This newsletter provides an overview of organisational transformation, change, and improvement topics. It discusses key findings from a 2021 global study on organisational resilience during disruption, including that organisations above a level 4 maturity were more resilient. It announces new publications, videos, and events. The partner program is outlined and the outlook discusses the focus on recovery, growth, and building resilience through developing capabilities. It recommends assessing capability maturity levels to measure resilience, agility, and innovation.
Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement, where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right; however, they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation, and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” & “Building Innovation Capability”
Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement, where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right; however, they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation, and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” & “Building Innovation Capability”
Digital strategies, digital agendas, digital business all are becoming the norm but how do you know if your organisation has taken all the right steps to leverage the digital technologies available. Here we look at the key dimensions to measure to get a picture of your digital maturity
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
Global Human Capital Trends 2015.
Leading in the new world of work.
GLOBAL organizations today must navigate a “new world of work”—one that requires a dramatic change in strategies for leadership,talent, and human resources.
In this new world of work, the barriers between work and life have been all but eliminated. Employees are “always on”—hyper- connected to their jobs through pervasive mobile technology.
Global organizations today must navigate a “new world of work” - one that requires a dramatic change in strategies for leadership, talent, and human resources.
Check out the Deloitte’s 2015 Global Human Capital Trends report, one of the largest longitudinal studies of talent, leadership, and HR challenges and readiness around the world.
Thinking differently – Introducing the concept of the energised projects orga...Donnie MacNicol
Given the stream of bad news on public and private sectors projects, we suggest that it is time for the project community to think differently. The recent shift in emphasis from failure to success paradigm is a step in the right direction but we still need to know how to create a sustainable, high-‐performing organisation that is capable of meeting APM's vision that 'all projects succeed'. We began our ' thinking differently' project by looking beyond the conventional project management literature. The notion of energy in organisations as an important and renewable resource attracted our attention. Previous research has shown that successful organisations are those that can channel the collective energy to create an organisational ' can-‐do ' climate. We have designed an energy diagnostic that will help us identify energy ' hot spots ' within organisations. These can be significant positive or negative energy states. The idea is that, with understanding, we can do more to promote positive energies and do even more to address the sources and causes of negative energies.
The Impact of Organisational Capabilities on Project SuccessFormicio
In this Formicio Point of View we define what we mean by organisational capabilities and how they determine an organisation’s trajectory. We also introduce a simple method for assessing their impact.
I researched and wrote this Gartner-style, 1st-of-its-kind multi-sector survey on how organizations are adapting to succeed post COVID-19, from innovation to product development. I developed 16 survey questions utilizing search engine data around the key issues facing corporations during the pandemic; there were 1495 global responses from sectors as varied as maritime, energy, finance, life sciences, marketing and HR.
Latest news and developments relating to Business, Organisation, Team & Digital Transformation & Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing.
2021 Global Study of Organisation Resilience in times of disruption, by ODTI & University of Groningen Masters’ Program finds that ‘Resilience in times of Disruption is both Predictable & Actionable’. The study covered the period of January 2020 to June 2021 a critical Global Disruption caused by the Covid-19 Pandemic.
The study participants came from many Industries, Geographies and Size of Organisation and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. https://bit.ly/orgresilience2021
BestEssays has a rating of 3.95 stars from 364 reviews, indicating that most customers are generally satisfied with their purchases.. BestEssay.com has a rating of 4.57 stars from 219 reviews, indicating that most customers are generally satisfied with their purchases.. Bestessays.com Review · 14 years on the academic writing market. Its longevity on the market speaks highly of its credibility as a service provider. · 700+ .... No, BestEssays is a real writing service. Nevertheless, you won't get the promised professional help there, it would be an expensive paper with typos and .... BestEssays has a good rating of 4-59 stars. The rating proves the credibility and the efficiency of the services and writers. Conclusion. The review of .... 1.03.2023 г. ... BestEssays Review · Hello and welcome! · The site is quite neat and user-friendly. · Bestessays website · And the last piece of BS I discovered is .... bestessay.com · Write a review. Company activitySee all. Unclaimed profile. No history of asking for reviews. People review on their own initiative.. “Good service but a little bit expensive! The essay is really skillfully crafted. It satisfies all of my expectations. My essay arrived on time and was of the .... 7.01.2023 г. ... BestEssays.com Review ; Steep price. Most of their services and add-on features are exorbitantly priced, considering the poor quality of their .... BestEssays Review ; Price. 9.1/10 ; Quality. 9.6/10 ; Support. 9.6/10 ; Reputation. 9.5/10 ...
