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Agile is not “the latest rage” or just a tech buzzword; Agile methodologies have been transforming organizations all over the world since the unveiling of The Agile Manifesto in 2001. Agile philosophies are helping companies of all sizes create and maintain a tremendous competitive edge in today’s intense global marketplace. Agile is the wave of right now and the wave of the future; helping successful companies eliminate waste and forge a clear path to continuous improvement.
About Dimitri PonomareffDimitri Ponomareff (www.linkedin.com/in/dimka5) is a Coach. Whether it's a sports team, software products or entire organizations, Dimitri has that ability to relate and energize people. He is consistently recognized as a very passionate and successful change agent, with an overwhelming capacity to motivate and mobilize teams on their path to continuous improvements. He is a master facilitator, as well as a captivating speaker with consistent, positive feedback regarding his ability to engage an audience.
As a certified Coach, Project Manager and Facilitator of "The 7 Habits of Highly Effective People", Dimitri brings a full spectrum of knowledge in his delivery of methodologies. Through teaching by example, he is able to build teams of people who understand where to focus their work to generate the most value.
He has coached and provided tailor-made services and training for a multitude of organizations. The short list includes, American Express, Charles Schwab, Bank of America, Morgan Stanley, Best Western International, Choice Hotels International, JDA Software, LifeLock, First Solar, Mayo Clinic and Phoenix Children's Hospital. Dimitri enjoys his work, and does everything to ensure he shares his knowledge with others who seek it.
● The process design. Design new end-to-end processes focused on the needs of customers and eliminate redundancy in the processes.
● Metrics. Use customer-focused process measures.
● Process owners. Designate formal process owners - with the responsibility and the authority to improve the entire process - to work with the traditional functional leaders.
● Performers. Redesigning processes changes the way people work. Performers must see their job as part of the whole value-creating process.
● Infrastructure. A new approach to work by the performers requires a new infrastructure to support them — including new compensation plans, new training and development opportunities, a new reporting structure and the necessary tools.
4 enterprise capabilities:
● Leadership. The leadership of the company needs to think in process terms, not functional terms, and to align their efforts to improve end-to-end processes.
● Culture. The best companies will have a process-based culture that is relentlessly focused on the customer.
● Expertise. Process management and redesign need to be core competencies within the organization.
● Governance. A formal governing infrastructure needs to be in place to implement end-to-end processes, such as a PMO that includes a Chief Process Officer or a Process Council at the top of the organization.
Source: Faster, Cheaper, Better: The 9 Levers for Transforming How Work Gets Done by Michael Hammer and Lisa Hershman
● It’s all about communication● Start with WHY and leave HOW to the end● Find the best way to scale your agility● Establish your FLOW● Create a culture of innovation
Flow is the mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity.
Flow has been used in the software world as being "wired in", “hack mode”, or simply “The Zone”.
The 3 conditions to achieve Flow by Mihály Csíkszentmihályi’s
1. Goals are clear 2. Feedback is immediate 3. A balance between opportunity and capacity
Group Flow or group cohesion can be achieved through● Creative spatial arrangements● Playground design● Parallel, organized working● Target group focus
● Advancement of existing one with prototyping● Increase in efficiency through visualization● Using differences among participants as an
● How a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat.
● Most R&D, in most industries, and for most companies, is spent trying to sustain an existing technology – not identify or develop a disruptive technology that would have far higher rates of return.
● Defend & extend spending - Microsoft is a textbook example of over-investing in existing technology, in an effort to defend & extend an existing product line, to the point of “over-serving” customer needs (i.e. : Clippy).
What’s the story behind Kickbox?● Money - pre-paid credit card in the amount of US$1,000● Instructions - quick reference cards outlining the six levels in the red box● Innovation tools - scorecards, frameworks, exercises to develop ideas● Caffeine and sugar - Starbucks gift card and a candy bar
Source: Top 10 reasons why happiness at work is the ultimate productivity booster by Alexander Kjerulfhttp://positivesharing.com/2007/03/top-10-reasons-why-happiness-at-work-is-the-ultimate-productivity-booster/
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