Lean Leadership & Systems Thinking. Al Shalloway CEO, Enterprise Consultant
|
|
- Virgil Newton
- 5 years ago
- Views:
Transcription
1 Lean Leadership & Systems Thinking Al Shalloway CEO, Enterprise Consultant
2 Copyright Net Objectives, Inc. All Rights Reserved 2 Al Shalloway CEO, Founder Co-founder of Lean-Systems Society Co-founder Lean-Kanban University Contributor to SAFe
3 Copyright Net Objectives, Inc. All Rights Reserved 3 Learning Outcomes The proper role of management in Agile The challenges managers face Understanding the role of the servant leader: help their people while focusing the realization of business value Understanding why the system people are in greatly affects the way they behave How to affect culture and manage transitions The different aspects of an organization that need to be changed (social architecture vs. operating architecture)
4 What is the difference between leadership and management? Copyright Net Objectives, Inc. All Rights Reserved 4
5 Copyright Net Objectives, Inc. All Rights Reserved 5 The leader s job is to rally people toward a better future. Marcus Buckingham
6 Copyright Net Objectives, Inc. All Rights Reserved 6 The manager s job is to get the best out of people by understanding their people s strengths, weaknesses and motivation. Marcus Buckingham
7 Telling people Just do it just doesn t do it Copyright Net Objectives, Inc. All Rights Reserved 7
8 Copyright Net Objectives, Inc. All Rights Reserved 8 Resistance is not to change. In practice, all systems do insist on exercising their own creativity. They never accept imposed solutions, pre-determined designs, or well-articulated plans that have been generated somewhere else. Too often, we interpret their refusal as resistance. We say that people innately resist change. But the resistance we experience from others is not to change itself. It is to the particular process of change that believes in imposition rather than creation. It is the resistance of a living system to being treated as a non-living thing. It is an assertion of the system s right to create. It is life insisting on its primary responsibility to create itself. A Simpler Way. Margaret Wheatley & Myron Kellner-Rogers
9 Copyright Net Objectives, Inc. All Rights Reserved 9 Systems Thinking: Russ Ackoff Systems Thinking is a mode of thought that begins with SYNTHESIS before ANALYSIS: 1. Identify the containing whole (system) of which the thing to be explained is part. 2. Explain the behavior or properties of the containing whole See 3. Now, explain the behavior or properties of the thing to be explained in terms of its role(s) or function(s) within its containing whole
10 Copyright Net Objectives, Inc. All Rights Reserved 10 A bad system will beat a good person every time. People are already doing their best, the problems are with the system. Edwards Deming
11 Copyright Net Objectives, Inc. All Rights Reserved 11 A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system The secret is cooperation between components toward the aim of the organization. W. Edwards Deming
12 Copyright Net Objectives, Inc. All Rights Reserved 12 There is more value Visualize the result and allow teams to form their own solutions. created with overall alignment than with local excellence. Don Reinertsen
13 Copyright Net Objectives, Inc. All Rights Reserved 13 If you only quantify one thing, quantify the Cost of Delay. Don Reinertsen 2009, Principles of Product Development Flow
14 Culture is important, but changing it directly is not possible. Culture is no more likely a target than the air we breathe. It is not something to target for change. Culture is an idea arising from experience. Copyright Net Objectives, Inc. All Rights Reserved 14 That is, our idea of culture of a place or organization is a result of what we experience there. In this way a company s culture is a result of how people collaborate with each other. Culture is critical, and to change it, you have to change your method of collaboration. Focus on agreements, behaviors, specific expectations, tools and routine practices. Lean systems make this easier because they emphasize explicitly defined agreements and use visual controls to make the work and agreements visible. change the way we work together Paraphrased from Creating a Lean Culture David Mann
15 autonomy Copyright Net Objectives, Inc. All Rights Reserved 15 actions to realize intent what to do and how the more alignment you have, the more autonomy you can grant alignment intent what to achieve and why Stephen Bungay Art of Action
16 Towards Middle Up Down Management: Accelerating Information Creation Ikujiro Nonaka, 88 Business Stakeholders Middle Management Create environment to facilitate manifestation of vision The New New Product Development Game. Hirotaka Takeuchi and Ikujiro Nonaka, Work with teams to ensure the environment supports them Copyright Net Objectives, Inc. All Rights Reserved 16
17 Purpose of action Be able to move the work to the teams Management: reorganize as beneficial Collaborate to ensure building what you need Management: Encourage collaboration & budget how to do it Leadership / Management Role Reorganize the talent around products / services Drive with Test-First Work on those items that will deliver the greatest value Short cycles to validate and release quickly Lightweight Agile at Mid-Scale Control the Intake Process Get feedback quickly to avoid waste Small batches of work Keep work within Capacity Management: Don t allow shoulder taps Management: Create environment enabling this Start with Minimum Business Increments (MBIs) Business stakeholders must agree to what s important Enable quick delivery Management: Allow teams to pull Copyright Net Objectives, Inc. All Rights Reserved 17
