A summary of the lessons learned by INFLUENCE while helping clients adopt Lean, Kanban and Agile.
This was presented to NFRUG (Jacksonville FL) on Feb 16th, 2010.
This document discusses the philosophy, forces, and dynamics that influence the adoption of lean processes. It provides guidance for lean influencers in three key areas:
1. The philosophy of lean emphasizes respect for humanity, processes, and team dynamics. Successful adoption requires a commitment to continuous improvement.
2. External forces like an organization's context, uniqueness, contradictions, and natural equilibrium must be respected. Finding leverage within these forces is key.
3. Internal team dynamics like flexibility, visibility, trust, and recognizing anomalies can enable success if the influencer maintains a beginner's mindset, courage, and a commitment to learning.
Agile 2012 - leadership agility workshop slides -- final.pptxdrewz lin
At the Expert level, I would focus on fixing specific problems through proven practices.
At the Achiever level, I would emphasize process improvements and team motivation.
At the Catalyst level, I would step back to understand broader organizational challenges impacting agility.
Scrum provides an agile, iterative development process focused on efficient delivery while the C-Suite needs to focus on both efficient exploitation of existing opportunities and effective exploration of new opportunities through innovation. Bridging this gap requires translating scrum deliverables and processes to business terms that the C-Suite understands, involving management in decision making, and demonstrating how agile practices help achieve both bottom line efficiency and top line growth through new products and customers.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Secret Sauce of Agile Transformation - Agile India presentation - Sathya Bala...Sathya Balakrishnan
The document discusses the key parameters for a successful agile transformation journey, including addressing detractors, building trust over time, and establishing psychological safety. It provides examples from different projects of distributed teams embracing agile practices like Scrum and Kanban. For project N specifically, survey results show high voice and clarity from the team as they transitioned to Scrum practices like daily standups, backlog grooming, and sprints while moving towards a more empowering "TEAL" structure. The document emphasizes that trust building over time is critical to transforming detractors and neutrals into promoters of agile ways of working.
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
This session is for team members, technologists, leadership, in fact everyone since at some point or the other; they either will become part of the change initiatives or will be leading the change initiatives in their organizations.
Change has become a norm; almost every organization seems to be aiming for some sort of change! Many organizations have a great start wr will become part of the change initiatives or will be leading the change initiatives in their organizations. ith much rigor and enthusiasm, but are they really able to sustain is the question. I would be sharing my experiences of the change initiatives/Agile transformations that I have consolidated during my work with different organizations as an Agile coach and a Change agent!
Scope of the session:
The general phases of the change journey and some of the key focus areas.
The strategies for organizational change initiatives or transformations to sustain.
The role of change agents, team members, managers and leadership to ease the entire journey.
This document discusses the philosophy, forces, and dynamics that influence the adoption of lean processes. It provides guidance for lean influencers in three key areas:
1. The philosophy of lean emphasizes respect for humanity, processes, and team dynamics. Successful adoption requires a commitment to continuous improvement.
2. External forces like an organization's context, uniqueness, contradictions, and natural equilibrium must be respected. Finding leverage within these forces is key.
3. Internal team dynamics like flexibility, visibility, trust, and recognizing anomalies can enable success if the influencer maintains a beginner's mindset, courage, and a commitment to learning.
Agile 2012 - leadership agility workshop slides -- final.pptxdrewz lin
At the Expert level, I would focus on fixing specific problems through proven practices.
At the Achiever level, I would emphasize process improvements and team motivation.
At the Catalyst level, I would step back to understand broader organizational challenges impacting agility.
Scrum provides an agile, iterative development process focused on efficient delivery while the C-Suite needs to focus on both efficient exploitation of existing opportunities and effective exploration of new opportunities through innovation. Bridging this gap requires translating scrum deliverables and processes to business terms that the C-Suite understands, involving management in decision making, and demonstrating how agile practices help achieve both bottom line efficiency and top line growth through new products and customers.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Secret Sauce of Agile Transformation - Agile India presentation - Sathya Bala...Sathya Balakrishnan
The document discusses the key parameters for a successful agile transformation journey, including addressing detractors, building trust over time, and establishing psychological safety. It provides examples from different projects of distributed teams embracing agile practices like Scrum and Kanban. For project N specifically, survey results show high voice and clarity from the team as they transitioned to Scrum practices like daily standups, backlog grooming, and sprints while moving towards a more empowering "TEAL" structure. The document emphasizes that trust building over time is critical to transforming detractors and neutrals into promoters of agile ways of working.
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
This session is for team members, technologists, leadership, in fact everyone since at some point or the other; they either will become part of the change initiatives or will be leading the change initiatives in their organizations.
