Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
6 Questions to Ask Before Implementing Change in OrganizationsSlideShop.com
Dealing with organizational change can be stressful. To lessen the challenges that may be encountered during the transition, answer the 6 questions enumerated in this presentation.
If you know of change management tips that may help other people, feel free to add them in the comment section.
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
6 Questions to Ask Before Implementing Change in OrganizationsSlideShop.com
Dealing with organizational change can be stressful. To lessen the challenges that may be encountered during the transition, answer the 6 questions enumerated in this presentation.
If you know of change management tips that may help other people, feel free to add them in the comment section.
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
The document discusses the concept of business agility. It provides definitions of business agility from various sources that emphasize qualities like adaptability, flexibility, and the ability to respond rapidly to changes. It outlines domains of business agility across dimensions of work, connections, and mindset. Key aspects include technical agility, process agility, enterprise agility, structural agility, leadership agility, market agility, learning mindset, collaboration mindset, and ownership mindset. The customer is positioned at the center.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
This PPT deck displays eleven slides with in depth research. Our topic oriented Talent Management Framework Performance Management presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Talent Management Framework Performance Management presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
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
Achieving business agility_by_restructuring_the_organizationChandan Patary
This document discusses strategies for transforming organizations to increase business agility through restructuring. It proposes a framework with four pillars: management vision, organizational structure, organizational culture, and process optimization. The framework is supported by four accelerators: portfolio management, defining new roles and operating models, assessing culture, and establishing a software factory. To implement the framework, the document recommends creating a transformation program, identifying business value, restructuring around business value using a Spotify model, developing a growth mindset, defining new roles, applying a cultural model, and enabling swarming behavior. The goal is to reinvent the organization to meet changing market needs and enhance customer value through an agile transformation.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
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
Change Lessons Learned - Implementing a Kanban System for Enterprise AgilityShoaib Shaukat
This document describes the implementation of a Kanban system at a large energy company to achieve enterprise agility. It discusses how the company lacked process transparency, had a waterfall development approach, and IT was seen as unresponsive by the business. Kanban practices like visualization, limiting work-in-progress, and collaborative improvement were used. This reduced the backlog from 800 to 350 items within 4 months while new requests remained the same, improving productivity. The key lessons learned were to take an incremental approach to change, focus on shifting mindsets, and collaborate at all levels to sustain transformations.
Delivery Excellence in software Product DevelopmentChandan Patary
The document discusses how organizations can improve productivity through effective project governance and metrics-driven decision making. It explains that tracking key productivity parameters and demonstrating value to stakeholders through data can help maximize efficiency and minimize risks. Effective governance includes change management, requirement management, and benefit realization to increase output and knowledge building over time.
This document discusses how human resources practices can support lean principles in an organization. It argues that lean is a human system that requires all dimensions of an operating system to work together. The document outlines key lean principles like learning, applying concepts through experiences, and reflection. It also lists areas of influence for HR, such as succession planning, evaluations, and training. Finally, it calls leaders to start applying lean thinking in HR processes and mechanisms to drive organizational change.
Descaling Organizational Complexity to Expedite Product Delivery_newChandan Patary
The document discusses descaling organizational complexity to expedite product delivery. It identifies several challenges that complex organizations face, such as siloed departments, long delivery cycles, and lack of flexibility. The document proposes looking at current processes, communication flows, and timelines to identify areas of greatest pain or highest return. It advocates forming self-managed cross-functional teams organized around customer needs rather than departments. Metrics for measuring success include increased revenue from new products, profit from implemented ideas, and customer satisfaction.
How to ditch objectives (and find a simpler way to manage performance)Hedda Bird
What to do when the CEO says 'DON'T waste time setting goals' and 'DO manage performance'. This innovative case study explores a powerful alternative to traditional objectives.
Agile Network India | Make your Agile Transformation Successful | Varghese Da...AgileNetwork
This document discusses how to make an agile transformation successful. It notes that while many companies now practice agile to some degree, fully transforming is challenging. Key tips include having aligned vision and leadership buy-in, creating a cultural shift, allowing proper time for planning and change, ensuring the transformation meets business needs, focusing on outcomes over rigid frameworks, adapting contracts, and reworking governance. The road to successful agile transformation is difficult but critical for companies to adapt to changing times.
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
Doing Agile Right - Transformation without Chaos - A summaryRagavendra Prasath
1) Doing Agile Right discusses how organizations can successfully transform to being agile without chaos. It emphasizes that agile requires both a mindset and methods change to truly achieve its promised results.
2) True agile transformation focuses intently on customers and involves breaking down silos, decentralizing decision making, and changing talent management and processes.
3) Scaling agile properly in a large organization requires addressing issues like planning, budgeting, and reviewing in an agile way as well as transforming support functions to better serve internal customers.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
Agile 2012 - leadership agility workshop slides -- final.pptxdrewz lin
At the Expert level, I would focus on fixing specific problems through proven practices.
At the Achiever level, I would emphasize process improvements and team motivation.