18 Purpose of action Be able to move the work to the teams Management: reorganize as beneficial Collaborate to ensure building what you need Management: Encourage collaboration & budget how to do it Leadership / Management Role Reorganize the talent around products / services Drive with Test-First Work on those items that will deliver the greatest value Short cycles to validate and release quickly Lightweight Agile at Mid-Scale Control the Intake Process Get feedback quickly to avoid waste Small batches of work Keep work within Capacity Management: Don t allow shoulder taps Management: Create environment enabling this Start with Minimum Business Increments (MBIs) Business stakeholders must agree to what s important Enable quick delivery Management: Allow teams to pull Copyright Net Objectives, Inc. All Rights Reserved 18
19 Copyright Net Objectives, Inc. All Rights Reserved 19 Enterprise Portfolio Large Solution Program Systems Thinking Team Visibility of workflow
20 Enterprise OTHER TECHNOLOGY what to invest in BUSINESS STRATEGIC PLANNING strategic themes ENTERPRISE ARCHITECT business backlog business increment LEAN PORTFOLIO MANAGEMENT SOLUTIONS MANAGER LEAN-AGILE PRODUCT MANAGEMENT Portfolio Large Solution Program Systems Thinking SYSTEM ARCHITECT program backlog RTE PRODUCT OWNER PRODUCT MANAGER PLANNING IMPLEMENTATION & INTEGRATION RELEASE Team Visibility of workflow team backlogs SHARED SERVICES OPS SUPPORT MARKETING Note: Feedback loops are not shown but are present throughout the value stream Copyright Net Objectives, Inc. All Rights Reserved 20
21 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY OTHER Business Backlog Business Increment PRODUCT MANAGER PRODUCT OWNER implementation via collaboration & dependency management release to realize value refining the backlog & controlling the intake process Program Backlog SHARED SERVICES OPS SUPPORT MARKETING L E A N - A G I L E P R O D U C T M A N A G E M E N T P L A N N I N G I M P L E M E N TAT I O N & I N T E G R AT I O N E A S E Note: Feedback loops are not shown but are present throughout the value stream
22 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY takes too long to get anything done OTHER Business Backlog Business Increment not properly prioritized some people are constraints high technical debt chunks of work too big refining the backlog & controlling the intake process unclear requirements L E A N - A G I L E P R O D U C T M A N A G E M E N T working on too many things ` Program Backlog teams not understanding needs of business Note: Feedback loops are not shown but are present throughout the value stream P L A N N I N G lack of visibility implementation via collaboration & dependency management insufficient collaboration integration errors SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N release to realize value OPS Ops blindsided and pulled in many directions SUPPORT MARKETING R E L E A S E
23 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY takes too long to get anything done OTHER Business Backlog Business Increment not properly prioritized some people are constraints high technical debt chunks of work too big refining the backlog & controlling the intake process unclear requirements L E A N - A G I L E P R O D U C T M A N A G E M E N T working on too many things ` Program Backlog teams not understanding needs of business Note: Feedback loops are not shown but are present throughout the value stream P L A N N I N G lack of visibility implementation via collaboration & dependency management insufficient collaboration integration errors SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N release to realize value OPS Ops blindsided and pulled in many directions SUPPORT MARKETING R E L E A S E
24 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY takes too long to get anything done OTHER Business Backlog Business Increment not properly prioritized some people are constraints high technical debt chunks of work too big working on too many things lack of visibility implementation via collaboration & dependency management integration errors release to realize value refining the backlog & controlling the intake process unclear requirements L E A N - A G I L E P R O D U C T M A N A G E M E N T Program Backlog teams not understanding needs of business Note: Feedback loops are not shown but are present throughout the value stream P L A N N I N G insufficient collaboration SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N OPS Ops blindsided and pulled in many directions SUPPORT MARKETING R E L E A S E
25 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY takes too long to get anything done OTHER Business Backlog Business Increment not properly prioritized some people are constraints high technical debt chunks of work too big working on too many things lack of visibility implementation via collaboration & dependency management integration errors release to realize value refining the backlog & controlling the intake process unclear requirements L E A N - A G I L E P R O D U C T M A N A G E M E N T Program Backlog teams not understanding needs of business Note: Feedback loops are not shown but are present throughout the value stream P L A N N I N G insufficient collaboration SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N OPS Ops blindsided and pulled in many directions SUPPORT MARKETING R E L E A S E
