This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Richard Hawkes from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
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
The document discusses a team effectiveness study conducted by My Executive Solutions to help executive leadership teams improve. The study involves gathering anonymous data through interviews and surveys on topics like team cohesion, communication, decision making, and roles. This data is analyzed to produce reports identifying primary perceptions and behaviors needing improvement. The executive team then reviews this organizational data in off-site sessions to achieve full alignment on challenges and strengthen the team. The goal is to expedite results by developing a stronger leadership style and fully aligned team.
AQuA Leading Transformational Change programme: masterclass with Helen BevanNHS Improving Quality
This document discusses the concept of change platforms and their advantages over traditional change programs. It notes that change platforms allow everyone, including service users and families, to help tackle challenges. They value diversity of thought and connect people, ideas, and learning. The role of formal leaders is to create the conditions for this and get out of the way. Change platforms break down silos and barriers to exchange knowledge, allowing diverse groups to share ideas, insights, co-create solutions, and launch experiments. They are discussed as a way to build energy for change from the ground up. Examples of successful change platforms are provided.
Squid Ink provides digital management and SEO services including team coaching and mentoring. The company focuses on helping clients with their online presence and search engine optimization. Copyright for the content is held by Anna Katis in 2013.
Discover the Power of Cultural Integration: How to Integrate Culturally Diver...Drake International
The webinar will cover how culture impacts communication and business decisions. It will discuss Hofstede's five dimensions of culture, including power distance, individualism vs collectivism, masculinity index, uncertainty avoidance, and long-term orientation. Tips for integrating culturally diverse employees include not making assumptions, providing mentors, understanding differences, training new employees, and conducting diversity training for managers.
This document discusses various factors that contribute to success in life such as hard work, knowledge, love, and luck. However, it argues that attitude is the most important factor, achieving a score of 100% when its letters are summed. A positive attitude can help solve problems and get one to the top. The document encourages the reader to share this message with others to spread this perspective.
Building Strong Teams Through Trust & AlignmentAgile Velocity
Building strong teams takes time particularly if the team is suffering from trust issues. Presented at Agile2015 and Agile Austin's Leadership SIG, David Hawks explains 3 techniques for building team trust, working through 3 common team dysfunctions, and how to feel comfortable facilitating trust and alignment exercises.
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
The document discusses a team effectiveness study conducted by My Executive Solutions to help executive leadership teams improve. The study involves gathering anonymous data through interviews and surveys on topics like team cohesion, communication, decision making, and roles. This data is analyzed to produce reports identifying primary perceptions and behaviors needing improvement. The executive team then reviews this organizational data in off-site sessions to achieve full alignment on challenges and strengthen the team. The goal is to expedite results by developing a stronger leadership style and fully aligned team.
AQuA Leading Transformational Change programme: masterclass with Helen BevanNHS Improving Quality
This document discusses the concept of change platforms and their advantages over traditional change programs. It notes that change platforms allow everyone, including service users and families, to help tackle challenges. They value diversity of thought and connect people, ideas, and learning. The role of formal leaders is to create the conditions for this and get out of the way. Change platforms break down silos and barriers to exchange knowledge, allowing diverse groups to share ideas, insights, co-create solutions, and launch experiments. They are discussed as a way to build energy for change from the ground up. Examples of successful change platforms are provided.
Squid Ink provides digital management and SEO services including team coaching and mentoring. The company focuses on helping clients with their online presence and search engine optimization. Copyright for the content is held by Anna Katis in 2013.
Discover the Power of Cultural Integration: How to Integrate Culturally Diver...Drake International
The webinar will cover how culture impacts communication and business decisions. It will discuss Hofstede's five dimensions of culture, including power distance, individualism vs collectivism, masculinity index, uncertainty avoidance, and long-term orientation. Tips for integrating culturally diverse employees include not making assumptions, providing mentors, understanding differences, training new employees, and conducting diversity training for managers.
This document discusses various factors that contribute to success in life such as hard work, knowledge, love, and luck. However, it argues that attitude is the most important factor, achieving a score of 100% when its letters are summed. A positive attitude can help solve problems and get one to the top. The document encourages the reader to share this message with others to spread this perspective.
