A few slides about a new role in innovative companies.
My goal ? Helping my colleagues to flourish at work, by meeting exciting & innovative people & gaining new knowledge.
Drupal skills are in high demand but short supply. Formal training is expensive and rare, and developers often leave jobs after training. The document proposes monthly small-group gatherings of Drupal professionals to share challenges, successes, and lessons tailored to their skills. A facilitator would organize venues and guest speakers to provide new content, boosting local meetups and helping build common practices in the Drupal community.
This is a first draft for the community we are envisioning. It is temporarily made available for advisors and partners to help us in our first steps, as we try to build our community.
The document discusses building a world-class technical training program that blends eLearning with hands-on training. It introduces the training team and their experience. It advocates for a blended learning approach using an LMS, discussion boards, web conferencing. It discusses taking advantage of resources like SharePoint for courseware development. The benefits are said to include accountability, consistency, and preparing students for hands-on training. It outlines using the ADDIE model to design the program and create value by linking learning to business strategy. Support is requested to fully realize the benefits of the blended technical training program.
The document discusses an onboarding call for the 2020/21 cohort of the Developer Student Club at Masinde Muliro University of Science and Technology.
Developer Student Clubs help students learn Google developer technologies in a peer-to-peer environment and build solutions for local businesses. The clubs are organized into domains like Android development, web development, and data science & machine learning.
Students can expect to learn technologies through hands-on workshops, tech talks, study jams and bootcamps. They are expected to actively participate, regularly attend, and give back to the community. Benefits of joining include coding challenges, open source projects, opportunities, and certificates.
[Thang nguyen] Best practices for Agile dispered teamAgile đây Vietnam
The document discusses challenges and success practices for agile dispersed teams. Some of the key challenges include time zone differences which make collaboration difficult, cultural diversity between locations, challenges with communication as most is non-verbal, technical misalignments, and lack of trust between distant members. Successful practices include establishing overlapping work hours, exchanging team members between locations, using video conferencing and communication tools, sharing information transparently, pairing remote members, agreeing on engineering practices, treating all members equally, and conducting individual and joint retrospectives.
Engie's Digital Workplace and "Connecting the company" business case, present...Patrick Van Renterghem
Jan Vanoudendycke (Director of Knowledge Management at Engie) presented the vision, roll-out and adoption process of the massive Engie Digital Workplace effort to connect everyone in the 150.000 people company #DWA19 #presentation #engie
Main presentation slides Developer Student Clubs GEC BilaspurDomendra Sahu
The document provides information about an information session for the Google Developer Student Club (GDSC) at GECBSP. It outlines the ground rules for the session, introduces the GDSC program, and details the vision and roles of the GDSC lead and faculty advisor. It also lists the club's core team, technical clubs, targets, benefits of joining, and contact information.
Drupal skills are in high demand but short supply. Formal training is expensive and rare, and developers often leave jobs after training. The document proposes monthly small-group gatherings of Drupal professionals to share challenges, successes, and lessons tailored to their skills. A facilitator would organize venues and guest speakers to provide new content, boosting local meetups and helping build common practices in the Drupal community.
This is a first draft for the community we are envisioning. It is temporarily made available for advisors and partners to help us in our first steps, as we try to build our community.
The document discusses building a world-class technical training program that blends eLearning with hands-on training. It introduces the training team and their experience. It advocates for a blended learning approach using an LMS, discussion boards, web conferencing. It discusses taking advantage of resources like SharePoint for courseware development. The benefits are said to include accountability, consistency, and preparing students for hands-on training. It outlines using the ADDIE model to design the program and create value by linking learning to business strategy. Support is requested to fully realize the benefits of the blended technical training program.
The document discusses an onboarding call for the 2020/21 cohort of the Developer Student Club at Masinde Muliro University of Science and Technology.
Developer Student Clubs help students learn Google developer technologies in a peer-to-peer environment and build solutions for local businesses. The clubs are organized into domains like Android development, web development, and data science & machine learning.
