Our purpose is The Agile Alliance of New Zealand has the primary goals of:
|
|
- Arlene Flynn
- 6 years ago
- Views:
Transcription
1 #AgileTauranga17
2 Our purpose is to be a leading forum to create and sustain a nationwide agile community, independent of commercial drivers or any specific method/framework, guided by and actively advocating for the values and principles of the the Agile Manifesto The Agile Alliance of New Zealand has the primary goals of: Supporting the growth of the agile mindset through the industry in New Zealand, with particular emphasis on areas which are currently underserved (geographic areas as well as industries) Running programmes which have socially beneficial outcomes as well as improving the state of the industry
3 The Foundations of Business Agility Shane Hastie MIM ICE-VM Director of Agile Learning Programs
4 Agenda Introduction The need for business agility What your organisation can do What you can do Wrap-up 4
5 Business Agility Business agility describes the nimbleness of a company; that is, the ability to adapt quickly while empowering everyone associated with the brand. Forbes Agility is the ability of an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. McKinsey
6 Why Business Agility
7 The World today is in a state of VUCA Volatility Rate of change Uncertainty Unclear about future outcomes Complexity Ambiguity Many, many loosely related factors impact outcomes Lack of clarity about meaning A rapidly evolving, dynamic, chaotic complex business environment is the norm rather than the exception David Sypnieski
8 Business Agility is Necessary for Survival The ability to respond rapidly to changes in the internal and external environment without losing sight of organisational goals Adaptability Flexibility Balance Building responsiveness and change into the DNA of the organisation
9 Change Your Organisation
10 State of Business Agility State of Business Agility Report 2017 CA Technologies
11 Changed Imperatives Top-down management Leadership at every level Do more with less Process over people Centralized annual planning & budgeting Activity milestones Temporary teams on projects Do less, better Minimum viable process, empowered people Realtime value metrics Decentralized rolling-wave planning Long lived teams responsible for products or services
12 Organisations that have embraced Agile have 3 core characteristics* The law of the small team The law of the network The law of the customer *From an article by Steve Denning:
13 Great Teams
14 Create Space for Learning
15 Aligned Autonomy
16 Measuring the Right Things Value as outcomes delivered, not as work done Productivity (Value/Cost to create Value) Benefits Realized Quality Customer and Employee Engagement & Satisfaction Net Promoter Score Org Capability and Responsiveness How rapidly are we learning?
17 Beyond Budgeting New Financial Models Targets & rewards Planning & controls Resource & coordination Organisational culture Traditional Budgeting Management Model Incremental targets Fixed incentives Fixed annual plans Variance controls Pre-allocated resources Central co-ordination Central control Focus on managing numbers Beyond Budgeting Management Model Stretch goals Relative targets & rewards Continuous planning KPI s & rolling forecasts Resources on demand Dynamic coordination Local control of goals/plans Focus on value creation
18 Radical Transparency
19 Act on Feedback Truthfully and honestly examine the feedback through all channels What is the next sensible step amplify, change direction, or stop? Adapt and respond
20 Avoid Waste Partially done work Defects Extra features Task switching Relearning Delays Handoffs
21 Rethink our Organizations Respond at the speed of change Constantly listening to the voice of the customer Empower and align our people People are not resources or assets they are the primary source of value and innovation Outcomes over outputs Value over busy Innovation as a core competency #NoProjects, #NoEstimates stop pretending we can predict the unpredictable and adopt new funding models
22 This means real changes, not putting lipstick on a pig
23 Change Yourself
24
25 ESTABLISHED SET OF ATTITUDES AND HABITS
26 Become a Lifelong Learner
27 Become Passionately Dissatisfied Challenge the status quo We ve always done it that way leads to entrenched failures Stop trying to do more with less focus on doing less, and doing it well Look for new ways, new ideas, new combinations of existing ideas Take ownership of your own improvements Hold yourself and your colleagues accountable Image Kenhurst Dreamstime Stock Photos & Stock Free Images
28 Become Customer Fanatical We all have customers Empathize and understand their needs We all contribute to the value stream How can I make my customers lives better?
