Cora Carmody discusses transformational leadership at SAIC, an engineering company with over 42,000 employees. She defines leadership as influence and mobilizing others for shared goals. Key leadership challenges include inspiring a shared vision, enabling others, modeling behaviors, and encouraging employees. Carmody emphasizes values and culture, customer satisfaction, operational performance, and architecture and governance. Her strategies have improved morale, skills, performance, and customer satisfaction at SAIC.
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
New Zealand’s largest electricity generator was struggling with its manual performance management processes, not only was there a lack of compliance, there was also a lack of visibility across the organisation.
The company wanted a solution that would meet their compliance obligations, and give staff and managers more visibility. They decided to implement Performance Ally. “The automation that has been applied to existing performance management processes by using Performance Ally has brought about higher levels of consistency and efficiency.”
Undercurrent is an organizational design and strategy firm that helps large companies organize for an uncertain future. It has recently merged with Quirky, a company that helps bring ideas to market through community-fueled invention. The merger will allow Undercurrent to test new organizational models on a larger scale of over 300 employees combined. It will also provide 10x more resources and expertise, and allow them to build a community of organizational designers and business leaders 1,000x larger through Quirky's community-building capabilities. The two companies will now offer joint services to help organizations become more adaptive and innovative through vision/strategy validation, ways of working, and ways of organizing supported by organizational design software.
A presentation I gave walking through the basics of Agile Lean and Scrum to an organization that was looking to deploy the use of Scrum and the Agile philosophy for business management. Scrum is a powerful framework that can be applied outside of a software development context to bring Agility to any organization.
The document discusses organizational agility and how it is required for businesses to survive and thrive in fast-changing markets. Organizational agility is defined as a company's ability to rapidly change or adapt in response to market changes. It allows companies to react successfully to new competitors, technologies, or sudden shifts. Organizational agility has dimensions like strategic sensitivity, collective commitment, and resource fluidity. It is driven by emotional, organizational, cognitive, and relational factors. The document emphasizes that most companies fail not by doing wrong things, but by continuing to do things that were once right for too long.
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
"How to Guide" to reach a higher degree on organizational agility
Results from analysing 300 European companies clearly shows that a high degree on organizational agility leads to superior financial performance. Based on the analysis of over 70 transformation programs we designed four major agility fitness programs for organizations. There is also the possibility to benchmark the degree on agility and to derive specific actions to move towards a true agile company organism
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
New Zealand’s largest electricity generator was struggling with its manual performance management processes, not only was there a lack of compliance, there was also a lack of visibility across the organisation.
The company wanted a solution that would meet their compliance obligations, and give staff and managers more visibility. They decided to implement Performance Ally. “The automation that has been applied to existing performance management processes by using Performance Ally has brought about higher levels of consistency and efficiency.”
Undercurrent is an organizational design and strategy firm that helps large companies organize for an uncertain future. It has recently merged with Quirky, a company that helps bring ideas to market through community-fueled invention. The merger will allow Undercurrent to test new organizational models on a larger scale of over 300 employees combined. It will also provide 10x more resources and expertise, and allow them to build a community of organizational designers and business leaders 1,000x larger through Quirky's community-building capabilities. The two companies will now offer joint services to help organizations become more adaptive and innovative through vision/strategy validation, ways of working, and ways of organizing supported by organizational design software.
A presentation I gave walking through the basics of Agile Lean and Scrum to an organization that was looking to deploy the use of Scrum and the Agile philosophy for business management. Scrum is a powerful framework that can be applied outside of a software development context to bring Agility to any organization.
The document discusses organizational agility and how it is required for businesses to survive and thrive in fast-changing markets. Organizational agility is defined as a company's ability to rapidly change or adapt in response to market changes. It allows companies to react successfully to new competitors, technologies, or sudden shifts. Organizational agility has dimensions like strategic sensitivity, collective commitment, and resource fluidity. It is driven by emotional, organizational, cognitive, and relational factors. The document emphasizes that most companies fail not by doing wrong things, but by continuing to do things that were once right for too long.
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
"How to Guide" to reach a higher degree on organizational agility
Results from analysing 300 European companies clearly shows that a high degree on organizational agility leads to superior financial performance. Based on the analysis of over 70 transformation programs we designed four major agility fitness programs for organizations. There is also the possibility to benchmark the degree on agility and to derive specific actions to move towards a true agile company organism
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
Dark Agile inhibits business agility. The document discusses dark agile, which is the antithesis of agile values and principles resulting in an inability to align the agile ecosystem. It introduces nine focus areas to overcome dark agile, including hyper-performing teams, team motivation, emotional intelligence, optimized flow, innovation, and product discovery/delivery synchronization. The document also provides examples of agile transformations at IBM and an insurance company that implemented agile development centers.