Students can expect to learn technologies through hands-on workshops, tech talks, study jams and bootcamps. They are expected to actively participate, regularly attend, and give back to the community. Benefits of joining include coding challenges, open source projects, opportunities, and certificates.
[Thang nguyen] Best practices for Agile dispered teamAgile đây Vietnam
The document discusses challenges and success practices for agile dispersed teams. Some of the key challenges include time zone differences which make collaboration difficult, cultural diversity between locations, challenges with communication as most is non-verbal, technical misalignments, and lack of trust between distant members. Successful practices include establishing overlapping work hours, exchanging team members between locations, using video conferencing and communication tools, sharing information transparently, pairing remote members, agreeing on engineering practices, treating all members equally, and conducting individual and joint retrospectives.
Engie's Digital Workplace and "Connecting the company" business case, present...Patrick Van Renterghem
Jan Vanoudendycke (Director of Knowledge Management at Engie) presented the vision, roll-out and adoption process of the massive Engie Digital Workplace effort to connect everyone in the 150.000 people company #DWA19 #presentation #engie
Main presentation slides Developer Student Clubs GEC BilaspurDomendra Sahu
The document provides information about an information session for the Google Developer Student Club (GDSC) at GECBSP. It outlines the ground rules for the session, introduces the GDSC program, and details the vision and roles of the GDSC lead and faculty advisor. It also lists the club's core team, technical clubs, targets, benefits of joining, and contact information.
This document discusses how to grow a learning culture within an organization. It describes how one company implemented Learning Guilds and Project Guilds as communities of practice to foster continuous learning among software engineers. Learning Guilds focused on specific learning priorities through biweekly sprints, while Project Guilds allowed self-directed learning through small group projects. Both approaches improved engagement, knowledge sharing, and business impact. The document provides guidance on identifying learning needs, measuring success, and starting small to establish a learning culture.
DOES15 - Heather Mickman & Ross Clanton - (Re)building an Engineering Culture...Gene Kim
Heather Mickman, Senior Group Manager, Target
Ross Clanton, Director, Target
This talk will largely be a reflection on the DevOps journey at Target and the focus on (re)building an engineering culture at Target. In the DevOps community you hear a lot of talk about whether you should drive DevOps in to an organization tops down or bottoms up. Well, we did a hybrid of both. It definitely started at Target as a grass roots movement in a few small teams and started to gain broader grassroots momentum when we kicked off our first internal DevOps Days in February 2014. This enabled us to start engaging a community, finding out who had passion for this across our IT organization, and providing them a forum to connect, share, and learn about DevOps awesomeness. We fostered and grew this community by leveraging social media and guerilla marketing to start driving the conversation across our organization as well as demonstrating the success that teams were having. We then leveraged some of this early energy to engage more leader champions to start building the tops down support for DevOps. Now, having completed four DevOps Days conferences at Target, we will share more details on our approach, results, speakers, and topics.
We did much more than just hosting DevOps Days. We tapped in to that growing community to start testing and learning some different approaches and we have lots to share, both in terms of results we’ve achieved and how we’re focusing on changing culture and mindsets. From a technology perspective, we will discuss how we rapidly drove momentum on our automation toolchain across our IT organization. Our vision was to enable and empower all technologists to automate the things that they were accountable for. We pursued this vision in many ways, including Automation hackathons, establishing an embedding/coaching model for our deep SMEs to help teach, open labs, community based support, and even schemed some creative work models that we will share.
The end result of these various activities is driving full stack ownership that will ultimately enable the expansion of CI/CD across our Enterprise. This is the overarching theme and next step in our enterprise transformation. It is through this foundation we are building around culture, tooling, collaborative and flexible work models that will enable our acceleration in 2015. Moving forward, we are leveraging these learnings to shift to more of a full-stack product model for our technology delivery and management. We’re also transforming infrastructure from a model based on technology silos to an end to end infrastructure service model focused on enabling business agility.
These changes haven’t been easy. In fact, we’ve already had a lot of learnings on our journey. We will share some of those key challenges and lessons learned, specifically on talent, culture, and leadership.