29 30 Think like an entrepreneur Everything is an experiment Estimates are hypotheses Take calculated risks Courage to fail in order to succeed sooner Welcome challenges Embrace uncertainty and transform into knowledge Learn continuously through fact-based data analysis Create time and space for experimentation and innovation Become comfortable being uncomfortable Source: IDEO
30 Transform Yourself Personal transformation is necessary in order to achieve sustainable organisational transformation This is the responsibility of everyone in the organization, not just those at the top
31 VUCA Revisited Vision The intent to create the future Understanding Learn, hear, feedback Clarity Sense making Agility The ability to respond to change in order to profit in a turbulent world A rapidly evolving, dynamic, chaotic complex business environment is the norm rather than the exception David Sypnieski
32
33 Business Agility Foundations People Marketing Finance Innovation Leadership
34
35 Contact Information ICAgile.com LinkedIn: Shane Hastie, Director of Agile Learning Programs
THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture
denison TM THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture The Denison Model of High Performance A Systems Approach to Understanding and Managing
More informationSTRATEGIC PLAN CREATING FUTURES
STRATEGIC PLAN 2018-2021 CREATING FUTURES communicare.org.au MESSAGE FROM OUR CHIEF EXECUTIVE OFFICER I am pleased to present Communicare s 2018-2021 Strategic Plan. Our vision for the future is built
More informationFrom Growing Pains to Embracing Change
SolutionsIQ From Growing Pains to Embracing Change Case Study How shifting to an Agile mindset helped this customer support company accelerate time to market Client Profile Our client, a cloud-based customer
More informationInvestors in People Introducing the sixth generation Standard. Gordon Stopani Accredited Practitioner
Investors in People Introducing the sixth generation Standard Gordon Stopani Accredited Practitioner What is Investors in People (IIP)? People Management Standard Tool for supporting the achievement of
More informationTHE CHARACTERISTICS OF A SUCCESSFUL CHANGE INITIATIVE
THE CHARACTERISTICS OF A SUCCESSFUL CHANGE INITIATIVE ValueInfinity Inc. Transformation with Purpose Today s business environment is evolving at an exponential rate. The good news is that with all of this
More informationDigital Disruption, Big Data and HR. Embrace or Avoid? August 2017
Digital Disruption, Big Data and HR. Embrace or Avoid? August 2017 Presentation Agenda 2 What trends are we seeing? What are business' expectations for HR? What the Competencies of HR in the new economy?
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationInspiring Others to Lead. Wayne Guthrie Chief Human Resources Officer, UW Madison
Inspiring Others to Lead Wayne Guthrie Chief Human Resources Officer, UW Madison What is leadership? An act, rooted in values and competencies Flexible, responding to each unique context or situation Contributes
More informationImpact of Agile on Change Management
Impact of Agile on Change Management Author Melanie Franklin Director Agile Change Management Limited Introduction Agile approaches and techniques are having significant impact on the volume, frequency
More informationGlobal Scrum Gathering San Diego
Global Scrum Gathering San Diego Apr-12-2017 Catch - and Surf - the Agile HR Wave Fabiola Eyholzer @FabiolaEyholzer #AgileHR Human Resources isn t a thing we do. It s the thing that runs our business.
