Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
You're in it for the long haul so stop thinking about transformation and start thinking about how to run small, time-bound experiments to get you to that utopian Agile state.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Organizational Developer 101 - Agile TO MeetupJason Little
There's much the agile community can learn from the OD community and vice-versa. Here we merged 2 basic OD elements by using the Management 3.0 Meddlers game and how structure change is but one small aspect of organizational change
Creating Alignment for Agile Change - Agile and Beyond 2015Jason Little
It's not about the change canvas, it's about the conversations that facilitate the creation of them. This talk was about how to guide alignment with techniques from Lean Change Management accompanied by a story from April Jefferson about how she used these techniques at GM and University of Michigan
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Building Your Own Change Management FrameworkJason Little
The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
Rethinking Transformation Spark the Change IndiaJason Little
We cling to linear change models because they make us feel good, but they don't work in today's world. The most popular change methods predate the internet, and whether we like it or not, organisational change follows the rules of social change.
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
INNOVATION ROOTS | Webinar | Three Secrets of Agile Leaders | Peter StevensInnovation Roots
Overview:
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets, and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Learning Objectives:
1. Connect agility at the personal, the team and the organizational level
2. Experience how the same challenges that led to poor performance in software development 30 years ago still plague the management of most organizations today.
3. Learn 3 simple techniques to unlock the potential of management.
4. Learn the key concepts and principles of Personal Agility
Agile Tour Zurich Three Secrets of Agile LeadersPeter Stevens
How do leaders achieve long-term goals? How do they inspire people to achieve goals larger than themselves? Three stories of successful leaders, three secrets, and three tips for becoming a better leader. (Hint: The answer is hiding in plain sight.)
You're in it for the long haul so stop thinking about transformation and start thinking about how to run small, time-bound experiments to get you to that utopian Agile state.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Organizational Developer 101 - Agile TO MeetupJason Little
There's much the agile community can learn from the OD community and vice-versa. Here we merged 2 basic OD elements by using the Management 3.0 Meddlers game and how structure change is but one small aspect of organizational change
Creating Alignment for Agile Change - Agile and Beyond 2015Jason Little
It's not about the change canvas, it's about the conversations that facilitate the creation of them. This talk was about how to guide alignment with techniques from Lean Change Management accompanied by a story from April Jefferson about how she used these techniques at GM and University of Michigan
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Building Your Own Change Management FrameworkJason Little
The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
Rethinking Transformation Spark the Change IndiaJason Little
We cling to linear change models because they make us feel good, but they don't work in today's world. The most popular change methods predate the internet, and whether we like it or not, organisational change follows the rules of social change.
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
INNOVATION ROOTS | Webinar | Three Secrets of Agile Leaders | Peter StevensInnovation Roots
Overview:
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets, and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Learning Objectives:
1. Connect agility at the personal, the team and the organizational level
2. Experience how the same challenges that led to poor performance in software development 30 years ago still plague the management of most organizations today.
3. Learn 3 simple techniques to unlock the potential of management.
4. Learn the key concepts and principles of Personal Agility
Agile Tour Zurich Three Secrets of Agile LeadersPeter Stevens
How do leaders achieve long-term goals? How do they inspire people to achieve goals larger than themselves? Three stories of successful leaders, three secrets, and three tips for becoming a better leader. (Hint: The answer is hiding in plain sight.)
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to “be” agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
Agile Marketing: Managing Marketing in High Gearion interactive
There are two kinds of companies in the digital world: the quick and the dead.
Marketing software empowers you with the technology to act and react swiftly to new opportunities. But to take advantage of that power, marketing needs to adapt how it manages its activities to thrive at this new clockspeed. Agile marketing is the ideal management methodology for this environment.
Learn:
- The process of agile marketing
- Examples of how other companies have adopted it
- Steps for getting started
- How other companies are integrating agile with budgeting, long-term planning, metrics & multi-team coordination
Great products require many people? Dispel the myth! Start small, and stay small! Self-organisation flourishes in great small teams of passionate, dedicated developers. This presentation is a follow up of our presentation on Self-Organisation. Here we would like to demonstrate, that creative self-organisation is easier to achieve in small teams. We also advocate that it is best to start with one team only, regardless of perceived size of the product.
