The document discusses the myth of becoming a complete leader and proposes a new theory of leadership. It argues that rather than trying to be skilled in all areas of leadership, it is better to be great in one or two areas and work with others who complement your strengths. The new theory of leadership has four propositions: 1) Leadership involves delivering results, building relationships, and teamwork; 2) It is difficult for individuals to be world-class in all areas so teams should have complementary strengths; 3) Leaders should develop their strengths and work with others on their limitations; 4) Effective leadership requires complementary contributions from individuals with different strengths.
Instahyre is used by more than 400 companies and a lot of them have a lot of good things to say. Read these case studies and reviews of Instahyre by some of the fast growing startups and companies from the Indian startup ecosystem.
As more employees transition to a work-from-home environment, digital workplace technology offers a vital agile setting for businesses. We show you how to create a Digital Workplace within your company, uniting technology, people, and processes using intranet software.
At Atos, through digital transformation we strive to create the firm of tomorrow. We believe that bringing together people, technology and business is the way forward.
Every day, we power progress for our clients and partners. It is our unique approach as business technologists that makes this possible.
Debunking the myths of organizational change managementaccenture
Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange
Op donderdag 2 april is onder de titel 'Business Process Management - Hype of Hulp?' door Pascal Ravesteyn een lezing verzorgt voor Informatie Managers van de Gemeente Amsterdam. Tijdens deze presentatie is in gegaan op wat BPM nu echt is, hoe BPM technologie effectief geïmplementeerd kan worden en wat de relatie is tussen BPM en IT-architectuur
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
Instahyre is used by more than 400 companies and a lot of them have a lot of good things to say. Read these case studies and reviews of Instahyre by some of the fast growing startups and companies from the Indian startup ecosystem.
As more employees transition to a work-from-home environment, digital workplace technology offers a vital agile setting for businesses. We show you how to create a Digital Workplace within your company, uniting technology, people, and processes using intranet software.
At Atos, through digital transformation we strive to create the firm of tomorrow. We believe that bringing together people, technology and business is the way forward.
Every day, we power progress for our clients and partners. It is our unique approach as business technologists that makes this possible.
Debunking the myths of organizational change managementaccenture
Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange
Op donderdag 2 april is onder de titel 'Business Process Management - Hype of Hulp?' door Pascal Ravesteyn een lezing verzorgt voor Informatie Managers van de Gemeente Amsterdam. Tijdens deze presentatie is in gegaan op wat BPM nu echt is, hoe BPM technologie effectief geïmplementeerd kan worden en wat de relatie is tussen BPM en IT-architectuur
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
Ongamo joe marshal - characteristics of leadershipOngamoJoeMarshal
Ongamo Joe Marshal is ensure that the organization's leadership maintains a constant awareness of both the external and internal competitive landscape, opportunities for expansion, customer base, markets, new industry developments and standards, and so forth.
Leadership , the key to unlocking high performance in safety critical indust...Wendy Anyster
Elements that contribute to the development of a strong safety culture;
The impact of various leadership styles on organisational behaviour;
Strategies to unlock organisation-wide behavioural shifts & change;
Behavioural tools & practices that work.
Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.
Common Misconceptions about Digital Customer Experience
Customers care about digital. In fact, customers don’t think of their experience in digital and non-digital categories. They want to ac-cess companies in the most conven-ient way possible, regardless of channel.
DCX is about technology and strategy. Culture outweighs strate-gy when it comes to DCX. Com-panies with the right technology still need to embrace a customer-centric view of their business in or-der to successfully improve digital customer experiences. Most discus-sions of digital transformation hit on this crucial point in greater depth.
DCX is about sales and market-ing. According to Forrester ana-lysts, most digital experience plat-forms focus most of their resources on sales, marketing and commerce while neglecting customer service, retention loyalty and engagement functions. This could lead compa-nies to associate good DCX with sales and marketing, but creating experiences that apply to the entire customer lifecycle is a critical part of business today.