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)Software Guru
Cuitláhuac Osorio forma parte del consorcio Cutter donde nos habla de cómo hacer que las TI importen y que funcionen.
Además, nos comparte 5 consejos de los expertos.
HRM Innovation in Reinventing Performance Management and CompensationCharles Cotter, PhD
Human resources Management (HRM) Innovation in Reinventing Performance Management and Compensation - global trends and changes that are driving business success
Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
DOES SFO 2016 - Steve Mayner - Transformational LeadershipGene Kim
The document discusses transformational leadership and its importance for successful organizational change, particularly for DevOps adoption which often requires cultural change. It notes that organizational change initiatives have high failure rates, but transformational leadership can positively influence the factors contributing to success. The document reports on an experiment that found DevOps leaders invited to present at a conference exhibited strong transformational leadership behaviors. Overall, it emphasizes that transformational leadership is key to guiding organizations through necessary changes like DevOps adoption.
Analyzing the Re-invented Performance Management - A Deloitte Case StudyTathagata Banerjee
In every organization one of the most important asset is the human capital. The team that makes
the company sustainable. Based on different hierarchy of different organizations, the
“management” tries to analyze the behavior, measure the performances against some set
benchmark and help to develop the skill set of the “employee” to align them as per the strategic
goals of the organization. This continuous push for higher performance is the main reason for
“Employee” Performance management.
The document discusses how organizations can manage change through understanding key aspects of the organization including its mission, objectives, customers, and ensuring all information about people, processes, and technology is connected. It advocates that organizations must be adaptable to change and highlights several principles for modeling business processes and information systems in a coherent manner. The DEMO methodology presented focuses on communication being essential for organizational functioning and agreement creation between employees, customers, and suppliers.
This document provides an overview of CAI Business Consulting and how they help IT organizations achieve effective success through a four step process: 1) Assessing how IT serves business needs, 2) Planning IT strategy, 3) Managing the IT function, and 4) Implementing and operating the plan. CAI conducts an IT Health Check to evaluate strengths and opportunities for improvement, then provides recommendations and an implementation plan aligned with business goals. As a trusted advisor, CAI also offers expertise, proprietary tools, and project management to help clients maximize performance in areas like business alignment, cost containment, and risk mitigation.
CIPD HRBP Conference Evolution as a function the beyond case study of OD & D Kate Rand
This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development
The document discusses aligning HR metrics and objectives with organizational strategy. It emphasizes understanding the organization's mission, values, competitive advantages, and strategic objectives in order to develop HR goals that support business priorities. HR should identify competencies that drive performance and measure outcomes related to efficiency, effectiveness, quality of workforce, and ultimately financial and market results. The document provides examples of how HR objectives can directly support organizational objectives.
Insights Success is the Best Business Magazine in the world for enterprises, being a platform it focuses distinctively on emerging as well as leading fastest growing companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share. Here, we talks about leader’s viewpoints & ideas, latest products/services, etc. Insights Success magazine reaches out to all the ‘C’ Level professional, VPs, Consultants, VCs, Managers, and HRs of various industries.
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
The document discusses how hierarchical organizational structures are no longer sufficient in today's environment. Knowledge is now trapped in silos, collaboration is poor, and employees are treated like children under rigid performance systems. Networked structures that encourage employees to work beyond their usual boundaries and collaborate extensively internally and externally are better suited to the agile organizations needed today. Creating the right culture that promotes trust, peer learning, knowledge sharing, and failure tolerance is essential for networks to work effectively.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
The document discusses optimizing HR teams, resources, and processes to drive agility, customer centricity, and efficiency. It outlines emerging HR operating models and priorities like strategic impact, agility, cost efficiency, and employee experience. The Gartner model is described which includes strategic talent leaders, problem solvers, specialists, and operations teams. Building the right HR operating model requires determining elements like strategy, principles, delivery model, capabilities, and measures of success. Shifting HR's focus to priorities like continuous learning, empowered teams, accountability, trust, and employee experience is also discussed.
This is a presentation I gave to the Ohio Valley LIG of the Service Management Forum in April of 2010.