26 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY takes too long to get anything done OTHER Business Backlog Business Increment not properly prioritized some people are constraints high technical debt chunks of work too big working on too many things lack of visibility implementation via collaboration & dependency management integration errors release to realize value refining the backlog & controlling the intake process unclear requirements L E A N - A G I L E P R O D U C T M A N A G E M E N T Program Backlog teams not understanding needs of business Note: Feedback loops are not shown but are present throughout the value stream P L A N N I N G insufficient collaboration SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N OPS Ops blindsided and pulled in many directions SUPPORT MARKETING R E L E A S E
27 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY takes too long to get anything done OTHER Business Backlog Business Increment not properly prioritized some people are constraints high technical debt chunks of work too big refining the backlog & controlling the intake process unclear requirements L E A N - A G I L E P R O D U C T M A N A G E M E N T working on too many things Program Backlog teams not understanding needs of business Note: Feedback loops are not shown but are present throughout the value stream P L A N N I N G lack of visibility implementation via collaboration & dependency management insufficient collaboration integration errors SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N release to realize value OPS Ops blindsided and pulled in many directions SUPPORT MARKETING R E L E A S E
28 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY takes too long to get anything done OTHER Business Backlog Business Increment not properly prioritized some people are constraints high technical debt chunks of work too big working on too many things lack of visibility implementation via collaboration & dependency management integration errors release to realize value refining the backlog & controlling the intake process unclear requirements L E A N - A G I L E P R O D U C T M A N A G E M E N T Program Backlog teams not understanding needs of business Note: Feedback loops are not shown but are present throughout the value stream P L A N N I N G insufficient collaboration SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N OPS Ops blindsided and pulled in many directions SUPPORT MARKETING R E L E A S E
29 Team Backlogs S T R AT E G I C P L A N N I N G What to invest in BUSINESS Strategic Themes TECHNOLOGY takes too long to get anything done OTHER Business Backlog Business Increment not properly prioritized some people are constraints high technical debt chunks of work too big working on too many things lack of visibility implementation via collaboration & dependency management integration errors release to realize value refining the backlog & controlling the intake process unclear requirements L E A N - A G I L E P R O D U C T M A N A G E M E N T Program Backlog teams not understanding needs of business Note: Feedback loops are not shown but are present throughout the value stream P L A N N I N G insufficient collaboration SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N OPS Ops blindsided and pulled in many directions SUPPORT MARKETING R E L E A S E
30 S T R AT E G I C P L A N N I N G Systems Thinking What to invest in BUSINESS OTHER targetprocess supports all of these by providing a system specifically designed to do so Strategic Themes takes too long to get anything done TECHNOLOGY Business Backlog Business Increment Visibility of workflow not properly prioritized some people are constraints high technical debt lack of visibility chunks of work too big refining the backlog & controlling the intake process unclear requirements Program Backlog implementation via collaboration & dependency management Team Backlogs working on too many things teams not understanding needs of business LEAN-AGILE PRODUCT MANAGEMENT PLANNING Note: Feedback loops are not shown but are present throughout the value stream release to realize value integration errors OPS insufficient collaboration SHARED SERVICES I M P L E M E N TAT I O N & I N T E G R AT I O N SUPPORT MARKETING Ops blindsided and pulled in many directions RELEASE
31 Copyright Net Objectives, Inc. All Rights Reserved 31 What if you don t have an Agile culture? Is there anything that we can do about it? You get more trust by working together than you do by talking about why you need it. It is easier to work yourself into a new way of thinking than to think yourself into a new way of working