DSC MESCOE is back with an exciting new chapter!
Developer Student Clubs are university-based community groups for students interested in Google developer technologies.
Students from all the different undergraduate programs with an interest in growing as a developer are most welcome here. DSC helps you grow your proficiency and build solutions for local industries and organizations. Here, you meet other learners on campus who are also curious about Google developer technologies.
Why should you join DSC?
What will you learn here?
What activities can you participate in?
A Google Developers program for university students, with an aim to help students build their development skills and knowledge.
This document provides information about establishing an assistive technology team in a school district. It discusses why teams are beneficial, how to establish a team, common scenarios schools face, examples of strategies and tools the team can implement, and ideas for professional development. The overall message is that an assistive technology team can help improve performance for all students by sharing strategies, conducting necessary evaluations efficiently, and providing support through various professional development opportunities.
DOES15 DevOps@TGT (re)building an engineering culture Ross Clanton
This document summarizes Target's journey to transform their engineering culture through DevOps. It discusses how they overcame challenges like slow delivery, siloed teams, and outdated tools by enabling engineers, cultivating a grassroots movement, simplifying processes, and aligning executives. Some results of these efforts include a 53x increase in enabled business capabilities, over 80 deployments per week, and establishing a learning environment to develop teams. The next steps discussed are expanding globally and seeking advice from others on challenges of scaling DevOps across a large enterprise.
O365Con19 - Be The Protagonist of Your Modern Workplace - Corinna LinsNCCOMMS
The document provides guidance on adopting a modern workplace. It emphasizes defining business scenarios to prioritize how the new tools will be used. Stakeholders like executive sponsors and champions are key to driving adoption. Sponsors must actively support the project while champions help scale adoption across the organization. Training and monitoring help ensure users understand the tools. Defining success criteria for scenarios helps measure the impact of the new workplace.
Your users may struggle with these questions:
• Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange?
• Should I collaborate on data using an Excel sheet or a SharePoint list?
• Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site?
What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, join Richard Harbridge as he helps you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
Digital Workplace Experience: Building a Collaborative Culture at GESIKM
The document discusses building a collaborative culture at GE through knowledge sharing and communities. It outlines GE's knowledge management program, which includes over 130,000 members across 170 communities. The program has led to over $35 million in savings for GE. The document also discusses doubling down on governance, methodology, expertise identification and the GE wiki to further improve collaboration and knowledge sharing across the company.
Emotional Aspects of global Learning Solutions in Wholesale and EngineeringKarl-Ludwig Knispel
Global agierende Unternehmen sind heute in Ländern und Märkten unterwegs, die sich zunehmend dynamischer und in immer kürzeren Zeiträumen ändern. Turbulente und regional völlig unterschiedliche Entwicklungszyklen in einem schwierigen Marktumfeld, schnell ändernde Kundenanforderungen und internationale Expansion stellen Herausforderungen an eine globale Belegschaft dar. Geschäftsstrategien, mit denen die Unternehmen diesen Herausforderungen begegnen, müssen in kürzester Zeit umgesetzt werden. Auf Seiten der Mitarbeiter wird über immer mehr verpflichtende Trainings geklagt, die zusätzlich zur Arbeit zu bewältigen sind. Oft werden Compliance-, Produkttrainings, Trainings zur Softwarebedienung und zu diversen Prozess- und Verhaltensvorschriften unkoordiniert und in fragwürdiger Qualität an die Mitarbeiter ausgeliefert. Wie kann eine moderne Trainingsabteilung emotionale Elemente in Lernangeboten nutzen, um dennoch die Motivation aufrecht zu erhalten und das Transferergebnis aus dem Lernprozess in die Praxis zu verbessern? Der Vortrag stellt in der Praxis erprobte Elemente von Emotional Learning in Handel und Industrie vor und diskutiert kritische Erfolgsfaktoren bei der Umsetzung der Lernlösungen.
2019 12-10 ow2 - OSPO - Open Source Governance et grands utilisateursFrédéric Aatz
OSS & Corporate users: from awareness to sustainability.