I focused the presentation on three main themes:
1) The refinement or removal of non value-added processes in IT (the "big" idea of Lean IT)
2) The institution of metrics (if you don't know where you are now, how do you know where you're going in the future?)
3) The enhancement of communications (manage projects throughout their lifecycle using normalized interfaces)
Este documento presenta los planos y alzados estructurales de un edificio industrial. Muestra las cotas y elevaciones de la cubierta, entreplanta y sótanos a intervalos regulares de 3 metros. En la parte inferior se proporciona información sobre el proyecto, como el título, fecha, creador y verificador.
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
Dark Agile inhibits business agility. The document discusses dark agile, which is the antithesis of agile values and principles resulting in an inability to align the agile ecosystem. It introduces nine focus areas to overcome dark agile, including hyper-performing teams, team motivation, emotional intelligence, optimized flow, innovation, and product discovery/delivery synchronization. The document also provides examples of agile transformations at IBM and an insurance company that implemented agile development centers.
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)Software Guru
Cuitláhuac Osorio forma parte del consorcio Cutter donde nos habla de cómo hacer que las TI importen y que funcionen.
Además, nos comparte 5 consejos de los expertos.
HRM Innovation in Reinventing Performance Management and CompensationCharles Cotter, PhD
Human resources Management (HRM) Innovation in Reinventing Performance Management and Compensation - global trends and changes that are driving business success
Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
DOES SFO 2016 - Steve Mayner - Transformational LeadershipGene Kim
The document discusses transformational leadership and its importance for successful organizational change, particularly for DevOps adoption which often requires cultural change. It notes that organizational change initiatives have high failure rates, but transformational leadership can positively influence the factors contributing to success. The document reports on an experiment that found DevOps leaders invited to present at a conference exhibited strong transformational leadership behaviors. Overall, it emphasizes that transformational leadership is key to guiding organizations through necessary changes like DevOps adoption.
Analyzing the Re-invented Performance Management - A Deloitte Case StudyTathagata Banerjee
In every organization one of the most important asset is the human capital. The team that makes
the company sustainable. Based on different hierarchy of different organizations, the
“management” tries to analyze the behavior, measure the performances against some set
benchmark and help to develop the skill set of the “employee” to align them as per the strategic
goals of the organization. This continuous push for higher performance is the main reason for
“Employee” Performance management.
The document discusses how organizations can manage change through understanding key aspects of the organization including its mission, objectives, customers, and ensuring all information about people, processes, and technology is connected. It advocates that organizations must be adaptable to change and highlights several principles for modeling business processes and information systems in a coherent manner. The DEMO methodology presented focuses on communication being essential for organizational functioning and agreement creation between employees, customers, and suppliers.
This document provides an overview of CAI Business Consulting and how they help IT organizations achieve effective success through a four step process: 1) Assessing how IT serves business needs, 2) Planning IT strategy, 3) Managing the IT function, and 4) Implementing and operating the plan. CAI conducts an IT Health Check to evaluate strengths and opportunities for improvement, then provides recommendations and an implementation plan aligned with business goals. As a trusted advisor, CAI also offers expertise, proprietary tools, and project management to help clients maximize performance in areas like business alignment, cost containment, and risk mitigation.
CIPD HRBP Conference Evolution as a function the beyond case study of OD & D Kate Rand
This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development
The document discusses aligning HR metrics and objectives with organizational strategy. It emphasizes understanding the organization's mission, values, competitive advantages, and strategic objectives in order to develop HR goals that support business priorities. HR should identify competencies that drive performance and measure outcomes related to efficiency, effectiveness, quality of workforce, and ultimately financial and market results. The document provides examples of how HR objectives can directly support organizational objectives.
Insights Success is the Best Business Magazine in the world for enterprises, being a platform it focuses distinctively on emerging as well as leading fastest growing companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share. Here, we talks about leader’s viewpoints & ideas, latest products/services, etc. Insights Success magazine reaches out to all the ‘C’ Level professional, VPs, Consultants, VCs, Managers, and HRs of various industries.