Change has become a norm; almost every organization seems to be aiming for some sort of change! Many organizations have a great start wr will become part of the change initiatives or will be leading the change initiatives in their organizations. ith much rigor and enthusiasm, but are they really able to sustain is the question. I would be sharing my experiences of the change initiatives/Agile transformations that I have consolidated during my work with different organizations as an Agile coach and a Change agent!
Scope of the session:
The general phases of the change journey and some of the key focus areas.
The strategies for organizational change initiatives or transformations to sustain.
The role of change agents, team members, managers and leadership to ease the entire journey.
I am often asked to run leadership coaching session or workshops for some very successful companies who are my clients because senior managers see “leadership” in the organisation as a crisis situation. I have also had the opportunity over the years to connect with hundreds if not thousands of leaders from all around the world, in different sectors of society, business, political, charity etc. What I can say categorically is that not all executives, managers, supervisors etc. are natural-born leaders. They may have a leadership position within the business, but the position in and of it self does not guarantee that the employee is actually a leader.
Read the whole article : http://wp.me/p6p8Ch-bw
Agile transformations can disrupt companies if not managed properly. The document discusses several challenges companies may face during a disruption including communication breakdowns, leadership crises, and difficulties adapting to new ways of working. It also notes that many companies are investing heavily in digital technologies but most do not feel prepared for the level of change required. Finally, it emphasizes the need for organizations to focus on areas like strategy, adaptability, speed of execution, building new skills, and practicing effective change management in order to successfully control disruptions.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
This document summarizes the services provided by performHR, an HR consulting firm. They offer a wide range of HR services including general HR advice, policies and procedures development, training programs, performance management, and workplace investigations. They work with business leaders to provide pragmatic HR solutions. performHR values being extraordinary, having a New York state of mind, and taking ownership of responsibilities. They also have experience supporting aged care organizations and receive positive testimonials praising their professionalism and support.
Agile ways of working necessitate changes in how organizations and HR operate. Agile prioritizes satisfying customers, embracing change, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and face-to-face communication. This requires shifts in organizational culture to be more flexible, transparent, empowering of individuals and teams. For HR, agile requires mindset and skills changes for individuals, redefining jobs and performance management, increased emphasis on continuous learning and coaching. The role of HR is to enable the strategic transformation to an agile culture and way of working.
The document discusses whether agile will kill project management. It presents some key differences between traditional project management and agile approaches. While agile prioritizes adapting to change over stickling to a predefined plan, it does not eliminate project management but rather changes it. Agile still uses practices like planning at different levels from programs to sprints, but allows for more flexibility in scope to keep costs and time fixed. The document argues project managers still have an important role in agile, but with less command-and-control and more of a focus on leading and facilitating teams.
This document provides information about agile leadership training programs offered by the Center for Agile Leadership. It discusses why agile leadership is important for executives, managers, and team members to develop organizational and leadership agility. It then describes what is covered in the training, including agile frameworks, developing teams, and facilitating retrospectives. Finally, it provides details on how the training is conducted, including upcoming class dates, pricing, and testimonials about the impact of the program.
Agile leadership practices for PIONEERSStefan Haas
This document outlines 8 principles for applying complexity thinking to leadership practices:
1. Address complexity with complexity by using stories, metaphors and pictures rather than just text.
2. Use a diversity of perspectives by considering multiple weak models rather than one strong model.
3. Assume dependence on context and that what worked in the past is not guaranteed for the future.
4. Anticipate, adapt and explore through safe-to-fail experiments rather than just reacting or following a plan.
5. Develop models in collaboration so they help people make sense of the world through many local interactions.
6. Shorten the feedback cycle to learn faster than others and adapt more quickly.
The document discusses plans to redo and evolve an organization's values through building a living lab, hiring a coach, experimenting in an agile way, breaking hierarchy, inspiring and involving people, cultivating culture, and viewing culture change as a ongoing learning process with all as ambassadors. The goal is to break usual ways of working, collaborate better, and ultimately influence results through a focus on culture and values.
This document discusses how leadership is the pivotal factor for scaling agile practices within organizations. It argues that prioritizing agile practices over principles is a key hurdle to achieving agility at scale. True agility requires influencing organizational culture towards agile values through visionary leadership. Leaders must scale their approach from tactical to strategic and participatory to demonstrate cultural change, provide a safe environment, and align people towards a shared vision. The pivot for achieving agility beyond the team level and throughout an organization lies in developing adaptive leadership.
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
Role of Management in an Agile-Lean company. Underlying principles, culture, responsibilities, type of Agile Managers and characteristics of an Agile Manager.
See Spanish presentation here: http://www.slideshare.net/xalbaladejo/cas2014-agile-management-es-diferente-xavier-albaladejo-v11
This document proposes adopting agile practices in IT support and operations teams to address challenges around siloed organizations, long delivery cycles, lack of flexibility and automation. It recommends conducting assessments, establishing governance, running discovery workshops, and coaching squads on agile principles like continuous delivery, lean processes, measurement and collaboration. Key metrics for success include increased deployment frequency and quality, decreased failure rates, faster recovery times, and improved customer satisfaction.