DCX is limited to digital-only brands. Forrester describes the importance of “digitally-based cus-tomer experiences rooted in opera-tional excellence”, emphasizing that using digital technology as a basis for all customer experience can drive revenue and growth in most businesses, not just digital-only brands.
Digital customer experience areas
Digital customer experience services team has found that digital CX excellence is di-rectly linked to the extent to which com-panies excel in six key areas described as follows:
1. Channel Flexibility
Ability to seamlessly switch be-tween multiple channels without losing the context
Consistency of information across all channels
Ability to save and display a cus-tomer's history
2. Reachability
Awareness
Existence and reliability of pre-ferred channels
3. Service Convenience
Clear and up-to-date information
Ability to ask for quick and live support
Ability to get end-to-end support
4. Purchase Convenience
Ability to conduct end-to-end transactions
Availability of subscription to new products and services
Clear and up-to-date information
5. Simplicity and ease of use
Intuitive design
Simple and guided journeys
Simplicity of navigation
6. Personalization
Context customization and person-alized experiences
Recognition of each customer as an individual
Utilizing customer data to meet preferences automatically
Top trends to enhance the digital cus-tomer experience in banking
In today’s banking market, customer expe-rience is a rough landscape for financial institutions to navigate with all of the re-quirements of the digital transformation era.
TTEC consulting firm has tailored eight trends to implement digital customer expe-rience in banking.
1. Proactive engagement for improved financial management
Innovation in data collection, analytics, and channel strategies has enabled finan-cial institutions to diversify means of en-gaging custom
Ensuring employees feel connected, engaged, and energized can provide them with a valuable sense of stability in times of uncertainty. Discover what research can tell us about building and sustaining higher levels of engagement.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
Ongamo joe marshal - characteristics of leadershipOngamoJoeMarshal
Ongamo Joe Marshal is ensure that the organization's leadership maintains a constant awareness of both the external and internal competitive landscape, opportunities for expansion, customer base, markets, new industry developments and standards, and so forth.
Leadership , the key to unlocking high performance in safety critical indust...Wendy Anyster
Elements that contribute to the development of a strong safety culture;
The impact of various leadership styles on organisational behaviour;
Strategies to unlock organisation-wide behavioural shifts & change;
Behavioural tools & practices that work.
Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.
Common Misconceptions about Digital Customer Experience
Customers care about digital. In fact, customers don’t think of their experience in digital and non-digital categories. They want to ac-cess companies in the most conven-ient way possible, regardless of channel.
DCX is about technology and strategy. Culture outweighs strate-gy when it comes to DCX. Com-panies with the right technology still need to embrace a customer-centric view of their business in or-der to successfully improve digital customer experiences. Most discus-sions of digital transformation hit on this crucial point in greater depth.
DCX is about sales and market-ing. According to Forrester ana-lysts, most digital experience plat-forms focus most of their resources on sales, marketing and commerce while neglecting customer service, retention loyalty and engagement functions. This could lead compa-nies to associate good DCX with sales and marketing, but creating experiences that apply to the entire customer lifecycle is a critical part of business today.
DCX is limited to digital-only brands. Forrester describes the importance of “digitally-based cus-tomer experiences rooted in opera-tional excellence”, emphasizing that using digital technology as a basis for all customer experience can drive revenue and growth in most businesses, not just digital-only brands.
Digital customer experience areas
Digital customer experience services team has found that digital CX excellence is di-rectly linked to the extent to which com-panies excel in six key areas described as follows:
1. Channel Flexibility
Ability to seamlessly switch be-tween multiple channels without losing the context
Consistency of information across all channels
Ability to save and display a cus-tomer's history
2. Reachability
Awareness
Existence and reliability of pre-ferred channels
3. Service Convenience
Clear and up-to-date information
Ability to ask for quick and live support
Ability to get end-to-end support
4. Purchase Convenience
Ability to conduct end-to-end transactions
Availability of subscription to new products and services
Clear and up-to-date information
5. Simplicity and ease of use
Intuitive design
Simple and guided journeys
Simplicity of navigation
6. Personalization
Context customization and person-alized experiences
Recognition of each customer as an individual
Utilizing customer data to meet preferences automatically
Top trends to enhance the digital cus-tomer experience in banking
In today’s banking market, customer expe-rience is a rough landscape for financial institutions to navigate with all of the re-quirements of the digital transformation era.