Building Strong Teams Through Trust & AlignmentAgile Velocity
Building strong teams takes time particularly if the team is suffering from trust issues. Presented at Agile2015 and Agile Austin's Leadership SIG, David Hawks explains 3 techniques for building team trust, working through 3 common team dysfunctions, and how to feel comfortable facilitating trust and alignment exercises.
The document discusses various strategies for altering consumer attitudes, which is important for marketers. It describes four functions of attitudes: ego-defensive, value-expressive, utilitarian, and knowledge. Some key attitude changing strategies discussed are highlighting new benefits of a product, associating a product with social causes, resolving conflicts between attitudes, and directly claiming a brand is better without changing beliefs about attributes. The goal is to change perceptions and make consumers view brands more favorably.
- 35% of non-elective hospital admissions in the UK are concentrated in just 1% of the population, who are highly transient and in need of proactive support.
- A proactive health coaching intervention aims to circumvent periods of high healthcare utilization by providing non-clinical support to empower patients and improve self-management, especially at the earliest signs of disease progression.
- Initial results found the intervention led to fewer hospital admissions and emergency department visits, shorter hospital stays, better health outcomes, and higher quality of life for patients.
Developing Emotional Intelligence Skills for High Performance CulturesHuman Capital Media
More and more of the leading executives are creating high performing cultures with mindfulness. There is a very simple reason for this: in the modern business, EQ is more important than IQ. EQ, or “emotional intelligence,” is highly trainable through a variety of mindfulness and positive psychology techniques.
Join Whil, the leaders in digital mindfulness training, to find out:
What mindfulness training is and how to bring it to your employees
The secrets of the emotional intelligence and leadership training born at Google
How to unleash the leadership potential in your team, including millennials
How mindfulness can help your employees thrive, in the face of of stress and disruption
All attendees will get a free special eBook and a subscription to Whil’s digital training platform, featuring thousands of training programs based in neuroscience, mindfulness and positive psychology.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
The document provides information about various leadership and personal development programs offered by People First Leadership Academy (PFLA). PFLA aims to empower people through programs focused on self-mastery, goal setting, communication skills, image management, and leadership skills. Some key programs mentioned include the Self-Mastery & Goal Setting Program, Effective Communication Skills certification, and Integrated Teachers Training Certificate (ITTC) program. The document also shares positive feedback and testimonials from past participants who benefited from PFLA's programs.
Seven Steps to Self Mastery-1 A Journey Amongst The Chakras.
A look at the main characteristics seven major Chakras in the human body. Also detailed exploration of the First Chakra, The Muadhara, The Root Chakra.
Including ways to strengthen this foundational chakra of the human energy system.
#rootchakra #spiritualandpersonaldevelopment #slideshare
http://www.spiritualandpersonaldevelopment.com/2014/09/30/seven-steps-self-mastery-part-1/
This document describes a Top Team Alignment Program that aims to develop organizational cultures of innovation, collaboration, and strategic agility. It notes that competitive advantage is now determined by an organization's ability to anticipate disruption and foster innovation. The first step of the program is to align or realign leadership teams through an honest examination of how they work together and lead. The program uses 360-degree feedback and workshops to measure team effectiveness, identify behaviors hindering innovation, and align teams to a shared vision and culture. Coaching and follow up initiatives help embed new behaviors and ensure sustainable cultural change.
This document discusses aligning an organization's top team to realize superior performance. It proposes conducting workshops to help define the organization's direction, values, goals and roadblocks. The workshops would help the top team agree on a vision, priorities, metrics and milestones. They would also identify barriers and create an implementation plan with accountabilities and timelines. The outcome would be greater alignment of the top team around the organization's strategic direction and priorities.
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
The document discusses various organizational diagnosis and change models including McKinsey 7S model, Weisbord 6-box model, and systems theory. It also discusses the reflective learning model and how it is used in organizational diagnosis and change processes. Traditional problem-solving approaches are contrasted with solution-focused approaches like appreciative inquiry.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
Agile India 2016: Agile HR – Your Secret to Enterprise AgilityFabiola Eyholzer
Bangalore, India | Mar-17-2016
Inspired, empowered, and engaged people are the heart and soul of Agile – and HR.
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
We will talk about how to turn your Human Resources into Agile People Operations and boost your agility.