32 Enterprise Transition Model Social Architecture Operating Architecture Leadership Pervasive Business Value Business Value Driven Cycles Leader Engagement Common Language and Vision Cross-organizational impact Customer Engagement Continuous Improvement Mindset Improvement Targets Technical Engagement Lean Thinking Productivity Value Metrics Empirical Technical Integrity Management Knowledge Business Value Planning Standards and Technical Discipline Discipline Train and Deploy Experts Architectural Integrity Communication Lean Business Rhythms Business Discovery & Business Delivery Whole Team Environment High Bandwidth Value Delivery Controls Activity Continuous Improvement Routine Metrics Results Problem Solving Practices Transition is a multi-dimensional journey Copyright Net Objectives, Inc. All Rights Reserved 32
33 Culture is important, but changing it directly is not possible. Culture is no more likely a target than the air we breathe. It is not something to target for change. Culture is an idea arising from experience. Copyright Net Objectives, Inc. All Rights Reserved 33 That is, our idea of culture of a place or organization is a result of what we experience there. In this way a company s culture is a result of how people collaborate with each other. Culture is critical, and to change it, you have to change your method of collaboration. Focus on agreements, behaviors, specific expectations, tools and routine practices. Lean systems make this easier because they emphasize explicitly defined agreements and use tools to make the work and agreements visible. change the way we work together Paraphrased from Creating a Lean Culture David Mann
34 Copyright Net Objectives, Inc. All Rights Reserved 34 Drive from Business Value Improve continuously Collaborate across boundaries Guardrails Keep WIP within capacity Make all work visible Increase Predictability
35 Copyright Net Objectives, Inc. All Rights Reserved 35 Facets of Leadership and Management Leadership / Vision Manager as Coach Leader- Leader Effective Leadership / Management Adaptive Mgmt Lean Mgmt / culture
36 Copyright Net Objectives, Inc. All Rights Reserved 36 Servant Leadership or Management Suggest that servant management is more accurate.
37 Copyright Net Objectives, Inc. All Rights Reserved 37 What needs managing Technical Mgmt Education What to Manage Workflow Ecosystem Mgmt Product Mgmt Transition Mgmt
38 Lean Leadership and Systems Thinking The proper role of management in Agile The challenges managers face Understanding the role of the servant leader help their people while focusing the realization of business value Understanding why the system people are in greatly affects the way they behave How to affect culture and manage transitions The different aspects of an organization that need to be changed (e.g., social architecture vs operating architecture) Copyright Net Objectives, Inc. All Rights Reserved 38
39 Copyright Net Objectives, Inc. All Rights Reserved 39 Please complete your course evaluations. Thank you!
40 Copyright Net Objectives, Inc. All Rights Reserved 40 Lean for Executives Product Portfolio Management Business Product Owner Product Owner University.netobjectives.com Portal.netobjectives.com Onsite SPC Leading SAFe Agile Architecture Product Manager/PO ASSESSMENTS CONSULTING TRAINING COACHING technical Leanban / Kanban / Scrum ATDD / TDD / Design Patterns Lean Management Project Management
An Executive s Guide to the Scaled Agile Copyright Net Objectives, Inc. All Rights Reserved 2
An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder alshall@netobjectives.com @AlShalloway Copyright Net Objectives, Inc. All Rights Reserved 2
More informationScaling Up. GoToWebinar Housekeeping. Why Organizational Alignment is Critical and Tips for Achieving It
Scaling Up Why Organizational Alignment is Critical and Tips for Achieving It Copyright Net Objectives, Inc. All Rights Reserved 1 GoToWebinar Housekeeping We are recording this presentation Use the Grab
More informationAgile v. Agility. the problem of management. Marc Danziger. CDO, Enterprise Consultant
Agile v. Agility the problem of management Marc Danziger CDO, Enterprise Consultant Marc Danziger Chief Delivery Officer Marc Danziger is the Chief Delivery Officer of Net Objectives. With over 20 years
More informationLean Software Development Comes of Age. Copyright 2012 Net Objectives, Inc. All Rights Reserved 1
Lean Software Development Comes of Age Copyright 2012 Net Objectives, Inc. All Rights Reserved 1 Product Portfolio Management Lean for Executives Business technical Team process Kanban / Scrum ATDD / TDD
More informationActuaries and the Art of Communication. Deloitte Consulting LLP
Actuaries and the Art of Communication Deloitte Consulting LLP Why Should Actuaries Want to Be Effective Communicators? Actuaries own in a unique position within any organization as the owners of a distinctive
More informationTHE INSURANCE C-SUITE NEEDS A MAKEOVER MICHAEL REILLY RAVI MALHOTRA HEATHER SULLIVAN
THE INSURANCE C-SUITE NEEDS A MAKEOVER MICHAEL REILLY RAVI MALHOTRA HEATHER SULLIVAN Make no mistake, this is a disruptive time for the insurance industry. Accenture research finds that over 80 percent
More informationCATEGORY 8 PLANNING CONTINUOUS IMPROVEMENT
INTRODUCTION The College s processes related to Planning Continuous Improvement are very mature. JC s key planning processes are aligned. Clear processes are in place for strategic planning and the College
More informationL E A D I N G T H R O U G H D I S R U P T I O N W E B I N A R :
H E A L T H W E A L T H C A R E E R L E A D I N G T H R O U G H D I S R U P T I O N W E B I N A R : B U I L D I N G A H U M A N - C E N T E R E D T E C H N O L O G Y T A L E N T M O D E L W E L C O M E!