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
The document discusses how hierarchical organizational structures are no longer sufficient in today's environment. Knowledge is now trapped in silos, collaboration is poor, and employees are treated like children under rigid performance systems. Networked structures that encourage employees to work beyond their usual boundaries and collaborate extensively internally and externally are better suited to the agile organizations needed today. Creating the right culture that promotes trust, peer learning, knowledge sharing, and failure tolerance is essential for networks to work effectively.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
The document discusses optimizing HR teams, resources, and processes to drive agility, customer centricity, and efficiency. It outlines emerging HR operating models and priorities like strategic impact, agility, cost efficiency, and employee experience. The Gartner model is described which includes strategic talent leaders, problem solvers, specialists, and operations teams. Building the right HR operating model requires determining elements like strategy, principles, delivery model, capabilities, and measures of success. Shifting HR's focus to priorities like continuous learning, empowered teams, accountability, trust, and employee experience is also discussed.
This is a presentation I gave to the Ohio Valley LIG of the Service Management Forum in April of 2010.
I focused the presentation on three main themes:
1) The refinement or removal of non value-added processes in IT (the "big" idea of Lean IT)
2) The institution of metrics (if you don't know where you are now, how do you know where you're going in the future?)
3) The enhancement of communications (manage projects throughout their lifecycle using normalized interfaces)
Este documento presenta los planos y alzados estructurales de un edificio industrial. Muestra las cotas y elevaciones de la cubierta, entreplanta y sótanos a intervalos regulares de 3 metros. En la parte inferior se proporciona información sobre el proyecto, como el título, fecha, creador y verificador.
This document appears to be contact information for J.D. Hatton, the General Manager of The Bartram located at 2337 SW Archer Road in Gainesville, Florida 32608. It lists J.D. Hatton's title, the company address, phone numbers, fax number, and email address.
The document summarizes an intelligent LCD sun visor for cars that uses a special LCD screen as a light filtering material and an integrated photoelectric control system. It can quickly change light and adjust automatically based on human eye comfort levels. The visor shields from glare, filters harmful light, avoids ultraviolet rays, and shields from headlights at night. It can eliminate light differences in tunnels, filter ultraviolet rays to protect skin, and increase visual clarity in fog. The product prevents snow blindness and filters reflected light to improve comfort and reduce driving fatigue.
A Igreja de Nossa Senhora do Carmo data de 1580 e está localizada na Praça Barão do Rio Branco. A Ordem Carmelita estabeleceu-se em Santos entre 1589-1590 e recebeu uma capela doada. Braz Cubas doou o terreno onde a atual igreja foi reconstruída em meados do século 18.
O Teatro Coliseu teve três fases: a primeira de 1896 como velódromo até 1903, a segunda sob propriedade de Francisco Serrador inaugurada em 1909, e a terceira e atual reconstruí
Este primer boletín del proyecto Comenius presenta el proyecto y sus objetivos de fomentar el pensamiento creativo en diferentes ámbitos artísticos. También describe las primeras actividades, incluyendo el inicio de una correspondencia por correo electrónico entre alumnos y la primera reunión en Inglaterra donde los participantes presentaron aspectos de sus escuelas y personajes literarios favoritos. Finalmente, anuncia la creación de un blog sobre inglés para informar sobre las actividades del proyecto.
Nishal Jain is a 30-year-old female HR professional with over 9 years of experience in areas like recruitment, compensation planning, and employee engagement. She is currently the Manager of Human Resources at Bagrry's India Limited, where she handles all HR activities. She was also recently appointed as an Independent Director of Kamdhenu Ispat Limited. Her previous experience includes roles at ACS Advisory Services and SPML INFRA LIMITED, where she gained experience in recruitment, compensation planning, and performance management. She holds a PGDM in Human Resource Management from IMT Ghaziabad and a BBA in Marketing.
Urmila Ashok Banda is applying for the position of HR Generalist. She has over 15 years of experience in human resources roles. Her experience includes recruitment and selection, training, performance management, policy making, employee relations, and statutory compliance. She is proficient in Microsoft Office, payroll software, and the TALYY ERP system. Banda holds an MBA in HR and additional qualifications in industrial relations and computers. She is seeking a challenging role where she can utilize her skills and experience.
Acuerdo por la excelencia educativa 2016 de la Mediasbmalambo
El documento presenta un acuerdo por la excelencia educativa entre el colegio Simón Bolívar y la Secretaría de Educación de Malambo para mejorar la calidad educativa mediante estrategias como el acompañamiento a estudiantes con bajo rendimiento, la evaluación de deficiencias, y la identificación temprana de dificultades. Asimismo, propone rutas para mejorar el ambiente escolar, fomentar la convivencia, y desarrollar competencias ciudadanas a través de actividades grupales, la participación democrática, y el respeto
This document discusses different approaches to managing multiple data centers for high availability and resilience. It describes four approaches: 1) Active/passive where only one data center is active, 2) Active/active application tiers with active/passive database, 3) Mostly active/active application and database tiers, and 4) Full active/active across all tiers. It also discusses challenges like concurrent logins and the need for global server load balancers to intelligently route traffic between data centers.