At the Catalyst level, I would step back to understand broader organizational challenges impacting agility.
How to be more innovative? Some advice from the experts on how to design your personal innovation roadmap -- in three steps. Slides from a keynote presentation prepared for Queen's School of Business Innovation Summit, 2014.
How to Use Your Product Roadmap as a Communication ToolJanna Bastow
Find out how making this one small change at your company can completely shift the way you communicate with your customers for the better.
In this webinar, ProdPad co-founder Janna Bastow will talk about how companies have successfully gone public with their product roadmaps - and share exactly what steps you’ll need to take to launch yours.
You’ll see two dramatic changes when you open the door to your product roadmap to your customers:
- Your customers will know your product vision and your priorities as a company
- Your support team will be able to confidently take customer feedback and answer questions about feature requests.
Even among companies that claim to be committed to transparency, product roadmaps have generally been shrouded in secrecy - the result of a fear of backing out on commitments or missing release dates.
The reality is that companies that share their roadmaps are able to set practical expectations with their customers, communicate priorities and the future of their products clearly and retain their strongest customers.
The document discusses the concept of business agility. It provides definitions of business agility from various sources that emphasize qualities like adaptability, flexibility, and the ability to respond rapidly to changes. It outlines domains of business agility across dimensions of work, connections, and mindset. Key aspects include technical agility, process agility, enterprise agility, structural agility, leadership agility, market agility, learning mindset, collaboration mindset, and ownership mindset. The customer is positioned at the center.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
This PPT deck displays eleven slides with in depth research. Our topic oriented Talent Management Framework Performance Management presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Talent Management Framework Performance Management presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
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
Achieving business agility_by_restructuring_the_organizationChandan Patary
This document discusses strategies for transforming organizations to increase business agility through restructuring. It proposes a framework with four pillars: management vision, organizational structure, organizational culture, and process optimization. The framework is supported by four accelerators: portfolio management, defining new roles and operating models, assessing culture, and establishing a software factory. To implement the framework, the document recommends creating a transformation program, identifying business value, restructuring around business value using a Spotify model, developing a growth mindset, defining new roles, applying a cultural model, and enabling swarming behavior. The goal is to reinvent the organization to meet changing market needs and enhance customer value through an agile transformation.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
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
Change Lessons Learned - Implementing a Kanban System for Enterprise AgilityShoaib Shaukat
This document describes the implementation of a Kanban system at a large energy company to achieve enterprise agility. It discusses how the company lacked process transparency, had a waterfall development approach, and IT was seen as unresponsive by the business. Kanban practices like visualization, limiting work-in-progress, and collaborative improvement were used. This reduced the backlog from 800 to 350 items within 4 months while new requests remained the same, improving productivity. The key lessons learned were to take an incremental approach to change, focus on shifting mindsets, and collaborate at all levels to sustain transformations.
Delivery Excellence in software Product DevelopmentChandan Patary
The document discusses how organizations can improve productivity through effective project governance and metrics-driven decision making. It explains that tracking key productivity parameters and demonstrating value to stakeholders through data can help maximize efficiency and minimize risks. Effective governance includes change management, requirement management, and benefit realization to increase output and knowledge building over time.
This document discusses how human resources practices can support lean principles in an organization. It argues that lean is a human system that requires all dimensions of an operating system to work together. The document outlines key lean principles like learning, applying concepts through experiences, and reflection. It also lists areas of influence for HR, such as succession planning, evaluations, and training. Finally, it calls leaders to start applying lean thinking in HR processes and mechanisms to drive organizational change.
Descaling Organizational Complexity to Expedite Product Delivery_newChandan Patary
The document discusses descaling organizational complexity to expedite product delivery. It identifies several challenges that complex organizations face, such as siloed departments, long delivery cycles, and lack of flexibility. The document proposes looking at current processes, communication flows, and timelines to identify areas of greatest pain or highest return. It advocates forming self-managed cross-functional teams organized around customer needs rather than departments. Metrics for measuring success include increased revenue from new products, profit from implemented ideas, and customer satisfaction.
How to ditch objectives (and find a simpler way to manage performance)Hedda Bird
What to do when the CEO says 'DON'T waste time setting goals' and 'DO manage performance'. This innovative case study explores a powerful alternative to traditional objectives.
Agile Network India | Make your Agile Transformation Successful | Varghese Da...AgileNetwork
This document discusses how to make an agile transformation successful. It notes that while many companies now practice agile to some degree, fully transforming is challenging. Key tips include having aligned vision and leadership buy-in, creating a cultural shift, allowing proper time for planning and change, ensuring the transformation meets business needs, focusing on outcomes over rigid frameworks, adapting contracts, and reworking governance. The road to successful agile transformation is difficult but critical for companies to adapt to changing times.
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
Doing Agile Right - Transformation without Chaos - A summaryRagavendra Prasath
1) Doing Agile Right discusses how organizations can successfully transform to being agile without chaos. It emphasizes that agile requires both a mindset and methods change to truly achieve its promised results.