TTEC consulting firm has tailored eight trends to implement digital customer expe-rience in banking.
1. Proactive engagement for improved financial management
Innovation in data collection, analytics, and channel strategies has enabled finan-cial institutions to diversify means of en-gaging custom
Ensuring employees feel connected, engaged, and energized can provide them with a valuable sense of stability in times of uncertainty. Discover what research can tell us about building and sustaining higher levels of engagement.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
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 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.
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Foodservice Consulting + Design
1. The myth of becoming a complete leader
David Pendleton DPhil
Associate Fellow
Saїd Business School and Green-Templeton College, University of Oxford
Executive Chair
Edgecumbe Consulting Group, Bristol
Visiting Professor in Leadership,
Walker School of Business and Technology, Webster University, St Louis, USA
2. Business Fads 1950 – 2000
(Richard Pascale)
Business Process Re-engineering
Continuous Improvement/Learning Organization
EmpowermentWorkout
Visioning
Cycle Time/Speed
Benchmarking
One Minute ManagingCorporate Culture
Intrapreneuring
Just in Time/KanbanMatrix
MBWAPortfolio Management
Restructuring/Delayering
“Excellence”
Quality Circles/TQM
Wellness
Decentralisation
Value Chain
‘Theory Z’
Management by Objectives
Conglomeration
T-Group Training
‘Theory Z’
Brainstorming
Theory X and Theory YSatisfiers/Dissatisfiers
Managerial Grid
Decision Trees
1950 1960 1970 1980 1990
Self Managing Teams
Core Competencies
Horizontal Organizations
Zero Base Budgeting
Strategic Business Units
Diversification
Experience Curve
InfluenceIndex
2000
3. The shift in ideas about leadership in the 20th century
I decide
You decide
Early 20 C Middle 20 C Late 20 C
Hierarchy
and
authority
Co-option
through
vision
Partnership
and co-
leadership
4. Leading only by consent in the 21st Century?
• On March 24, 2014, Eich was promoted to CEO
of Mozilla Corporation.
• His appointment sparked controversy over a $1,000
political donation Eich had made in 2008 to a
California campaign for heterosexual marriage only
(Proposition 8).
• After his appointment to CEO, the controversy re-
emerged.
– OKCupid and two gay application developers
called for a boycott of the company.
– A number of Mozilla employees asked him to
step down, while others spoke out on their
blogs in his favour.
• On April 3, 2014, Eich stepped down as CEO and
resigned from working at Mozilla. In his personal
blog, Eich posted that "under the present
circumstances, I cannot be an effective leader."
5. We need a leadership model and approach that are:
• Evidence based
• Reflective of 21st century society and needs
• Coherent
• Simple
• Memorable
6. The argument in a nutshell
The effect of leadership is indirect.
Leadership
Culture (what
we do)
Climate (how
it feels)
Discretionary
Effort
Productivity,
Creativity etc.
(Results)
7. Combining who they are with what they do
Leadership
Traits
Intelligence
Emotional Stability
Extraversion
Openness to Experience
Agreeableness
Conscientiousness
Leadership
Behaviours
Task oriented
Relationship oriented
Change oriented
(Passive leadership)
Leadership
Effectiveness
Leader effectiveness (58%)*
Group performance (31%)*
Follower job satisfaction (56%)*
Satisfaction with leader (92%)*
* Proportion of each measure of leadership effectiveness explained by a
combination of leadership traits and leadership behaviours.
DeRue, Nahrgang, Wellman and Humphrey, (2011) Trait and
Behavioral Theories of Leadership, Personnel Psychology,
8. Employee satisfaction, employee engagements, and business outcomes
A meta-analysis of 198,514 employees in 7,939
Business Units, found:
– That employee engagement was directly
linked to profitability, customer
satisfaction, loyalty, sales, employee
retention, productivity, and safety.