Demonstrating Big Value in Big Data with New Analytics ApproachesJulie Severance
This document discusses IBM's journey to establishing an Analytics Center of Excellence (ACE) to overcome challenges with big data analytics. It describes how IBM previously had siloed analytics groups across its 400,000 employees and 200 locations. To address this, IBM developed a strategic plan through organizational readiness. This included standing up a virtual ACE team to develop standards, provide services, and align analytics with business strategy across the enterprise. The ACE also focused on quickly enabling a cloud prototype and user community to start realizing value from big data.
A showcase of gritty, warts-and-all stories about the transformation toward agility of some of Australia’s biggest companies.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
· Learn about how a critical government data organisation achieved a 240%+ increase in productivity in just six weeks.
· Hear about the market transforming mobile payments app that reinvigorated one of Australia’s big four banks. Challenges involved resistance from the organisation from line staff through to senior sponsors.
· Hear about how a multi-year flagship project at one of Australia’s major home loan providers was rescued. Out of budget and under-featured, this project was reinvigorated in just 6 months. Complexities included offshore vendors, major time-differences in operations and multiple vendors involved in a complex build.
Data Driven Marketing Organization Workshop - iMedia Brand SummitJason Heller
The document discusses building a data-driven marketing organization. It advocates becoming data-driven by establishing a culture where data is used to make timely decisions that improve products, experiences and efficiency. To achieve this, organizations must overcome common hurdles like disparate data sets and a lack of resources. The document provides a framework and roadmap to guide organizations in developing data-driven capabilities, processes, skills and securing leadership support to transform into modern, data-driven marketing organizations.
MT A: "Workshop: Building a Data-Driven Marketing Organization: Be the Agent ...iMedia Connection
The document discusses building a data-driven marketing organization. It advocates becoming data-driven by establishing a culture where data is used to make timely decisions that improve products, experiences and efficiency. Building a data-driven culture requires eliminating silos, prioritizing transformation, and recruiting cross-functional stakeholders. The document provides a scorecard to assess how data-driven an organization is and outlines areas to continue, start or stop to progress.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
KEYNOTE TALK
What does it take to innovate quickly? I’ll address how blockers to innovation – including culture, skills, antiquated processes, and board level concerns – can stand in the way of business agility. We’ll map out a pathway to digital transformation including new metrics for success, integrating real-world best practices from enterprises, and the most effective organizational patterns, as we integrate the business with development and operations.
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
Lean six sigma yellow belt 1 day seminar1Marysmith401
The Lean Six Sigma helps to improve the operational performance of employees so as an organization by reducing variances. This is widely recognized certification for quality management. The Lean Six Sigma credential can provide a significant advantage to employers and employees when it comes to performance and deliverance. A Lean Six Sigma Green Belt (LSSGB) offers understanding of the Lean Six Sigma Method within Define, Measure, Analyze, Improve and Control (DMAIC) phases defined by the IASSC Lean Six Sigma Green Belt Body of Knowledge™. On the other hand, Lean Six Sigma Black Belt (LSSBB) offers a thorough understanding of all aspects of the Lean and Six Sigma Method including a high-level of competence contained within the phases of DMAIC i.e. Define, Measure, Analyze, Improve and Control.On completion of Combo Lean Six Sigma Green Belt & Black Belt certification training, you will:
• Capable to utilize Lean concepts such as process mapping, 5S, waste reduction, value stream mapping and mistake proofing.
• Understanding on various levels to eliminate barriers and meet project success.
• Ability to perform basic and advanced statistical analysis to discover the relationship between key inputs and process outputs.
• Demonstrating projects to peers and managers.
• Ability to implement the concepts of Lean, Six Sigma DMAIC, Total Productive Maintenance (TPM) and Design for Six Sigma using statistical tools and analysis.
This Certification is Suitable for:Lean Six Sigma Green Belt & Black Belt is designed to meet the career requirements of professionals, including Senior Management, Software Professionals, Team leaders, Quality Assurance Engineers, Software Quality Assurance team members, Project Managers, Management students, etc.
- Optimus Consulting is a firm that offers business process management, middleware system integration, and collaborative/web-enabled solutions using leading tools and techniques.