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
The document discusses the skills of agile leaders in the 21st century. It outlines 7 key skills: 1) Incubating transformational leadership by living the values and leading by example. 2) Developing a transformational leadership team with a compelling shared vision. 3) Expanding as a leader from expert to achiever to catalyst with a growth mindset. 4) Leading change by anchoring new approaches in the culture. 5) Developing people by creating jointly responsible teams and respecting people. 6) Setting goals while minimizing constraints and work requirements. 7) Unlocking the hidden potential of team members by creating an environment of mutual influence.
Teaching Pointy-Haired Bosses to be Agile EnablersTechWell
Ryan Ripley says that Scrum failures can often be traced back to management not understanding their role in an agile world. What gets managed during an agile project? How is success measured? Will I keep my job in the transition? Managers have all these questions and more during an agile transformation. Unfortunately, these fears are not covered during the two-day certification courses. Agile coaches need a plan for how to talk with managers and teach them the best ways to contribute to agile projects. To better understand managers’ concerns, Ryan introduces the concept of personas, representing different managers. He explores ways to “coach up” management and help them get past their concerns and issues. Ryan shares his insights on where managers can improve agile projects, how they can add value in a newly transformed organization, and help pave the way for agile teams to succeed.
Ahmet Akdağ, ACM - Management in Agile | Agile Greece Summit 2015Agile Greece
This document provides information about Agility Services Company, a technology and management consultancy company founded in 2007 that is a pioneer and leader in agile processes and practices in the region. It has over 8 years of experience working with over 400 companies and training over 10,000 people. Agility Services operates in countries like Turkey, Greece, Russia, Azerbaijan and Saudi Arabia. The document discusses the company's expertise in areas like agile consultancy, training and outsourcing. It also provides information on the company's partnerships, volunteers in communities, and references.
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
Un mensaje subliminal es un mensaje diseñado para pasar por debajo de los límites normales de percepción, ya sea inaudible para la mente consciente pero audible para la mente inconsciente, o una imagen transmitida brevemente para evadir la percepción consciente pero ser percibida inconscientemente. Los mensajes subliminales se usan comúnmente en el cine, publicidad, música y otros medios para influir la mente inconsciente y promover actitudes y comportamientos como el sexo y consumo de productos sin el conocimiento consciente.
I am often asked to run leadership coaching session or workshops for some very successful companies who are my clients because senior managers see “leadership” in the organisation as a crisis situation. I have also had the opportunity over the years to connect with hundreds if not thousands of leaders from all around the world, in different sectors of society, business, political, charity etc. What I can say categorically is that not all executives, managers, supervisors etc. are natural-born leaders. They may have a leadership position within the business, but the position in and of it self does not guarantee that the employee is actually a leader.
Read the whole article : http://wp.me/p6p8Ch-bw
Agile transformations can disrupt companies if not managed properly. The document discusses several challenges companies may face during a disruption including communication breakdowns, leadership crises, and difficulties adapting to new ways of working. It also notes that many companies are investing heavily in digital technologies but most do not feel prepared for the level of change required. Finally, it emphasizes the need for organizations to focus on areas like strategy, adaptability, speed of execution, building new skills, and practicing effective change management in order to successfully control disruptions.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
This document summarizes the services provided by performHR, an HR consulting firm. They offer a wide range of HR services including general HR advice, policies and procedures development, training programs, performance management, and workplace investigations. They work with business leaders to provide pragmatic HR solutions. performHR values being extraordinary, having a New York state of mind, and taking ownership of responsibilities. They also have experience supporting aged care organizations and receive positive testimonials praising their professionalism and support.
Agile ways of working necessitate changes in how organizations and HR operate. Agile prioritizes satisfying customers, embracing change, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and face-to-face communication. This requires shifts in organizational culture to be more flexible, transparent, empowering of individuals and teams. For HR, agile requires mindset and skills changes for individuals, redefining jobs and performance management, increased emphasis on continuous learning and coaching. The role of HR is to enable the strategic transformation to an agile culture and way of working.
The document discusses whether agile will kill project management. It presents some key differences between traditional project management and agile approaches. While agile prioritizes adapting to change over stickling to a predefined plan, it does not eliminate project management but rather changes it. Agile still uses practices like planning at different levels from programs to sprints, but allows for more flexibility in scope to keep costs and time fixed. The document argues project managers still have an important role in agile, but with less command-and-control and more of a focus on leading and facilitating teams.