Join this session to
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– learn about People solutions in Agile Enterprises
The document discusses organizational change in an agile world. It provides perspectives on managing resistance to change by understanding the reasons for reactions to change. It also outlines approaches for executing change, including establishing a vision and direction, building skills and incentives, creating plans and tracking progress, and using improvement approaches like the Toyota Kata.
Agile organizational refactoring - A key moment in your transformation - Part 1Xavier Albaladejo
The “compulsory” organisational re-factoring needed in order to be more Agile has a lot of wins but, as any organisational design, it also has flaws and typical issues you should expect (e.g. silo effect in teams, not ready technology base, how to deal with middle management). So, this talk gives some options for dealing with these situations before they get tough. Another topic that is covered is the non-sense of the “Agile corporate transformation” concept and what to do if you are in this situation.
YouTube live presentation: http://www.youtube.com/watch?v=grMDYgCNCbQ
Versión en español: https://www.slideshare.net/xalbaladejo/refactorizacion-organizativa-agile-un-momento-clave-en-la-transformacin-agile-parte-1/
The document outlines an agenda for a Sustainable Brands membership meeting. The schedule includes sessions on current member activities and initiatives, exploring collaboration opportunities, and discussions on driving innovation, new metrics for sustainability, and shifting societal aspirations. Additional topics cover the SB mission to inspire sustainability innovation, current work streams around new metrics, engagement, and behavior change. The document provides background on SB, membership benefits, and engaging cross-departmentally to shift brands and drive demand for sustainable products and services.
Step-by-Step Guide to Leading a Large-Scale Agile TransformationTechWell
A few years ago everyone wanted to know how to convince their executives to go agile. Today, executives are asking their teams how they'll make the transformation. We have made significant progress changing the hearts and minds of senior leadership, but executives now demand a greater level of assurance that the plan is actually going to work. Executives are tired of being told to trust the team and that everything will be okay. Executives want to know how agile is going to help make things better. Mike Cottmeyer begins by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next, he considers how to assess the organization and build an agile transformation strategy and roadmap that encourage an iterative and incremental approach to change. Finally, Mike explores the metrics and controls that help you know if you're on the right track. Explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise.
DeJoy, Knauf & Blood is a regional CPA firm located in Rochester, NY we are also searching for accounting and professional talent to join our team of motivated, friendly and fun people! Thank you for stopping ny!
Dublin North Agile (DNA) Meetup - 1st March 2022 - "Bringing Leadership Agili...Paddy Corry
About DNA:
Dublin North Agile (DNA for short) is a not-for-profit agile support group. If you're a scrum master, product owner, developer, agile coach, agile leader, or have an interest in agile product delivery, Scrum, Kanban or any agile practices, then this group could be for you.
Slack: https://join.slack.com/t/dublin-north-agile/shared_invite/zt-9x5xuakl-nrKJxNTo8mor_LBwWye3GQ
Twitter: https://twitter.com/DNAMeetup or
LinkedIn: https://www.linkedin.com/company/dublin-north-agile/
About this Event:
https://www.meetup.com/dublin-north-agile/events/280011361/
"Bringing Leadership Agility to agile"
For an Agile transformation to succeed, an organization not only needs to adopt Agile methods on a widespread scale, it is also essential to develop an agile culture. Overarching both these needs is the need for agile leadership. In this talk you’ll learn a fresh new approach to agile leadership that’s based on years of in-depth research and work with leaders.
This approach, called “leadership agility,” says that, yes, agile leaders need to adopt an agile mindset, but there’s a lot more that’s needed. The Leadership Agility approach identifies three predictable levels that leaders can move through in increasing their agility. These levels are based on well-established stages of adult development. These stages are not age-based but instead represent increasing levels of cognitive complexity and emotional intelligence.
This talk covers:
• The core practice of leadership agility
• Four types of agility that today’s leaders need to master
• Three “levels” of mastery in developing leadership agility
• Tools and methods for developing agile leaders with brief case examples
About Bill Joiner:
As lead researcher and author for the award-winning book, Leadership Agility, Bill has become one of the world’s foremost thought-leaders on understanding and developing agile leadership. Bill has decades of experience completing successful consulting and coaching projects with companies based in the US, Canada, and Europe. He is founder and CEO of ChangeWise, a firm that partners with senior leaders to transform leadership culture. ChangeWise also provides training for coaches – Agile and otherwise – in the Leadership Agility 360, the Leadership Agility Accelerator, and in Leadership Agility Coaching.