2) True agile transformation focuses intently on customers and involves breaking down silos, decentralizing decision making, and changing talent management and processes.
3) Scaling agile properly in a large organization requires addressing issues like planning, budgeting, and reviewing in an agile way as well as transforming support functions to better serve internal customers.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
Agile 2012 - leadership agility workshop slides -- final.pptxdrewz lin
At the Expert level, I would focus on fixing specific problems through proven practices.
At the Achiever level, I would emphasize process improvements and team motivation.
At the Catalyst level, I would step back to understand broader organizational challenges impacting agility.
How to be more innovative? Some advice from the experts on how to design your personal innovation roadmap -- in three steps. Slides from a keynote presentation prepared for Queen's School of Business Innovation Summit, 2014.
How to Use Your Product Roadmap as a Communication ToolJanna Bastow
Find out how making this one small change at your company can completely shift the way you communicate with your customers for the better.
In this webinar, ProdPad co-founder Janna Bastow will talk about how companies have successfully gone public with their product roadmaps - and share exactly what steps you’ll need to take to launch yours.
You’ll see two dramatic changes when you open the door to your product roadmap to your customers:
- Your customers will know your product vision and your priorities as a company
- Your support team will be able to confidently take customer feedback and answer questions about feature requests.
Even among companies that claim to be committed to transparency, product roadmaps have generally been shrouded in secrecy - the result of a fear of backing out on commitments or missing release dates.
The reality is that companies that share their roadmaps are able to set practical expectations with their customers, communicate priorities and the future of their products clearly and retain their strongest customers.
You've built a product. Here's how to build an organization. (Part 2: Outside...Parker Simon
The first step to building an enduring business is to build a product and prove it in the marketplace. From there, things get harder. The challenge becomes to build both a product and an organization; how you develop your organization will determine your successes and struggles. Find out why and how some organizations transcend others, creating a magnetic experience for both their employees and their customers.
Part 1: Inside the Organization
Part 2: Outside the Organization
www.likehumans.com
This document outlines the roadmap and plans for Movable Type in 2011. Key points include:
1) Release of Movable Type 5.1 in February 2011 with new features like improved listing screens, AJAX functionality, and improved integration of HTML/CSS templates.
2) Future releases will focus on improvements to the publishing platform, internationalization, and support for newer web standards.
3) Alliance Port will continue working on partnerships and integrations with other CMS platforms to expand the Movable Type ecosystem. Their goal is to make Movable Type the best solution for various publishing and content management needs.
The document provides an agenda and overview of CAP Production's FY09 Balanced Scorecard and Strategic Plan. It discusses FY08 accomplishments, an overall approach and SWOT analysis, and outlines objectives and initiatives across key areas - Product, Learning & Growth, Internal Process, and Finance/Customer. Specific tasks and owners are assigned to initiatives focused on areas like NVPP, coding standards, process improvements, training, and metrics. Challenges around resources and priorities are also reviewed along with mitigation strategies.
This document provides guidance on understanding and implementing a balanced scorecard (BSC) for CMZ Hospital. It defines what a BSC is and the template used, which includes five perspectives: governance, service and finance; customer; process; learning and growth; and corporate social responsibility. The document outlines the BSC framework, including formulating scorecards at the corporate, unit, and individual staff levels. It provides guidance on formulating, monitoring, and reporting BSCs for the corporate/CMZ level and unit level.
Balanced scorecard and policy deploymentRamesh P.R.
Greetings from Seven Steps!
As another April is around the corner, we are sure that you are busy with the ambitious plans and goals for the next year. As you may agree, one of the biggest challenge for any organization is the gap in the execution of this strategies and plans.
A Study Says 9 of 10 Companies Fail to Execute Strategy .
Companies are struggling hard to align individual’s goals and execution plans in line with the organizational goals. Seven Steps Academy of Excellence developed a unique and powerful experiential learning programme to help the organizations in achieving their Business and Operational goals . More than 30 organizations enjoying the benefits of this programme
Welcome to the 2 day Experiential Learning Program on
“Effective Goal deployment using Balance Score Card and Policy Deployment Tools”
BALANCED SCORECARD (BSC) MONOPOLY: A Fun Business Modeling Game for Monopoliz...Rod King, Ph.D.
The Balanced Scorecard (BSC) is a classic tool for performance management. However, the BSC is hardly used for presenting business models. This presentation introduces the Balanced Scorecard in the form using a stylized gameboard of the traditional Monopoly game. The result is a game called "BSC Monopoly."
BSC Monopoly can be used as a fun game not only for visually presenting a business model but also for visually managing the performance of the business model. In short, the game of BSC Monopoly can be used for Business Model Documentation, Improvement, and Innovation as well as Visual Performance Management. A beauty of BSC Monopoly is that a team can use it to explore scenarios for different strategies including Blue Ocean Strategy and Disruptive Innovation Strategy.
Road Map for Organizational Effectivenesstdhooper2
The document provides an overview of the services offered by Leadership Strategy Group to help organizations, teams, and individuals improve leadership effectiveness and drive organizational performance. The services include change management, employee engagement, team performance, and leadership development. Key practices involve assessment, action planning, facilitation, coaching, and measuring results. Case studies demonstrate how clients achieved goals like cost reduction, improved processes, and increased employee engagement.
