The document discusses harnessing chaos to drive innovation. It provides an agenda for a presentation on encouraging innovation through knowledge management. The presentation covers defining innovation, ways to encourage it such as through knowledge sharing and risk-taking. It also discusses using knowledge management processes like communities of practice, lessons learned and peer assists to drive innovation. Finally, it presents a case study of a FMCG company that saw sales and profits increase significantly by connecting people through a social application to share experiences in emerging markets.
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
KM as the Engine of Business Process ImprovementKM Chicago
EDS implemented a knowledge management (KM) program to improve key business processes like sales and delivery. They took a process-oriented approach, applying KM to high-impact processes and measuring tangible results. By capturing expertise in repositories and encouraging sharing, EDS saw increased efficiency, higher win rates, and reduced cycle times. However, changing employee behaviors to contribute and reuse knowledge was challenging. EDS learned that technology alone is not enough and that KM must demonstrate clear benefits to end users.
Lean principles and practices have been widely adopted to significantly improve business excellence and foster long-term benefits. Pioneered by Toyota, Lean focuses on eliminating waste through tools like 5S, visual management, total productive maintenance, and pull systems. It provides a new paradigm that is more effective than mass production. Today, leading companies are implementing Lean to gain competitive advantages.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides an overview of an organization called Companions in Change Management. It presents their vision of helping organizations adapt and transform in today's complex environment through change management. Their mission is to offer strong human support and a guarantee of success to leaders managing development and transformation projects. The organization consists of a multi-faceted team with diverse skills and experiences in facilitating transformation processes, supporting technological innovation, aligning communications with change, and more. They utilize a systemic, emotional, and logical "SEL" framework to help clients master the complex change process.
Celerant Consulting recommends a 7-point plan for GRIDS corporations to improve operational performance:
1. Embed project teams in the field to motivate local teams.
2. Establish direct links between leadership and field operations to improve understanding of performance issues.
3. Involve local managers centrally to identify problems and solutions.
4. Take a holistic view of corporate functions to address underlying issues restricting performance.
5. Develop local solutions through pilot programs and test improvements.
6. Identify and engage best practices and key stakeholders to accelerate change.
7. Embed continuous improvement approaches through training to sustain changes over time.
June 15, 2010 discussion with the SI KM Leaders about the Knowledge Jam process - a facilitated, conversation-based process for getting out hidden knowledge and putting it to work. (This presentation is best seen in "build" using powerpoint.)
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
KM as the Engine of Business Process ImprovementKM Chicago
EDS implemented a knowledge management (KM) program to improve key business processes like sales and delivery. They took a process-oriented approach, applying KM to high-impact processes and measuring tangible results. By capturing expertise in repositories and encouraging sharing, EDS saw increased efficiency, higher win rates, and reduced cycle times. However, changing employee behaviors to contribute and reuse knowledge was challenging. EDS learned that technology alone is not enough and that KM must demonstrate clear benefits to end users.
Lean principles and practices have been widely adopted to significantly improve business excellence and foster long-term benefits. Pioneered by Toyota, Lean focuses on eliminating waste through tools like 5S, visual management, total productive maintenance, and pull systems. It provides a new paradigm that is more effective than mass production. Today, leading companies are implementing Lean to gain competitive advantages.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides an overview of an organization called Companions in Change Management. It presents their vision of helping organizations adapt and transform in today's complex environment through change management. Their mission is to offer strong human support and a guarantee of success to leaders managing development and transformation projects. The organization consists of a multi-faceted team with diverse skills and experiences in facilitating transformation processes, supporting technological innovation, aligning communications with change, and more. They utilize a systemic, emotional, and logical "SEL" framework to help clients master the complex change process.
Celerant Consulting recommends a 7-point plan for GRIDS corporations to improve operational performance:
1. Embed project teams in the field to motivate local teams.
2. Establish direct links between leadership and field operations to improve understanding of performance issues.
3. Involve local managers centrally to identify problems and solutions.
4. Take a holistic view of corporate functions to address underlying issues restricting performance.
5. Develop local solutions through pilot programs and test improvements.
6. Identify and engage best practices and key stakeholders to accelerate change.
7. Embed continuous improvement approaches through training to sustain changes over time.
June 15, 2010 discussion with the SI KM Leaders about the Knowledge Jam process - a facilitated, conversation-based process for getting out hidden knowledge and putting it to work. (This presentation is best seen in "build" using powerpoint.)