- The VP enjoys the varied challenges of working with Fortune 1000 companies and government agencies to design strong, repeatable processes that replace disjointed practices.
- The firm helps organizations increase agility through business process management to accommodate continuous change and ensure process alignment with business goals.
Data Driven Culture with Slalom's Director of AnalyticsPromotable
Everyone wants to capture the benefits of big data by making better data driven decision. We are inundated by analytical tools that deliver "insights" and process information quickly.
Although often overlooked, creating a data driven culture is as important as finding the right tools to make data driven decisions. Organizations who skip this foundational element often find their investment in Data tools and personal don't yield the benefits that becoming Data Driven is supposed to unlock.
In this talk you'll learn about why creating a Data Driven culture is vital to every organization and the starting point for ensuring your data strategy generates strong impact and ROI.
Takeaways:
What is a data driven culture? Where does it start?
What happens when you implement tools (tableau, power BI, Machine Learning, etc) without first having a data driven culture
Stages of a Data Driven Culture?
How to get started?
Your Instructor: Kevin Chapin is the Practice Director for Data and Analytics at Slalom Consulting.
To see the full talk, click here: https://www.youtube.com/watch?v=7xNLgiK31Is
The document discusses key strategies for operational efficiency and managing change in organizations. It emphasizes the importance of:
1) Adapting to trends like globalization, technological shifts, and changing stakeholder expectations through a defined strategic vision and innovative approaches.
2) Fostering a dynamic culture that encourages innovation and the ability to anticipate and adjust to changes in the business environment.
3) Guiding organizational change through clear direction, urgency, momentum, and addressing resistance to change.
Pluto7 - Tableau Webinar on enabling Organization to be Data Driven in 201...Manju Devadas
Big Data and BI initiatives needs a holistic strategy and execution. The content walks through how an organization became data driven in less than 6 months with Tableau, Alteryx, Splunk and traditional BI enabled by Pluto7 ( www.pluto7.com )
FTFCU - How to Become a Data Driven OrganizationNaveen Jain
The document discusses how organizations can become data-driven by learning tricks to simplify self-service BI rollouts, identifying potential pitfalls, and hearing from experts on enabling data-driven decision making. It also provides an example of how a large credit union implemented a business intelligence platform involving data visualization, marketing automation, and analytics tools to drive personalized engagement and operational excellence. Effective strategies discussed include taking an iterative approach, demonstrating value through visualization, and treating becoming data-driven as a journey rather than a single project.
This company is a leading provider of technical and IT staffing solutions with over 36 years of experience. It has approximately 800 employees and over 5,000 consultants working across 52 offices in the US, Puerto Rico, Canada and UK. The company has a diverse portfolio of services including IT staffing, managed solutions, and process outsourcing. It has a large client base of over 1,100 customers, including many Fortune 500 companies across various industries.
Cisco is a global technology company with over 125,000 employees worldwide. As CIO, Brad Boston oversees Cisco's centralized yet globally managed IT resources and infrastructure. He emphasizes aligning IT projects and strategies with business objectives. Cisco's culture of collaboration, quality and innovation has contributed to its success as one of the best managed companies.
Why your organisation's future demands a new kind of HR
How do you adopt an operating model of the future to upgrade the HR function’s strategy and management and help them achieve their goals of agility, customer centricity and operational efficiency?
Performance through agility generic v2.2 seminarRobert Twiddy
Agility Way provides training and coaching services in Performance Through Agility. This presentation fro a seminar that took place in Bangkok in September 2018
Strategic Workforce Planning: The Key to Organisational SuccessThe HR Observer
Do you know the DNA of your workforce? Even if you do, how does it sync with your organisation’s core business strategy? Knowing the DNA of your workforce and syncing that info with your business strategy is the key to high performing companies. Strategic Workforce Planning helps organisations understand the talent required to deliver their strategy. Without it, you will be paying a significant cost. Ron talks about how to integrate this proven technique into your business process.
Ron Thomas, Chief Executive Officer – Gulf, Great Place to Work
2. About SAIC
“Science Applications International
Corporation (SAIC) is the largest employee-
owned research and engineering company in the
United States, providing information technology,
systems integration and eSolutions to
commercial and government customers. SAIC
engineers and scientists work to solve complex
technical problems in national and homeland
security, energy, the environment, space,
telecommunications, health care and logistics.