Bill earned his Doctorate in Organization and Leadership Development at Harvard. He has authored numerous articles on Leadership Agility.
Don't grow it alone afbp final 2017.12.06Paul Menig
This document discusses advisory boards and their role in driving business success. It provides a range of advisory options for business owners from independent advisors to paid consultants. It also outlines the differences between board advisors, peer advisors, and informal friends in terms of meetings, control, preparation required, duties, costs, and topics discussed. The document then summarizes surveys that show many family businesses have boards of directors but few have formal legal boards. It stresses that older, larger companies are more likely to have advisory boards and outlines factors to consider when starting a board.
The document discusses various strategies for altering consumer attitudes, which is important for marketers. It describes four functions of attitudes: ego-defensive, value-expressive, utilitarian, and knowledge. Some key attitude changing strategies discussed are highlighting new benefits of a product, associating a product with social causes, resolving conflicts between attitudes, and directly claiming a brand is better without changing beliefs about attributes. The goal is to change perceptions and make consumers view brands more favorably.
- 35% of non-elective hospital admissions in the UK are concentrated in just 1% of the population, who are highly transient and in need of proactive support.
- A proactive health coaching intervention aims to circumvent periods of high healthcare utilization by providing non-clinical support to empower patients and improve self-management, especially at the earliest signs of disease progression.
- Initial results found the intervention led to fewer hospital admissions and emergency department visits, shorter hospital stays, better health outcomes, and higher quality of life for patients.
Developing Emotional Intelligence Skills for High Performance CulturesHuman Capital Media
More and more of the leading executives are creating high performing cultures with mindfulness. There is a very simple reason for this: in the modern business, EQ is more important than IQ. EQ, or “emotional intelligence,” is highly trainable through a variety of mindfulness and positive psychology techniques.
Join Whil, the leaders in digital mindfulness training, to find out:
What mindfulness training is and how to bring it to your employees
The secrets of the emotional intelligence and leadership training born at Google
How to unleash the leadership potential in your team, including millennials
How mindfulness can help your employees thrive, in the face of of stress and disruption
All attendees will get a free special eBook and a subscription to Whil’s digital training platform, featuring thousands of training programs based in neuroscience, mindfulness and positive psychology.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
The document provides information about various leadership and personal development programs offered by People First Leadership Academy (PFLA). PFLA aims to empower people through programs focused on self-mastery, goal setting, communication skills, image management, and leadership skills. Some key programs mentioned include the Self-Mastery & Goal Setting Program, Effective Communication Skills certification, and Integrated Teachers Training Certificate (ITTC) program. The document also shares positive feedback and testimonials from past participants who benefited from PFLA's programs.
Seven Steps to Self Mastery-1 A Journey Amongst The Chakras.
A look at the main characteristics seven major Chakras in the human body. Also detailed exploration of the First Chakra, The Muadhara, The Root Chakra.
Including ways to strengthen this foundational chakra of the human energy system.
#rootchakra #spiritualandpersonaldevelopment #slideshare
http://www.spiritualandpersonaldevelopment.com/2014/09/30/seven-steps-self-mastery-part-1/
This document describes a Top Team Alignment Program that aims to develop organizational cultures of innovation, collaboration, and strategic agility. It notes that competitive advantage is now determined by an organization's ability to anticipate disruption and foster innovation. The first step of the program is to align or realign leadership teams through an honest examination of how they work together and lead. The program uses 360-degree feedback and workshops to measure team effectiveness, identify behaviors hindering innovation, and align teams to a shared vision and culture. Coaching and follow up initiatives help embed new behaviors and ensure sustainable cultural change.
This document discusses aligning an organization's top team to realize superior performance. It proposes conducting workshops to help define the organization's direction, values, goals and roadblocks. The workshops would help the top team agree on a vision, priorities, metrics and milestones. They would also identify barriers and create an implementation plan with accountabilities and timelines. The outcome would be greater alignment of the top team around the organization's strategic direction and priorities.
