Lean Agile Adoption Enterprise Challenges - XP 2012Fabio Armani
The migration process from Mainstream and Waterfall approaches to Agile Methodologies, at a broad and full company level, is a complex challenge that requires courage, dedication and ability to face difficulties and errors.
This short paper is the real story (hence the sub title: “Enterprise Challenges”) of my long experience as a CTO and Senior Manager, which has been committed and involved into spreading agile methodologies in Italy at Enterprise level (in particular by adopting Agile Modeling, eXtreme Programming, Scrum, Kanban and Lean Development methodologies), thus involving all levels of the company, starting from the organization structure and vision to the strategic operational details (eg: open source tools for project management and full life-cycle).
Lean Agile Adoption Enterprise Challenges - XP 2012Fabio Armani
The migration process from Mainstream and Waterfall approaches to Agile Methodologies, at a broad and full company level, is a complex challenge that requires courage, dedication and ability to face difficulties and errors.
This short paper is the real story (hence the sub title: “Enterprise Challenges”) of my long experience as a CTO and Senior Manager, which has been committed and involved into spreading agile methodologies in Italy at Enterprise level (in particular by adopting Agile Modeling, eXtreme Programming, Scrum, Kanban and Lean Development methodologies), thus involving all levels of the company, starting from the organization structure and vision to the strategic operational details (eg: open source tools for project management and full life-cycle).
Management of culture in mergers and acqusitionBolaji Okusaga
Public Relations is a great tool for the Management of soft-issues in Mergers and Acquisition. Oftentimes, managers bother only about the hard-issues but value-attrition mostly occur when the soft-issues are not properly addressed.
CULTURAL DISTANCE: HOW IS IT MEASURED AND HOW DOES IT IMPACT ON GLOBAL MARKE...Maxie Tran
Cultural distance is a well-known terms which been used in Business in general and in the field of Marketing in particular; and when it has been recognized to be as a dimension that means it can be measured. In a few decades, there were a several pioneers who have researched and invented some different methods to
measure this distance. For instance, the model of Hofstede and Trompenaars based on extrapolating the data a set of distributed questionnaires among the employees; whereas Shalom Schwartz’s frameworks focused on the nature of basic human values by a survey among people from cross-cultural countries. This essay assignment firstly aims to evaluate those methods critically to compare some methods of the cultural
measurement and also figures out the strengths and weakness as the influences which they have. In addition to this, because the cultural gap creates an enormous impact on the inevitability of global marketing operations; therefore, the rest of this assignment will focus on analyzing and identifying that issue by explaining the reason Coca-Cola failed on the international market by a crisis itself in 1999. It also
interprets the awareness off the importance of the cultural distance by the way Coca-Cola changed their marketing activities to have been adapted to fit the diverse culture from different countries as restored the Coca-Cola’s prosperity and keep being successful.
Management of culture in mergers and acqusitionBolaji Okusaga
Public Relations is a great tool for the Management of soft-issues in Mergers and Acquisition. Oftentimes, managers bother only about the hard-issues but value-attrition mostly occur when the soft-issues are not properly addressed.
CULTURAL DISTANCE: HOW IS IT MEASURED AND HOW DOES IT IMPACT ON GLOBAL MARKE...Maxie Tran
Cultural distance is a well-known terms which been used in Business in general and in the field of Marketing in particular; and when it has been recognized to be as a dimension that means it can be measured. In a few decades, there were a several pioneers who have researched and invented some different methods to
measure this distance. For instance, the model of Hofstede and Trompenaars based on extrapolating the data a set of distributed questionnaires among the employees; whereas Shalom Schwartz’s frameworks focused on the nature of basic human values by a survey among people from cross-cultural countries. This essay assignment firstly aims to evaluate those methods critically to compare some methods of the cultural
measurement and also figures out the strengths and weakness as the influences which they have. In addition to this, because the cultural gap creates an enormous impact on the inevitability of global marketing operations; therefore, the rest of this assignment will focus on analyzing and identifying that issue by explaining the reason Coca-Cola failed on the international market by a crisis itself in 1999. It also
interprets the awareness off the importance of the cultural distance by the way Coca-Cola changed their marketing activities to have been adapted to fit the diverse culture from different countries as restored the Coca-Cola’s prosperity and keep being successful.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
User Centred Design From An Organisational Perspective by Dr Jianzhong Lu and...Different
This presentation was made at the Human Centred Design revolution workshop organised by Different Solutions. It is a case study on our client, BHP Billiton and using a HCD approach for the redesign of their global intranet. It outlines the challenges an organisation faces when adopting a UCD approach, corporate governance and determining measures of success.