This document provides information about agile leadership training programs offered by the Center for Agile Leadership. It discusses why agile leadership is important for executives, managers, and team members to develop organizational and leadership agility. It then describes what is covered in the training, including agile frameworks, developing teams, and facilitating retrospectives. Finally, it provides details on how the training is conducted, including upcoming class dates, pricing, and testimonials about the impact of the program.
Agile leadership practices for PIONEERSStefan Haas
This document outlines 8 principles for applying complexity thinking to leadership practices:
1. Address complexity with complexity by using stories, metaphors and pictures rather than just text.
2. Use a diversity of perspectives by considering multiple weak models rather than one strong model.
3. Assume dependence on context and that what worked in the past is not guaranteed for the future.
4. Anticipate, adapt and explore through safe-to-fail experiments rather than just reacting or following a plan.
5. Develop models in collaboration so they help people make sense of the world through many local interactions.
6. Shorten the feedback cycle to learn faster than others and adapt more quickly.
The document discusses plans to redo and evolve an organization's values through building a living lab, hiring a coach, experimenting in an agile way, breaking hierarchy, inspiring and involving people, cultivating culture, and viewing culture change as a ongoing learning process with all as ambassadors. The goal is to break usual ways of working, collaborate better, and ultimately influence results through a focus on culture and values.
This document discusses how leadership is the pivotal factor for scaling agile practices within organizations. It argues that prioritizing agile practices over principles is a key hurdle to achieving agility at scale. True agility requires influencing organizational culture towards agile values through visionary leadership. Leaders must scale their approach from tactical to strategic and participatory to demonstrate cultural change, provide a safe environment, and align people towards a shared vision. The pivot for achieving agility beyond the team level and throughout an organization lies in developing adaptive leadership.
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
Role of Management in an Agile-Lean company. Underlying principles, culture, responsibilities, type of Agile Managers and characteristics of an Agile Manager.
See Spanish presentation here: http://www.slideshare.net/xalbaladejo/cas2014-agile-management-es-diferente-xavier-albaladejo-v11
This document proposes adopting agile practices in IT support and operations teams to address challenges around siloed organizations, long delivery cycles, lack of flexibility and automation. It recommends conducting assessments, establishing governance, running discovery workshops, and coaching squads on agile principles like continuous delivery, lean processes, measurement and collaboration. Key metrics for success include increased deployment frequency and quality, decreased failure rates, faster recovery times, and improved customer satisfaction.
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
The document discusses the skills of agile leaders in the 21st century. It outlines 7 key skills: 1) Incubating transformational leadership by living the values and leading by example. 2) Developing a transformational leadership team with a compelling shared vision. 3) Expanding as a leader from expert to achiever to catalyst with a growth mindset. 4) Leading change by anchoring new approaches in the culture. 5) Developing people by creating jointly responsible teams and respecting people. 6) Setting goals while minimizing constraints and work requirements. 7) Unlocking the hidden potential of team members by creating an environment of mutual influence.
Teaching Pointy-Haired Bosses to be Agile EnablersTechWell
Ryan Ripley says that Scrum failures can often be traced back to management not understanding their role in an agile world. What gets managed during an agile project? How is success measured? Will I keep my job in the transition? Managers have all these questions and more during an agile transformation. Unfortunately, these fears are not covered during the two-day certification courses. Agile coaches need a plan for how to talk with managers and teach them the best ways to contribute to agile projects. To better understand managers’ concerns, Ryan introduces the concept of personas, representing different managers. He explores ways to “coach up” management and help them get past their concerns and issues. Ryan shares his insights on where managers can improve agile projects, how they can add value in a newly transformed organization, and help pave the way for agile teams to succeed.
Ahmet Akdağ, ACM - Management in Agile | Agile Greece Summit 2015Agile Greece
This document provides information about Agility Services Company, a technology and management consultancy company founded in 2007 that is a pioneer and leader in agile processes and practices in the region. It has over 8 years of experience working with over 400 companies and training over 10,000 people. Agility Services operates in countries like Turkey, Greece, Russia, Azerbaijan and Saudi Arabia. The document discusses the company's expertise in areas like agile consultancy, training and outsourcing. It also provides information on the company's partnerships, volunteers in communities, and references.
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
Un mensaje subliminal es un mensaje diseñado para pasar por debajo de los límites normales de percepción, ya sea inaudible para la mente consciente pero audible para la mente inconsciente, o una imagen transmitida brevemente para evadir la percepción consciente pero ser percibida inconscientemente. Los mensajes subliminales se usan comúnmente en el cine, publicidad, música y otros medios para influir la mente inconsciente y promover actitudes y comportamientos como el sexo y consumo de productos sin el conocimiento consciente.
