My talk from the Creative Summit 2015. #cresum15
Work sucks. Despite exponential innovation in technology, the way in which we work and organize haven't fundamentally changed in 50 years. What lessons can we learn from naturally occurring complex adaptive systems (cities, ant colonies, your immune system)? What practices should we take from the most responsive companies of today?
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
Self-management with Holacracy: Structured flexibility for learning organisat...RubZie
My presentation about how we at Springest practice self-management with Holacracy. Focussing on how this enables a learning organisation, with practical take-aways for HR and L&D professionals.
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
Self-management with Holacracy: Structured flexibility for learning organisat...RubZie
My presentation about how we at Springest practice self-management with Holacracy. Focussing on how this enables a learning organisation, with practical take-aways for HR and L&D professionals.
Accelerate [XLR8] your agile transformationEmiliano Soldi
How organizations nowadays could innovate and transform themselves, to catch up with this faster-moving world?
How is possible to incrementally change the organization from within?
How to leverage self-organization, collaborative leadership and motivation to involve people from the whole organization to reach the Big-Opportunity?
Your agile transformation is done, but the organization as a whole is still not flexible and responsive. What causes this and what can you do about it? Building on his articles Beyond Agile and How to build your own Spotify model Jurriaan shares his vision on what you can do to truly become a future-proof end-to-end agile organization. How to look at Teal, Holacracy and other future of work trends and how to apply them in a pragmatic way.
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Being a leader of any organization today is a very demanding exercise, sometimes prohibitive if not equipped with the right skills. More and more often we find ourselves moving in little-known, uncertain, ambiguous contexts, where risks and opportunities do not reveal themselves for what they are, until at the last useful moment.
There has never been a time like the one we are experiencing today in which, for those leaders, it is not mandatory to develop real superpowers that allow them to move with greater confidence, agility and sensitivity in those contexts, such as to increase their probability of success for their organizations.
In this talk we will understand how to develop those superpowers.
We will talk about how proceeding iteratively by trial and error equips us with an infrared view capable of making us see through the fog of complexity.
We will discuss how an approach oriented to continuous learning develops the latest generation of tactile sensors to help us orient ourselves with agility in uncertainty.
We will appreciate how understanding the different contexts in which we are immersed exponentially increases our ability to focus and analyze in making the right decisions.
Finally, we will evaluate how the definition of open and adaptive strategies provides organizations with the ability to flex and stretch within the markets in search of the best opportunities.
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Will The Role And Influence of the Employee be Different in the New World of...Unstructure
On Unstructure, we’ve been discussing the changing role of the employee in the workplace – strategies for driving employee motivation and engagement, and also how to handle new challenges that are being introduced because of technology – such as deciding whether to integrate social networking into the workplace, how to adopt enterprise collaboration tools into highly regulated industries, and how to best utilize a mobile workforce where everyone is capable of working from anywhere.
So, joining us today to discuss those issues is Julian Birkinshaw, Professor of Strategic and International Management at London Business School, Deputy Dean for Programmes, and a Fellow of both the Advanced Institute of Management Research in the UK, and of the Academy of International Business.
You will not become agile by implementing scrumJurriaan Kamer
Many companies have implemented Scrum and are "doing agile." However, many companies struggle to achieve the expected benefits. They will never become truly agile. Why?
Companies only doing Scrum are ill-equipped to overcome organizational impediments like anti-agile company culture, top-down leadership behavior, counter-productive organization structure, and approval processes. These challenges are addressed by doing a deep dive into the DNA differences between traditional companies and Silicon Valley-style digital organizations.
Presentation by Jurriaan Kamer. Read more at www.agilecio.net or follow us on Twitter at @agile_cio.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.
The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.
Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.
KEY CONCEPT
Many organizations struggle to keep up because their culture, mindset and processes are designed for a Complicated domain (in Cynefin terms), whereas Agile is Business in Complexity.