More informationChapter 2. Objectives
Chapter 2 A Systems View and Systems Methodology Objectives Define the systems approach and its impact on project management Define a PMLC and understand how to apply it Define several SDLC models and
More informationH O W C U L T U R E T H R E A T E N S A G I L E : T H E 7 D E A D L Y D Y S F U N C T I O N S O F O R G A N I Z A T I O N S & H O W T O F I X T H E M
H O W C U L T U R E T H R E A T E N S A G I L E : T H E 7 D E A D L Y D Y S F U N C T I O N S O F O R G A N I Z A T I O N S & H O W T O F I X T H E M A PA R N A S U R E S H, M. A, M. S, C S M, C S P O,
More informationSUGGESTED SOLUTION FINAL MAY 2019 EXAM. Test Code - FNJ 7081
SUGGESTED SOLUTION FINAL MAY 2019 EXAM SUBJECT- SCM & PE Test Code - FNJ 7081 BRANCH - () (Date :) Head Office : Shraddha, 3 rd Floor, Near Chinai College, Andheri (E), Mumbai 69. Tel : (022) 26836666
More informationRunning Your Business for Growth
Accenture Insurance Running Your Business for Growth Could Your Operating Model Be Standing in the Way? 1 95 percent of senior executives are not certain their companies have the right operating model
More informationCASUALTY ACTUARIAL SOCIETY STRATEGIC PLAN
CASUALTY ACTUARIAL SOCIETY STRATEGIC PLAN Adopted August 7, 2017 Contents 1 Overview... 1 2 10- to 30-Year Planning Horizon: Core Ideology... 2 3 Envisioned Future... 4 4 5- to 10-Year Planning Horizon:
More informationRETURN ON RISK MANAGEMENT. Financial Services
RETURN ON RISK MANAGEMENT Financial Services RETURN ON RISK MANAGEMENT The global financial crisis revealed major risk management deficiencies across the banking industry. Governments and regulators have
More informationTax operations evolution Drivers, barriers, and building blocks
Tax operations evolution Drivers, barriers, and building blocks Continued globalization, growing demand for the effective use of resources, and an increasing emphasis on performance measurement are compelling
More informationDelivering People, Process & Technology
Delivering People, Process & Technology Mission & Values As a corporation our strength and capabilities come from working with our clients and employees to help solve our clients challenges. About Global
More informationQ2.1 Please rate how strongly you agree or disagree with the following statements about the use of time in your school.