Embrace, use, contribute and release .. lead to OSS Governance imperatives for Corporate users. #opensource #ospo #azure #microsoft #openatmicrosoft
KM 4.0 for GH Workers proposes a knowledge management framework to empower GH workers through three main goals: better work results, improving individual and team capacity, and facilitating organizational learning. It involves a systematic and targeted approach facilitated by information technology. Key elements include developing online and in-person learning communities, implementing a knowledge management cycle of capture, verification, organization and reuse, and establishing roles and processes to manage goals, external knowledge, and critical reflection. The goal is a dual approach to both strengthen the national GH sector and promote local development through organizational learning at each unit.
BSD Certification: Using Open Source and Education to Accelerate Technology T...Dru Lavigne
The document discusses how open source communities, academic institutions, and certification programs can benefit each other. It outlines the strengths and weaknesses of each, and proposes that they work together to provide value through skills training, economic stimulation, and contributing to the global community. Specifically, it describes the BSD Certification Group's Associate and Professional certification exams, which are designed to be globally accessible and encourage the development of training materials. Collaboration across these areas could increase exposure, reputation and skills development for all involved.
The document discusses how a learning content management system (LCMS) can enable single sourcing of content to provide flexibility. It describes how single sourcing allows content to be stored without presentation details so it can be delivered through multiple technologies and to multiple audiences. It then provides an example of how a company called OutStart implemented a single sourcing strategy across their various learning products and deliverables like documentation, online help, and instructor-led training.
This document outlines training materials for AT&T's Digital Life field sales experience program. It includes 9 lessons on various aspects of conducting a Digital Life field sales visit, from introducing yourself to the customer and conducting a site survey, to presenting solutions, gaining agreement and closing the sale. It provides guidance on key behaviors for the sales experience, outlines meeting agendas and sales processes, and includes training posters and templates. The document emphasizes preparing for customer visits both mentally and physically, focusing on the customer's needs, and maintaining a professional, solution-oriented approach.
Collaborating for Efficiency in Straitened Times SGHEES11Thomas Danford
The document discusses collaborative projects undertaken by the Tennessee Board of Regents to improve efficiency. It describes how the Board's 19 colleges and universities collaborated on an ERP implementation, a system maintenance office, database administration, business intelligence, hosting, and an annual conference. These collaborations have resulted in estimated savings of $11-15 million for the ERP implementation and over $4 million annually for ongoing initiatives. The document concludes by noting two new initiatives around business process management and system consolidation that aim to further standardize processes and leverage economies of scale.
What is Design Thinking and how does it help engaging better with all users of a product? I can teach you how to apply the process step by step, or you can hire me to train a small team or do a project. Fail fast low cost solution to improve any company's service, products, processes, organization, and even strategy.
This document provides an agenda and structure for a third workshop session to help third sector organizations develop ICT plans. The session will involve reviewing progress on steps 6 through 10 for developing an ICT strategy, sharing experiences, and signing off on progress. Participants will review draft ICT plans, demonstrate technologies, and discuss full cost of ownership factors. Time will be spent mapping available support for different costs. Participants will also review and make decisions about their organization's ICT strategy using a "four hats" model considering clients, funders, internal processes, and reflection/improvement.
SharePoint Saturday Cambridge 2017: Training your organisation on Office 365Marijn Somers
This document provides guidance on training an organization on a new platform like Office 365. It recommends:
1. Training users is important to drive adoption, increase productivity, and reduce mistakes. Different audiences and generations require different training approaches.
2. A combination of classroom training for key users, short video tutorials, on-demand coaching, and a learning portal with documentation is most effective. Training should be just-in-time and tailored to each user's needs.
3. Stories from real customers, examples of common mistakes, and repeating content in different formats helps reinforce learning. Champions from each business unit can also help spread adoption.
This document discusses engineering leadership and practices. It emphasizes focusing on people first by giving teams autonomy and building trust, while also holding them accountable. Key practices include continuous delivery, testing, integration, deploying often, and prioritizing new features. Engineering managers should serve their teams, clear barriers, and foster a culture of innovation, excellence, and continuous learning through coaching, feedback and celebrations.