With annual revenues of $7.2 billion, SAIC and
its subsidiaries, have more than 42,000
employees at offices in more than 150 cities
worldwide. More information about SAIC can be
found at www.saic.com.”
3. What are the leadership traits and
organizational practices that will
take your organization to the next
level of performance?
4. How do you define Leadership?
John C Maxwell : In the “21
Irrefutable Laws of Leadership” -
"leadership is influence - nothing more,
nothing less."
James M. Kouzes, Barry Z. Posner:
In the “Leadership Challenge”, “the art
of mobilizing others to want to struggle
for shared aspirations”
5. Dimensions of Transformation
People
Values and Culture
Customer Satisfaction
Process & Technology
Operational Performance
Architecture and Governance
6. The Leadership Challenge
Challenging the Process
Search out challenging opportunities to change, grow,
innovate and improve.
Experiment, take risks, and learn from the
accompanying mistakes
Inspiring a Shared Vision
Envision an uplifting and ennobling future.
Enlist others in a common vision by appealing to their
values, interests, hopes, and dreams.
Enabling Others to Act
Foster collaboration by promoting cooperative goals
and building trust.
Strengthen people by giving power away, providing
choice, developing competence, assigning critical
tasks, and offering visible support.
7. The Leadership Challenge
Modeling the Way
Set the example by behaving in ways that are
consistent with shared values.
Achieve small wins that promote consistent
progress and build commitment.
Encouraging the Heart
Recognize individual contributions to the
success of every project.
Celebrate team accomplishments regularly.
9. Bringing Cultural Change Requires
Articulate a cultural vision which
expresses the behavior we want to be
known for
Gain agreement on the articulation
Train around those behaviors
Put structures/mechanisms in place that
motivate those behaviors
Remind each other when we
demonstrate behavior counter to our
agreed upon vision
10. Values and Culture; Employee
Satisfaction
Collaboratively Develop Organizational
Values
Listen
Inject Fun into the environment
Equip the team with communication and
leadership skills
Don’t forget the families!
Holidays are a great opportunity
11. ITS Values
We are a caring team, united in our
message and behavior – as one in our
passion for excellence. We play to
win!
Everybody makes a difference;
everyone deserves respect.
We recognize and solicit strength and
expertise of those around us and trust
them; We take pride in our team.
We recognize that alone we have a
few good ideas; as a team, we have
many great ideas.
We strive for continuous ways to
provide open communication and
feedback within ITS and with our
Customers.
We keep our commitments to our
customers and company through
dedication and collaboration; delivering
innovative and effective solutions.
We think and act “we”, not “I”; we
think and act “our”, not “mine”.
We are open and honest to everyone at
all times. Before we question
someone’s motives or react to hearsay,
we go to the source.
Laugh when we can and try to make
others laugh, but never at the expense
of others.
We challenge the process and challenge
others to challenge the process with an
open mind.
15. Values and Culture; Employee
Satisfaction
Succession Planning and Career
Development
Thinking the best of your team
Building a culture of trust & continuous
improvement
Brown Bag mentoring
Logos and Shirts
Community Involvement
22. Customer Satisfaction
Listening
Listening Face to Face – at their place
Flexibility within the context of a
governance model and enterprise
architecture
Striving to delight – to exceed valid
expectations
Going the extra mile
23. Customer Satisfaction
Multi-modal Communications
Email - askthecio@saic.com
Web – insideIT
Formal meetings – strategic, tactical, open
to all
Remote site visits
Cafeteria Outreach
Brown Bags
Tips ‘n Tricks
27. Operational Performance
Metrics
Process Definition and Improvement
External Systems for structure, such as
TQM/Quality Improvement
Capability Maturity Model (CMM, CMMi)
IT Infrastructure Library (ITIL)
6 Sigma
28. 6 Sigma
Workforce empowerment
Process control to reduce variation
rigorous and disciplined methodology
uses data and statistical analysis to
measure and improve a company's
operational performance
identifying and eliminating problems,
impediments, non value-added activities,
overhead, and costs in processes.