Presentation at the Service Design Global Conference, Paris, Oct. 30, 2012. Service Design in three Mad*Pow UX projects: Aetna, WasteManagement and Healthrageous!
Service Design Thinks Dublin 12th may 2010 | Keith Finglasradarstation
Keith Finglas of Innovation Delivery, showed his recent work embedding design thinking with students and researchers at UCD. He also outlined his views on service innovation and the real impact design can make.
Squaretable October 4th 2012 on sustainable materials and end productscsdbdv
On the 4th of October 2012, Squarewise hosted yet another inspiring Squaretable on the subject of “Co-creating added value for sustainable materials and end products.” A written summary of the discussions will also be made available on the website www.squarewise.com.
Similar to Successful M&A How To Bridge Corporate Cultures (20)
2. Index
Background, Significance& Scope of the Project
Action Plan & Milestone
Survey Output & Case Study
Culture Integration Model
Summary
2
5. Facts of M&A Failure
Facts of M&A Failure
85%
80%
45% 45%
30%
culture conflict no M&A plan lack of understanding management problem poor M&A experience
of industry and company
5
6. Project Scope & Our Approach
find ways and make a M&A Culture
Bridge Model to Smoothen Culture
Conflict in M&A and give our Suggestion
to the Executives.
6
7. Corporate Culture Definition
Substance culture:Products & Other Parts which
Employees Made
System culture:Organization Policy & System
Behavior culture:Employees Behavior in Daily
Work
Spirit culture:Vision, Value ,Mission which will be the
core parts in corporate culture
7
8. Index
Background, Significance& Scope of the Project
Action Plan & Milestone
Survey Output & Case Study
Culture Integration Model
Summary
8
9. Action Plan
Phase Content description Approach Due date
M&A Definition & Process
Corporate Culture Definition
7th May.
Sort & define Research all kinds of materials 2009
Define “How to Bridge Corporate Cultures”
about corporate culture in M&A
Key factors to measure M&A success
Find survey targets Complete survey map
Complete survey questionnaire Survey Questionnaire
11th June,
Survey Survey from C-level to line 2009
Survey Allocation
workers
Share survey results in team members Data analysis
Establish Model and find solution
15th July.
Deep dive Discuss with executives and get feedback Make an appointment
2009
Complete a list of suggestion Action plan
Complete presentation materials
30th Sep.
Present 2009
Rehearsal
9
10. Index
Background, Significance& Scope of the Project
Action Plan & Milestone
Survey Output & Case Study
Culture Integration Model
Summary
10
13. Index
Background, Significance& Scope of the Project
Action Plan & Milestone
Survey Output & Case Study
Culture Integration Model
Summary
13
14. Culture Bridge Model
Before
• Survey & Assessment
M&A
During
• Build & Maintain
M&A
After
• Cultivate & Enhance
M&A
14
15. Key Issue in Culture Bridge
精神文化
Spirit Substance
culture culture
Business
Operation
Human Communica
Resources tion
Behavior System
culture culture
制度文化 制度文化
15
16. Culture Bridge Model
Survey& Build& Cultivate
Assessment Maintain &Enhance
Business •Business Model
•M&A Team •Set down Targets
Operation • Management
•Business Kick off •Establish System
System
•Introduction for
Human •People
•HR System new ones
Resources Development
•Behavior Feature •Performance
•People Localized
Management
Communic •Executives •Internal
•Lesson Learned
ation Discussion Communication
16
17. Process Analyzing Map
Form/Tools People M&A Team
Integration
Plan
Output
Culture Bridge
Input
Lesson&
Learned
Culture
Assessment
Index
Process
17
18. 工具/表单 人员
文化整合 输出
Process 输入
流程
衡量指标
面试面谈
Communi
人员交流
cation
Business
People
流程建立 Achieve
&
体系完善
Operation & Target
Business
各类培训
Human
Resource
业绩管理
18
19. 工具/表单 人员
文化整合 输出
Input 输入
流程
衡量指标
Business Plan
Organization
Relationship Structure
Culture Assessment
Human
Resources
19
20. Culture Assessment Process
Kick off Decision
Report
Meeting Make
CEO
Sharing
Interview
Focus
Survey
Team
20
21. Culture Assessment Facts
Validity Efficiency Insight
Org
Mind Process
Structure
Strategic
Performance Action
Target
Coterie Relationship Tradition
21
23. 工具/表单 人员
文化整合 输出
Form & Tools
输入
衡量指标
流程
People
Integration Plan
Business
Integration Plan
Operation
Process
Training Plan
Mutli-level Audit
Best Practice
23
24. M&A Team
Launch Manager
BD Manager
HR Project Manager
Functional Support
Consultant Firm
24