Realizing the benefits: The Impact of Integrated ReportingSustainable Brands
‘Realizing the benefits: The impact of Integrated Reporting’, seeks to understand the business case for Integrated Reporting, and the lessons learned from the experiences of The International Integrated Reporting Council Pilot Programme businesses. This report follows an initial research report issued in 2012, which sought to understand the processes companies go through as they move towards Integrated Reporting.
Digital strategies, digital agendas, digital business all are becoming the norm but how do you know if your organisation has taken all the right steps to leverage the digital technologies available. Here we look at the key dimensions to measure to get a picture of your digital maturity
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
Global Human Capital Trends 2015.
Leading in the new world of work.
GLOBAL organizations today must navigate a “new world of work”—one that requires a dramatic change in strategies for leadership,talent, and human resources.
In this new world of work, the barriers between work and life have been all but eliminated. Employees are “always on”—hyper- connected to their jobs through pervasive mobile technology.
Global organizations today must navigate a “new world of work” - one that requires a dramatic change in strategies for leadership, talent, and human resources.
Check out the Deloitte’s 2015 Global Human Capital Trends report, one of the largest longitudinal studies of talent, leadership, and HR challenges and readiness around the world.
Thinking differently – Introducing the concept of the energised projects orga...Donnie MacNicol
Given the stream of bad news on public and private sectors projects, we suggest that it is time for the project community to think differently. The recent shift in emphasis from failure to success paradigm is a step in the right direction but we still need to know how to create a sustainable, high-‐performing organisation that is capable of meeting APM's vision that 'all projects succeed'. We began our ' thinking differently' project by looking beyond the conventional project management literature. The notion of energy in organisations as an important and renewable resource attracted our attention. Previous research has shown that successful organisations are those that can channel the collective energy to create an organisational ' can-‐do ' climate. We have designed an energy diagnostic that will help us identify energy ' hot spots ' within organisations. These can be significant positive or negative energy states. The idea is that, with understanding, we can do more to promote positive energies and do even more to address the sources and causes of negative energies.
The Impact of Organisational Capabilities on Project SuccessFormicio
In this Formicio Point of View we define what we mean by organisational capabilities and how they determine an organisation’s trajectory. We also introduce a simple method for assessing their impact.
I researched and wrote this Gartner-style, 1st-of-its-kind multi-sector survey on how organizations are adapting to succeed post COVID-19, from innovation to product development. I developed 16 survey questions utilizing search engine data around the key issues facing corporations during the pandemic; there were 1495 global responses from sectors as varied as maritime, energy, finance, life sciences, marketing and HR.
Latest news and developments relating to Business, Organisation, Team & Digital Transformation & Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing.
2021 Global Study of Organisation Resilience in times of disruption, by ODTI & University of Groningen Masters’ Program finds that ‘Resilience in times of Disruption is both Predictable & Actionable’. The study covered the period of January 2020 to June 2021 a critical Global Disruption caused by the Covid-19 Pandemic.