More informationAmbitions for Sustainable Development, Second Nature
Ambitions for 2027 Sustainable Development, Second Nature About us UK-GBC is an industry-led network with a mission to radically improve the sustainability of the built environment. A charity with over
More informationRespect Innovate Support Excel
SRUC Shared Values The work of every employee at SRUC contributes to the achievement of our strategic outcomes, it is therefore important that we all have a clear understanding of what our role is and
More informationThe fgi path towards an agile organization
The fgi path towards an agile organization Heading towards an agile organization The fast ascent of new markets and the rapid growth of flexible and fast acting global companies such as Google, facebook
More informationActionable Insights from Knowledge Hubs and Mobile App Discussion Channels
Actionable Insights from Knowledge Hubs and Mobile App Discussion Channels PMO Symposium 2016 The following slides capture and consolidate the insights shared by your peers at various knowledge hubs and
More informationAgile Human Resources The Top 10 Challenges of Agile Teams
Agile Human Resources The Top 10 Challenges of Agile Teams Fabiola Eyholzer Sep-21-2016 People Operations (HR) is the key to embracing agility on an enterprise level. Fabiola Eyholzer, Just Leading Solutions
More informationPerformance Management Behaviors that Matter
2011 Performance Management Behaviors that Matter Why do most performance management systems fail to actually improve performance? PDRI s research has shown that effective performance management is not
More informationSession 85 OF, The Manager's Toolkit. Moderator/Presenter: Raymond E. DiDonna, FSA
Session 85 OF, The Manager's Toolkit Moderator/Presenter: Raymond E. DiDonna, FSA The Manager s Toolkit Raymond E. DiDonna, FSA Chief Executive Officer, LOGiQ 3 SOA Meeting May 2015 SESSION DESCRIPTION
More informationLeadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE
Prepared for J. SAMPLE About this Report Introduction LEADERSHIP that special quality that enables leaders to achieve extraordinary success. In today's uncertain world the need for leadership is at an
More informationebook Series 10 Ways Coaching Can Help Your Leaders and Organization nextsteppartners.com Next Step Partners. All rights reserved.
10 Ways Coaching Can Help Your Leaders and Organization ebook Series Page 1 . Table of Contents Introduction 1. Help leaders focus on the highest impact work 2. Help leaders deliver on ambitious and high
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationOrganizational Diagnostic for Market Facilitation
Organizational Diagnostic for Market Facilitation Assessing your organization s understanding of what to do and how to do it 20 KNow- What 10 0 0 10 20 Know-How Introduction Markets are complex, dynamic
More informationManaging When the Future Is Unclear
REPRINT H04QGH PUBLISHED ON HBR.ORG JANUARY 09, 2019 ARTICLE STRATEGIC THINKING Managing When the Future Is Unclear by Lisa Lai STRATEGIC THINKING Managing When the Future Is Unclear by Lisa Lai JANUARY
More informationI. Skills and Knowledge
Facilitator Core Competencies 1 There are three components to this tool to help you identify strengths and opportunities for growth as a facilitator: (1) skills and knowledge; (2) emotional intelligence;
More informationWelcome. #AdvanceYourPotential
Welcome #AdvanceYourPotential Name tags Today Todays photos are available on Instagram. Feel free to say no. Live stream experiment. Thank you to Ampersand International and Laura Frazer. Thank you to
More informationDoes Your Culture Inspire Excellence?
Does Your Culture Inspire Excellence? Inspirational Community Survey 7 Steps to build an Inspirational Culture within your Organization Every organization, no matter how small or large, can benefit from
More informationMindshop Business Leader
Mindshop Business Leader Insight Study 2016 Mindshop Business Leader Insight Study 2016 Table of Contents About the study 3 Top 10 business leader insights 4 Key findings 5 About Mindshop 14 About the
More informationWelcome Strategy Leader!
Essentials Guide to Strategic Planning Welcome Strategy Leader! To help close the gap between strategy and execution, we ve created the Essentials Guide to Strategic Planning, which provides an end-to-end
More informationLeadership Skills for Managers. Fourth Edition
Leadership Skills for Managers Fourth Edition Leadership Skills for Managers Fourth Edition Charles M. Cadwell 2004, 1995, 1988 American Management Association; 1977 by Education for Management, Inc.;
More informationHow to Retain Top Talent: Moving the Needle on Employee Engagement. Employee Insights
How to Retain Top Talent: Moving the Needle on Employee Engagement Employee Insights How to Retain Top Talent Moving the Needle on Employee Engagement In the sea of relatively neutral economic news over
More informationAGILE TRANSFORMATIONS
INSIGHT AGILE TRANSFORMATIONS THE GOOD, THE BAD, AND THE UGLY CONTENTS The Disruptive Nature of Agile Transformation 4 Agile and the Disruptive Nature of Business 7 The Role of Management in an Agile Transformation
More informationOur purpose, values and competencies
Our purpose, values and competencies Last updated October 2013 The work we do and how we behave and carry out our work at The Pensions Regulator are driven by our purpose, values and competency framework.