Este caso clínico describe un varón de 29 años con fiebre y metástasis pulmonares. Las pruebas de imagen muestran una masa mediastínica y nódulos pulmonares sugestivos de tumor germinal. Los análisis muestran elevación de beta HCG. El paciente es tratado con quimioterapia pero fallece tras varias complicaciones. Se trata probablemente de un tumor germinal mediastínico no seminomatoso agresivo.
What to do When Everyone Wants to be Your Partner - Sandy CampbellHELIGLIASA
This document discusses how the John W. Scott Health Sciences Library at the University of Alberta manages the increasing demand for research consultations and systematic review searching. It outlines a management plan involving ensuring work is done at the appropriate level, building searcher capacity, lobbying for additional librarian positions, clarifying service policies, and educating users. The results of implementing this plan include freeing up librarian time for more consultations, training more people in systematic reviews, and increasing collaboration opportunities. However, demand may continue rising and the library must focus on its core missions of teaching and research support.
This document summarizes the key findings from stakeholder meetings on developing recommendations for transparently reporting data quality assessment results for observational healthcare data. Stakeholders highlighted the implications of poor data quality, barriers to conducting and reporting assessments, and interest in involving patients and policymakers. A framework was created with 20 recommendations for systematically reporting on data quality and describing stewardship efforts to address growing use of electronic healthcare data from multiple sources.
El presidente de Forever Living Products, Rex Maughan, destaca la importancia del cambio y la necesidad de adaptarse a él. Anuncia cambios en la compañía como el Rally Global en 2013 y la introducción de Profit Sharing 2.0, los cuales cree que traerán aún más éxito a la empresa. Alienta a los asociados a terminar el año de manera sólida y alcanzar sus metas a pesar de los desafíos en el mundo de los negocios.
Este documento discute la internacionalización empresarial y sus aspectos estratégicos y organizativos. Explica factores como la globalización, la volatilidad de los mercados y la tecnología que impulsan la internacionalización de las empresas. También analiza grados de internacionalización, alternativas estratégicas, alianzas internacionales y políticas de control para empresas internacionalizadas. Finalmente, destaca los desafíos de la competitividad empresarial en un contexto internacionalizado, incluyendo barreras de entrada, equilibrio cultural
Este documento resume los conceptos clave de la inteligencia artificial. Define la inteligencia artificial como el estudio de cómo crear sistemas capaces de resolver problemas utilizando la inteligencia humana como paradigma. Explica que existen dos escuelas de pensamiento en IA: la inteligencia artificial convencional y la inteligencia computacional. También describe los cuatro pilares básicos de la IA según Nilsson y diferentes aplicaciones de la inteligencia artificial.
This document discusses Universal Design for Learning (UDL), an educational framework that aims to provide all students with equal opportunities to learn by offering flexible approaches. UDL is based on principles of universal design from architecture - that all buildings should be accessible to all people. The three principles of UDL are providing multiple means of representation, action and expression, and engagement. This allows students to learn in ways that are best suited to their individual needs and strengths. The document advocates applying these principles through technology and flexible teaching methods to fully engage the diverse learning networks in the brain.
Online Media Data Stream Processing with KafkaChristian Gügi
This document discusses streaming data and the Kafka messaging system. It provides an overview of what streaming data is, why Kafka is useful for streaming data use cases, Kafka's architecture including its publish-subscribe and persistent messaging design, and an example use case of prospective search that utilizes Kafka to process and analyze streaming data in real-time.
High-throughput Quantum Chemistry and Virtual Screening for Lithium Ion Batte...BIOVIA
The use of virtual structure libraries for computational screening to identify lead systems for further investigation has become a standard approach in drug discovery. Transferring this paradigm to challenges in material science is a recent possibility due to advances in the speed of computational resources and the efficiency and stability of materials modeling packages. This makes it possible for individual calculation steps to be executed in sequence comprising a high-throughput quantum chemistry workflow, in which material systems of varying structure and composition are analyzed in an automated fashion with the results collected in a growing data record. This record can then be sorted and mined to identify lead candidates and establish critical structure-property limits within a given chemical design space. To-date, only a small number of studies have been reported in which quantum chemical calculations are used in a high-throughput fashion to compute properties and screen for optimal materials solutions. However, with time, high-throughput computational screening will become central to advanced materials research.
In this presentation, the use of high-throughput quantum chemistry to analyze and screen a materials structure library is demonstrated for Li-Ion battery additives based on ethylene carbonate (EC).
Device Modeling of Li-Ion battery MATLAB/Simulink ModelTsuyoshi Horigome
This document describes a MATLAB/Simulink model of a lithium-ion battery that simulates the battery's charge and discharge characteristics over time. The model accounts for parameters like battery capacity, state of charge, and number of cells. It can be used to simulate the battery's voltage over time during charging and discharging at different current rates. The document provides the model schematic, explains the modeling concepts, and shows examples of simulation results for charge time, discharge time, and voltage versus state of charge.