29. Performance Measures: Desktop 1997
0
20
40
60
80
100
120
140
160
180
1/12/97
1/26/97
2/9/97
2/23/97
3/9/97
3/23/97
4/6/97
4/20/97
5/4/97
5/18/97
6/1/97
6/15/97
6/29/97
7/13/97
7/27/97
8/10/97
8/24/97
9/7/97
9/21/97
10/5/97
10/19/97
11/2/97
11/16/97
11/30/97
12/14/97
12/28/97
1/11/98
1/25/98
Opened Incidents Closed Incidents Remaining Incidents Trend in opened Trend in remaining incidents
Remaining
Incidents
Opened
Incients
New
Manager
(QI Trained)
Started Daily
Posting of
Remaining
Incidents
Started
QI Training
for Team
Opened Incidents
Remaining Incidents
31. The Receivables Process & IT Team
Cross-functional team composed of
finance, accounting, line, and IT
Used our Quality Improvement
methodology – 7 step problem solving
approach
Improved liquidity by $25M
32. Performance Measures; PRO Rearchitecture
PRO Systems
Configuration
Before After
Production Servers 6 3
Admin. Servers 2 2
Development Servers 3 2
Operations Test Servers 0 2
Resumix Server 0 1
Disaster Recovery 0 1
Prod. Capacity 38000 TPM’s 47000
TPM’s
New Modules: Benefits, Mfg./Dist
Database Growth X 2 X
Disk Storage 460 GB 1.03 TB
System Availability 75% 96%
Planned Downtime 56 Hrs/wk 6 Hrs/wk
PRO Systems
Configuration
Before After
Production Servers 6 3
Admin. Servers 2 2
Development Servers 3 2
Operations Test Servers 0 2
Resumix Server 0 1
Disaster Recovery 0 1
Prod. Capacity 38000 TPM’s 47000
TPM’s
New Modules: Benefits, Mfg./Dist
Database Growth X 2 X
Disk Storage 460 GB 1.03 TB
System Availability 75% 96%
Planned Downtime 56 Hrs/wk 6 Hrs/wk
PRO Systems Performance Metrics
Before After
Year End processing 6 days 2 hrs
(Time savings were accomplished due to software changes and re-architecture)
CBR Processing 33 hrs 25 hrs
Payroll 6 hrs 2hrs
Brio Query > 5min < 1min
Database Imports 48 hrs 6 hrs
Labor processing 4.5 hrs 1.31 hrs
PRO production systems annual expenses
Total Savings due to Re-architecture project
134K+156K=290K
Intangible Savings:
Increased system performance
More time for analysis with faster reports
Increased system availability
More systems available for testing and other
projects
Increased customer satisfaction
Newer technology
Pro-Active Solutions
PRO;
(Enterprise Resource
Planning implementation)
34. Architecture and Governance
Blueprint and Body
Process Definition and Improvement
Governance in the context of an
Enterprise Architecture
Predicting the future of technology
35. Doing theDoing the
Right ThingsRight Things
SAICSAIC
GrowthGrowth
MeansMeans
the Right Waythe Right Way
SAIC FY06SAIC FY06
Goals &Goals &
ObjectivesObjectives
SAICSAIC
ObjectiveObjective
StateState
FlawlessFlawless
ExecutionExecution
Enterprise
Architecture
37. Leverage Existing Investments
COTS Implementation Without Customization
Reduce Latency – Right Time/Real Time Enterprise
Capture Information Once – Eliminate Multiple Data
Entry
Ensure Security of Applications, Systems and Data
Manageable and Serviceable – Lower Total Cost of
Ownership in Production
Thin client – ubiquitous access
Interoperability – within SAIC and with external
customers
Collaboration and Cooperation
Transparency – single sign-on, location and data
independence
Extensible and Open Application, Systems and Data
standards
Reusability and Replaceability – Architect for Change
Enterprise Architecture –
Guiding Principles
38. Governance and Portfolio
Management
High Performance
Transformation
(HPT)
Executive
Management
Corporate & Line
Organizations
Strategic
Direction
Portfolio
Management
Review Board
Horizon
Project
Portfolio
Approved IT
Projects/Priorities
Investment
Review Board (IRB)
Business
Strategy
Enterprise
Architecture
Architectural
Direction
Approval
Agenda
Doing the Right Things
43. Contact info
Cora Carmody
Senior Vice President and Chief
Information Officer
SAIC
10260 Campus Point Drive
SAN DIEGO, CA 92121
(858) 826-3709 CA office
(703) 676-5666 VA office
Cora.L.Carmody@saic.com
Editor's Notes
Model the WayLeaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Inspire a Shared VisionLeaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. Challenge the ProcessLeaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. Enable Others to ActLeaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. Encourage the HeartAccomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.
Model the WayLeaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Inspire a Shared VisionLeaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. Challenge the ProcessLeaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. Enable Others to ActLeaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. Encourage the HeartAccomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.