More informationLeading with Vision, Inspiration and Integrity. Carsten Bjerg CEO, Grundfos EFQM Forum 2013
Leading with Vision, Inspiration and Integrity Carsten Bjerg CEO, Grundfos EFQM Forum 2013 Grundfos in Brief Yearly production of more than 16 mio. pumps Founded in 1945 by Poul Due Jensen Turnover: 3
More informationThe 10 Core Values of Zappos
The 10 Core Values of Zappos Core values are what support the vision, shape the culture and reflect what the company values. They are the essence of the company s identity the principles, beliefs or philosophy
More informationIMPACT OF ENERGY TRANSITION ON HUMAN RESOURCE MANAGEMENT
IMPACT OF ENERGY TRANSITION ON HUMAN RESOURCE MANAGEMENT VERSION 1 May 18, 2017 INTRODUCTION In a disrupted business environment, our future depends on empowering today s workforce in different ways that
More informationBNZ is New Zealand s third largest financial institution. Established in 1861, and a subsidiary of National Australia Bank since 1992, BNZ employs
BNZ is New Zealand s third largest financial institution. Established in 1861, and a subsidiary of National Australia Bank since 1992, BNZ employs more than 5500 people. The bank provides online services
More informationBC PUBLIC SERVICE Leadership Expectations. November 2018
BC PUBLIC SERVICE Leadership Expectations November 2018 LEADING IN A CHANGING CONTEXT As a member of the British Columbia Public Service, I do solemnly swear that I will conduct myself honestly and ethically,
More informationCascading the BSC Using the Nine Steps to Success
Cascading the BSC Using the Nine Steps to Success The Balanced Scorecard Institute uses a proven, disciplined framework, Nine Steps to Success, to systematically develop, implement, and sustain a strategic
More informationNAVIGATING CHANGE IN TIMES OF UNCERTAINTY PART II. Susan L. Newton Nonprofit Learning Center May, 2014
NAVIGATING CHANGE IN TIMES OF UNCERTAINTY PART II Susan L. Newton Nonprofit Learning Center May, 2014 WHY THIS TOPIC? In a rapidly changing world, every leader needs to understand how to guide change comes
More informationSuccession Planning Is Your NEXT Executive Director You?
Succession Planning Is Your NEXT Executive Director You? 2018 Nonprofit Finance and Sustainability Conference Presenters: Dawne Brown White, Executive Director, COMPAS Gaye Adams Massey, CEO, YWCA St.