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
The document discusses various organizational diagnosis and change models including McKinsey 7S model, Weisbord 6-box model, and systems theory. It also discusses the reflective learning model and how it is used in organizational diagnosis and change processes. Traditional problem-solving approaches are contrasted with solution-focused approaches like appreciative inquiry.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
Agile India 2016: Agile HR – Your Secret to Enterprise AgilityFabiola Eyholzer
Bangalore, India | Mar-17-2016
Inspired, empowered, and engaged people are the heart and soul of Agile – and HR.
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
We will talk about how to turn your Human Resources into Agile People Operations and boost your agility.
Join this session to
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– learn about People solutions in Agile Enterprises
The document discusses organizational change in an agile world. It provides perspectives on managing resistance to change by understanding the reasons for reactions to change. It also outlines approaches for executing change, including establishing a vision and direction, building skills and incentives, creating plans and tracking progress, and using improvement approaches like the Toyota Kata.
Agile organizational refactoring - A key moment in your transformation - Part 1Xavier Albaladejo
The “compulsory” organisational re-factoring needed in order to be more Agile has a lot of wins but, as any organisational design, it also has flaws and typical issues you should expect (e.g. silo effect in teams, not ready technology base, how to deal with middle management). So, this talk gives some options for dealing with these situations before they get tough. Another topic that is covered is the non-sense of the “Agile corporate transformation” concept and what to do if you are in this situation.
YouTube live presentation: http://www.youtube.com/watch?v=grMDYgCNCbQ
Versión en español: https://www.slideshare.net/xalbaladejo/refactorizacion-organizativa-agile-un-momento-clave-en-la-transformacin-agile-parte-1/
The document outlines an agenda for a Sustainable Brands membership meeting. The schedule includes sessions on current member activities and initiatives, exploring collaboration opportunities, and discussions on driving innovation, new metrics for sustainability, and shifting societal aspirations. Additional topics cover the SB mission to inspire sustainability innovation, current work streams around new metrics, engagement, and behavior change. The document provides background on SB, membership benefits, and engaging cross-departmentally to shift brands and drive demand for sustainable products and services.
Step-by-Step Guide to Leading a Large-Scale Agile TransformationTechWell
A few years ago everyone wanted to know how to convince their executives to go agile. Today, executives are asking their teams how they'll make the transformation. We have made significant progress changing the hearts and minds of senior leadership, but executives now demand a greater level of assurance that the plan is actually going to work. Executives are tired of being told to trust the team and that everything will be okay. Executives want to know how agile is going to help make things better. Mike Cottmeyer begins by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next, he considers how to assess the organization and build an agile transformation strategy and roadmap that encourage an iterative and incremental approach to change. Finally, Mike explores the metrics and controls that help you know if you're on the right track. Explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise.
DeJoy, Knauf & Blood is a regional CPA firm located in Rochester, NY we are also searching for accounting and professional talent to join our team of motivated, friendly and fun people! Thank you for stopping ny!
Dublin North Agile (DNA) Meetup - 1st March 2022 - "Bringing Leadership Agili...Paddy Corry
About DNA:
Dublin North Agile (DNA for short) is a not-for-profit agile support group. If you're a scrum master, product owner, developer, agile coach, agile leader, or have an interest in agile product delivery, Scrum, Kanban or any agile practices, then this group could be for you.
Slack: https://join.slack.com/t/dublin-north-agile/shared_invite/zt-9x5xuakl-nrKJxNTo8mor_LBwWye3GQ
Twitter: https://twitter.com/DNAMeetup or
LinkedIn: https://www.linkedin.com/company/dublin-north-agile/
About this Event:
https://www.meetup.com/dublin-north-agile/events/280011361/
"Bringing Leadership Agility to agile"
For an Agile transformation to succeed, an organization not only needs to adopt Agile methods on a widespread scale, it is also essential to develop an agile culture. Overarching both these needs is the need for agile leadership. In this talk you’ll learn a fresh new approach to agile leadership that’s based on years of in-depth research and work with leaders.
This approach, called “leadership agility,” says that, yes, agile leaders need to adopt an agile mindset, but there’s a lot more that’s needed. The Leadership Agility approach identifies three predictable levels that leaders can move through in increasing their agility. These levels are based on well-established stages of adult development. These stages are not age-based but instead represent increasing levels of cognitive complexity and emotional intelligence.