Your users may struggle with these questions:
• Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange?
• Should I collaborate on data using an Excel sheet or a SharePoint list?
• Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site?
What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, join Richard Harbridge as he helps you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
This document discusses how to grow a learning culture within an organization. It describes how one company implemented Learning Guilds and Project Guilds as communities of practice to foster continuous learning among software engineers. Learning Guilds focused on specific learning priorities through biweekly sprints, while Project Guilds allowed self-directed learning through small group projects. Both approaches improved engagement, knowledge sharing, and business impact. The document provides guidance on identifying learning needs, measuring success, and starting small to establish a learning culture.
DOES15 - Heather Mickman & Ross Clanton - (Re)building an Engineering Culture...Gene Kim
Heather Mickman, Senior Group Manager, Target
Ross Clanton, Director, Target
This talk will largely be a reflection on the DevOps journey at Target and the focus on (re)building an engineering culture at Target. In the DevOps community you hear a lot of talk about whether you should drive DevOps in to an organization tops down or bottoms up. Well, we did a hybrid of both. It definitely started at Target as a grass roots movement in a few small teams and started to gain broader grassroots momentum when we kicked off our first internal DevOps Days in February 2014. This enabled us to start engaging a community, finding out who had passion for this across our IT organization, and providing them a forum to connect, share, and learn about DevOps awesomeness. We fostered and grew this community by leveraging social media and guerilla marketing to start driving the conversation across our organization as well as demonstrating the success that teams were having. We then leveraged some of this early energy to engage more leader champions to start building the tops down support for DevOps. Now, having completed four DevOps Days conferences at Target, we will share more details on our approach, results, speakers, and topics.
We did much more than just hosting DevOps Days. We tapped in to that growing community to start testing and learning some different approaches and we have lots to share, both in terms of results we’ve achieved and how we’re focusing on changing culture and mindsets. From a technology perspective, we will discuss how we rapidly drove momentum on our automation toolchain across our IT organization. Our vision was to enable and empower all technologists to automate the things that they were accountable for. We pursued this vision in many ways, including Automation hackathons, establishing an embedding/coaching model for our deep SMEs to help teach, open labs, community based support, and even schemed some creative work models that we will share.
The end result of these various activities is driving full stack ownership that will ultimately enable the expansion of CI/CD across our Enterprise. This is the overarching theme and next step in our enterprise transformation. It is through this foundation we are building around culture, tooling, collaborative and flexible work models that will enable our acceleration in 2015. Moving forward, we are leveraging these learnings to shift to more of a full-stack product model for our technology delivery and management. We’re also transforming infrastructure from a model based on technology silos to an end to end infrastructure service model focused on enabling business agility.
These changes haven’t been easy. In fact, we’ve already had a lot of learnings on our journey. We will share some of those key challenges and lessons learned, specifically on talent, culture, and leadership.
DSC MESCOE is back with an exciting new chapter!
Developer Student Clubs are university-based community groups for students interested in Google developer technologies.
Students from all the different undergraduate programs with an interest in growing as a developer are most welcome here. DSC helps you grow your proficiency and build solutions for local industries and organizations. Here, you meet other learners on campus who are also curious about Google developer technologies.
Why should you join DSC?
What will you learn here?
What activities can you participate in?
A Google Developers program for university students, with an aim to help students build their development skills and knowledge.
This document provides information about establishing an assistive technology team in a school district. It discusses why teams are beneficial, how to establish a team, common scenarios schools face, examples of strategies and tools the team can implement, and ideas for professional development. The overall message is that an assistive technology team can help improve performance for all students by sharing strategies, conducting necessary evaluations efficiently, and providing support through various professional development opportunities.
DOES15 DevOps@TGT (re)building an engineering culture Ross Clanton
This document summarizes Target's journey to transform their engineering culture through DevOps. It discusses how they overcame challenges like slow delivery, siloed teams, and outdated tools by enabling engineers, cultivating a grassroots movement, simplifying processes, and aligning executives. Some results of these efforts include a 53x increase in enabled business capabilities, over 80 deployments per week, and establishing a learning environment to develop teams. The next steps discussed are expanding globally and seeking advice from others on challenges of scaling DevOps across a large enterprise.