ABSTRACT
How is it like for a manager to work in an environment where knowing the past will hardly help foresee the future? An environment where unpredictability and change are, in fact, the only constant? And how does this affect -- and is affected by -- the kind of intellectual work that is the true asset many organizations have, these days, to generate value?
In this talk we'll see how living and operating in the 21st century calls for a whole new set of skills for managers and how, most relevantly, calls for a mindset that's slightly different from the one we got used to in past decades.
We'll talk about the connection between mindset, complexity and agility; and you'll get some practical advice that can help you operate better in these domains.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
We are in a critical time of history. What worked yesterday does not necessarily work today. It’s been proven that
organizations fail when they over-invest in “what is” instead of “what could be.” But why? Truth is, every organization is
successful until it’s not – and there’s only one sure-fire way to protect yourself from it happening to you, re-inventing yourself
destructing. The time of just showing up and doing your job is over. As Gary Hamel states, “Average is officially over because
every employer today has the means much more quickly, cheaply, and easily available to take you out.” That said, a new
breed of worker and leader is now required in the world today. People who are creative, able to communicate and can adapt
on the fly are indispensable. Our ancestors proved that you can shift from one system (agricultural) to another (industrial) as
long as you’re willing to change. So ask yourself, can you adapt?
Change has changed.
We are in a critical time of history. The age of farms and factories and even information worked for a while, but everything has changed. What worked yesterday does not necessarily work today.
Organizations fail when they over-invest in “what is” at the expense of “what could be.” Executives often say, “This is how our industry work.” My stock reply: ‘Yeah, until it doesn’t.” Truth is, every organization is successful until it’s not. In a world of unprecedented change, there’s only one way to protect yourself from creative destruction—do the destructing yourself.”1
“Average is officially over because, you see, every employer today has in this hyper-connected world access to above-average computer software, robots, and not just cheap labor, but cheap genius, from so many different places. So Woody Allen’s observation that 90 percent of life is showing up is, as they say, N/A, no longer applicable. If you just show up to your job and do average, whether you are a lawyer, an accountant, or a butcher, a baker, a candlestick maker, there is a machine, a software, a robot, or a foreign worker now that is so much more quickly, cheaply, and easily available to take you out. So you had better be a creative creator or a creative server.”1
We have to say goodbye to the knowledge economy and say hello to the creative economy. A new breed of worker and leader are now required...people who are creative, good at connecting with others, and able to see solutions like no one else. Indispensable.2
We are at a “tipping point” in education. With competition from private schools, charters schools, home schools, and virtual schools; with education funding in a crisis of epic proportions; with new, yet inefficient, assessment systems; and with the shift toward globalization, it is time.
As our ancestors proved in shifting from the agricultural system to the industrial system, we can do it, but we must be willing to adapt. That’s why we need to change the way we change.
1 From What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel (Hardcover - Feb 1, 2012)
2 From Linchpin: Are You Indispensable? by Seth Godin (Hardcover - Jan 26, 2010)
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
Systems thinking for agile transformationsDhaval Panchal
culture change is free - comparison of systems leverage points for transformations
Culture of an organization often gets blamed for lack of transformation success. This session takes a systems view to organization transformation. In organization systems, points of leverage are powerful because a small shift in one thing can produce big changes in everything. Consequently the higher the leverage point the more the system will resist changing it. Direct attempts at changing organizational culture do not work, they lead to many haphazard attempts at behavior change but do not result in lasting transformation within organization. Many leaders attempt to shift organizational behavior and neglect underlying structures that give rise to dysfunctional behavior. We compare and contrast different systems leverage points, to draw distinction between leaders actions and more importantly mindset towards organizational transformation. Introduction to various systems thinking models with colorful examples from real world coaching situations will help you to think through your transformation challenges and learn why culture change is free, when you replace willpower with knowledge.
Accelerate [XLR8] your agile transformationEmiliano Soldi
How organizations nowadays could innovate and transform themselves, to catch up with this faster-moving world?
How is possible to incrementally change the organization from within?