More informationThe Business Agility Report
The Business Agility Report RAISING THE B.A.R. Powered by 1 1ST EDITION, 2018 KEY FINDINGS The adoption of business agility mindsets, structures, and practices is accelerating. Not a day goes by without
More informationEngaging Health Staff. An Introduction
Engaging Health Staff An Introduction Page2 CONTENTS FOREWARD Page 3.What Is Staff Engagement? Page 4..Health Policy Content Page 5..National Staff Engagement Forum Page 6..Why is Staff Engagement important
More informationSTRATEGIC PLAN 2020 Together We Will. Lead the Way Care Passionately Be Our Best
Together We Will Lead the Way Care Passionately Be Our Best March, 2017 Setting Context. LOFT Community Services has a strong 60 year history of supporting and serving people with complex mental health,
More informationHuman Resources Strategic Update. Presented by Stephen Trncak October 28, 2011
Human Resources Strategic Update Presented by Stephen Trncak October 28, 2011 Agenda Past and Future for the College The End Game (Elevating the Human and Organizational Capabilities and Capacity of the
More information2014 Software Global Client Conference
Technology Adoption: Complicated not Impossible Jason Vick Manager, Mobility Technical Sales Consultants Mobile App: Please take a moment Check into Session by: Select Detailed Schedule Select the specific
More informationInternal Drivers. External Drivers. BMS ecosystem: Expanding across partners, suppliers, and many others
External Drivers Internal Drivers Consumerization: A shift in employee demand with an emphasis on technology capabilities that deliver an intuitive user experience and support for more heterogeneous, flexible
More informationLegal Aid Ontario Strategic Plan
Legal Aid Ontario Strategic Plan Legal Aid Ontario 40 Dundas Street West, Suite 200 Toronto, Ontario M5G 2H1 Toll free: 1-800-668-8258 Email: info@lao.on.ca Website: www.legalaid.on.ca Ce document est
More informationUnlocking Business Agility
SolutionsIQ Unlocking Business Agility Abstract Today, businesses of all kinds face increasing threat of competition and market disruption fueled by advances of the digital age. The need to innovate rapidly
More informationDigital Marketing Graduate Recruitment Pack September 2018
Digital Marketing Graduate Recruitment Pack September 2018 Digital Marketing Graduate Thank you for your interest in joining the Black Country Chamber of Commerce as our new Digital Marketing Graduate.
More informationIntroduction - Leadership Competencies
Introduction - Leadership Competencies The leadership framework is closely linked to the Centrica values - trust, pride, challenge, support and passion for customers. The behavioural indicators for each
More informationEm E ployee E n E gagement Gai a li l St S ur u ge g ss e 28 2 th May a 2 y TalentAlign.com
Employee Engagement Gail Sturgess 28 th May 2009 TalentAlign.com Agenda What is Employee Engagement? Strategies for Employee Engagement TalentAlign.com 2 Defining Employee Engagement Level of commitment
More informationTurning Employees into Brand Advocates. 4 Steps to an Effective Employee Engagement Program
Turning Employees into Brand Advocates 4 Steps to an Effective Employee Engagement Program Engaged employees are the lifeblood of every successful business. They speak positively about your company to
More informationSUCCESS FACTORS THE WAY WE WORK TEAM MEMBERS
SUCCESS FACTORS THE WAY WE WORK TEAM MEMBERS 2 It s people like me and my colleagues who can make a difference through what we do, every day. Contents Our Success Factors 3 Introduction to our values 4-5
More informationLori. The new VUCA world: How to Create Alignment for Stability8/15/2017. Lemons! Out of. HR Topics. Making lemonade. Lori Kleiman, SPHR SHRM-SCP
The new VUCA world: How to Create Alignment for Stability SHRM-SCP Web : Email : lori@hrtopics.com Phone: 847-917-0053 Tweet me! @lorikleiman Lori Making lemonade Out of Lemons! Family Business HRpartners
More informationBUSINESS PLAN Preparing for the Future
Delivering great services locally BUSINESS PLAN 2018-19 Preparing for the Future DRAFT: 21 February 2018 1 FOREWORD It is a great pleasure and privilege to present Publica s first Business Plan in which
More informationA LEADERSHIP TOOLKIT
A LEADERSHIP TOOLKIT ENHANCING LEADERSHIP CAPABILITY Questions to consider What values should guide my actions? How do I best set an example for others? How do I articulate a vision of the future? How
More informationThis document outlines the role of the Department of Finance in helping the University to achieve the aims of its Strategic Plan.