O365Con19 - Be The Protagonist of Your Modern Workplace - Corinna LinsNCCOMMS
The document provides guidance on adopting a modern workplace. It emphasizes defining business scenarios to prioritize how the new tools will be used. Stakeholders like executive sponsors and champions are key to driving adoption. Sponsors must actively support the project while champions help scale adoption across the organization. Training and monitoring help ensure users understand the tools. Defining success criteria for scenarios helps measure the impact of the new workplace.
Your users may struggle with these questions:
• Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange?
• Should I collaborate on data using an Excel sheet or a SharePoint list?
• Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site?
What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, join Richard Harbridge as he helps you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
Digital Workplace Experience: Building a Collaborative Culture at GESIKM
The document discusses building a collaborative culture at GE through knowledge sharing and communities. It outlines GE's knowledge management program, which includes over 130,000 members across 170 communities. The program has led to over $35 million in savings for GE. The document also discusses doubling down on governance, methodology, expertise identification and the GE wiki to further improve collaboration and knowledge sharing across the company.
Emotional Aspects of global Learning Solutions in Wholesale and EngineeringKarl-Ludwig Knispel
Global agierende Unternehmen sind heute in Ländern und Märkten unterwegs, die sich zunehmend dynamischer und in immer kürzeren Zeiträumen ändern. Turbulente und regional völlig unterschiedliche Entwicklungszyklen in einem schwierigen Marktumfeld, schnell ändernde Kundenanforderungen und internationale Expansion stellen Herausforderungen an eine globale Belegschaft dar. Geschäftsstrategien, mit denen die Unternehmen diesen Herausforderungen begegnen, müssen in kürzester Zeit umgesetzt werden. Auf Seiten der Mitarbeiter wird über immer mehr verpflichtende Trainings geklagt, die zusätzlich zur Arbeit zu bewältigen sind. Oft werden Compliance-, Produkttrainings, Trainings zur Softwarebedienung und zu diversen Prozess- und Verhaltensvorschriften unkoordiniert und in fragwürdiger Qualität an die Mitarbeiter ausgeliefert. Wie kann eine moderne Trainingsabteilung emotionale Elemente in Lernangeboten nutzen, um dennoch die Motivation aufrecht zu erhalten und das Transferergebnis aus dem Lernprozess in die Praxis zu verbessern? Der Vortrag stellt in der Praxis erprobte Elemente von Emotional Learning in Handel und Industrie vor und diskutiert kritische Erfolgsfaktoren bei der Umsetzung der Lernlösungen.
2019 12-10 ow2 - OSPO - Open Source Governance et grands utilisateursFrédéric Aatz
OSS & Corporate users: from awareness to sustainability.
Embrace, use, contribute and release .. lead to OSS Governance imperatives for Corporate users. #opensource #ospo #azure #microsoft #openatmicrosoft
KM 4.0 for GH Workers proposes a knowledge management framework to empower GH workers through three main goals: better work results, improving individual and team capacity, and facilitating organizational learning. It involves a systematic and targeted approach facilitated by information technology. Key elements include developing online and in-person learning communities, implementing a knowledge management cycle of capture, verification, organization and reuse, and establishing roles and processes to manage goals, external knowledge, and critical reflection. The goal is a dual approach to both strengthen the national GH sector and promote local development through organizational learning at each unit.
BSD Certification: Using Open Source and Education to Accelerate Technology T...Dru Lavigne
The document discusses how open source communities, academic institutions, and certification programs can benefit each other. It outlines the strengths and weaknesses of each, and proposes that they work together to provide value through skills training, economic stimulation, and contributing to the global community. Specifically, it describes the BSD Certification Group's Associate and Professional certification exams, which are designed to be globally accessible and encourage the development of training materials. Collaboration across these areas could increase exposure, reputation and skills development for all involved.