Let it flow, let it flow, let it flow!Jacopo Romei
Jacopo Romei discusses empirical flow models that decouple suboptimization projects by using batches and queueing theory. He advocates for letting the flow, getting empirical through dot games that experiment with batch sizes and pushes/pulls. Effective solutions flow with built-in integrity, resilience, and continuous deployment through small batches, trust, and regular retrospectives.
An introductory session about agile methodologies like SCRUM, Extreme Programming and Lean Software Development.
First part is about the ship metaphor, the second half is made of random slides to support following conversations.
Stickies, Standups, & Skyscrapers: An UX Case StudyTonya McCarley
This document provides attribution credits for various photos, including photos of a Manhattan skyline, barrel racer, University of Michigan logo, Empire State Building, stack of books, old library poster, sprint race, Budweiser horses, railroad tracks, slip, hot rod, kids team, Good Housekeeping seal, puzzle pieces, umbrella, and space shuttle launch. The credits provide the source of each photo along with its license information.
The document provides an overview of the Balanced Scorecard framework. It discusses the four perspectives of the Balanced Scorecard - financial, customer, internal business processes, and learning and growth. It explains how objectives, measures, targets, and initiatives are defined for each perspective based on an organization's vision and strategy. The document also discusses how to link Balanced Scorecard measures to strategy, and how the framework can be adapted based on an organization's structure, such as for corporations, joint ventures, support departments, and non-profits.
1) Change management requires key roles beyond just a change manager, including executive sponsors, managers and supervisors, employees, and the project team.
2) Each role plays an important part in managing change - executive sponsors communicate and support change, managers coach employees and provide feedback, employees adopt changes, and the project team provides change information.
3) The change management team's primary role is to assess readiness, develop strategies, and create plans to enable the other roles to effectively manage change.
Balanced Scorecard for CMMI Implementations - Eduardo Espinheira e Paula GomesPaula Gomes
This document presents a roadmap for implementing a Balanced Scorecard (BSC) approach within a CMMI implementation. It begins with an introduction and overview of CMMI levels and process areas. It then discusses the BSC concept, how it can benefit a CMMI implementation by measuring intangible assets beyond financials. The document outlines barriers to BSC implementation and proposes a services-oriented strategy with missions, visions, and strategies defined at all levels.
During this talk I will share with you from my experiences how to become ‘master of retrospectives’ and how to use it to build trust and openness in many different situations.
One, No One, One Hundred Thousand Projects (Uno, Nessuno, Centomila Progetti)Gaetano Mazzanti
This document discusses managing projects and initiatives using lean and agile principles. It advocates for limiting work in progress, visualizing and measuring flow, prioritizing based on cost of delay, making decisions with uncertainty in mind, and focusing on continuous learning over predetermined destinations or best practices. The overall message is that complex domains with human involvement require an adaptive approach focused on transparency, collaboration, and experimentation over rigid plans.
2008 Nov Lessons Learned Lean Six Sigma Balanced Scorecardhfroehling1
This document discusses lessons learned from deploying Lean Six Sigma in services organizations. It provides an overview of key differences between manufacturing and services and discusses challenges in applying Lean Six Sigma tools. The document also discusses approaches to strategic project selection using Balanced Scorecard and Theory of Constraints and outlines lessons learned around deployment criteria, roles, training, and measurement. Current trends indicate Lean Six Sigma is moving towards a more integrated approach and being applied in smaller organizations and healthcare.
This document discusses several must-do's for building an agile organization. It identifies developing a culture of high-impact learning, knowledge sharing, expanding learning beyond the classroom, moving away from one-size-fits-all training, transitioning to ongoing performance management, making employee goals clear, and reducing paperwork and documentation as critical things organizations must do to increase their agility. It provides examples of how organizations have implemented these practices to improve engagement, strengthen their employee brand, build stronger work communities, and allow for faster course corrections.
This document discusses several must-do's for building an agile organization. It identifies developing a culture of high-impact learning, knowledge sharing, expanding learning beyond the classroom, moving away from one-size-fits-all training, transitioning to ongoing performance management, making employee goals clear, and reducing paperwork and documentation as critical things organizations must do to increase their agility. It provides examples of how organizations have implemented these practices to improve engagement, strengthen their employee brand, build stronger work communities, and allow for faster course corrections.
HR needs to adopt new technologies in 2010 to better develop talent management strategies that align the workforce with business goals. These include mobile technologies to provide learning and transactions anywhere; HR analytics to measure metrics tied to profitability and consult business lines; social learning tools to identify expertise, share knowledge, and create communities of best practices; continuous feedback to improve evaluations and productivity; an employee portal for all HR data and workflows; and talent management platforms to unify processes and drive high performance. Adopting these technologies will help HR identify workforce trends, close capability gaps, and enhance connections to better support the business.