The study participants came from many Industries, Geographies and Size of Organisation and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. https://bit.ly/orgresilience2021
BestEssays has a rating of 3.95 stars from 364 reviews, indicating that most customers are generally satisfied with their purchases.. BestEssay.com has a rating of 4.57 stars from 219 reviews, indicating that most customers are generally satisfied with their purchases.. Bestessays.com Review · 14 years on the academic writing market. Its longevity on the market speaks highly of its credibility as a service provider. · 700+ .... No, BestEssays is a real writing service. Nevertheless, you won't get the promised professional help there, it would be an expensive paper with typos and .... BestEssays has a good rating of 4-59 stars. The rating proves the credibility and the efficiency of the services and writers. Conclusion. The review of .... 1.03.2023 г. ... BestEssays Review · Hello and welcome! · The site is quite neat and user-friendly. · Bestessays website · And the last piece of BS I discovered is .... bestessay.com · Write a review. Company activitySee all. Unclaimed profile. No history of asking for reviews. People review on their own initiative.. “Good service but a little bit expensive! The essay is really skillfully crafted. It satisfies all of my expectations. My essay arrived on time and was of the .... 7.01.2023 г. ... BestEssays.com Review ; Steep price. Most of their services and add-on features are exorbitantly priced, considering the poor quality of their .... BestEssays Review ; Price. 9.1/10 ; Quality. 9.6/10 ; Support. 9.6/10 ; Reputation. 9.5/10 ...
Realizing the benefits: The Impact of Integrated ReportingSustainable Brands
‘Realizing the benefits: The impact of Integrated Reporting’, seeks to understand the business case for Integrated Reporting, and the lessons learned from the experiences of The International Integrated Reporting Council Pilot Programme businesses. This report follows an initial research report issued in 2012, which sought to understand the processes companies go through as they move towards Integrated Reporting.
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure.
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
The accounting profession has felt the impact of change. Over the past several years, operational changes in workflow and process have dramatically altered the scope of the accountant’s role. The profession’s workforce is aging, underlining the importance of succession planning and talent management. Additionally, as the digital universe doubles in size every other year, many firms struggle to keep pace with the latest technology trends.
For today’s firm, change is constant. And across the entire tax, accounting and audit profession, the forecast calls for even greater shifts in people, processes and technology.
These ever-evolving realities inspired Wolters Kluwer, CCH, a strategic partner to accounting firms, to explore two major questions in the 2014 Wolters Kluwer, CCH — Accounting Firm Preparedness Survey.
Strategic Sensitivity and Innovative Capabilities of Software Development Com...ijtsrd
This work tends to review the issues of strategic sensitivity and innovative capability among software development companies in South South, Nigeria. Innovative capability is define as the holistic, comprehensive, and all encompassing ability of an entire organization to respond to changes in the business environment with actions that deliver real value to the organization. Strategic sensitivity describes organizations' scanning ability and knowledge development about its context, the internal assessment of its capacities and its alignment of functions and behavior in a manner that advances it towards its goals and objectives. The issue that this works intends to address is the negligence that is given to the contextual business issues which has led to lose of sensitive data, disruption of work, damage to the brand image, and company reputation. Findings revealed that strategic sensitivity relatewith innovative capability among software development companies in south south, Nigeria. The study conclude that for organization to be able to stay relevant such a firm must ensure that its operations efficiency, management capability and personnel must be competent to allow for the organization to be able to achieve its goals and objectives. Therefore, we recommend that software development companies should have the right staff with the proper skills and competencies if the will want to stay relevant in the software development industry. Also modern management styles and operational techniques must be put in place for a better and sustainable advantage. Agbeche, Aaron | Lawrence, Damiete Onyema | Okechukwu, Prince Jumbo | Elechi, Bobby Chime "Strategic Sensitivity and Innovative Capabilities of Software Development Companies in South-South, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47706.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/47706/strategic-sensitivity-and-innovative-capabilities-of-software-development-companies-in-southsouth-nigeria/agbeche-aaron
The organisation is a system of interrelated and interdependent elements (People, Process, Tools etc.) and as such is somewhat complex. Organisation Agility (Change Capability) is primarily determined by the Organisation System Maturity. By building the right organisation capabilities and their maturity levels we can improve its agility. This paper presents a method for building Change Capability Maturity (Agility) leveraging the Organisation Capability Maturity Framework (which is underpinned by Dynamic Systems Maturity Theory) couples with Agile Practice roll out (leveraging the Agile Manifesto & Principals)
Agility boosts performance: Guide for your agile transformation journeySebastian Olbert
ORGANIZATIONAL AGILITY AS A COMPETITIVE FACTOR
The Agile Performer Index
In the Agile Performer Index, goetzpartners and the NEOMA Business School clearly demonstrate the correlation between agility and entrepreneurial success. The more agile the company, the better it performs financially. The purpose of the study was to investigate what agility can really do for organizations. Is it just a temporary trend? With the right methodology, can agility deliver sustainable success?
