been used to tackle challenges in economic development, innovation, education, healthcare and more through loosely-joined networks that coordinate assets without hierarchy. It teaches a collective approach for designing and guiding collaborations through simple rules as an alternative to traditional strategic planning.
Implementing the Purdue Polytechnic Institute Ed Morrison
Designing new models of higher education is no simple matter.
Purdue's College of Technology is launching a major transformation, called the Purdue Polytechnic Institute. At the request of the Dean of the College of Technology, I prepared the enclosed slide deck to explain how agile strategy could be applied to the implementation of the Institute.
The Purdue Agile Strategy Lab operates on the frontier of complex systems. We design and implement new tools and frameworks for complex, wicked problems.
SAFIPA ICT and MOBILE Business Building Programme: MODULE 5 - SAID presentati...Keith Maree
The document discusses collaboration and knowledge sharing. It notes that organizations should be willing to discuss experiences and share knowledge through collaborating in cross-functional teams. It also emphasizes the importance of networking and partnerships in today's globalized economy.
The future of Change Management and why it matters to Project ManagersProsci ANZ
In 2017, we are seeing a new wave of awareness of the need for Change Management. More projects are resourced with Change Managers, more organisations are investing in change leadership training for managers and the number of certified change practitioners is rapidly increasing.
All good, then? Or is there a new set of challenges facing change practitioners today?
- The current state of Change Management
- Factors driving the new wave of awareness
- The upside and downside of where we are today
- What does the future hold for Change Management in the age of disruption?
The document provides information about the Driving Strategic Innovation program from IMD and MIT Sloan. It summarizes the program as follows:
The program teaches senior executives how to manage innovation more effectively by integrating innovation, marketing, product development, and value chain design. It provides a comprehensive roadmap for achieving breakthrough performance across the organization and value chain. Participants learn how to speed up commercialization, navigate unpredictable value chains, foster an innovative culture, and engage in business model innovation. The program brings together the latest innovation research from MIT Sloan and leadership knowledge from IMD.
PwC Msia Trf Strategy Service Statement Sept 2012Naresh Alagan
This document from PwC discusses transformational strategy and how they can help organizations through transformation journeys. It provides an overview of the challenges modern organizations face and how carefully calibrated transformation strategies are needed. PwC offers services to help organizations formulate, validate, and implement strategies from developing business cases to strategic planning to change management. The document includes examples of work PwC has done with clients and profiles some of PwC's team members with relevant experience.
The document discusses project management concepts and best practices. It covers topics such as the importance of defining project scope and requirements, developing a work breakdown structure and schedule, managing resources and staffing, addressing risks, and learning from past projects. It emphasizes that project management is about applying fundamental principles like planning, tracking progress, and addressing issues early.
Project portfolio management implementation requires executive support, governance structures, and a project management culture. Key challenges include lack of executive sponsorship, absence of governance processes for strategy translation and project selection, and lack of project management discipline. Successful strategies include ensuring executive support, establishing governance structures and processes for strategic alignment, instilling a project management culture, measuring and tracking benefits, and starting small by focusing on critical initiatives in one business unit.
International Agriculture research and Multi-stakehodler Partnerships in the ...Food_Systems_Innovation
At the Australasian Aid Conference, on the 11 February 2016 Dr Andy Hall presented findings from a recent study on International Agriculture Research and Multi-stakeholder partnerships in the era of the SDGs.
This document discusses the importance of leadership and purpose in driving transformation success. It finds that while leadership is central to transformation, leader engagement has decreased significantly since the pandemic. It advocates for a shift towards "generative leadership" that fully engages the head, heart and hands. This involves reimagining business to serve all stakeholders, inspiring the human experience, and executing through empowered teams. The document provides examples of companies that have built generative leadership through customized development journeys focusing on capabilities across head, heart and hands.
The document discusses the challenges of digital transformation for finance organizations and leadership. It notes that 90% of CEOs believe their companies face disruptive changes due to digital technologies. It also discusses how organizations respond to pressure to innovate, looking at impacts at the individual, team, leadership, and organizational levels. Key levers for change are typically actions by leaders. HR also faces challenges in supporting digital transformation and may need to reinvent processes to build skills for digital leaders.
The document discusses new approaches to organizational change called "Pragmatic Pathways." It proposes three pathways: 1) Metrics that Matter focuses on deploying disruptive tools to trigger adoption and performance improvement. 2) Scaling Edges transforms the core business by focusing on low-investment, high-growth opportunities using different practices. 3) Shaping Strategies restructures markets using platforms to bring together large ecosystems with incentives and a vision of the future. The pathways aim to circumvent resistance, leverage ecosystems, use disruptive tools, and have immediate impact, while achieving long-term transformation.
The story of inspiring, catalyzing and delivering major digital innovation for a major insurance organisation. The work delivered epic improvements in Net Promoter Score and significant cost savings.