Report for TELL Oregon 2018 54.18% responded 90.60% responded 58.44% responded 90.91% responded Time Q2.1 Please rate how strongly you agree or disagree with the following statements about the use of time
More informationCollaboration at Scale: Budgeting & Portfolio Management. 8-November-2017
Collaboration at Scale: Budgeting & Portfolio Management 8-November-2017 Collaboration at Scale Designed for Scrum-centric organizations with more than 10 Scrum Teams, the Collaboration at Scale webinar
More informationBudgeting, Estimation, Planning, #NoEstimates and the Agile Planning Onion
Budgeting, Estimation, Planning, #NoEstimates and the Agile Planning Onion Michael Harris President & CEO softwarevalue.com Measure. Optimize. Deliver. Phone: +1-610-644-2856 All Budgets, Estimation and
More informationTax operations evolution Drivers, barriers, and building blocks
Tax operations evolution Drivers, barriers, and building blocks Continued globalization, growing demand for the effective use of resources, and an increasing emphasis on performance measurement are compelling
More informationContractCoach, LLC. A Jeff Hastings Agency, Inc. Company A-Coach
ContractCoach, LLC. www.contractcoach.com A Jeff Hastings Agency, Inc. Company 281-752-6565 844-4A-Coach 2 Budget Design Leads the Agency Toward the Vision Like anything else, you have to have a plan for
More informationOral History Program Series: Civil Service Interview no.: S11
An initiative of the National Academy of Public Administration, and the Woodrow Wilson School of Public and International Affairs and the Bobst Center for Peace and Justice, Princeton University Oral History
More informationThe Children s Investment Fund Foundation (UK) Finance Director
Position Specification The Children s Investment Fund Foundation (UK) Finance Director October 2015 2014 Korn Ferry. All Rights Reserved. POSITION SPECIFICATION Position Company Location Reporting Relationship
More informationCredit Scoring. from Concept to Reality. Credit & Collections Conference Boston: June 11 th, 2007
Credit Scoring from Concept to Reality Credit & Collections Conference Boston: June 11 th, 2007 2 Agenda 1) Developing & Launching the Credit Scoring Plan Tom Kritzer Navistar Financial Corporation 2)
More informationUnlocking the potential of Finance for insurers
Unlocking the potential of Finance for insurers Contents 1 Executive summary 2 Increasing role of Finance 3 Setting a strategic vision 5 Developing a roadmap for change 6 Potential benefits of Finance
More informationPerformance Planning and Review Process Workbook
2011 Performance Planning and Review Process Workbook Southwest California Synod Evangelical Lutheran Church in America [This page intentionally left blank] 2011 Performance Planning and Review Process
More informationLEAN BEST PRACTICE. What is it? How does it Help? Wuxi Lean Systems and Transforming Consulting Co., Ltd.
LEAN BEST PRACTICE MANUFACTURING BEST PRACTICES STARTS WITH LEAN THE CORE IDEA IS TO MAXIMIZE CUSTOMER VALUE WHILE MINIMIZING WA S T E. S I M P LY, L E A N M E A N S CREATING MORE VALUE FOR CUSTOMERS WITH
More informationNote on the Development of the Global Fund s Strategy
Note on the Development of the Global Fund s Strategy The Global Fund Voluntary Replenishment 2005 Note on the Development of the Global Fund s Strategy The Global Fund to Fight AIDS, Tuberculosis and
More informationCopyright Sopheon plc. All rights reserved worldwide. Next
Copyright Sopheon plc. All rights reserved worldwide. Next In the era of digitization and hyper-competitive, volatile markets, it is crucial that companies make smart, fact-driven decisions about portfolio
More informationHealthcare Financial Management Association
Healthcare Financial Management Association Beyond Budgeting in an IDS: The Park Nicollet Experience Gloria J. McVay David J. Cooke Is the traditional budgeting process worth all the time and effort that
More informationBetter Transparency and Accountability
Better Transparency and Accountability A person who never made a mistake - never tried anything new. Albert Einstein Throughout this book I have outlined many ideas that can take our school district to
More informationThree Best Practices in Planning and Forecasting -- and How to Apply Them
Three Best Practices in Planning and Forecasting -- and How to Apply Them Nicole Diceman Product Marketing Manager Prophix Software Connie Noonan Finance Manager Community Physician Network Wednesday,
More information5/3/2013. Executive Leadership Team. Choices. Group Report COPYRIGHT LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED.