Resulting from a broad survey among 285 leading European companies, the Agile Performer Index documents that agility programs are a suitable way for organizations to achieve lasting performance and competitive advantage.
Selected key findings:
Agile companies perform ~ 2.7 times better than non-agile companies
CxOs rate their company’s agility higher than do middle managers.
Sector check: Digital maturity doesn’t guarantee agility
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
Week 6 - Assignment Rate Methods of HR and Technology Practices f.docxhelzerpatrina
Week 6 - Assignment: Rate Methods of HR and Technology Practices for Developing Sustainable Innovation
Assignment
Top of Form
Due December 8 at 11:59 PM
Bottom of Form
For this week’s assignment, you will create a video presentation by using the Kaltura CaptureSpace tool located in NCUOne. To access the video capturing tool, follow the tutorial found in your Books and Resources for this Week.
For this assignment, you are asked to read the story about Progressive Insurance (Megson & Hammer, 2004) as a foundation for your presentation. Your task is to act like a business reporter covering a story for a business news network. You are expected to provide a summary of the human resource, technology, and process improvement efforts explained by Megson and Hammer, and then, provide a grade of A-F on the company performance. You are expected to give a grade on each of the summary elements and then an overall grade of the company’s performance. Your news story and grading should be no more than 5 minutes. You are expected to submit a transcript of your video. Feel free to be creative with your video as this is your news story to tell. Please keep in mind that while you are not expected to note your sources in your video presentation, you are expected to cite them in your transcript. You should reference at least 4 resources for this assignment using sources from the Library.
Length: Your video should be no more than 5 minutes.
References: You may reference any of the other resources provided in your reading this week.
Your video presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Reference
Megson, L., & Hammer, M. (2004). Deep change: How operational innovation can transform your company. Harvard Business Review, 82(7/8), 182–183.
Week 6
Print
Leading and Managing Sustainable Innovation
Perhaps there is no important rule in business than understanding that there is no one-size-fits-all approach to creating innovation. Even if you can create a spark of innovation, there is no guarantee that it can be maintained if there is no culture to maintain it. Simply stated, organizational leaders have to build an environment where innovation can occur and where it can be maintained. For innovation to happen, many conditions must be met. However, the conditions are not formulas for perfect innovations but simple elements that a manager must mix in the proper proportions for their respective organization. These elements include, but are not limited to, employees being encouraged to participate in process improvement; managers being willing to allow for failures with innovation; and finally, risk management must occur and must become socially ingrained. Keep in mind this is not risk avoidance; it is risk management of the inherent risks of seeking to be an innova ...
Explaining how human systems such as organizations, teams, regions etc function, learn and develop. Why change fails, remediation etc. Primary work and publication by Dr. Myles Sweeney
UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney – a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development.
Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-economic systems – or more specifically, human systems functioning through socio-economic capabilities. From the humble beginnings of devising a model to distinguish organizations that could take on change from those which could not, the assumption arose from the author’s experience across each field – including e.g., rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a failed Change initiative – that validity for one domain had to mean validity for all, and so it proved.
The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all activities and capabilities across the developmental paradigm, so that practitioners from different schools within each of the 3 domains can draw on it to complete and strengthen their models, processes, and practices.
Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging to people to thwart that process, and that all Change or Developmental interventions should adhere to this pattern. It makes this assertion because of the correspondence between its Phases and those of other models of development, change, and degradation, so that it can be said that all pioneers were seeing the same process, but incompletely.
Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows correspondence to most other models across each domain, but typically, adds significant value through completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- / data-based developmental intervention, and should improve outcomes across the board.
Key Concepts
• Psychological Development & Recovery • Organization Development & Recovery
• Macro-Socio-Economic Development & Recovery • Societal Systems and their Development & Recovery
• Socio-Economic System • Maturity
• Developmental Learning • Habituation
• Inversion • Conversion
• Hysteresis • Regenerative Leadership and
• Linear, Lateral & Integrative Mindset Con
Digital Transformation, Change & Improvements are business driven changes, which are enabled by existing & emerging technologies. Success or Failure in achieving the Organisations Goals for Digital Business Changes are usually determined by having in place the right Capabilities, at a right Level of Maturity at the right Time.
The Pocketbook introduces all 42 Digital Business Capabilities and their Developmental Roadmaps and a means to assess, prioritize and action the relevant Digital Capability Building for your organization or Team
UDT is a breakthrough theory which offers a single 7-Level operationalizable model of Development, Habituation, Degradation and Recovery for People, Organizations and Economies as micro-, meso- and macro-socio-economic systems. Peer-reviewed and published in a series of Volumes from November 2022 through the leading humanities publisher Routledge, it addresses the root causes for the average 70% failure rates for interventions across each of these 3 domains, and corrects related paradigmatic deficit by e.g., graphically revealing the relative shortcomings of existing models and concepts due to their particular paradigmatic biases. With diagnostic and developmental applications, it arguably leads the way in Developmentalism insofar as it offers completion to existing models across each domain; models maturity in terms of levels of functionality; operationalizes otherwise nebulous concepts such as Self-Actualization and Culture, both Organizational and National; gives structure, completion and theoretical depth to recent emergent Dialogue approaches in Mental-Health Recovery and OD; models maturity in systems where immaturity fractures society and the world at large; and offers an improved working model of human nature to disciplines such as Economics.
Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Development and Behaviour. Based on over 15 years academic and operational research it enhances our understanding of how human systems function, learn and develop. The UDT Theory & Model is equally applicable to three main domains below and related research has been published by Routledge 2022. UDT was preceded by Dynamic Systems Maturity Theory (DSMT) & Models which still hold valid and reflects retitling of DSMT
The Person as a Human System
is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery.
The Organization as a Human System
is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development.
Societies as a Human Systems
include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies.
The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital)
Based on Research and a Global Study over the period Jan 2020 to June 2021 we looked at both the theory and real-world of Organisation Resilience to VUCA & Disruption covering the Covid0-19 period
Situational Leadership is a critical technique for any Leader while Scientific Organisation Capability Maturity Level indicates the habituated Culture and Leadership style and practice. Successful Organisation Change and Development requires calibrated actions to assure sustainable traction and the adoption of a situational leadership style appropriate to moving the organistion up a Maturity Level (Skipping levels leads to failure). The paper looks at how to combine Situational Leadership with Dynamic Systems Maturity Theory for better Transformation, Change & Improvement Outcomes in Organisations.
Introduction to Capability Maturity Models and How they can be used to support Transformation, Change & Improvement in today's VUCA world. Models can be used to Assess existing Organisation, Team and Digital Capability Maturity which explains the current Performance and Rate of Change. The Reports and Roadmaps can guide in selecting new and future capabilities and building Maturities required to achieve the aims and ambitions while building Agility, Innovation, Collaboration, Performance & Digital Effectiveness.