How to leverage self-organization, collaborative leadership and motivation to involve people from the whole organization to reach the Big-Opportunity?
Your agile transformation is done, but the organization as a whole is still not flexible and responsive. What causes this and what can you do about it? Building on his articles Beyond Agile and How to build your own Spotify model Jurriaan shares his vision on what you can do to truly become a future-proof end-to-end agile organization. How to look at Teal, Holacracy and other future of work trends and how to apply them in a pragmatic way.
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Being a leader of any organization today is a very demanding exercise, sometimes prohibitive if not equipped with the right skills. More and more often we find ourselves moving in little-known, uncertain, ambiguous contexts, where risks and opportunities do not reveal themselves for what they are, until at the last useful moment.
There has never been a time like the one we are experiencing today in which, for those leaders, it is not mandatory to develop real superpowers that allow them to move with greater confidence, agility and sensitivity in those contexts, such as to increase their probability of success for their organizations.
In this talk we will understand how to develop those superpowers.
We will talk about how proceeding iteratively by trial and error equips us with an infrared view capable of making us see through the fog of complexity.
We will discuss how an approach oriented to continuous learning develops the latest generation of tactile sensors to help us orient ourselves with agility in uncertainty.
We will appreciate how understanding the different contexts in which we are immersed exponentially increases our ability to focus and analyze in making the right decisions.
Finally, we will evaluate how the definition of open and adaptive strategies provides organizations with the ability to flex and stretch within the markets in search of the best opportunities.
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Will The Role And Influence of the Employee be Different in the New World of...Unstructure
On Unstructure, we’ve been discussing the changing role of the employee in the workplace – strategies for driving employee motivation and engagement, and also how to handle new challenges that are being introduced because of technology – such as deciding whether to integrate social networking into the workplace, how to adopt enterprise collaboration tools into highly regulated industries, and how to best utilize a mobile workforce where everyone is capable of working from anywhere.
So, joining us today to discuss those issues is Julian Birkinshaw, Professor of Strategic and International Management at London Business School, Deputy Dean for Programmes, and a Fellow of both the Advanced Institute of Management Research in the UK, and of the Academy of International Business.
You will not become agile by implementing scrumJurriaan Kamer
Many companies have implemented Scrum and are "doing agile." However, many companies struggle to achieve the expected benefits. They will never become truly agile. Why?
Companies only doing Scrum are ill-equipped to overcome organizational impediments like anti-agile company culture, top-down leadership behavior, counter-productive organization structure, and approval processes. These challenges are addressed by doing a deep dive into the DNA differences between traditional companies and Silicon Valley-style digital organizations.
Presentation by Jurriaan Kamer. Read more at www.agilecio.net or follow us on Twitter at @agile_cio.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.
The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.
Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.
KEY CONCEPT
Many organizations struggle to keep up because their culture, mindset and processes are designed for a Complicated domain (in Cynefin terms), whereas Agile is Business in Complexity.
ABSTRACT
How is it like for a manager to work in an environment where knowing the past will hardly help foresee the future? An environment where unpredictability and change are, in fact, the only constant? And how does this affect -- and is affected by -- the kind of intellectual work that is the true asset many organizations have, these days, to generate value?
In this talk we'll see how living and operating in the 21st century calls for a whole new set of skills for managers and how, most relevantly, calls for a mindset that's slightly different from the one we got used to in past decades.
We'll talk about the connection between mindset, complexity and agility; and you'll get some practical advice that can help you operate better in these domains.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
We are in a critical time of history. What worked yesterday does not necessarily work today. It’s been proven that
organizations fail when they over-invest in “what is” instead of “what could be.” But why? Truth is, every organization is
successful until it’s not – and there’s only one sure-fire way to protect yourself from it happening to you, re-inventing yourself
destructing. The time of just showing up and doing your job is over. As Gary Hamel states, “Average is officially over because
every employer today has the means much more quickly, cheaply, and easily available to take you out.” That said, a new
breed of worker and leader is now required in the world today. People who are creative, able to communicate and can adapt
on the fly are indispensable. Our ancestors proved that you can shift from one system (agricultural) to another (industrial) as
long as you’re willing to change. So ask yourself, can you adapt?