5/3/2013 Executive Leadership Team Group Report COPYRIGHT 1996 2013 LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. THIS PAGE INTENTIONALLY LEFT BLANK Introduction is a research-based
More informationThe role of an actuary in a Policy Administration System implementation
The role of an actuary in a Policy Administration System implementation Abstract Benefits of a New Policy Administration System (PAS) Insurance is a service and knowledgebased business, which means that
More informationRetired Executives: e Untapped Resource for Tackling Tough Business Challenges
A REPORT FROM EXECBRAINTRUST.COM Retired Executives: e Untapped Resource for Tackling Tough Business Challenges Copyright 2012 ExecBrainTrust All rights reserved The Conundrum Around the country, in every
More informationMind the Retail Mortgage Gap. To Close More Loans, First Close the Gap
Mind the Retail Mortgage Gap To Close More Loans, First Close the Gap Mind the Retail Mortgage Gap Table of Contents Executive Summary Shifting Lending Landscape............. 2 An Industry Riddled with
More informationVACANCY PLANNING & BUDGETING ANALYST. Page 1 of 5
VACANCY PLANNING & BUDGETING ANALYST Page 1 of 5 CAREER OPPORTUNITY ICBL invites applications from suitably qualified candidates for the position of: POSITION: DEPARTMENT: REPORTS TO: Planning & Budgeting
More informationINNOVATION & PROJECT MANAGEMENT
INNOVATION & PROJECT MANAGEMENT Mark Showers Managing Director Americas and Chief Solutions Officer, RGAx DISCUSSION TOPICS o o o o Who is RGA? What is RGAx? The Innovation Process Transformation of the
More informationProcess Optimization Level I (Introduction)
Process Optimization Level I (Introduction) 8 Hours A hands-on, interactive introduction to Business Process Optimization Focused on the most effective tools & concepts from the many process improvement
More informationAccenture 2014 High Performance Finance Study. Insurance Report GROWTH INTEGRATION
Accenture 2014 High Performance Finance Study Insurance Report GROWTH INTEGRATION INTRODUCTION Growth is still on the agenda for the insurance industry, despite a protracted period of financial upheaval
More informationThe Tragedy of the Commons
S1 The Tragedy of the Commons S2 The Tragedy of the Commons The Tragedy of Local Government? Why This Framework? Makes finance everyone s business Everyone is involved in using resources, everyone needs
More informationNYISO Capital Budgeting Process. Draft 01/13/03
NYISO Capital Budgeting Process Draft 01/13/03 1 1.0 INTRODUCTION An effective, capital budgeting process is essential to ensure sound capital investment decisions. This report details a recommended approach
More informationContinuous Process Improvement
Continuous Process Improvement Cognitive Lesson Objective: Comprehend principles of Air Force Continuous Process Improvement (CPI) Cognitive Samples of Behavior: Explain the CPI principles. Identify CPI
More informationTHE PERFECT SCHOOL LEADER: REALITY BEHIND THE MYTH
THE PERFECT SCHOOL LEADER: REALITY BEHIND THE MYTH JOHN TARVIN SESSION6 THU, JUNE 21, 2012 3:45 5:15 All Schools Look for Perfection But They Don t Always Find It Hard worker, steep learning curve Immediately
More informationMeeting the challenges of the changing actuarial role. Actuarial Transformation in property-casualty insurers
Meeting the challenges of the changing actuarial role Actuarial Transformation in property-casualty insurers 1 As companies seek to drive profitable growth, both short term and long term, increasing the
More informationDIVYA PILLAI, SUBJECT MATTER EXPERT, LIFE & HEALTHCARE INSURANCE THROUGH THE LENS OF AGILE SYSTEMS THINKING
DIVYA PILLAI, SUBJECT MATTER EXPERT, LIFE & HEALTHCARE INSURANCE THROUGH THE LENS OF AGILE SYSTEMS THINKING INSURANCE THROUGH THE LENS OF AGILE SYSTEMS THINKING DIVYA PILLAI, SUBJECT MATTER EXPERT, LIFE
More informationData-Driven Trading. Market Adaptation. Stocks & Commodities V. 29:12 (34-39): Data-Driven Trading by Steve Palmquist
be up by the end of the year, and about a quarter thought the market would be down. The second question was, How many of you do not care whether the market is up or down by the end of the year? In the
More informationBASIC CREDIT FUNDAMENTALS
BASIC CREDIT FUNDAMENTALS NACM Canada Meeting October 2012 Madeleine Féquière Corporate Credit Chief Global Credit Organization Domtar Corporation 2 - More than 10,000 clients worldwide - 7 different credit
More informationHigh Performance Budget Process
Driving High Performance Budgeting Techniques and dbest Practices for Building a High Performance Budget Process March 27, 2012 Questions to Frame Discussion What are the key challenges that face the agency
More informationSF ROX. Investing in Execution Pays Dividends. Authors: Global Research. Copyright 2010 SuccessFactors, Inc.