INTERNAL ONLY Departmental Vision This document outlines the role of the in helping the University to achieve the aims of its Strategic Plan. The University s Mission is to educate ourselves and others
More informationTwelve Habits of Highly Collaborative Organizations
less conflict, lower stress, an improved competitive advantage, a higher level of performance, and a healthier bottom line. Twelve Habits of Highly Collaborative Organizations 1. Lead by example. In highly
More informationSurviving and thriving in the face of change
Surviving and thriving in the face of change LG Pro September 2016 Prepared by Our presenters today David Cushway State Head of Local Government NSW Qld & NT Aon Risk Solutions Angela Lewis Culture & Transformation
More informationCoachcraft-KTA Global Partners USA copyright 2016
The Need for Continuous Learning & Development We live in an uncertain world. Many realize this. VUCA environment is a permanent condition. Knowledge organizations operate in dynamic complexity and unpredictable
More informationhighs & lows of leadership skills in universities
highs & lows of leadership skills in universities Dr Peter Langford m: 0408 810 502 e: peter.langford@voiceproject.com : Join me and Voice Project s discussion group on LinkedIn Page 1 agenda 1. Lessons
More informationDASA DEVOPS PRACTITIONER
DASA DEVOPS PRACTITIONER Syllabus Version 1.0.0 February 2017 RELEASE VERSION DATE Previous 0.9.9 February 2017 Current 1.0.0 February 2017 SCOPE AND PURPOSE OF THIS DOCUMENT The purpose of this document
More informationCHRISTIAN AID GLOBAL COMPETENCY MODEL
CHRISTIAN AID GLOBAL COMPETENCY MODEL Christian Aid s global competency model describes the main skills and abilities that everyone needs to demonstrate in order to perform effectively in their role at
More informationTHE CEO CHECKLIST. Peter Berry
THE CEO CHECKLIST Peter Berry Our Background The CEO Checklist 2016 Peter Berry Hogan Assessment Systems, Inc. No part of this work may be copied or transferred to any other form or expression without
More informationAgenda. Production. Design Centres. Model range. Volvo S80 Sales 2009: 28,171. Volvo S60 Sales 2009: 14,131. Volvo S40. Sales 2009: 36,954.
Meeting the needs of Business Have you got what it takes? Geoff Glover Geoff Glover Vice President HR, Vice President Talent HR, Management Talent Management Agenda Introduction Volvo in brief Trends in
More informationUNLEASHING YOUR GREATEST COMPETITIVE ADVANTAGE. Callie Woodward Driving change through continuous improvement
UNLEASHING YOUR GREATEST COMPETITIVE ADVANTAGE Callie Woodward Driving change through continuous improvement We will explore How Continuous Improvement increases the focus on changes that create value
More informationDevOps. Changing the way you deliver software
DevOps Changing the way you deliver software Who is this guy? John O Bryant Director of Application Development at HealtheSystems IT and Test Automation for over 17 years Focus on building automated test
More informationPEOPLE MANAGEMENT PROCESSES (Armstrong, M., 2012) Dr. Michael Ochurub
PEOPLE MANAGEMENT PROCESSES (Armstrong, M., 2012) Dr. Michael Ochurub INTRODUCTION KEY COMPONENTS EMPLOYEE ENGAGEMENT MOTIVATION COMMITMENT CHANGE MANAGEMENT FLEXIBLE WORKING EMPLOYEE ENGAGEMENT It means
More informationAgile Software Development:
Agile Software Development: 1.Agile methods 2.Plan-driven and agile development 3.Extreme programming (XP) 4.Agile project management 5.Pair Programming 6.Scrum 7.Scaling agile methods Rapid software development:
More informationCELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action
CELONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 200 Principles of action Principles of action LONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 2003. ..BARCELONA APRIL 2003...BARCELONA
More informationENTERPRISE PERFORMANCE MANAGEMENT
ENTERPRISE PERFORMANCE MANAGEMENT An eye on Performance A KPMG and ACCA Thought Leadership Report Think Ahead 1 TABLE OF CONTENTS ENTERPRISE PERFORMANCE MANAGEMENT.A LITTLE CONTEXT 2 INTRODUCING EPM ABOUT
More informationEmployee engagement. Introduction. benchmark trends report. Our ETS benchmark
Employee Introduction We re delighted to publish this employee. It s heartening that so many companies now run an employee survey. However, for lots of them, it can still be a challenge to demonstrate
More information6/25/2015 C H A N G E. Company LOGO. Michael Newman Innovations In Leadership CHANGE. Culture. Habits. Attitudes. New Ideas. Generational.