If you do not understand the Maturity Level of your existing Organisation, Team or Digital Capabilities, you may not be building the right Capabilities to the right Maturity Level for your Transformation or Strategic Goals to be successful. The OrgCMF Reference Models cover Organisation , Team & Digital
How to manage for the best organisation outcome in a crisis a simple but effective approach for any organisation. Outlining foundation objectives and means to achieve change in individual and team work
New research Insights into 'Organisation Culture Change' underpinned by Dynamic Systems Maturity Theory and introducing the most comprehensive model of Organisation Culture to emerge in 2020
New Research Insights: "Culture is the collective equivalent of mindset and determines how the collective behaves in recognised maturational patterns". This description arises from new scientific research “with unprecedented scientific depth” which transforms a dimension of organizations that is regularly cited as the critical problem behind high failure-rates for change management, strategy, etc., but so poorly understood with definitions such as “the way we do things around here”. This Masterclass offers much in new insight and methodology e.g., how any Culture can now be understood and defined as a Capability Maturity Level, and why focusing on Culture is a waste of time. Learn what to focus on for diagnosing where interventions and strategy will gain Traction, and learn the normative process that optimises Sustainability.
New research and application insights to reducing failures in change and transformation programs. A scientific model and approach to change management and building organisation agility
This short paper explains what each Model type it is Business, Operating and Capability Maturity Reference Models. It looks at the relationship between each Model, the 'Inters' (Relationship, depencence etc) and How in Business/Organisation Change & Transformation we can leverage Capability Management to assure the success of business and op models
Latest news on Organisation Development, Change & Transformation Management. Topics Include Digital Transformation, New Insights Into Culture Change, Building Organisation Agility and more
An overview of both the Organisation Development Tools Institute (ODTI) & The Organisation Capability Maturity Framework & Reference Model. The only management science based maturity model capable of supporting Change, Transformation, Building Agility and Growth in today's VUCA environment.
A quick Reference Guide for users who are driving improvement in Agility, Innovation, Collaboration and Organisation Performance using the OrgCMF Reference Model & Framework
Collaboration and leveraging Digital technology to enhance collaboration is a critical capability that must be built in organisations that must deal with the current VUCA environment. It supports improved performance, innovation and agility. Collaboration is a human dynamic in the first instance and often requires a change in culture. Here are the top 10 critical success factors that enable improved collaboration and enable more successful adoption and value from Digital Collaboration Platforms. http://bit.ly/2TbcAxv
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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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.
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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
Memorandum Of Association Constitution of Company.ppt
Transformation, Chanhe and Improvement Newsletter July 2021
1. Transformation, Change & Improvement Newsletter for Q2-2021 (ODTI)
www.orgcmf.com
Contents
News .......................................................................................................................................................2
Organisation Resilience in times of Disruption 2021 Study....................................................................2
Study Background & Demographics ...................................................................................................2
Key study Findings...............................................................................................................................3
Prior Research by Burnes, Hamel, Mc Kinsey and correlated by Sweeney in 2019 .......................4
New Book................................................................................................................................................5
Digital Transformation & Improvement Pocketbook .........................................................................5
New Short Papers ...................................................................................................................................5
Building Intrinsic Organisation Resilience (Read) ...............................................................................5
Profiling tools for People & Organisations (Read) ..............................................................................5
New Short Videos (less than 90 seconds)...............................................................................................6
The relationship between Capability Maturity & Performance Improvement ..................................6
Capability Maturity Building for Transformation Success & Performance Improvement..................6
KPI & Metrics Modelling .....................................................................................................................6
Next Generation Digital Business Transformation .......................................................................6
How Organisations Learn, Change & Improve 2021 Research Insights....................................6
Partner Program .....................................................................................................................................6
Partner Benefits..................................................................................................................................6
Outlook for Organisations, Teams & Business........................................................................................6
How do you know your level of Resilience, Agility or Innovation?.....................................................7
2. Transformation, Change & Improvement Newsletter for Q2-2021 (ODTI)
www.orgcmf.com
News
Organisation Resilience to disruption getting more attention. The Covid-19 pandemic has been a
catalyst for many CXO’s and their teams, to look at their Organisations and Teams levels of resilience
to Disruption and VUCA. Now that things have settled in advanced economies the post-mortems are
underway, while developing regions are behind in many cases, still struggling with the pandemic
consequences. ODTI with Groningen University (Change Masters) completed the first Global Study
or Organisation Resilience in times of Disruption (2021) a short summary of the finding is presented
later in this newsletter or you can read the full report .