Lean India Consulting Group provides continual excellence consulting services to help organizations drive business performance through lean strategies. They offer training and certification programs to develop lean practitioners, coaches, and champions. Their engagement model involves assessing needs, educating clients, selecting pilot projects, standardizing improvements, and facilitating internalization of lean thinking. Benefits include short-term wins and cost savings as well as long-term development of an improvement culture and self-directed work.
NotionPath provides digital publishing solutions to help organizations build online communities and engage members. Their portal solution supports newsletters, membership sites, magazines, and other content to drive engagement and monetize content. They offer strategic planning, content strategy development, project management and other services to help organizations transition to digital publishing and address challenges around disruptive changes, new revenue sources and staff skills. Case studies provide examples of how NotionPath has helped associations increase their international reach and revenues through online publishing solutions.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
Lisa Hodges of Cornerstone Service Management explains how PRINCE2 – the most widely adopted project management approach in the world – offers a proven, practical approach to organizing, managing, and executing ITIL process improvement projects.
Collaborative Knowledge Platform Ckp Some Key SlidesJoep Wijman
The document describes a collaborative knowledge platform (CKP) initiative to facilitate structured knowledge creation, dissemination, and exploitation in network innovation projects. The CKP is based on a knowledge map using an object model with defined knowledge objects. It provides a collaborative workspace to securely store, share, and collaborate on knowledge and documents between partners. The key features include roles and responsibilities defined by governance and competencies to add value to knowledge objects and achieve project objectives.
The role of the PMO must shift as an organization embraces agile methods to avoid the many points of conflict between agile teams that self manage and self-organize and control oriented, administrative PMOs. A solution to this problem is to refocus PMO activity on tasks outside the team’s purview. This presentation discusses the three voice metaphor used to sort out roles in this new environment.
Keynote (EN): Leading with Flexible Targets - Beyond Budgeting & the performa...Gebhard Borck
Keynote presentation for several companies in Bergamo, Italy.
Presented by Sergio Mascheretti (I.T.M. Consulenza) and Niels Pflaeging (BetaCodex Network
BMGI is a global consulting firm with 150 employees across 13 international offices that helps businesses solve strategic, organizational, and process problems. It has over 40 active clients in 20 countries. BMGI specializes in problem solving using approaches like Lean Six Sigma and works with clients to design customized solutions. The firm prides itself on its objectivity and helping clients achieve sustainable improvements by teaching their employees new skills.
The document summarizes an upcoming conference on Six Sigma excellence. The three day conference will be held in Washington D.C. from July 13-15, 2010. It will provide tools and techniques for effectively managing, measuring, and sustaining Lean Six Sigma initiatives. Attendees will learn how to streamline processes, identify performance measures, garner company-wide support, and create an infrastructure for deployment. A pre-conference workshop on July 13th will provide white belt certification training.
The document discusses five key initiatives to reinforce corporate agility: 1) Simplify and clarify processes, policies, and priorities to reduce unnecessary effort. 2) Build feedback loops through honest and frequent feedback to enable adapting to changes. 3) Expand horizons by looking outside the organization and testing boundaries. 4) Empower employees by pushing decisions down, holding people accountable, and rewarding performers. 5) Build a winning culture with no weak links, a focus on self-improvement, and an expectation of success. Practical tools and techniques are provided for each initiative.
This document provides an overview of Deloitte's innovation program and lessons learned from innovation initiatives. It discusses why innovation is important for Deloitte given its goal of continued growth. The program includes an innovation portal to manage ideas, innovation training for staff, and ideation campaigns to generate ideas. It also describes an Innovation Week project done with a client to generate insights and ideas around the client's strategic challenges using Deloitte's professionals. The document emphasizes that innovation must be embedded in Deloitte's processes and culture to be sustainable.
As a complement to the Lean Leaders Meeting brochure, we\'ve added the Business Development Pack for solution providers to review. Since delegates of the Lean Leaders Meeting are Lean practitioners by invite only, this document gives solution providers the chance to participate in the event through direct partnership with IQPC and Lean Leaders. Visit the website for complete details at www.leaders-in-lean.com.
This document discusses project management and organizational change. It begins with an agenda that covers an introduction and action plan, projects and status, organization, project management and development, and change management and knowledge sharing. It then provides details on each topic, including a 4-step methodology for critical issue treatment and strategic business process reengineering. Project management concepts like project lifecycles, planning, goals, and balancing cost, time, and scope are examined. Finally, it recommends further reading and provides contact information for the author.