This talk covers:
• The core practice of leadership agility
• Four types of agility that today’s leaders need to master
• Three “levels” of mastery in developing leadership agility
• Tools and methods for developing agile leaders with brief case examples
About Bill Joiner:
As lead researcher and author for the award-winning book, Leadership Agility, Bill has become one of the world’s foremost thought-leaders on understanding and developing agile leadership. Bill has decades of experience completing successful consulting and coaching projects with companies based in the US, Canada, and Europe. He is founder and CEO of ChangeWise, a firm that partners with senior leaders to transform leadership culture. ChangeWise also provides training for coaches – Agile and otherwise – in the Leadership Agility 360, the Leadership Agility Accelerator, and in Leadership Agility Coaching.
Bill earned his Doctorate in Organization and Leadership Development at Harvard. He has authored numerous articles on Leadership Agility.
Don't grow it alone afbp final 2017.12.06Paul Menig
This document discusses advisory boards and their role in driving business success. It provides a range of advisory options for business owners from independent advisors to paid consultants. It also outlines the differences between board advisors, peer advisors, and informal friends in terms of meetings, control, preparation required, duties, costs, and topics discussed. The document then summarizes surveys that show many family businesses have boards of directors but few have formal legal boards. It stresses that older, larger companies are more likely to have advisory boards and outlines factors to consider when starting a board.
This document provides an agenda for a two-day HR conference with sessions on leadership development, talent management, performance management, and cultural change. Day one includes sessions on developing senior leaders at Canadian Tire, leadership practices with sports and arts analogies, and transforming performance reviews at General Dynamics. Day two covers leading cultural change at Air Canada, strategic roundtables on talent acquisition and engagement, and building an HR partner during Ricoh's transformation.
View the slides for our webinar on Cracking Cultural Change or view the webinar here https://www.brighttalk.com/webcast/10001/198411
Cultural Change is one of the hardest things to crack within any organisation, let alone within IT. IT is fast paced - moving responsively to the business, technological and even public requirements. However, a required cultural shift from within is rarely successful. On average a mere 30% of Cultural Change Initiatives are successful, and a lot can be lost when it fails!
Join Helen Windle, ITSM Consultant, as she guides you through the key points to get it right first time.
Innovation Colonies:Incubating the Future of your BusinessJeff Steinberg
This document discusses innovation colonies as a strategy for companies to cultivate disruptive innovation. It defines an innovation colony as a dedicated department of small entrepreneurial teams focused on developing disruptive innovations to benefit the enterprise. Key points:
- Colonies perform three jobs: conceiving new products, validating markets, and bringing ideas to product-market fit.
- They operate with radical autonomy through separate legal entities, budgets, brands, and locations to experiment freely.
- Colonies incubate internal startups, acquire early-stage external startups, and invest in outside startups to generate new ideas.
- If ideas prove successful, the enterprise can choose to integrate, spin-off, or sell the innovation.
The document discusses making board meetings for startups more effective by moving them online and making them continuous rather than periodic in-person meetings. It proposes creating an online platform where founders can blog their progress, including business model testing results and canvases. Advisors and investors could then continuously and remotely view progress, provide real-time feedback, and have their questions answered without long lag times between traditional board meetings. This would help startups get more experienced advice, improve the guidance they receive, and eliminate geography as a barrier to investment. It could also increase investors' visibility into portfolio companies and allow them to scale their involvement. The document provides an example demo of how such a platform may work.
Accelerate change, strategic transformations and reorganizations with Nakisa'...Nakisa
Nakisa is a provider of human capital management (HCM) and financial management solutions, with over 700 enterprise customers, 4 million subscribers, operations in 125 countries, and 18 language options. The webinar discussed how Nakisa's HCM solutions can help companies accelerate change, strategic transformations, and reorganizations through features like organizational modeling and change management workflows. The presentation highlighted key business trends driving the need for improved HCM, and demonstrated Nakisa's organizational modeling tool OrgModeler.
Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal. https://bit.ly/3ge0jnV
This document discusses transforming a 100-year-old financial institution to create organizational agility in a rapidly changing world. It summarizes:
1) The challenges of helping traditional banking institutions built for long-term success transform for a second century of turbulence and uncertainty.