This document discusses 20 important soft skills for managers to develop enhanced performance. It covers skills related to personal development like fostering creativity, effective communication, promoting intrapreneurship, design thinking, and time management. Other skills discussed include coaching teams, applying management 3.0 principles, boosting team performance through effective teamwork, conducting employee appraisals, managing remote teams, and being customer-oriented. The document emphasizes that developing these soft skills can help managers adapt to changing workplace needs, improve employee engagement and satisfaction, and drive overall company performance.
Lack of clarity, skills, limiting behaviors, and information are the main factors that hinder achieving goals. Traditional performance management systems are outdated and do not motivate employees. A new system needs continuous feedback, goal tracking, and collaboration to engage employees. Data-driven performance management using analytics can provide insights to improve performance and competitive advantage.
This document discusses how talent management technology can help organizations build and sustain a high-performance culture. It outlines a 5-step process for planning and implementing a performance management initiative: 1) Getting started by involving leadership, 2) Analyzing the current state, 3) Defining desired goals and identifying gaps, 4) Establishing consistent metrics and measurements, and 5) Aligning performance with strategic goals. Integrating performance management with learning, compensation, and other talent processes can help optimize results and ROI.
Key Elements Of Effective Performance Dialogue - Seetha RaniSeetha Rani KP
Development generally begins with a realization of current or future need and the motivation to do something about it. Organisations of all sizes are now turning to ongoing performance dialogue to tie evaluation and evolution into the entire development of talent on a long-term basis. By fostering this practice within a team, we can avoid surprises and address doubts before they can grow, and recognise and improve performance over time.
The 70:20:10 Model for Learning and Development, a commonly used formula within the training profession, holds that 70 per cent of learning occurs on the job, 20 per cent from exposure to external forums, mentors or others, and 10 per cent in a classroom setting. In today’s context, the key to evolving people, organisations and communication lies in the 70% of hands-on experience, where employees can discover and define their skills in a work environment. It's a two-way ongoing process between employees and the organisation.
The document discusses the changing role of training in organizations. It notes that training is shifting from a reactive role, responding to changes mandated by management, to a proactive role where training leads workplace changes. This represents a fundamental paradigm shift. Effective training now focuses on developing critical thinking, problem solving, and interactive skills like communication and collaboration, enabling employees to be proactive. Organizations are also blending in-house and online training methods like blended learning to better train employees across broad international footprints. Proactive training management involves considering individual learning styles, aligning training with career goals, and getting constant feedback to foster a culture of learning.
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
This document discusses six key work practices that can enhance workforce motivation and performance in public organizations: 1) career development and opportunities for advancement, 2) training opportunities, 3) job influence and challenge, 4) involvement and communication, 5) performance management and dealing with underperformance, and 6) performance-related pay. It emphasizes that these practices are most effective when applied together, and stresses the critical role of leadership in underpinning a high-performance workforce.
The traditional model of classroom training is becoming outdated as organizations demand that learning be immediately applicable and measurable. On-the-job training, coaching, and learning approaches that allow for rapid skill application and feedback are replacing lengthy classroom sessions. Effective learning focuses on developing the specific skills needed to achieve business goals and occurs through practice within work contexts rather than theoretical classroom discussions.
The definition of talent management is the meticulously planned, strategic process of bringing on the right personnel and assisting them in reaching their full potential while keeping organizational objectives in mind.
Your partner in conceiving, implementing and evolving by transforming your corporation to an Institution of Excellence- from good to great and great by choice.
Modern Performance Management Whitepaper - PaylocityRyan Detillier
Today’s engaged workforce expects constant, real-time feedback on their performance. Is your company equipped for a new way of managing performance? Keep your employees engaged and understand how performance management can improve retention. Paylocity’s new whitepaper identifies new trends in performance discussions and tools. In this whitepaper you will find:
• Where performance management has come from and the direction in which it is heading
• Why today’s trends are essential to employee engagement
• Tips on how to get started on modernizing your performance management processes and systems
Hire And Retain The Best With Success Mapping New Models For Unlocking Huma...rtchapman
This document discusses how employers can better hire and retain talent. It suggests that employers use "Job Success Profiles" instead of traditional job descriptions. Job Success Profiles map out the mindsets, skills, and competencies needed for a role, how success is defined, and how the role contributes to business goals. This provides more context than job descriptions. Profiles can also be used for career development by showing the skills needed over time. The document provides an example comparing a traditional sales manager job description to a Job Success Profile. It argues that profiles will attract stronger candidates that are a better fit, improving hiring. Profiles also support lifelong learning by mapping career paths and training needs.
Hire And Retain The Best With Success Mapping New Models For Unlocking Huma...traciauger
This document discusses how employers can better hire and retain talent. It recommends that employers use "job success profiles" instead of traditional job descriptions. These profiles map out the skills, mindsets and competencies needed for a role. They also describe what success looks like for the role and how it contributes to business goals. The document also advises individuals to create "employability profiles" that showcase their skills and potential in the context of employer needs. It states that collaboration between employers, educators and individuals is needed to develop sustainable talent pipelines and unlock human potential.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
Similar to The Absolute Must-Do's to Build an Agile Organization (20)
Compliance is an essential part of HR, but it is always the bare minimum and should be assessed and analyzed as part of an overall culture strategy. Issuing a policy that says "We don't discriminate" is not the same as a comprehensive inclusion and diversity program.