Michael Kipp is an experienced C-level executive with over 20 years of international business experience. He has a track record of improving financial performance and transforming companies. He has worked in multiple industries including retail, technology, manufacturing, and business services. Kipp is a polished communicator skilled at building high-performing teams and driving operational and financial strategies.
IIBA Ottawa Kick-Off Meeting: Change Management with Sandee VincentCTE Solutions Inc.
The document discusses change management for business analysts. It provides an agenda for a training session on change management that includes discussing past projects, a case study, an 8-step organizational change model, and how individuals adapt to change. The case study involves implementing an inventory tracking system and restricting access to a warehouse for health and safety reasons. The training then covers Kotter's 8-step change model and how to apply each step. It also discusses a model for how individuals personally adapt to and transition through change.
The Corporate Presentation gives you a glimpse into the Milagrow Universe.
See How We at Milagrow, Strive to Provide to Small and Medium Businesses, World Class Solutions, Services and Forums.
What's Slowing You Down? Unlocking Strategic Speed in Your Learning OrganizationHuman Capital Media
In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm.
Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp.
Claudine Wolfe, Managing Director, Talent Management, Morgan Stanley
Aligning people process and technology in km arma metro ny presentationStephanie Barnes
This document provides an agenda and overview for an educational event on aligning people, process, and technology for knowledge management success. The presentation introduces the speaker and their background in knowledge management consulting. It then covers key topics like the relationship between people, process and technology in KM, developing a KM roadmap, selecting appropriate KM technologies, and requirements for successful KM implementations like having a clear strategy, governance structure, change management process, and measuring return on investment. The presentation concludes with case studies of successful and unsuccessful KM projects at various organizations.
Aligning people process and technology in km sikm presentationStephanie Barnes
This document provides an overview of aligning people, process, and technology in knowledge management. It discusses the consultant's approach to knowledge management, which focuses on connecting people to the knowledge they need. It outlines a roadmap for developing a knowledge management program including analyzing needs, selecting technologies, implementation, and evolution. The document then reviews categories of knowledge management technologies and provides case studies on implementing different technologies.
Lean India Consulting Group provides continual excellence consulting services to help organizations drive business performance through lean strategies. They offer training and certification programs to develop lean practitioners, coaches, and champions. Their engagement model involves assessing needs, educating clients, selecting pilot projects, standardizing improvements, and facilitating internalization of lean thinking. Benefits include short-term wins and cost savings as well as long-term development of an improvement culture and self-directed work.
NotionPath provides digital publishing solutions to help organizations build online communities and engage members. Their portal solution supports newsletters, membership sites, magazines, and other content to drive engagement and monetize content. They offer strategic planning, content strategy development, project management and other services to help organizations transition to digital publishing and address challenges around disruptive changes, new revenue sources and staff skills. Case studies provide examples of how NotionPath has helped associations increase their international reach and revenues through online publishing solutions.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
Lisa Hodges of Cornerstone Service Management explains how PRINCE2 – the most widely adopted project management approach in the world – offers a proven, practical approach to organizing, managing, and executing ITIL process improvement projects.
Collaborative Knowledge Platform Ckp Some Key SlidesJoep Wijman
The document describes a collaborative knowledge platform (CKP) initiative to facilitate structured knowledge creation, dissemination, and exploitation in network innovation projects. The CKP is based on a knowledge map using an object model with defined knowledge objects. It provides a collaborative workspace to securely store, share, and collaborate on knowledge and documents between partners. The key features include roles and responsibilities defined by governance and competencies to add value to knowledge objects and achieve project objectives.
The role of the PMO must shift as an organization embraces agile methods to avoid the many points of conflict between agile teams that self manage and self-organize and control oriented, administrative PMOs. A solution to this problem is to refocus PMO activity on tasks outside the team’s purview. This presentation discusses the three voice metaphor used to sort out roles in this new environment.
Keynote (EN): Leading with Flexible Targets - Beyond Budgeting & the performa...Gebhard Borck
Keynote presentation for several companies in Bergamo, Italy.
Presented by Sergio Mascheretti (I.T.M. Consulenza) and Niels Pflaeging (BetaCodex Network
BMGI is a global consulting firm with 150 employees across 13 international offices that helps businesses solve strategic, organizational, and process problems. It has over 40 active clients in 20 countries. BMGI specializes in problem solving using approaches like Lean Six Sigma and works with clients to design customized solutions. The firm prides itself on its objectivity and helping clients achieve sustainable improvements by teaching their employees new skills.