Digital Transformation interest and initiatives gathering momentum in Africa. We continue to see
increased interest levels of Digital Maturity Building in Africa. ODTI supported one of Nigeria’s
leading Management Consultancy ‘Gabriel Domale Consulting’ in increasing the awareness of ‘Six
Macro Capabilities for Successful Digital Transformation’ which led to demand for some follow-up
web-based workshops. The next open session ‘Digital Strategy and its 6 Key Capabilities’ scheduled
for 2 PM Aug 12th
(WAT). Register here
Meanwhile in South Africa our key partner ‘TalentAlign OD’ is supporting a number of clients with
understanding and overcoming Capability Maturity Constraints as they relate to important Digital
Business Transformation initiatives.
Organisation Resilience in times of Disruption 2021 Study
Study Background & Demographics
The study covered the period of January 2020 to June 2021 a period of Global Disruption dominated
by the Covid-19 Pandemic. The study participants came from many Industries, Geographies and Size
of Organisation, and the detailed report includes breakdowns and some interesting findings. You can
access the full report on this link. View the Study Report
3. Transformation, Change & Improvement Newsletter for Q2-2021 (ODTI)
www.orgcmf.com
Key study Findings
Any Organisation can identify its current Resilience to Disruption by Assessing its Capability
Maturity, and can build Agility and Resilience by building its key capabilities and their respective
Maturities through the Development Phases to The Higher Levels of Maturity (5-Competitive, 6-
Advantage & 7- Leadership).
• Organisations who when self-Assessed measure their Capability Maturity at above Level 4 on
a 7 Level Normative Maturity Scale, demonstrate a level of Agility and Resilience that allows
them to survive todays and anticipated VUCA (Disruption). The higher the Maturity Level, the
greater the Resilience & Agility and the stronger the confidence to weather any period of
future VUCA.
• Organisations who when self-Assessed measure their Capability Maturity at below Level 4
indicated that their capability Maturity Level and Performance degraded during the recent
VUCA period and their confidence to deal with future VUCA was low indicating low resilience
and limited Agility
4. Transformation, Change & Improvement Newsletter for Q2-2021 (ODTI)
www.orgcmf.com
Prior Research by Burnes, Hamel, Mc Kinsey and correlated by Sweeney in 2019
• 51% of Organisations are trapped at Maturity Level 3 or below, thus explaining a significant
contributor to the Historic High Change Failure rates (70%+ Burnes 2016). Though this
Survey finds the number is less at 35%
• 27% of organisations reach Maturity Level 4-Operational (Often referred to as Bureaucratic)
and fail to progress to higher levels.
• Only 22% of Organisations achieve Level 5 and above and attain system level Agility implied
by Hamel (2015)
Larger Organisations are more likely to rate Human Dynamics at the bottom 3 maturity levels with
a mean of Maturity Level 2 for approximately 55% of this population (30% of total participant
population). Though not surprising that Emotion, Cognition, Personal and Interpersonal Dynamics
are lower for large organisations the mean of Maturity Level 2 (Critical) suggests some significant risk
factors exist for these organisations.
• Larger Organisation should as a minimum complete Triage Level Assessment on the 4 Human
Dynamics often associated with ‘Cultural’ deficiencies, but not exclusively.
• For those organisations that are aware of potential shortfalls in the Human Dynamics then
Diagnostic Level Assessment on some or all 21 related Micro Capabilities (Constructs)
Self-awareness amongst the top levels of management that they likely see the Organisation in a
more positive light than the lower levels and that Resilience and Agility may not be as they might
have expected.