Following the rules and filing reports are just part of creating a work environment where compliance happens on the way to larger goals for learning, performance, and wellness. But since HR never has to make the business case for compliance, it can be a persuasive approach to larger culture initiatives.
In this presentation, we survey compliance issues, who they affect, and why it's essential to see compliance as a culture issue.
You will learn:
- What compliance issues create risk for the organization.
- What compliance issues create risk for employees.
- Why people are the most important aspect of all compliance issues.
- When compliance problems are symptoms instead of causes.
- How to approach different compliance issues using tech, training, coaching and data.
- How to make compliance an effective part of a comprehensive approach to work culture and strategy.
The original webinar featured Mike Bollinger, Vice President-Thought Leadership and Advisory Services, Cornerstone OnDemand and Heather Bussing, Employment Attorney and Principal Analyst at HRExaminer.
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
Coffee with Cornerstone: How to Deliver Training to Franchisees and DealersCornerstone OnDemand
You know that educating your network of franchises, dealers, and partners is critical to your organization's success, but how can you best deliver training to an external audience?
Grab a coffee and join Cornerstone for a discussion and demonstration of some of the latest trends in franchisee and dealer training.
During the webinar, you'll see how you can:
• Deliver training content to franchisees and dealers
• Measure the impact of your training programs
• Generate revenue from training courses
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
Learning objectives:
• What is the VUCA world?
• Evaluate what areas of HR will be impacted by changes.
• Establishing and advocating for needs of HR and your employees.
• Aligning processes with the new initiatives in your organization.
Big data is not only transforming the way we make decisions, but also the way that organizations recruit, manage and develop their people, driving engagement, innovation and productivity to new peaks.
Explore the future of cloud-based human capital management, and demonstrate how what you do today will influence and energize your company for decades to come.
Sarah Brennan, Principal Consultant, Talent Acquisition at Cornerstone OnDemand, provides easy-to-understand insights on:
o Evolution of the role of recruiting in business from reactive to strategic partners
o How a unified approach to looking at talent acquisition can benefit core HR and business drivers
o The impact employment branding and candidate experience have on influencing employee engagement and retention (and vice versa)
Presented by: Mike Erlin, Managing Director, Australia & New Zealand
Some questions we answer:
Compliance
•Where do the highest risk levels reside & why?
•What are my risks if employees do not finish a course on time?
Succession Planning
•Which employees are ready for a new role?
Career Mobility
•What are possible career paths based on current role and career interests?
Employee Growth
•What is my employee’s potential for new roles & how can I best develop them?
Learning & Development
•What courses drive the most impactful development?
•How can I effectively assign courses & optimise our catalog?
Embracing Disruption: How One Multinational is Changing its ApproachCornerstone OnDemand
Digital disruption and flatter workplace organizations are changing employee expectations regarding corporate learning. Organizations must take advantage of the opportunities created by these changes and align existing organizational expertise to them in order to fulfill business objectives.
Emerging Trends in Learning & Performance: Shift Your Performance Discussions...Cornerstone OnDemand
In Part 2 of this series, we discussed ways to increase engagement in your organization through learning strategies. Providing a variety of learning opportunities for employees is critical, as is having a clearly defined approach to talent development. In a recent survey by the Conference Education Board, 65% percent of millennials stated that the opportunity for personal development was the most influential factor in choosing their current job. As the shifting focus of performance management embraces a forward-looking approach, development opportunities for employees is taking center stage in those discussions.
In the final part of this series, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand will explore specific ways to shift performance discussions toward development, coaching and ways to encourage the career growth of your organization’s employees. Talent management professionals must be ready to have conversations that revolve around building skills and experience, career planning and helping team members network and succeed. Mr. Spake will share case studies and best practices from companies which have embraced employee development not as a trend, but as a talent and performance management priority.
Learning and Business Impact: Making the Case through Metrics and AnalyticsCornerstone OnDemand
Proving the impact of a single learning investment is relatively easy. Answering the broader question of "What impact is L&D having on the business?" is hard.
Revising your Enterprise Learning Strategy: It Starts with CommitmentCornerstone OnDemand
As a $1 billion growth company, AthenaHealth had grown rapidly over a relatively short period. As a result, their learning and development department was faced with new challenges related to leadership commitment, employee engagement and scalability to support the organization’s pace of change. During this spotlight webinar, AthenaHealth’s chief learning officer, Karen Hebert-Maccaro, shares how she stewarded the organization into the next phase of their enterprisewide learning strategy, through senior leadership commitment and the development of tailored learning experiences for each employee.
During this spotlight webinar, viewers will learn:
•How AthenaHealth took a contemporary approach in developing their learning strategy.