The document summarizes an upcoming conference on Six Sigma excellence. The three day conference will be held in Washington D.C. from July 13-15, 2010. It will provide tools and techniques for effectively managing, measuring, and sustaining Lean Six Sigma initiatives. Attendees will learn how to streamline processes, identify performance measures, garner company-wide support, and create an infrastructure for deployment. A pre-conference workshop on July 13th will provide white belt certification training.
The document discusses five key initiatives to reinforce corporate agility: 1) Simplify and clarify processes, policies, and priorities to reduce unnecessary effort. 2) Build feedback loops through honest and frequent feedback to enable adapting to changes. 3) Expand horizons by looking outside the organization and testing boundaries. 4) Empower employees by pushing decisions down, holding people accountable, and rewarding performers. 5) Build a winning culture with no weak links, a focus on self-improvement, and an expectation of success. Practical tools and techniques are provided for each initiative.
This document provides an overview of Deloitte's innovation program and lessons learned from innovation initiatives. It discusses why innovation is important for Deloitte given its goal of continued growth. The program includes an innovation portal to manage ideas, innovation training for staff, and ideation campaigns to generate ideas. It also describes an Innovation Week project done with a client to generate insights and ideas around the client's strategic challenges using Deloitte's professionals. The document emphasizes that innovation must be embedded in Deloitte's processes and culture to be sustainable.
As a complement to the Lean Leaders Meeting brochure, we\'ve added the Business Development Pack for solution providers to review. Since delegates of the Lean Leaders Meeting are Lean practitioners by invite only, this document gives solution providers the chance to participate in the event through direct partnership with IQPC and Lean Leaders. Visit the website for complete details at www.leaders-in-lean.com.
This document discusses project management and organizational change. It begins with an agenda that covers an introduction and action plan, projects and status, organization, project management and development, and change management and knowledge sharing. It then provides details on each topic, including a 4-step methodology for critical issue treatment and strategic business process reengineering. Project management concepts like project lifecycles, planning, goals, and balancing cost, time, and scope are examined. Finally, it recommends further reading and provides contact information for the author.
Michael Kipp is an experienced C-level executive with over 20 years of international business experience. He has a track record of improving financial performance and transforming companies. He has worked in multiple industries including retail, technology, manufacturing, and business services. Kipp is a polished communicator skilled at building high-performing teams and driving operational and financial strategies.
IIBA Ottawa Kick-Off Meeting: Change Management with Sandee VincentCTE Solutions Inc.
The document discusses change management for business analysts. It provides an agenda for a training session on change management that includes discussing past projects, a case study, an 8-step organizational change model, and how individuals adapt to change. The case study involves implementing an inventory tracking system and restricting access to a warehouse for health and safety reasons. The training then covers Kotter's 8-step change model and how to apply each step. It also discusses a model for how individuals personally adapt to and transition through change.
The Corporate Presentation gives you a glimpse into the Milagrow Universe.
See How We at Milagrow, Strive to Provide to Small and Medium Businesses, World Class Solutions, Services and Forums.
What's Slowing You Down? Unlocking Strategic Speed in Your Learning OrganizationHuman Capital Media
In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm.
Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp.
Claudine Wolfe, Managing Director, Talent Management, Morgan Stanley
Aligning people process and technology in km arma metro ny presentationStephanie Barnes
This document provides an agenda and overview for an educational event on aligning people, process, and technology for knowledge management success. The presentation introduces the speaker and their background in knowledge management consulting. It then covers key topics like the relationship between people, process and technology in KM, developing a KM roadmap, selecting appropriate KM technologies, and requirements for successful KM implementations like having a clear strategy, governance structure, change management process, and measuring return on investment. The presentation concludes with case studies of successful and unsuccessful KM projects at various organizations.
Aligning people process and technology in km sikm presentationStephanie Barnes
This document provides an overview of aligning people, process, and technology in knowledge management. It discusses the consultant's approach to knowledge management, which focuses on connecting people to the knowledge they need. It outlines a roadmap for developing a knowledge management program including analyzing needs, selecting technologies, implementation, and evolution. The document then reviews categories of knowledge management technologies and provides case studies on implementing different technologies.
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
Law firm knowledge management, an introduction: LawTech Camp 2012Stephanie Barnes
This presentation was delivered at LawTech Camp 2012 in Toronto, ON. It provides a high-level overview of knowledge management activities for law firms.
