The document discusses how consulting is changing, with more focus on outcomes and results rather than reports. Successful consulting firms use an intensive diagnostic approach and focus on delivering rapid, significant improvements for clients through a focus on people and execution over technology. Traditional "bulldozed" change cannot be sustainable; real improvements require ideas management, wiring changes into the organization, and coaching to ensure changes stick long-term.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
13 Smart Ways To Measure Your Tech Team's ProductivityDharmendra Rama
When leading a tech team, it’s important to measure your team’s overall productivity. This metric can be used for major business decisions down the line. However, measurin
GETTYP hoto: your tech team’s productivity isn’t as simple as counting revenue gained or units produced. Beyond the outcome of the project, there are several other factors that should be taken into account.
Recorded webinar: http://slidesha.re/1dBBzvM
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 1 of a 2-part series and focuses on the Plan stage of the Plan, Do, Study, Adjust (PDSA) cycle
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
13 Smart Ways To Measure Your Tech Team's ProductivityDharmendra Rama
When leading a tech team, it’s important to measure your team’s overall productivity. This metric can be used for major business decisions down the line. However, measurin
GETTYP hoto: your tech team’s productivity isn’t as simple as counting revenue gained or units produced. Beyond the outcome of the project, there are several other factors that should be taken into account.
Recorded webinar: http://slidesha.re/1dBBzvM
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 1 of a 2-part series and focuses on the Plan stage of the Plan, Do, Study, Adjust (PDSA) cycle
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
betterfootball.org
Be sure to list on your resume any particular knowledge of a company's products and the team's willingness to promote and test products
micronewsagency.org
interested in working in this field, you might pursue a career as a videographer who shoots the stories, a producer who organizes the flow
So you're working with a web service that doesn't play nice with Ember Data, that's okay! Using Ember Data 1.0.0-beta we will normalize ugly JSON feeds into something that Ember understands and loves.
Enterprise Project Management Solutions - Install and train, job done? by "Da...Project Controls Expo
Enterprise Project Management Solutions - Install and train, job done? by "David Dunning - Chairman for CPS, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Business Performance Improvement in the Future of WorkDalia Katan
How can we accelerate group performance improvement in this increasingly unpredictable, fast-changing world? As the challenges we face at work become more and more complex, leaders will need to focus on the practices that help workgroups better handle exceptions, learn together, and create value. (Spoiler... Amp up the friction and play with possibilities!) Focus on 'process' is no longer enough.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
Driving Market Impact by Operationalizing Agile MarketingCMG Partners
There's a difference between "doing Agile" and "BEING Agile" - we give case studies from our experience coaching enterprise companies through Agile Marketing adopting.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
The change.asia - results not reports
1. Business does not needBusiness does not need
consulting….they need resultsconsulting….they need results
“execution is strategic….people, not te“execution is strategic….people, not te
chnology are the focus”chnology are the focus”
2. 23/07/14 2
IntroductionIntroduction
We are seeing an increasing failure of company projects – whether IT driven,
strategic or process reengineering.
More clients seem to be engaging in battles with their consultants and IT vendors – to
the point where it looks more like a Mexican stand-off.
And yet there are some consulting groups who are thriving and growing. They have
specific qualities as far as I can see:
• They come from an outcomes – driven philosophy
• Their initial approach is an intensive diagnostics using:
Value driver trees
Assessment of management operating systems
Alignment of KPI’s
Benchmarking
• They take rapid action to deliver significant improvements to the client operating
performance
• They put in place the “hard wiring” to ensure sustainability of the improvements
We ought to be able to model ourselves on this approach. I do think that the market is
amenable to a refreshing approach – and I have jotted down a few thoughts .
3. Five Drivers of Success – only 21% technology linked
Based on detailed analysis by Gartner of 4,500 deployments with input from interviews with over 17,000 end users and with
project teams and business sponsors
Strategy
People
Process
Technology
19%19%
21%21%
22%22%
17%17%
21%21%
Ownership
4. 1.1. Every morning, writeEvery morning, write
a list of the thingsa list of the things
that need to be donethat need to be done
that day.that day.