2) How M&F Bank, founded in 1907, engaged all stakeholders including employees and customers to create a new strategic vision and roadmap through strategy maps and growth initiatives.
3) The solutions implemented including conducting an Agility Audit to identify strengths and obstacles, and workshops to build the key drivers of anticipating change, generating confidence, liberating thinking, and evaluating results across people, processes, and technology.
This document summarizes the challenges faced by Mechanics & Farmers Bank (M&F Bank), a 100-year-old financial institution, in transforming itself to remain successful in a rapidly changing world. M&F Bank underwent an organizational transformation process led by Kim Saunders and Agility Consulting that involved gathering stakeholder input, creating a strategic vision and roadmap, assessing organizational agility, and developing leadership skills. The process focused on building strategic agility through anticipating change, generating confidence, initiating action, liberating thinking, and evaluating results. This enabled M&F Bank to enhance its competitive advantages of personalized service and customer intimacy for continued success.
Similar to Three Solutions for Leading Transformational Change (20)
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their employees. Therefore, Performance appraisal appears to be inevitable since it set the
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Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
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6. ...a three act play
1. A Single Leader Starts A
Transformational Wave.
2. A Guiding Coalition Feeds The
Wave.
3. A Top Team Rides The Wave.
Next, Curtain Call
9. “Yes, if you
have a
compelling
approach” Business Team Leader
“I am frustrated by the obstacles
this organization puts in way of
my team building a successful
business.
Would you be
my ally in an effort
to really solve
these systemic issues
at the root?”
CEO
She takes a calculated risk.
She is
frustrated.
32. They created a Gap Analysis…
e
d
Gap
Analysis
Map
Milestones
The 7 Principles From Current State To Desired Future State
1. Purpose
Separate purposes Alignment around a shared
purpose
2. Focus
Risk focused, poliCcal
and short term prioriCes
Focused on customers, markets
and primary constraints
3. Mindset
Working in silos and
fiefdoms
One organizaCon is servicing
the same customer
4. Roles
Business leaders don’t
have full P&Ls
Business leaders with all of the
tools they need.
5. Interdependencies
Independent silos CollaboraCon and innovaCon
across silos.
6. Strategies
Mostly plans not
strategies
Customer centric market
focused strategies
7. Implementa/on
Urgency and budget
driven
Focus on resolving primary
constraints and ROI
Four Pebbles
33. They created a Gap Analysis…
e
d
Gap
Analysis
Map
Milestones
The 7 Principles From Current State To Desired Future State
1. Purpose
Separate purposes Alignment around a shared
purpose
2. Focus
Risk focused, poliCcal
and short term prioriCes
Focused on customers, markets
and primary constraints
3. Mindset
Working in silos and
fiefdoms
One organizaCon is servicing
the same customer
4. Roles
Business leaders don’t
have full P&Ls
Business leaders with all of the
tools they need.
5. Interdependencies
Independent silos CollaboraCon and innovaCon
across silos.
6. Strategies
Mostly plans not
strategies
Customer centric market
focused strategies
7. Implementa/on
Urgency and budget
driven
Focus on resolving primary
constraints and ROI
Four Pebbles
34. They created a Gap Analysis…
e
d
Gap
Analysis
Map
Milestones
The 7 Principles From Current State To Desired Future State
1. Purpose
Separate purposes Alignment around a shared
purpose
2. Focus
Risk focused, poliCcal
and short term prioriCes
Focused on customers, markets
and primary constraints
3. Mindset
Working in silos and
fiefdoms
One organizaCon is accountable
for servicing the same
customer.
4. Roles
Business leaders don’t
have full P&Ls
Business leaders with all of the
tools they need.
5. Interdependencies
Independent silos CollaboraCon and innovaCon
across silos.
6. Strategies
Mostly plans not
strategies
Customer centric market
focused strategies
7. Implementa/on
Urgency and budget
driven
Focus on resolving primary
constraints and ROI
Primary
Constraint
To Team
Effec/veness
Four Pebbles
46. Adopting Best Practice Solutions
Cme
return
2
Adop/ng Proven Solu/ons
2
An Industry Best Prac/ce
Your Current Solu/on
Blueprint and
ImplementaCon
2