O documento descreve a hemocromatose hereditária, uma doença genética caracterizada pelo acúmulo excessivo de ferro no organismo. Apresenta os principais tipos da doença de acordo com o gene mutado, como a hemocromatose tipo 1 associada a mutações no gene HFE. Detalha os sintomas, exames para diagnóstico e tratamento com remoção do ferro em excesso.
Effective Agile leadership: a practical model for ManagersKatrina Kolt
We know that organisational culture can be shaped by the worst behaviours leaders are willing to tolerate, but can culture be shaped by the best behaviours that leaders are willing to amplify?
How can Tech Leaders function as coach, business driver, purveyor of purpose and enabler for their teams?
What is the balance between “getting out of the way” and enabling self-organising teams to contribute and thrive within their ecosystem?
What questions do great Agile leaders ask themselves about decision making, communication, delivery, learning, rewarding right behaviour and innovation?
Value vs. Priority
To understand why, you have to understand the difference between a value and a priority.
A priority is defined as an established right to a certain higher degree of importance or precedence. In other words, something is more important than something else.
A value, on the other hand, is a fundamental belief that guides your attitudes, choices, and actions in all respects.
If you think of safety as a priority, you think of it as more important than other factors, but that’s mostly a statement of relativity. If you think of safety as a core value, you think of it as a guiding principle behind everything you do.
Safety as a priority treats safety as another item on the to-do list, albeit an important item. Safety as a core value treats safety as the most important item. More than that, safety is the commonality behind every choice and action.
Think of it this way, our priorities change depending on the situation but our core values usually don’t.
How Does Safety Become a Culture?
Successful safety cultures have several things in common. They have procedures that are written well and that are easy to understand and follow at all levels of the organization. They have leadership who interacts with employees and who quickly resolve identified hazards. And lastly, in a good safety culture, safety isn’t managed from one injury to the next nor is the success of the culture managed by injury rates.
If you’re like many companies, you understand the value of a safety culture but may not know how to make the transition away from managing safety from one injury to the next or judging success based on incident rates.
The key is thinking of safety the right way, not as a priority but as a value and having meaningful safety activities and discussions all the time, not just immediately after someone has an injury. Focusing on the activities that surround identifying and resolving hazards rather than on how many injuries you’ve had is another way to improve the safety culture.
Establishing Safety as a Core Value
How do you establish safety as a core value?
The good news is that if your company has a well written safety program, you’re already on the right path to building a good safety culture. But to bring your program one step closer to thinking of safety as a value, you have to be willing to empower your employees to put themselves and their safety before production and sales. This means empowering employees to do the right things and not penalizing them for it when they do.
Another way to establish safety as a core value is to view it just like you view every other department. Sales, quality, production, engineering, etc., they all have a seat at the table—and so should safety. In an organization with a world class safety program, safety is as much a part of the conversation as any other department.
This is only effective if you can get everyone to share in the mentality that for safety to be a core value, it has to be built
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
The document discusses organizational alignment and its importance. It notes several issues that can arise from a lack of alignment, such as lack of accountability, communication problems between units, and an inability to quickly seize market opportunities. It defines organizational alignment as aligning an organization's vision, mission, strategies, goals and other elements. The key benefits of alignment are listed as increasing value for stakeholders and allowing an organization to function like a high-performing machine where all parts work towards delivering value to customers. Several metaphors are provided that illustrate what organizational alignment looks like, such as a symphony orchestra or birds flying in a V formation.
Why do so many organizations struggle to put in place mature Agile teams that can apply proper Agile principles and deliver awesome products? Some people will say, “Agile is hard” as an excuse to not do Agile or to become frAgile. Well we think we have developed the “Secret Sauce” to rebooting any Agile team that just doesn’t seem to be maturing and we want to share it with you!
If you are thinking of scaling Agile across a large organization, then this talk is a must to attend to help ensure your teams have the right foundation. Organizations wanting to scale Agile must have a solid foundation of mature Agile teams who embrace the Agile values and have the right Agile mindset.
Over the years, as we have done Agile transformations in different organizations, we have seen common patterns that keep repeating. The most common pattern we found in our experience is that teams are frAgile. Too many either pretend to be Agile or don’t even know Agile is not a methodology, so organizations question the value of using Agile. Very often the confusion and frustration that comes with thinking that a team is Agile when they are not Agile, brings people right back to their old habits of command and control. Creating successful mature Agile teams is not sorcery, you need to discover the secret sauce!