Company LOGO C H A N G E Michael Newman Innovations In Leadership CHANGE Culture Habits Attitudes New Ideas Generational Environment 1 Change Requires Managing Complex Change + + + + VISION SKILLS INCENTIVES
More informationIn today s evolving world of work, business is hungry for adaptive culture and speed-to-innovation. Because of this, HR is going Agile.
In today s evolving world of work, business is hungry for adaptive culture and speed-to-innovation. Because of this, HR is going Agile. Agile methodology, popularized by software development, helps teams
More informationExceptional vs. Average: What Top Leaders Do Best
Consulting Exceptional vs. Average: What Top Leaders Do Best 1 leadership drivers to move from vision to results. Exceptional vs. Average: What Top Leaders Do Best 1 leadership drivers to move from vision
More informationLeadership Excellence Emergent Leaders
Leadership Excellence Emergent Leaders (In Chinese) Leadership Excellence Em ergin Leaders The Swedish, Danish and Finnish Chambers of Commerce in Beijing are happy to offer the Emerging Leaders 6 Module
More informationMotivating teachers and other staff
Motivating teachers and other staff Employee motivation: The combination of fulfilling the employee's needs and expectations from work and the workplace factors that enable employee motivation - or not.
More informationEd.D. in Organizational Leadership Core Leadership Understandings. Program Competencies
Ed.D. in Organizational Leadership Core Leadership Understandings Program Competencies Some thoughts regarding the core leadership understandings follow: The competencies listed for each core leadership
More informationGrow your business faster by becoming a better
Grow your business faster by becoming a better leader. Change is now rapid and relentless, presenting many business opportunities for growth. Harnessing that opportunity requires effective leadership.
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More informationNavigating your business journey to successfully scale and grow. RESEARCH EXECUTIVE SUMMARY
Navigating your business journey to successfully scale and grow. RESEARCH 2017-2018 EXECUTIVE SUMMARY We re all experiencing the changing business environment, as it becomes ever more complex, competitive
More informationA Values-Based Approach to Cultural Resilience
A Values-Based Approach to Cultural Resilience What to focus on in an economic downturn By Richard Barrett Abstract This paper focuses on actions that you can take and values that you need to focus on
More informationImpact of Agile on Change Management
Impact of Agile on Change Management Author Melanie Franklin Director Agile Change Management Limited Introduction Agile approaches and techniques are having significant impact on the volume, frequency
More informationDeveloped and engaged staff. Individualized career paths. Alternative leadership routes. Diverse workforce
FIRM inmotion A PCPS e-toolkit: Transition Continuum and Checklist Transitioning to a high-performing firm of the future doesn t have to be an overwhelming ordeal. In fact, chances are good that your practice
More informationAchievement Motivation Inventory
Achievement Motivation Inventory Name: Sample Report Date: 3/22/2007 2:36:02 PM Tester ID: T1895596 Administrator ID: A2279597 Comparison Group: US Standard 2004 Hogrefe &Huber Publishers INTRODUCTION
More informationHUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGIC PLAN
HUMAN RESOURCES STRATEGIC PLAN 2015 2020 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for 2020. The university has chosen a high quality research-strong
More informationAgile Business Leader Developing the Next Generation
Agile Business Leader Developing the Next Generation In our last article we spoke about Agile Business Leaders (ABL) and their ability to play a key role in the future of organisational success. The ABL
More informationPEOPLE STRATEGY
PEOPLE STRATEGY 2016 2020 INTRODUCTION We delight in creating, sharing and applying knowledge to make a difference to individuals and society. This People Strategy builds on the vision and values described
More informationM A N A G I N G A M B I G U I T Y A N D U N C E R TA I N T Y
M A N A G I N G A M B I G U I T Y A N D U N C E R TA I N T Y FULL SERVICE MANAGEMENT CONSULTING FIRM FEMALE OWNED SINCE 1997 30+ CONSULTANTS, TRAINERS AND COACHES, GLOBALLY OUR MISSION IS TO DEVELOP EXTRAORDINARY
More informationAgile Portfolio Management for a Fast- Paced World. Are you ready? Are you ready?