Change has changed.
We are in a critical time of history. The age of farms and factories and even information worked for a while, but everything has changed. What worked yesterday does not necessarily work today.
Organizations fail when they over-invest in “what is” at the expense of “what could be.” Executives often say, “This is how our industry work.” My stock reply: ‘Yeah, until it doesn’t.” Truth is, every organization is successful until it’s not. In a world of unprecedented change, there’s only one way to protect yourself from creative destruction—do the destructing yourself.”1
“Average is officially over because, you see, every employer today has in this hyper-connected world access to above-average computer software, robots, and not just cheap labor, but cheap genius, from so many different places. So Woody Allen’s observation that 90 percent of life is showing up is, as they say, N/A, no longer applicable. If you just show up to your job and do average, whether you are a lawyer, an accountant, or a butcher, a baker, a candlestick maker, there is a machine, a software, a robot, or a foreign worker now that is so much more quickly, cheaply, and easily available to take you out. So you had better be a creative creator or a creative server.”1
We have to say goodbye to the knowledge economy and say hello to the creative economy. A new breed of worker and leader are now required...people who are creative, good at connecting with others, and able to see solutions like no one else. Indispensable.2
We are at a “tipping point” in education. With competition from private schools, charters schools, home schools, and virtual schools; with education funding in a crisis of epic proportions; with new, yet inefficient, assessment systems; and with the shift toward globalization, it is time.
As our ancestors proved in shifting from the agricultural system to the industrial system, we can do it, but we must be willing to adapt. That’s why we need to change the way we change.
1 From What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel (Hardcover - Feb 1, 2012)
2 From Linchpin: Are You Indispensable? by Seth Godin (Hardcover - Jan 26, 2010)
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
Systems thinking for agile transformationsDhaval Panchal
culture change is free - comparison of systems leverage points for transformations
Culture of an organization often gets blamed for lack of transformation success. This session takes a systems view to organization transformation. In organization systems, points of leverage are powerful because a small shift in one thing can produce big changes in everything. Consequently the higher the leverage point the more the system will resist changing it. Direct attempts at changing organizational culture do not work, they lead to many haphazard attempts at behavior change but do not result in lasting transformation within organization. Many leaders attempt to shift organizational behavior and neglect underlying structures that give rise to dysfunctional behavior. We compare and contrast different systems leverage points, to draw distinction between leaders actions and more importantly mindset towards organizational transformation. Introduction to various systems thinking models with colorful examples from real world coaching situations will help you to think through your transformation challenges and learn why culture change is free, when you replace willpower with knowledge.
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
A session about the importance of knowledge management from Dr Madhukar. This was presented in the Whatfix Inspire series where external experts are invited to speak about an impactful topic.
People are more complex than computers - Mairead O'Connor Equal ExpertsMairead O'Connor
Equal Experts is a consultancy founded and run by software people. We try to take the principles we use when building products and apply them to building a company. In just over a decade we’ve grown to a 1500 person network with many great clients. We’ve learned that there are some cultural challenges you can successfully apply an engineering mindset to, but some things are harder than they first appear! Join me to learn about how we’re trying to be a different sort of company. We’re challenging traditional ways of working; we question the standard practices of hierarchical management, performance appraisals, approvals, annual budgets, etc. Instead, we’re using concepts like iterative, user-centred design, microservices, ‘devops’, monitoring and alerting and plenty of other buzzwords du jour to try to create a better place to work.
From QCON London March 2019
On 17 February 2015, Doing Something Good facilitated a half day Insights and Innovation Lab in partnership with Vicsport and VicHealth to explore the changing business of community sport, and how clubs, associations and other service providers might respond effectively to emerging trends and the needs of Victorians to engage them in sport.