2.2. DoDo tthemhem..
Source: Hugh MacLeod/tompeters.com/NPRSource: Hugh MacLeod/tompeters.com/NPR
5. ““In real life, strategyIn real life, strategy
is actually veryis actually very
straightforward.straightforward.
Pick a generalPick a general
directiondirection …… andand
imimpplementlement
likelike hellhell.”.” —Jack Welch—Jack Welch
6. CEO concerns – growth and sustainability, not
more reports
Concerns are that performance potential needs to be unlocked – and the benefit stream needs to be sustainable. Now t
hey see problems in achieving the potential of the business…and then the ability to have it sustained over time
7. 23/07/14 7
Consulting seems to be changingConsulting seems to be changing
Whilst change management consulting is capable of delivering effective business
benefits realization – it doesn’t seem to be happening
Consultants - and even the clients seem to be more focused on processes than on
outcomes
There seems to be more focus on delivering some aspects of transformational
change – i.e. just to tick the boxes and meet payment schedules – but not delivering r
eal outcomes
As a result, there are so many projects which fall short of their potential – and are
barely able to get across the line for a go-live
It is instructive that in the case of IT projects – the big players – Oracle, SAP,
Microsoft have gradually focused only on the sale of licenses and hardware. They hav
e progressively walked away from the SI functions – and in doing so, they have left th
e customers with little or no chance of ever having a really transformational solution.
And when the so-called consulting firms do step in to this space, they seem to supply
a stream of junior staff who have next to zero business experience. For example, in o
ne client, the consultants were managing a detailed stakeholder engagement – howe
ver, they had never actually met any of the 50+ stakeholders themselves
8. 23/07/14 8
Horror stories seem to aboundHorror stories seem to abound
Consultants with one year out of a bachelor’s Degree. Who profess that they have
done the Prosci training …….but cannot recall any of it
A project where the client had fallen in love with SaaS - so they were doing a series
of small projects – but had overlooked all the go-live, user adoption, training etc. – as
suming that what the vendor had said was true…..”this stuff is as intuitive as using Go
ogle”. A year on all the initiatives have been shelved
A project where really major process reengineering was going to be needed. But the
client was convinced that this could all be done by the vendor’s SI’s. The Si’s started
at level 5 process design and just applied what they know of the vendor’s solution. It
all fell over and one of the smart Solutions Architect (who reviewed the wreckage) re
marked that the SI’s had begun “selecting the colors of the tiles in the bathroom – and
yet the overall plans and the foundations had not been agreed!!”
The out-going CFO at the NAB – Mark Joiner – told a conference that he had banned
the use of the word “transformation” for all projects because……………….no transfor
mation had actually been delivered!
There seems to be an emerging segment in the marketplace for true outcomes –
driven consultants.
9. 23/07/14 9
Less reports….more results
The world of consulting and writing reports has entered a period of rapid climatic
change. Like ants caught under the beam of a microscope on a hot summer’s day,
consultants are starting to feel the heat of increased managerial focus and a new
industry driven by results.
Managers are increasingly asking themselves: “do I want a report and a big bill or do I
want the earnings before interest and tax (EBIT) results, extensive skill building, new
organisational wiring to lock-in the results and a shared risk model where I can
choose to pay for results if I want to?” That’s the difference between engaging
consultants and resultants.
Most big firms have brought in external consultants at some time to assist them in
their drive to improve performance. This typically involves significant idea generation
and documentation, risk assessment and work planning. On paper, these ideas
represent significant potential future savings.
But here’s the rub – they are ideas, not delivered results. Consultants simply consult.
They are paid to proffer advice, they have nothing at risk, and let’s face it, if your in-
tray is already full do you really need any more ideas? And there are too many cases
where the costs of the reports actually outweigh the proposed benefits that might be
achieved.