Agile Portfolio for a Fast- Paced World Are you ready? Are you ready? 1 Ask a company today what its top priorities are, and you ll hear about growth and customer obsession. For enterprise architects working
More informationHow Do You Know if Open Innovation Is Right For You?
How Do You Know if Open Innovation Is Right For You? by Maggie Franz Jonas Söderström Elia Mörling Ulrika Eriksson Innovation Is Right For You? www.ideahunt.io 1 Introduction Establishing new partnerships,
More informationHow you know when you have a world-class IP strategy
11 How you know when you have a world-class IP strategy It is all very well having an IP strategy but ensuring it has a real commercial impact is another matter. There are, though, steps you can take to
More informationInfluencer, listener, visionary the CFO must be a business manager with a vision, and be able to translate it into technical steps in the business.
CFO The Strategist Influencer, listener, visionary the CFO must be a business manager with a vision, and be able to translate it into technical steps in the business. CFO, Food and Beverage TOTAL DECISION
More informationAgile: It Kan Be Done Highly Agile Software Development in a Government Setting
Agile: It Kan Be Done Highly Agile Software Development in a Government Setting Brian Bouck, Carl Fennen May 22, 2018 The Story of the Presentation The problem of legacy development behaviors & processes
More information7 steps to: INTEGRATED BUSINESS PLANNING SUCCESS
7 steps to: INTEGRATED BUSINESS PLANNING SUCCESS T oday s consumers have it all, with more choice at lower prices resulting from the explosion of the internet and increasing retailer sophistication. Brand
More information5 THINGS SUCCESSFUL 21ST CENTURY LEADERS DO DIFFERENTLY
5 THINGS SUCCESSFUL 21ST CENTURY LEADERS DO DIFFERENTLY LEADERSHIP IS NOT A TRAIT. TRAITS SUCH AS LEADS BY EXAMPLE, ACTION ORIENTED, CHARMING, OR CHARISMATIC ARE COMMON SAYINGS WE HEAR WHEN WE THINK OF
More informationSee the world. differently. Embrace change and profit from marketplace uncertainty
See the world differently Embrace change and profit from marketplace uncertainty You understand the need to adapt your business to changing landscapes. The question is, how can you make sure your executive
More informationVelocity Leadership: 7 Competencies of High-Performing Leaders. Leadership Skills Assessment
Velocity Leadership: 7 Competencies of High-Performing Leaders Leadership Skills Assessment Leaders today must display a daunting array of skills from setting inspiring goals to making difficult decisions
More informationElectricity System Operator Forward Plan 2018/19
Electricity System Operator Forward Plan 2018/19 Contents 1. Our vision 2. An ambitious plan 3. A changing landscape 4. Value for consumers 5. A plan built with our customers and stakeholders 6. Our roles,
More informationOrganizational Learning Agility How to Thrive in a Changing World Conrad Gottfredson, TRCLARK
502 Organizational Learning Agility How to Thrive in a Changing World Conrad Gottfredson, TRCLARK Produced by Showcase of e-learning Management Strategies Learning At or Above the Speed of Change OYO Learning
More informationMaking Leaders Successful Every Day
Making Leaders Successful Every Day Break Down The Silos: How To Organize For The Digital Future TRACY STOKES, Principal Analyst July 11, 2013 To reflect the evolution of brand communications to encompass
More information