GreenBiz 19 Workshop Slides: The School of Systems ChangeGreenBiz Group
The challenges we face as sustainability professionals are complex and interconnected. They’re global in scale, with many root causes and contributing factors, supported by deep-rooted institutions and structures. It can seem that the more urgency we feel, the more these challenges seem nearly unmovable. How do we know where and when to intervene? What actions and efforts will unlock transformational change, and avoid unintended consequences? How do we work with power, and understand who and how to influence to make change happen? Forum for the Future and their partners in the School of System Change are building the system change capabilities of change leaders around the world, and invite you to join this tutorial for a whirlwind exploration of tools, approaches, and methodologies that can enable you to take a systemic approach to your work. Learn from the do-ers and the makers, take real life lessons back with you, and discover how you can be a system change agent, no matter your context and role.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
Be Like the Internet - 8 steps to success in a post 2.0 worldThor
This is v1.0 of a presentation that Lane Becker and Thor Muller are workshopping. It was delivered for the first time at WebVisions in Portland, ... less Oregon.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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11. 11
Amidst all that change, you know what has
been remarkably unremarkable?
The way we design and run organizations. You know, the places where we spend
over half our lives.
12.
13. 13
Most companies don't get better every day.
Some get bigger, and some get smaller, but precious few deliver better
performance, better people, and better culture over the long arc of time.
14. 14
But the world certainly seems to be.
Based on the work of Geoffrey West and Luis Bettencourt, when a city doubles in
size, its inhabitants become 15% more innovative and productive.
15. 15
Bigger cities and organizations = more
connections, more choices, more
complexity.
The question is how do these systems manage that complexity?
16. 16
Some, in an effort to predict and control the
uncertainty, adopt structures and processes
designed for a hierarchical world.
In their view, the people at the top are kings and the people at the bottom are peasants. This
approach slows them down, disengages talent, and limits their vision for the future.
17. 17
Others, as a reaction to the old way, adopt
a chaotic approach, where anyone can do
anything, and process is a bad word.
This approach goes great for awhile, but as things scale, work becomes misaligned, balls are
dropped, and the culture often defers back to its implicit hierarchy.
26. 26
Instead of hierarchy or chaos, we’ve designed
a third way - a way to operate that balances
control and chaos. Let’s call this the Quirky
Way.
This “operating system” should give us a view of our current state (how work is done today), as
well as a mechanism for progress and change at every level of the organization. This responsive
approach requires a combination of principles and practices from Holacracy, Agile, Lean, Quirky
itself, and other self-organizing companies.
27. 27
Roles and people are not
1:1. We wear many hats and
our hats change.
These PRINCIPLES help us balance autonomy, speed, and risk
Consent is faster than
consensus. Make decisions
“safe to try” and move forward.
Discussing the work ≠
doing the work. Go try
something and come back.
Nothing is set in stone. The
rules, the roles, the structure…
they wait for your improvement.
Control is a fantasy. Embrace
uncertainty (and beat it) with
clear goals and iteration.
Trust each other. Give your
colleagues the benefit of the
doubt (or get new colleagues).
28. 28
1x Week
Action Meeting
“What do you need?”
1x Month 1x Quarter
These PRACTICES help us keep moving and evolving
30 minutes 90 minutes 3 hours
Governance Meeting
“What should change?”
Strategy Meeting
“What should we prioritize?”
30. PURPOSE Are we in pursuit of something meaningful?
NETWORKS
Are we leveraging, growing, and serving networks
of people and technology?
EMERGENCE
Are we planning too much and not testing-and-
learning enough?
ADAPTIVITY
Are we over-engineering things? For efficiency, for
control, or to preserve the status quo?
EMPOWERING
Are we pushing authority to the edge of the
organization? Is it clear who has it?
TRANSPARENCY
Are we letting information flow? Is it improving our
decisions? Are we tightly knit?
RESPONSIVEFRAMEWORK