This document discusses business transformation and innovation. It provides an overview of the need for organizations to constantly change and adapt to their external environment in order to survive. It also discusses how Capita Symonds can help organizations transform their strategies, processes, behaviors, infrastructure, and customer service to create smarter and more sustainable operations. The document then goes into more detail on various aspects of organizational transformation.
The future of logistics | Accelerating innovation through collaboration .pdfEd Morrison
Introductory slides for a workshop held at Purdue University on December 14, 2023. This workshop brought together industry representatives to identify challenges that could lead to productive collaborations with Purdue researchers.
This document provides an overview of a new approach to innovation called Agile Innovation that was developed by the Purdue Agile Strategy Lab in partnership with Fraunhofer IAO. Agile Innovation allows companies to design and guide their own innovation ecosystems to accelerate innovation by forming collaborations more quickly through a disciplined process. The approach was tested successfully in a project matching Lockheed Martin with over 20 smaller technology companies to address a Navy challenge. Companies interested in piloting Agile Innovation can work with Purdue to design a project to test this new open innovation approach.
Slides from a research seminar presented at the University of the Sunshine Coast. The slides trace through how Strategic Doing developed and how existing scholarly research explains why this model works.
Strategic Doing and the 2d Curve: the Story of FlintEd Morrison
Bob brown, a leader in the Strategic Doing movement, explains how he has used Strategic Doing to transform neighborhoods in Flint over the past eight years.
Our universities need a redesign. The good news: the changes are not dramatic, and they can be managed. The bad news: those that do not change will be disrupted. Christensen warned us. (https://amzn.to/2vw484E)
The needed changes go beyond cost-cutting. It's a mind shift, a deep embrace of multidisciplinary approaches to complex, "wicked" challenges.
This shift has proven difficult. It requires three adjustments among faculty. First, they need to bridge their disciplinary divides and learn how to collaborate. Second, they need to move into what MIT professor Donald Schon called the "swampy lowlands" of real world problems. Third, faculty need to be open to the new forms of knowledge that are generated in the lowlands. (http://bit.ly/2PEB6qa)
Many academics spend their time publishing abstruse technical papers in obscure academic journals read by a few dozen people. Why? That's the one sure path to tenure and promotion.
In 1990 Ernest Boyer, published a seminal report: Scholarship Reconsidered. (http://bit.ly/Boyer1990). Boyer argued that faculty reward systems were too narrowly drawn.
It's time to recommit to Boyer's path and embrace new experiments in university design. We've been working on this challenge with our colleagues from Fraunhofer.
The 5 Focus Areas that Define Agile StrategyEd Morrison
This graphic defines agile strategy in more detail. Using an S-Curve to explain the life cycle fo a product line, a business unit, unit or a firm, the graphic highlights the five strategic focus areas that define agility.
Years ago, one of my mentors, David Morgenthaler, an iconic venture capitalist and founder of Morgenthaler Ventures ( http://bit.ly/2rXuF99 ), gave me valuable advice. To explain the challenges ahead, David told me, rely on the S-curve.
An S-Curve describes how living systems change over time. A sociologist, Everett Rogers, first applied these ideas to the diffusion of innovation in the 1960s. In the 1980’s a McKinsey consultant, Richard Foster, used the S-Curve in his book, Innovation: The Attacker’s Advantage.
In the 1990s, management thinkers Charles Handy and Geoffrey Moore made use of the S-curve in their writings. And more recently, two consultants from Accenture have written a book, Jumping the S-Curve, to explain how this simple model provides powerful insights.
Not surprisingly, then, as we begin building out a network of Agile Strategy Labs, I found the S-Curve a useful way to describe how management challenges shift over time.
There are four basic phases: 1) recombinant innovation 2) business model development 3) continuous improvement; and 4) release.
We are aligning our work to these phases. Here's an early version, as we work this through. Feel free to e-mail me with your thoughts at the College of Business, University of North Alabama: emorrison1@una.edu
Oklahoma City: The Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. Why? Because OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules..
In my presentation, I explained how I took the lessons we learned from OKC and applied them in a wide range of really complex situations.
Now it’s an open source discipline we are spreading across the world with a growing network of universities.
My path with OKC's leadership is crossing again, and we have some exciting announcements coming.
Stay tuned.
----
You can get more on the backstory in our book: https://lnkd.in/eqZSc5H
Oklahoma City: Birthplace of Strategic Doing Ed Morrison
The document summarizes Brian Thompson's work developing and promoting the concept of Strategic Doing. It describes how Strategic Doing enables open, collaborative networks to quickly form action-oriented partnerships, work toward measurable goals, and make adjustments. Examples are given of how Strategic Doing has been used to transform regions, develop industry clusters like water technology in Milwaukee, and engage leaders and communities in problem solving. The document asserts that Strategic Doing provides an effective methodology for collaborative innovation, economic development, and achieving positive change.
This proposal outlines the major workflows needed to build out an Industry 4.0 Assessment. The Assessment would leverage Strategic Doing as a collaboration operating system and platform across the enterprise.