5. Transformation, Change & Improvement Newsletter for Q2-2021 (ODTI)
www.orgcmf.com
New Book Published
Digital Transformation & Improvement Pocketbook
This book demystifies Digital and Digital Transformation, and makes clearer the nature and language
of Digital Transformation, Transition and Change, for both technical and non-technical people. In
addition, it provides some hints, tips, methods and tools that bring greater assurance that any
investment in technology will achieve the desired business outcomes.
Remember Digital (Technology) Change & Transformation must be driven by the Business,
Organisation, Customer and User needs, with a view to achieving some related defined business
aims and objectives that relate to Value. It is significantly facilitated by Technology & Technology
Professionals.
Request a complimentary copy of the ‘Pocketbook’
New Short Papers
Building Intrinsic Organisation Resilience (Read)
This paper outlines the factors that underpin Organisation Resilience and an approach to building
resilience to today’s VUCA environment.
Profiling tools for People & Organisations (Read)
We all know the old adage relating to teams, is that the output and impact of people working
together is greater than the sum of the parts. This is the “raison d’etre” for creating groups and
organisations. But history tells us that setting up teams and organisations, and their subsequent
performance is not always ‘Plain Sailing’, and the output/impact intended is not always achieved, to
some or all stakeholders’ satisfaction.
Extensive research, tools and knowledge are available for an organisation when it comes to people
centric tools that help individuals understand themselves, their roles in teams and the behaviours
and roles of others. We also have equivalent tools at Organisation or Group level which help Leaders
and Managers understand the system behaviours and performance, categorise them and improve
them. This paper explores the value and application of both Individual Profiling &
Group/Organisation Profiling Tools.
6. Transformation, Change & Improvement Newsletter for Q2-2021 (ODTI)
www.orgcmf.com
New Short Videos (less than 90 seconds)
The relationship between Capability Maturity & Performance Improvement
Capability Maturity Building for Transformation Success & Performance
Improvement.
KPI & Metrics Modelling
Next Generation Digital Business Transformation
How Organisations Learn, Change & Improve 2021 Research Insights
Partner Program
ODTI continues seek new Added Value Partners who build and provide, Training, Consulting &
Delivery solutions where OrgCMF™ is integrated into their Value Proposition to their local clients.
(View Partner Program). Application Form or email partnermgr@orgcmf.com
Partner Benefits
• Access Next Generation Knowledge & Tools
• New Value for your target Market & Customers
• Typically, 20:1 ratio of services to license revenues
• Attractive Discounts and Revenue Share
• Exclusivity option
• Low cost of entry
Outlook for Organisations, Teams & Business
The focus for the next period for many organisations is Recovery, Growth & Resilience. To achieve
these aims, those that went into the pandemic at below Maturity Level 4 (on a 7-level normative
Maturity Scale) have to initiate step change programs. These organisations will need to start the
Capability Building process from Level 1. We know from our Global Study 2021, those organisations
who were above Level 4 survived the recent disruption with no degradation in their maturity and
greater confidence they can handle future VUCA, most are focusing on a next step change and
improvement building greater Resilience, Agility and Innovation
7. Transformation, Change & Improvement Newsletter for Q2-2021 (ODTI)
www.orgcmf.com
How do you know your level of Resilience, Agility or Innovation?
As leaders and professionals answer the question above, they must gather and collate data and
information to make good decisions, and have a means to assess progress as they implement
transformation and change, not just outputs, outcomes and activity but Capability Maturity Levels as
its Capability Maturity that will build sustainable Growth, Agility, Resilience and Leadership.
So, we recommend a DSMT based Capability Maturity Assessment as the best available means to
measure Resilience, Agility and Innovation and identify those new Capability Maturity Levels that
must be built to achieve the organisations aims and ambitions. The Reference Models provide the
development roadmaps for each and every Capability.
• Organisation Maturity Index (OMI) — ODTI (orgcmf.com) (102 Capabilities)
• Team Maturity Index (TMI) (21 Capabilities)
• Digital Maturity Index (DMI) (42 Capabilities)