In this talk, we will reveal our secrets on how to create a successful Agile-Scrum team in 5 sprints. Attendees will learn how we applied our secret sauce as we experimented with more than 30 teams and we refined the know-how. This recipe has proven to be successful in different organizations and teams delivering different types of products. Our Creative-Destruction approach goes through a human change process we labeled The Intervention Plan. The 5 steps are:
Step 1: Run in the rain
Step 2: Thunderstruck
Step 3: Start the M&M pain machine
Step 4: Open-up and look at the sun
Step 5: Removing the training wheels
And by using these 5 steps, attendees will discover the 5th Agile value!
This document outlines a method for rebooting an agile team in 5 sprints. It discusses assessing the current state using a survey across 5 dimensions. Sprint 1 focuses on understanding the current problems. Sprint 2 aims to break the status quo and motivate change. Sprint 3 has the team experience pain while implementing changes. Sprint 4 has the team cross the edge and collaborate better. Sprint 5 removes training wheels to create a high performing, self-organized agile team. The method emphasizes the importance of leadership, vision, engagement and quality from the start. It also notes that emotions are part of any change process and should be managed well.
Agile Testing Day Netherlands 2015 KeynoteMike Sutton
My keynote at Agile Testing Day Netherdlands 2015.
Challenging agile testing professionals to go beyond software and quality testing of products and to bring their skills to a far bigger and more urgent situation - their personal growth and Joy and the survival of their organisation as it searches for it's next business model.
The document outlines the requirements and process for a mid-term exam assignment. Students must work in groups to develop 25 multiple choice and true/false questions based on course materials in one hour. They will then take the exam individually under an honor code and are evaluated by their team members. Reading assignments from chapters 6 and 7 of the book Creativity, Inc. are provided, with summaries of key points about fostering systemic creativity in organizations and the innovation value chain.
This document discusses how to build an agile organization. It defines an agile organization as being swift in responding to market changes, customer-centric, and able to balance velocity and adaptability. The key pillars of an agile organization are people, process, strategy, and technology. For people, leaders must be involved in hiring, communication, and motivation. Processes must be flexible, measurable, and customer-focused. Technology alone does not solve problems and must be implemented carefully with people and processes in mind. The conclusion emphasizes that agile organizations see change as an opportunity rather than a threat.
1. The document discusses Anand Murthy, an Agile coach with over 20 years of experience in IT and manufacturing. He currently leads Agile transformations at Philips.
2. It provides information on Anand's beliefs, qualifications, and experience in conducting SAFe training programs and leading Agile transformations for various clients.
3. The document also discusses concepts related to Agile coaching including the challenges of coaching, successful change patterns, and approaches to coaching teams and leadership.
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
This document discusses how agile practices can increase employee engagement. It defines employee engagement as employees being fully absorbed in and enthusiastic about their work. Agile practices empower engagement by creating collaborative environments focused on team goals rather than individual goals. This encourages team interaction and intelligence over individual goals. Servant leadership empowers teams by sharing power, helping people grow through coaching rather than control, and unleashing energy and intelligence. Agile teams experience fewer defects and safety incidents, less shrinkage and turnover when engagement is high. The document recommends agile can engage millennials and increase performance through respect, effective decision making, feedback, and building individual careers within teams.
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Double Loop Learning--Purpose and Power--PNSQC 2014 - slidesJean Richardson
This document summarizes Jean Richardson's presentation on double loop learning and organizational excellence. It discusses the work of Christopher Argyris on concepts like double loop learning, organizational defensive routines, and learning how to learn. It also discusses applying these concepts through fair process, engaging in conflict constructively, and evaluating outcomes to continually improve mental models and organizational performance. The goal is to help knowledge workers and organizations question underlying assumptions, address errors, and drive organizational learning.
The Agile Enterprise: The Role of Leadership & Organization Health in Scaling...Cprime
The document discusses the concept of an "Agile Enterprise" and the role of leadership and organizational health in scaling agile practices. An Agile Enterprise is described as more than just implementing agile methods for software development - it is a nimble, responsive, innovative system that is agile-informed in its purpose, structure, processes and culture. This allows the enterprise to use business agility as a competitive advantage. The document emphasizes that effective leaders, teams and organizations create "Cycles of Value" by aligning, acting, and adjusting to continuously improve and innovate.
Empowered Teams, Servant Leaders and Agile OrganizationsAsh
The document discusses empowering teams and servant leadership to achieve agility at scale. It emphasizes that culture is more important than strategy, processes, or tools. True agility requires focusing on roles, values, and principles rather than practices and artifacts. The document also discusses how to work with existing culture, hire and train for attitudes and aptitudes, restructure performance management to support agility, and empower people while establishing servant leaders to develop an agile organization.
Modern Agile - 'Cause Agile needed a refresh!Johnny Ordóñez
Modern Agile proposes evolving beyond the original Agile Manifesto to address challenges in a more dynamic environment. It emphasizes principles like psychological safety, continuous delivery, experimentation mindset, and enterprise agility. Modern Agile amplifies benefits for both teams and organizations through balancing needs across different parts of the business and achieving organizational adaptability. Frameworks are seen as tools to solve problems rather than ends in themselves.