Resultants, in contrast, deliver results not reports. Results help create a better
business; train a client’s people to perform highly as a regular part of their job; focus
on sustainability and… are happy to be paid on results.
10. 23/07/14 10
“Bulldozed” change cannot be sustainable
Change can be positive, however, the traditional methods of managing change fall
short of the mark. There is an alternative to just bulldozing a change through, outside
the lines of reporting. Change can only succeed when instigated and embedded
within the existing, accountable management structure by the workforce itself – with
100% buy-in. As renowned business thinker Peter Senge says: “People don’t resist
change. They resist being changed!”
High-performing businesses sometimes need new skillsets but training courses alone
just won’t do – they’re an input Key Performance Indicator (KPI) after all. Experience
shows that a strategy needs to be deployed across the whole organisation to get a
performance uplift that sticks. A holistic approach is required. You need to have
developed and refined a six-element approach to training that irreversibly moves the
output KPI and achieves an effective skills transfer. The approach is to:
• train in the line as well as in the classroom;
• make classroom training participative;
• carry out front-line coaching;
• make training impact the whole organisation;
• actively manage training and make targeted end-to-end process training
material..
11. 23/07/14 11
Real improvements - not just 15 minutes of fame
The majority of improvement programmes fall short on delivering potential savings
because they fail to adequately cover the areas of:
• ideas management,
• wiring and;
• coaching.
You need all three of these dimensions in place in order to achieve sustainable,
continuous improvement. Many companies have undertaken continuous improvement
programmes, however, relatively few have achieved the results they were targeting.
Most volume, revenue, yields and cost results are driven from decisions and
behaviours made by the front line and their supervisors. Channelling those decisions
and behaviours will transform a business’s results. Front line coaching is an
evolutionary process that begins with training a supervisor on what their KPI’s are and
why? What is important to manage? How to manage it and how to deal with variance
in order to achieve targeted results?
12. Scrum Team Management delivers fast outcomesScrum Team Management delivers fast outcomes
1. Organize the work in1. Organize the work in shortshort ccyyclescles..
2. Management2. Management doesn’tdoesn’t interruinterrupptt the team duringthe team during
a work cycle.a work cycle.
3. The team reports to3. The team reports to thethe clientclient, not the manager., not the manager.
4. The team decides4. The team decides howhow muchmuch timetime work willwork will
take.take.
5. The team decides how5. The team decides how muchmuch work it can do inwork it can do in
an iteration.an iteration.
6. The team decides6. The team decides howhow to do the work in theto do the work in the
iteration.iteration.
7. The team7. The team measuresmeasures itsits ownown pperformanceerformance..
8. Define work goals8. Define work goals beforebefore each cycle starts.each cycle starts.
9. Define work goals through9. Define work goals through useruser storiesstories..
10. Systematically10. Systematically removeremove imimppedimentsediments..
Source: Steve Denning/Source: Steve Denning/Forbes/Forbes/0429.110429.11
13. 23/07/14 13
We can learn from the best PE funds
A common perception among senior executives is that Private Equity (PE) funds
achieve their superior returns by employing financial engineering techniques, by
using clever capital structures and by injecting as much debt as possible into their
portfolio companies.
Prior to the recent global financial crisis, there may have been some truth in this,
however, in the debt-constrained economic environment of the last four years, PE
funds have been forced to focus heavily on core-operating disciplines to add value to
their investee companies.
There are six measures that top-quartile PE funds take to maximise company
performance and financial returns. They are to:
• 1. Understand the key business drivers and areas that deliver value
• 2. Simplify organisational structures, make accountability key and cascade it
down the business
• 3. Introduce Key Performance Indicators (KPIs), from CEO to front-line
employees, to easily track and measure impact
• 4. Align incentives with business objectives
• 5. Drive relentless execution of the priority initiatives through to cash
• 6. Make tough decisions quickly, based on “just enough” facts.