•Lessons learned as the organization underwent a significant change modernizing the L&D department and introducing a learner-centric culture.
•The risks and rewards in overhauling your organization’s learning strategy.
Emerging Trends in Performance Management: Diagnose, Discern & Develop - Part 1Cornerstone OnDemand
In this session, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand, will explore several emerging trends through examining case studies of companies using these new performance management concepts. Discussing specific actions, Mr. Spake steps us through how to diagnose your current performance strategy, the benefits the latest trends have on employee engagement as it pertains to performance management, as well as discerning between learning activities and development achievement.
Preventing Staff Burnout: Strategies for Happier Staff and Healthier PatientsCornerstone OnDemand
There is a fine line between stress and passion in the workplace. Both require extreme dedication, time and commitment, however, one is not pleasant, while the other, completes the reason for your existence. The term ‘burnout’ in the workplace suggests that people are tired of working to the point that they no longer want to continue at their current pace. We often consider burnout as a ‘bad thing’ in the workplace and overall that is correct, however, this can emanate from both a stressful position as well as a passionate position.
According to of a comprehensive study conducted within the nursing ranks, there are three types of stress; eustress, distress and severe distress (i.e. burnout). Eustress is the kind of stress that generates either fear or excitement, often see to be ‘good stress.’ Distress is what we all think of when we speak of stress, the bad kind. Distress generates depression, sadness, and pessimism to name of few. Lastly, severe distress is extreme stress. This is the type of stress that causes emotional exhaustion to the point of coronary heart disease. Stress is no laughing matter and a very real issue in clinical operations. Arguably, organizations must address these issues intentionally and for multiple reasons.
In this session, Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss the challenges of dealing with both stress and passion in the workplace, both leading to staff burnout. He will go over the causes of stress in the clinical workplace as well as some struggles to help alleviate some of the issues.
Shifting Away From Annual Performance Reviews to Increase Productivity and En...Cornerstone OnDemand
Discover how shifting away from annual performance reviews can boost employee engagement and productivity within your organisation.
Presented by Geoffroy de Lestrange, Product Marketing Manager, EMEA Cornerstone
Driving Engagement: The Link Between Staff Buy-in and Quality CareCornerstone OnDemand
Employee engagement is good for both the employee as well as the organization; when employees are happy, they’re more productive, and the institution delivers higher levels of patient care while keeping overall costs down. As they say, it’s a win-win. Just 44% of healthcare workers are engaged (HBR) and engagement was the top variable for mortality rates (Forbes). What might be a good solution to boost engagement?
The crux of this issue is that employee engagement is 'over' defined. Search for the term on Google and you will get a myriad of definitions that lead to confusion about what you’re trying to solve and how to solve it. In this webinar, we will address the history of employee engagement, where the confusion lies, and implications for the clinical staff relevant to competency and patient outcomes. We will also propose some areas for immediate focus to get ahead of this issue.
In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
Onboarding in Healthcare that Sticks: It's More Than Just the PaperworkCornerstone OnDemand
Unfortunately, staff turnover in the healthcare industry has now become a characteristic of the sector. Research reports that half of the nurses leave their current positions after two years. Care centers report significant turnover that equates to a $7 million a year problem. Adding to that is a two-headed dragon: the workforce that is retiring 10,000 people per day, yet the average adult lifespan is increasing.
That’s why Cornerstone OnDemand is proud to present a four-part series that addresses weaknesses in employee development to shine a light on a persistent, yet fixable problem.
The first of the series will address onboarding issues. We know that hospitals on board their employees in just one day. The rationale for this timeframe is that healthcare in America is a ubiquitous industry; however, many onboarding programs in hospitals disregard the fact that each institution holds different values, beliefs, and shared norms, many of which can’t be fully addressed in one day.
Join Tom Tonkin, Principal Consultant, Thought-Leadership and Advisory Services at Cornerstone OnDemand, for the first webinar in our series on staff burnout in healthcare and how to treat it across the entire employee life cycle! Topics covered in this webinar include:
-The importance of strong onboarding on day 1
-How to set clear goals and expectations from the beginning
-The importance of opening up job-roll-specific training early in the onboarding process
This presentation discusses upcoming enhancements to Cornerstone's onboarding and recruiting features. Key updates include allowing offer letter approvals directly from the universal profile and hiring dashboard, adding an interviews widget to the hiring dashboard, enabling multiple locations on requisitions, allowing applicants to apply without an account, customizing requisition field access, enhancing internal job search, and creating custom applicant sources. The presentation provides overviews and use cases for each new feature.
This presentation discusses upcoming enhancements to Cornerstone's performance, compensation, and succession modules. The enhancements include:
1) Allowing feedback to be included in goal rating sections of performance reviews.
2) Enabling electronic signatures for validating observation checklists.
3) Providing the ability to define custom wage types for compensating employees.
4) Expanding succession rating scales to 15 points and allowing decimals in formula metrics.
5) Adding a task review step to succession workflows for senior manager or HR review of succession planning tasks.