The talk and bonus material slides from Ethar Alali's Agile Yorkshire talk in September 2015. Covering Business Agility and Lean thinking and why talking about [no]estimates is the wrong question.
Product strategy in a customer centric company at LeanKitFlorent de Gantes
Product strategy in a customer centric company - how LeanKit thinks about Lean, how we organize to deliver on our product strategy, and where Google can improve. Delivered at Scrum User Group, in Atlanta.
Stealing advice from the developers: how to make your small marketing team more prolific, less stressed, and able to knock out deadlines like Holly Holm did to Ronda Rousey.
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
Business Execution for RESULTS - Lessons learned from working with thousands of SMB clients
Stephen Lynch is the Head of Strategy and Consulting at RESULTS.com. He is a “Kiwi” (New Zealander) living in San Francisco.
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in this presentation.
Modern Change Management - 5 Universales del CambioJason Little
5 Universals of Change designed to help you be more agile in change management by focusing on what matters. PResented at Transformation LATAM 2020 (slides in EN and ES)
Modern Change Management - 5 Universals for ChangeJason Little
We’ve run over 450 workshops in 30 countries for over 5000 people and visited countless organizations of all sizes. We’ve discovered 5 Universals for Change that help you apply the right approach for change, at the right time.
Rethinking Transformation - Agile Consortium Feb 2019Jason Little
Our organizations didn't plan their way into the mess they're in so there's no way they're going to plan their way out of it. Manage change at the events and intervention points that make a difference.
Tampere Goes Agile - Experimenting Through Change KeynoteJason Little
Experiments have become fashionable. How do you know if the experiment you're running is the right one? How can you run experiments without losing sight of the big picture?
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
Using Storytelling in Change ManagementJason Little
Urgency for change is an outdated concept in change management. Cause and purpose for change is a more compelling way to help people align to transformational change. Learn how you can incorporate storytelling into change management by using a Storytelling Canvas.
Culture Follows Structure - DSM Agile Jason Little
The Agile Community focuses too much on 'being Agile' and hitting people over the head with the Agile Mindset stick. Once teams operate under the radar and then hit the organizational boundaries, new language is needed to help provide leaders with better options for deliberately creating structures that align with an Agile way of working.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
Continous Improvement: How To Make it HappenJason Little
Continuous Improvement. All organizations want it but how do you do it? In this presentation for the Ontario Hospitals Association I shared stories and ideas for applying Lean practices to change.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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/
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
12. @jasonlittle | leanintuit.com
Dept X
Scrum Team 1
Scrum Team 2
LOB 1
LOB 2
LOB 3
Vendor
Other teams
Dept Y Dept Z
Other
projects
Dept A
me!
13. @jasonlittle | leanintuit.com
Dept X
Scrum Team 1
Scrum Team 2
LOB 1
LOB 2
LOB 3
Vendor
Other teams
Dept Y Dept Z
Dept A
Other
projects
Program Meetings:
2x sprint planning
backlog refinement
2x ‘technical refinement’
Retrospectives
2x standups
2x sprint reviews
A whack of other project
meetings
16. @jasonlittle | leanintuit.com
When you strip away the Agile noise…4 things matter
1) How people are grouped:
- application
- geography/timezone
- line of business
- function/skillset
- component
- feature
- customer experience
17. @jasonlittle | leanintuit.com
When you strip away the Agile noise…4 things matter
2) How groups are linked:
- matrix
- project/program
- work management tools
- links between people (PM to PM etc)
- component
- feature
- customer experience
18. @jasonlittle | leanintuit.com
When you strip away the Agile noise…4 things matter
3) Are groups aligned:
- common objective
- prioritization of work
- work management tools
- links between people (PM to PM etc)
- component
- feature
- customer experience
Goal
19. @jasonlittle | leanintuit.com
When you strip away the Agile noise…4 things matter
4) Is the way we’re organized working?