5 Things We Think We Know About Strategy -- And Why We're WrongEd Morrison
Strategic Doing is an agile strategy discipline for complex collaborations, open innovation and ecosystems. In the years that we took to develop the discipline, we learned a few myths about strategy that we'd like to share.
Wabash Heartland Innovation Network Presentation February 2019 Ed Morrison
The Wabash Heartland Innovation Network (WHIN: http://whin.org) is designing new networks to support the development and deployment of technologies for smart manufacturing and smart agriculture.
We have been working on new approaches to ecosystem development that can accelerate the development of WHIN, This presentation explains.
Lockheed: Developing an Ecosystem to InnovateEd Morrison
This presentation provides an overview of how the Purdue Agile strategy Lab developed an innovation ecosystem for Lockheed to solve a particular complex challenge.
Introduction to the Purdue Agile Strategy Lab January 2019Ed Morrison
This presentation gives you an overview of the activities of the Purdue Agile Strategy Lab. We developed Strategic Doing, an open source operating system for collaboration, open innovation and ecosystem development.
We also work closely with Fraunhofer IAO on innovation and technology management and with Human Insight, a Dutch firm that focuses on cognitive diversity in teams.
It is one thing to use the term “ecosystems” as a metaphor. It is quite another to create a new visual language to help universities and their partners see them. That is what the Purdue Agile Strategy Lab has been working on over the last few years. In partnership with Fraunhofer IOA based in Stuttgart, Germany they’ve develop a set of visual frameworks that can be used and adapted in efforts related to innovation, entrepreneurship, technology transfer and a wide variety of economic development-related strategies.
Jumping the Curve: Innovation in New JerseyEd Morrison
For the past 4 years, a team from Purdue and Fraunhofer has been working with the New Jersey Innovation Institute. Thinking of New Jersey as a testbed, we have piloted a number of pathbreaking initiatives to redefine the role of the university in the development of innovation ecosystems.
The concept of clusters has been around for nearly 30 years. However, not enough is known about how they form. Until now. The Purdue Agile Strategy Lab as focused on how to design and guide the conversations that lead to productive clusters. This article provides a summary.
Presentation: Jumping the Curve in WorkforceEd Morrison
This document discusses challenges in workforce development and proposes using an approach called Strategic Doing to design complex workforce collaborations. It outlines how Strategic Doing uses simple rules to manage complexity within open, loosely connected networks. Examples are given of how Strategic Doing workshops have enabled rapid scaling of collaborations across different organizations and regions. The document concludes by recommending Indiana create regional collaboration platforms that utilize an open source operating system to accelerate workforce development partnerships through a shared approach of learning by doing.
Jumping the Curve in Workforce DevelopmentEd Morrison
Designing new approaches to workforce development requires us to think differently. We should stop trying to fix old systems that were never designed to work together. Instead, we need to take a different perspective and design what's next. Here's a start.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Walmart Business+ and Spark Good for Nonprofits.pdf
Strategic Doing Overview
1. What is Strategic Doing?
‣ Strategic Doing is a protocol, a collective
discipline to form collaborations quickly,
move them toward measurable outcomes
and make adjustments along the way.
‣ Pioneered by Purdue University, Strategic
Doing is designed for open, loosely
connected networks.
‣ The approach emphasizes experimentation
and shared learning by doing.
Why is this it important?
‣ Conventional approaches to strategy were
designed for hierarchies, not networks.
‣ Increasingly, organizations involve
collections of teams in which traditional
command and control does not work.
How do people use it?
‣ Purdue is now helping teams move a wide
range of complex collaborations, including:
‣ Universities that are accelerating
engagement collaborations
‣ Faculty teams that are redesigning
engineering education
‣ Leaders in rural communities
searching for new ways to generate
wealth
‣ Companies learning to accelerate
innovation with their suppliers
‣ Community leaders rebuilding
devastated inner city neighborhoods
‣ Strategic Doing is a discipline that is easy to
understand and learn, but takes practice to
master.
2. Join our Strategic Doing
network
We are all facing difficult, messy situations.
Whether it is transforming undergraduate
engineering education, reducing teenage
homicide rates, or figuring out how to bridge
the manufacturing skills gap, we are confronting
complex, unprecedented challenges.
Conventional approaches to strategy are
proving too slow, too expensive and too
unproductive to be helpful. It is not surprising.
Strategic planning is a discipline designed for
hierarchical, top-down organizations.
Increasingly, our world does not work this way.
Instead, we need to learn to design and guide
networks. In these situations, no one can tell
anyone else what to do.
Strategic Doing is designed specifically for
these situations. Your university can become
part of our international network of universities
that are training students and professionals in
these new disciplines.
Contact: Peggy Hosea phosea@purdue.edu
Links: bit.ly/purduestrategicdoing
strategicdoing.net
facebook.com/stratdoing