The document discusses how a learning content management system (LCMS) can enable single sourcing of content to provide flexibility. It describes how single sourcing allows content to be stored without presentation details so it can be delivered through multiple technologies and to multiple audiences. It then provides an example of how a company called OutStart implemented a single sourcing strategy across their various learning products and deliverables like documentation, online help, and instructor-led training.
This document outlines training materials for AT&T's Digital Life field sales experience program. It includes 9 lessons on various aspects of conducting a Digital Life field sales visit, from introducing yourself to the customer and conducting a site survey, to presenting solutions, gaining agreement and closing the sale. It provides guidance on key behaviors for the sales experience, outlines meeting agendas and sales processes, and includes training posters and templates. The document emphasizes preparing for customer visits both mentally and physically, focusing on the customer's needs, and maintaining a professional, solution-oriented approach.
Collaborating for Efficiency in Straitened Times SGHEES11Thomas Danford
The document discusses collaborative projects undertaken by the Tennessee Board of Regents to improve efficiency. It describes how the Board's 19 colleges and universities collaborated on an ERP implementation, a system maintenance office, database administration, business intelligence, hosting, and an annual conference. These collaborations have resulted in estimated savings of $11-15 million for the ERP implementation and over $4 million annually for ongoing initiatives. The document concludes by noting two new initiatives around business process management and system consolidation that aim to further standardize processes and leverage economies of scale.
What is Design Thinking and how does it help engaging better with all users of a product? I can teach you how to apply the process step by step, or you can hire me to train a small team or do a project. Fail fast low cost solution to improve any company's service, products, processes, organization, and even strategy.
This document provides an agenda and structure for a third workshop session to help third sector organizations develop ICT plans. The session will involve reviewing progress on steps 6 through 10 for developing an ICT strategy, sharing experiences, and signing off on progress. Participants will review draft ICT plans, demonstrate technologies, and discuss full cost of ownership factors. Time will be spent mapping available support for different costs. Participants will also review and make decisions about their organization's ICT strategy using a "four hats" model considering clients, funders, internal processes, and reflection/improvement.
SharePoint Saturday Cambridge 2017: Training your organisation on Office 365Marijn Somers
This document provides guidance on training an organization on a new platform like Office 365. It recommends:
1. Training users is important to drive adoption, increase productivity, and reduce mistakes. Different audiences and generations require different training approaches.
2. A combination of classroom training for key users, short video tutorials, on-demand coaching, and a learning portal with documentation is most effective. Training should be just-in-time and tailored to each user's needs.
3. Stories from real customers, examples of common mistakes, and repeating content in different formats helps reinforce learning. Champions from each business unit can also help spread adoption.
This document discusses engineering leadership and practices. It emphasizes focusing on people first by giving teams autonomy and building trust, while also holding them accountable. Key practices include continuous delivery, testing, integration, deploying often, and prioritizing new features. Engineering managers should serve their teams, clear barriers, and foster a culture of innovation, excellence, and continuous learning through coaching, feedback and celebrations.
Your users may struggle with these questions:
• Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange?
• Should I collaborate on data using an Excel sheet or a SharePoint list?
• Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site?
What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, join Richard Harbridge as he helps you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
Similar to Tech community ambassador : what ? why ? how? (20)
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
14. DIVERSITY - EVENTS
INTERNAL EVENTS
● Meetups
● Hackathons
● Workshops
● Brown-Bag lunches
EXTERNAL EVENTS
● Simple tickets or talks by Deezer Tech team
● Best practices to learn & share within our teams
● Team building / integration & retention
● Deezer corner with demo
15. Music & Tech ecosystem
Incubators
Music & art
venues
Schools
Lab
16. Event formats 1/3
✓ Workshop by CoP with
other companies
✓ External speakers
Workshop Deezer / Blablacar / Leboncoin
04/07/2018
Round table @Maisons Du Monde - 08/11/2018
17. Event formats 2/3
✓ Hackathons with (new) partners
Hackathon Warner Music (07 & 08/02/2019)