– That employee satisfaction and
engagement were mainly determined by
satisfaction with immediate supervisor
Hunter, Schmidt and Hayes, Journal of Applied Psychology, 2002
9. Further evidence of engagement’s impact on the bottom line
Towers-Perrin 2006 studied 50 companies (664,000 employees)
for a year across the globe. They found:
– Operating income.
• Companies with highly engaged employees +19.2%
• Companies with below average engagement -32.7%.
– Net income growth.
• +13.7% compared with -3.8%
– Earnings per share.
• +27.8% compared with -11.2%
10. Towers Watson Global Workforce study 2012
• N=32,000 full time workers from 29 countries on all
continents
• Key Findings
– Security of employment is key in recruitment and retention
– Stress is rife
– Retention is more to do with the quality of the work experience
overall: relationship with line manager, trust in senior leadership,
ability to manage stress on the job
– Doubts about level of interest and support from above
“Businesses appear to be at a critical tipping point in their ability to
maintain engagement over time”
Sustainable engagement is based on traditional engagement +
enablement + promotion of well-being
11. The argument in a nutshell moves on… and on
Leadership
Culture
(what we do)
Climate
(how it feels) Discretionary
effort
Employee
retention
Employee
Engagement
Intention
to stay
Productivity
Whole-person
Creativity
(Results)
Rational
Commitment
Emotional
Commitment
…and we can measure and/or estimate the size of the effects. EG moving from disengagement to strong
engagement decreases the probability of leaving by 87%
Source: Corporate Leadership Council 2004
12. Conclusions from the evidence…
• Leadership makes a difference to performance
• It makes more of a difference in tougher times when
opportunities are scarce (like now!)
• The effect is indirect and mediated largely through the
effect on people
• The impact is largely to do with the power of engagement
and the effect on discretionary effort
• The effect is a mixture of who we are and what we do. We
will explore both.
13. A new theory of Leadership
Leadership is creating the conditions for people and organisations to
succeed and achieve significant goals:
Four propositions
14. Leadership proposition 1: The Primary Colours® of Leadership
…and Coping with Pressure
Delivering
results
Building and
sustaining
relationships
Team
working
Ref: Pendleton and Furnham 2012
15. Think of this as body parts and capabilities
Thought/Figuring out
which way to go
Feeling/Emotional
Intelligence
Action/Getting things
done
16. So what is LEADING?
Delivering
results
Planning and
organising
Setting Strategic Direction
Creating
Alignment
Building and
sustaining
relationshipsTeam
working
Leading
Strategic Domain
Operational
Domain
Interpersonal
Domain
• The nervous system
– Sensing
– Connecting
– Balancing
– Co-ordinating
Leading
17. Leadership proposition 2: Incomplete individuals, complete teams…
• It’s hard to be world class in all areas.
• There are sound psychological reasons why this may be so and
empirical evidence to support it.
• Rather than trying to be good in all areas, it may be better to
be great in one or two and work with others who are great in
other areas.
19. Summarising data from many years and thousand of leaders…
Gallup (2008)
“While the best leaders are not well-rounded, the best
teams are.”
“Effective leaders surround themselves with the right
people and build on each person’s strengths.”
20. In praise of the incomplete leaders
“Rarely will a single person be skilled in all …. areas. That's why it's critical that
leaders find others who can offset their limitations and complement their
strengths. Those who don't will not only bear the burden of leadership alone but
will find themselves at the helm of an unbalanced ship.”
Deborah Ancona and colleagues HBR 2007
21. Don’t try to be a duck
According to an Argentinian saying…
The duck walks, flies and swims
…..but none very well!
22. Leadership proposition 3: Choose carefully what to develop
Resistant
limitation
Fragile
strengthPERSONALITY
HINDERS
Potential
strength
Natural
strengthPERSONALITY
HELPS
LIMITATIONSTRENGTH
Work ON
Work ONWork WITH
Work AROUND
24. So I cannot become a complete leader… But we can be complete together
Pendleton, D and Furnham, A (2012) Leadership: all you need to know London, Palgrave Macmillan