Similar to The Influencer's Mantra (NFRUG Feb 2010) (20)
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Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
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3. today
✤ today’s goal = mantra =
influence your appreciation of
the philosophy, forces and
dynamics around Agile.
✤ philosophy of Agile adoption.
✤ forces influencing Agile
adoption.
✤ dynamics influencing the
success of the Agile
Influencers.
4. mantra
✤ what is the “mantra” for the
Agile Influencing team?
✤ mantra = man + tra = “mind” +
“liberation“ and “this moment
here and now”.
✤ the process improvement team
wants to be there a moment
before the entire organization.
✤ in fact, every moment is an
opportunity to succeed or fail
6. siraj
✤ 18 years experience with
process improvement
consulting and coaching.
✤ excellent track record of
coaching leaders and teams on
process improvement (using
Lean, Kanban, Agile, Scrum,
CMMI, Six Sigma, SOX)
✤ deep and varied domain
experience.
9. respect
✤ all process improvement styles
and techniques are about
respect for humanity.
✤ and
✤ respect for the forces.
✤ and
✤ respect for team dynamics.
11. uniqueness
✤ every leader and team and
their process improvement
opportunity is unique.
✤ the challenge is to recognize
this uniqueness
✤ enjoy the moment before
starting process improvement
✤ you will never be the same
again
12. leverage
✤ The leverage exists within this
uniqueness.
✤ finding this leverage is the
challenge.
✤ the agile influencer’s mantra
provides deep insight.
✤ but you still have to find it in
your unique context.
13. context
✤ knowing the context helps
✤ economy, industry,
competitors, divisions,
finances, strategy,
✤ culture is context.
✤ the team is a subset of the
context.
✤ context, context, context.
14. contradictions
✤ process improvement
initiatives explore the
contradictions that make the
organization a living organism.
✤ contradictions are neither good
nor bad.
✤ they are just present.
✤ contradictions provide
“leverage” for process
improvement initiatives.
15. delay
✤ delay exists naturally in every
context.
✤ actions / events of today have
long term consequences.
✤ sustainability requires attention
to delay.
16. balance
✤ the context seeks natural
balance and a shared vision.
✤ always!
✤ equilibrium triumphs over all
change initiatives.
✤ “agile” is a disruption of this
natural equilibrium unless
agile also seeks true balance.
17. safety
✤ safety provides the net for
leaders, followers and teams to
explore process improvement.
✤ the level of safety in an
organization is the ceiling level
of process improvement.
✤ especially for the agile
influencer
18. heartbeat
✤ the living organism that is your
organization, has a natural
heartbeat and a natural pulse.
✤ recognizing this cadence is
essential for the agile
influencer.
20. continuous
✤ nature’s own continuous
improvement is our guide.
✤ it is almost as if continuously
improving processes is the only
aim of process improvement.
✤ every day is a new day for
process improvement.
✤ it is the journey and the
destination.
21. clean slate
✤ the no-baggage policy of the
agile influencer
✤ clean slate adds to the
commitment to each team
member and creates the
emotional heartbeat of the
team.
22. flexibility
✤ rigidity is the enemy!!
✤ create a team that can have
learning conversations, share
differences, withstand stress
✤ and yet unite and move
forward
✤ authentically!!
23. courage
✤ courage (plus grace)
✤ allows the influencers to face
facts, realize concerns, develop
solutions.
✤ influencers need courage in
their heart, mind and soul
✤ to be courageous and yet
caring.
24. visibility
✤ the processes that become
visible provide best candidates
for process improvement.
✤ agile influencers strive to
provide visibility of their own
processes to set the tone for
visibility for the organization.
26. supplication
✤ the agile influencer reaches out
to a greater source of energy
✤ plugs in to the larger self
✤ offers supplication
27. anomalies
✤ anomalies test the boundaries
of comfort for the organization.
✤ they stretch the organization’s
limits for process improvement
one day, one team, one
individual at a time.
✤ they are also pioneers
✤ and
✤ nomads!
31. engaging influence
influencing the understanding of agile philosophy, forces & dynamics
(c) INFLUENCE Contact: Siraj@sirajuddin.com (202-415-2138)
32. workshop
✤ INFLUENCE offers 1 and 2 day
workshops on The Agile
Influencer’s Mantra.
✤ Private & Public workshops
that help you understand how
to Influence Agile Adoption.
✤ Suitable for Business Sponsors,
Project Managers, Coaches,
Team Leads and Members
✤ Contact siraj@sirajuddin.com
33. gratitude
thank you for the privilege to present this to you
Siraj@sirajuddin.com (202-415-2138)