This document outlines an agenda for a Knowledge Management conference. It includes an introduction by Stephanie Barnes, who is a KM consultant. Several key definitions are provided, such as knowledge management, creativity, innovation, and "ba." Methods for encouraging innovation are discussed, drawing from examples of Vincent Van Gogh and Leonardo Da Vinci. Key KM activities that can foster innovation and competitive advantage are listed. A case study of Xerox's artist in residence program is presented. The document concludes with a call for questions.
Aligning people process and technology in km kwt presentationStephanie Barnes
This is the presentation given by Stephanie Barnes at Knowledge Workers Toronto (KWT) on Aug 2, 2011. It is based on her Ark Group report, "Aligning People, Process, and Technology in Knowledge Management" published in May 2011.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
Business Transformation Through Enterprise Collaboration Aiim Social Busines...chakraj
This document discusses enterprise collaboration and provides strategies for adoption. It begins with an overview of top technology trends and business needs. Key aspects of enterprise collaboration are described, including benefits like improved communication and innovation. The document outlines a strategy approach involving assessment, defining a compelling vision, and developing roadmaps and plans. Common adoption challenges are identified along with potential solutions. Sample metrics and architectures are referenced. An implementation maturity model is also described. The value of combining enterprise collaboration and gamification is discussed.
Learning Innovation is becoming a top priority for many businesses. There are strategic ways to develop an innovation learning strategy tailored to each organization's unique needs and goals. This involves analyzing the current state, aligning on solutions, and creating an implementation plan. New technologies also provide innovative learning solutions, such as augmented reality, virtual worlds, and mobile learning through tablets. Developing an innovation culture and providing skills training can support organizational change initiatives.
The document outlines key information systems practices and indicators that are evaluated. It is divided into sections on planning practices, administrative practices, delivery practices, and strategy and direction, resource management, financial management, and quality management best practices. The best practices sections list indicators such as maintaining an I/S strategy aligned with business needs, ensuring proper budgeting and cost/benefit analysis of projects, and having quality management practices such as portfolio management and a commitment to quality assurance.
The document provides an outline for a presentation on knowledge management. It introduces the concepts of KM and discusses why it is important for organizations. It then presents a KM model and shares a case study of how one organization successfully implemented KM. The presentation outlines how to design and implement KM, including creating a culture of contribution and leveraging knowledge through technology and processes. It concludes by discussing measuring the impact of KM efforts.
We Trained You Why Didnt You Learn A Case Study In Change Managementjhoebler
So everything is done on your project plan – the conversion worked perfectly, the interfaces are humming along, even that tough customization is working properly – why are your end users in a panic? In this session, we will present a case study on change management’s role in not only training the users, but enabling them to learn the new tools and processes and adopting them as part of their daily lives. We will review our plan, what went right, what went wrong and how this multi-billion dollar government contractor managed to take an entrenched user community and turn them into believers of the “new” system – which in turn saved the company money, time and effort.
- The document outlines plans to establish an experts community and mentoring program within an organization to improve collaboration, knowledge sharing, and professional development.
- Key elements include defining practice areas and relationships, developing a mentoring hierarchy with mentors and buddies, and creating a community portal for logging issues, finding resolutions, and communicating solutions.
- A multi-phase timeline is presented starting with establishing community goals and roadmaps, then expanding to initiatives like budgeting, business development, and integrating practices.
My opinion of what digital strategy entails, our responsibilities beyond the work and within the agency, and the skills we must equip ourselves with.
A Solid Digital Strategist; A rare breed, so just grow your own.
pManifold Introduction to Consulting PracticepManifold
pManifold is an information and advisory services company that catalyzes emerging business models through research, consulting, and stakeholder engagement. It helps clients meet their strategic needs within time and budget constraints by providing deliverables such as strategic plans, due diligence reports, and organizational redesigns. pManifold takes a systematic approach to discover clients' strengths and market needs, define strategic opportunities, and drive change implementation.
This document discusses how organizations can respond, scale, and increase the performance of their project management organizations. It provides takeaways on understanding that strategy involves more than just technology, the importance of innovation in recognizing how some organizations are closing the gap between strategy and execution, and the need to adapt by learning about the relationships between strategic planning and performance management. The document also discusses how scheduling and project portfolio management can leverage technology to improve demand management, portfolio selection and analytics, resource management, and extract innovation from these practices.