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Progress Report - Qualcomm AI Workshop - AI available - everywhereAI summit 1...Holger Mueller
Qualcomm invited analysts and media for an AI workshop, held at Qualcomm HQ in San Diego, June 26th. My key takeaways across the different offerings is that Qualcomm us using AI across its whole portfolio. Remarkable to other analyst summits was 50% of time being dedicated to demos / hands on exeriences.
Vision and Goals: The primary aim of the 1st Defence Tech Meetup is to create a Defence Tech cluster in Portugal, bringing together key technology and defence players, accelerating Defence Tech startups, and making Portugal an attractive hub for innovation in this sector.
Historical Context and Industry Evolution: The presentation provides an overview of the evolution of the Portuguese military industry from the 1970s to the present, highlighting significant shifts such as the privatisation of military capabilities and Portugal's integration into international defence and space programs.
Innovation and Defence Linkage: Emphasis on the historical linkage between innovation and defence, citing examples like the military genesis of Silicon Valley and the Cold War's technological dividends that fueled the digital economy, highlighting the potential for similar growth in Portugal.
Proposals for Growth: Recommendations include promoting dual-use technologies and open innovation, streamlining procurement processes, supporting and financing new ICT/BTID companies, and creating a Defence Startup Accelerator to spur innovation and economic growth.
Current and Future Technologies: Discussion on emerging defence technologies such as drone warfare, advancements in AI, and new military applications, along with the importance of integrating these innovations to enhance Portugal's defence capabilities and economic resilience.
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How Communicators Can Help Manage Election Disinformation in the WorkplaceMariumAbdulhussein
A study featuring research from leading scholars to breakdown the science behind disinformation and tips for organizations to help their employees combat election disinformation.
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2. A company’s
agility trumps
efficiency as today’s predictor of success.
What do we mean by agility? It’s how powerfully your organization can
react to changes in the marketplace, recognize and close employee
skill gaps, and align the right people in the right places to handle any
pivots in business strategy. How can you make your organization
more agile? There are several critical things you must do.
3. Build a high-impact
learning culture
High-impact learning transcends the traditional model of
development—learn, take a test, determine competency—
and incorporates: knowledge sharing, building trust, and
learning from failure.
4. Of organizations that have a
high-impact learning culture...
46
37
%
%
34
%
more likely to be
first to market
better response to
customer needs
greater employee
productivity
Mallon, David. “High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise,” Bersin & Associates, 2010
5. Develop a culture of
knowledge sharing
Organizations must begin to actively capture and retain
the expertise and institutional knowledge of retiring
Boomers. Make the connection between knowledge
sharing and business continuity to ensure success amid
talent losses.
6. Searchable Knowlege
for every employee
When the majority of a federal reserve bank’s examiners
were nearing retirement, the organization hosted frequent
chat sessions with older employees. These chat sessions
were then recorded, parsed into video vignettes, and
loaded into a searchable knowledge base available online
to new employees. As result of this knowledge sharing,
the bank was able to both develop a new generation of
leaders and proactively address business continuity.
7. Expand learning beyond
the classroom
Development makes more sense when it’s relevant to dayto-day activities. Use embedded learning—after-action
reviews, customer feedback cycles, job rotations—to
maximize experiential and reflective learning.
8. Move away from
one-size-fits-all training
Effective learning is targeted, relevant, and personalized.
Use learning technology to move toward creating
employee specific development experiences more
efficiently and at lower cost.
9. Providing individualized
employee development
When a global provider of childcare services
realized employees had a broad interest in learning
opportunities, the organization turned to an integrated
talent management system to provide individualized
development plans. This not only accommodated diverse
employee training needs but improved engagement,
strengthened the employee brand in the marketplace,
and built a stronger work community.
10. Transition to ongoing
performance management
Agility is the result of an organization’s transition from
a static performance management model to one that
supports a continuous loop of feedback and actual
employee development.
11. Develop a common
competency language
High-impact performance depends on a common
vocabulary of skills. Clearly define competencies and
profiles to increase the ability to affect real change through
performance management and learning.
12. Make employee goals
crystal clear
Specific, manageable goals are much more likely to lead
to business progress and employee success. Transform
big, once-a-year goals into short-term, measurable, and
precise objectives.
13. Organizations that continuously
%
revise their goals are 50 more likely
to be at the top of their industry...
26%
50
%
compared to 26% for those who
revise them only twice a year.
Bersin & Associates High Impact Performance Management Research, 2011
14. Goal Refinement
for increased clarity
A global travel company switched from an annual
performance review process to one that was monthly.
Goals were simplified and technology was employed to
track ongoing progress and goal refinement. As a result,
employees and supervisors now have deeper, more
meaningful conversations around performance, and their
leadership team is much more aware of which people
possess the right abilities to help them course-correct in
the marketplace even faster.
15. Reduce paperwork &
documentation
Laborious, manual paper processes are the enemy of agility.
It’s difficult to make accurate people decisions based on
complex spreadsheets and binders. Instead, use technology
designed to track, manage, and report on all aspects of
your employees’ performance and development.