- project/program metrics
- OKRs
- fuzzy measurements (happiness etc)
- Customer satisfaction (NPS etc)
- gut-feel
- network density and health
+
-
Customers happy
Teams are burning out
20. @jasonlittle | leanintuit.com
There are 630,000 publicly traded companies worldwide
https://www.investopedia.com/financial-edge/1212/stock-exchanges-around-the-world.aspx
So there are probably millions of teams worldwide using some type of
process to manage their work.
So please stop with “that’s not agile…or that’s not scrum…or that’s
not…” because every team is doing some kind of ‘hybrid’ or fit-for-
purpose process.
21. @jasonlittle | leanintuit.com
1 - What problems exist with the way we’re organized
now?
2 - Who are these problems a problem for?
3 - Does anyone (other than the agile coach) care enough
about making it better?
4 - Reverse the paradigm of each problem (how would we
organize differently to solve these problems?)
5 - Decide what needs to change for each problem and
who influences those changes
6 - Agree on what tradeoffs are being made
22. @jasonlittle | leanintuit.com
Who are these problems a problem for?
Customers
People doing the
work
People directly
managing the work
People paying for the
work
Full-time team
members
part-time team
membersContractors
Execs
LOB heads
PMs
Program
Managers
Other teams
Support
Support teams
(architecture etc)
People who are
dependant on the
people doing the
work
Don’t
care
Mildly
annoyed
Violently
angry
Cohort
Response time is
too long
Pressure to deliver
Pressure to ‘be green’
23. @jasonlittle | leanintuit.com
Who cares the most?
Customers
People doing the
work
People directly
managing the work
People paying for the
work
Full-time team
members
part-time
team membersContractors
Execs
LOB heads
PMs
Program
Managers
Other teams
Support
Support teams
(architecture etc)
People who are
dependant on the
people doing the
work
Don’t
care
Sorta
cares
Cares a
lot!
Cohort
Tired of getting
yelled at
Getting burned out
My budget!!!
24. @jasonlittle | leanintuit.com
Reverse the paradigms
What if support response time was fast enough?
What if the PM wasn’t constantly hung out to dry?
What if there was no incoming support?
What if the 3 people in front of the team were focused on the program?
What if the LOB Exec had a fixed annual budget and team?
What if…..
There is no right answer, only trade-offs…
25. @jasonlittle | leanintuit.com
Dept X
Scrum Team 1
Scrum Team 2
LOB 1
LOB 2
LOB 3
Vendor
Other teams
Dept Y Dept Z
Other
projects
Dept A
me!
Cost
Value
3 people
rotate
handling
interruptions
Stop other
project
work
Merge tech
teams w/
scrum team
Team does
program
work only
What could we do?
26. @jasonlittle | leanintuit.com
Dept X
Scrum Team 1
Scrum Team 2
LOB 1
LOB 2
LOB 3
Vendor
Other teams
Dept Y Dept Z
Other
projects
Dept A
me!
3 people rotate
handling interruptions
2 people focus on the
program
Spreads knowledge
faster
Strong relationships
make this a viable option
Minimal disruption
27. @jasonlittle | leanintuit.com
Dept X
Scrum Team 1
Scrum Team 2
LOB 1
LOB 2
LOB 3
Vendor
Other teams
Dept Y Dept Z
Other
projects
Dept A
me!
Scrum Team only does
program work
Highly disruptive
Extremely risky and
costly
Who decides what work
to stop?
Severe ripple effects
28. @jasonlittle | leanintuit.com
Who do I work with today?
Who is influential in making the change I want?
What are other relationships in this network?
Who do I need to work with daily to be the most effective?
me!
Building A
Building B
Remote
29. @jasonlittle | leanintuit.com
Head
- process, data,
analysis, org
structure
Heart
- relationships,
feel, culture
Wallet
- budget, value
Change happens when we balance these