A corporate presentation from Adysa Group outlines their services in information and communication technologies (ICT) to optimize business processes and increase competitiveness and productivity for companies. Adysa Group focuses on process consulting and controlling the major areas of a business like sales, marketing, finance, HR, projects, logistics and information systems. They apply the latest technologies through proven strategies and have experience improving processes for over 12 years for hundreds of customers.
Law Firm Knowledge Management, An IntroductionConnie Crosby
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice.
Describes how to initiate and plan a Community of Practice to meet strategic objectives. Describes metrics for CoPs. Lists common Web 2.0 features for CoPs.
From Social Media Pilot Project to Social CRM - Gregoire De Clercq, BT Global...Our Social Times
This document discusses how to transition a social media pilot program into a more mature social customer relationship management (CRM) strategy. It recommends starting with blogging and community building to establish trust before integrating social media more fully into customer-centric processes. The key is putting the customer at the center and removing silos across customer-facing teams. Social CRM requires proactive collaboration, using data to drive business goals through omnichannel engagement and identifying circles of trust. Going global requires clear communication, a staged approach, and focusing on customer value. Maturity grows from ad hoc use to a managed program with defined roles, budget, and executive sponsorship.
3B - How to effectively engage users and managers in IT projects - Richard Co...CFG
This document discusses techniques for effectively engaging users and managers in IT projects. It argues that involving stakeholders is important for project success as human factors strongly impact software development. Specific techniques are presented for each project stage, including establishing a working group to build requirements, using early demos and prototypes to involve users in procurement and implementation, and training managers to facilitate rollout. The document emphasizes informal communication, understanding stakeholder needs, and allowing time for learning and adaptation.
This document summarizes a presentation on strategic alignment between business and IT. The presentation discusses how IT alignment is challenging but necessary in the current economic climate. It emphasizes that alignment is an ongoing process of implementing technology solutions to directly support changing business needs. It provides examples of how to develop strategy, translate strategy into initiatives and projects, and measure alignment. The presentation also outlines negative repercussions of poor alignment and stresses that successful alignment requires involvement from all levels of the organization.
Presentation given by Dion Hinchcliffe at Enterprise 2.0 San Francisco 2009. Focused on climbing the maturity curve of process and methods for enterprise social computing.
Similar to Toronto SharePoint Business User Group--Harnessing chaos to drive innovation (20)
Artists are able to reconcile contradictory objectives to find holistic solutions. They know how to manage both physical and mental resources carefully. Artists also understand the importance of transparency - they share their creative process and stories as part of their artwork. The document provides information about online courses and coaching on applying creativity to business from the perspective of learning from artists. It also includes contact information for more details.
Artists thrive in uncertain and ambiguous environments as it allows for new discoveries and original work. Leaders can learn from artists by challenging assumptions, taking time for reflection, observing and listening with an open perspective driven by curiosity and courage to execute new ideas. The document provides online courses and coaching on applying creativity to business challenges through leadership skills exemplified by artists.
Artists are comfortable with uncertainty and ambiguity, which allows them to make decisions and solve complex issues. They seize opportunities to act instead of hesitating. For organizations to engage employees, they must grant decision-making authority to those working. Reflecting on issues openly and creatively can help address uncertainties.
Artists bring creativity and passion to their work, blurring the lines between their work and personal lives. They know that experimentation, curiosity, and collaboration can lead to new learning, ideas, and insights. When people with different backgrounds and perspectives come together and exchange ideas freely, it can result in new understandings for all involved. Artistic reflection is a process of drawing conclusions to make judgments and commitments based on self-knowledge and accountability.
Artists exemplify agile characteristics like dealing with uncertainty, autonomy and collaboration. They are flexible and resilient when trying new approaches through courage and creativity. The document recommends online courses and coaching on applying creativity to business challenges, with contact information provided for Stephanie Barnes.
LawTech Camp 2012 Demo of law firm KM assessment toolStephanie Barnes
These are the slides that were presented at LawTech Camp 2012 in Toronto, ON to demonstrate a technology which will allow small law firms to assess their knowledge management needs and priorities. It results in a high-level task list for law firm KM managers to work from to implement KM in their firms.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
4. Who am I?
• Stephanie Barnes
• Accountant and IT Management by
education
• KM consultant by choice
• Chief Chaos Organizer at Missing Puzzle
Piece Consulting, Knoco franchisee
• 4 yrs KM at HP
• 8+ yrs as consultant to a variety of
companies including BMO, HSFO, Kodak,
HP, Zenon Environmental, OSC, CIBC,
ENEC
• Based in Toronto
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