SF ROX Investing in Execution Pays Dividends Authors: Erik Berggren VP of Customer Results & Global Research Bjorn Eriksson Director of Customer Results Copyright 2010 SuccessFactors, Inc. Execution in
More informationPentair KeyBanc Capital Markets Industrial, Automotive & Transportation Conference
Pentair KeyBanc Capital Markets Industrial, Automotive & Transportation Conference John L. Stauch Chief Financial Officer May30, 2013 PENTAIR FORWARD-LOOKING STATEMENTS CAUTION CONCERNING FORWARD-LOOKING
More informationINVESTMENT FIRM OF THE FUTURE ALTERNATIVE BUSINESS MODELS AND STRATEGIES FOR A MORE FORWARD-THINKING INDUSTRY
INVESTMENT FIRM OF THE FUTURE ALTERNATIVE BUSINESS S AND STRATEGIES FOR A MORE FORWARD-THINKING INDUSTRY CFA Netherlands VBA 31 May 2018 Roger Urwin, Strategic Director, Future of Finance Global Head of
More informationG LO B A L TA L E N T T R E N D S S T U D Y
G LO B A L TA L E N T T R E N D S 2 0 1 8 S T U D Y UNLOCKING GROW TH IN THE HUMAN AGE CSIS Global Dialogue & PECC GM, 6-8 May, 2018, Jakarta, Indonesia Bill Johnston, President Director & CEO Mercer Indonesia
More informationBLOCKCHAIN FOR SUPPLY CHAIN
CASE STUDY / JAN 2018 BLOCKCHAIN FOR SUPPLY CHAIN AUTHORS Karthik K Chief Executive Officer Pankaj Harita Program Manager - APAC www.skcript.com IN THIS WHITEPAPER #1 Understanding blockchain for supply
More informationPerformance Metrics in a High Growth Environment
Performance Metrics in a High Growth Environment Jason Logsdon The Maschhoffs, 7475 State Route 127, Carlyle, IL 62231 USA; Email: jasonl@pigsrus.net Introduction: The Importance of Metrics Among other
More informationTEAM Management System For a New Era of Accountability
TEAM Management System For a New Era of Accountability Executive Summary While it may be easy for government to move from crisis to crisis never thinking about an overall strategy to maintain stability
More informationHidden Secrets behind becoming A Forex Expert!
Hidden Secrets behind becoming A Forex Expert! From - www.forexadvantageblueprint.com 1 Special Report from http://www.forexadvantageblueprint.com Risk Disclosure Statement The contents of this e-book
More informationALLFINANZ Digital New Business & Underwriting
Digital New Business & Underwriting Transform underwriting into a sales enabler and profit driver Life Group Health Disability www.munichre.com/automation-solutions Digital New Business and Underwriting
More informationProject Selection Risk
Project Selection Risk As explained above, the types of risk addressed by project planning and project execution are primarily cost risks, schedule risks, and risks related to achieving the deliverables
More informationBeyond Breakeven Why Capitalization Matters. Presented by Susan Nelson Principal TDC
Beyond Breakeven Why Capitalization Matters Presented by Susan Nelson Principal TDC Agenda Lessons learned from a Philadelphia capitalization study, Getting Beyond Breakeven Discussion of capitalization
More informationThe Potential of Performance Budgeting Can it really make a difference?
The Potential of Performance Budgeting Can it really make a difference? Prepared for: December 6, 2017 Who We Are Dr. Stephen Lewarne Principal in Emerging Markets practice More than 25 years of experience
More informationSutter Medical Network
Sutter Medical Network Sutter Care Pattern Analyzer making the case for affordability Fifth National Pay for Performance Summit March 9, 2010 Michael van Duren, M.D., CMO Sutter Physician Services Colleen
More informationReport on Performance
Report on Performance As a Crown corporation, ICBC continually works to align with government goals and objectives. ICBC fulfilled the expectations outlined in the Mandate Letter (see Appendix C) to which
More informationCredit Unions: Turning Strong Member Relationships into Market Share
Whitepaper Credit Unions: Turning Strong Member Relationships into Market Share Contents 1 Introduction 2 Getting Started 2 The Top 10 LOS Must-Haves for Credit Unions Built-in Compliance Tools Flexibility
More informationINVESTOR BRIEFING. Our vision:
INVESTOR BRIEFING February 2018 NYSE: BMS Our vision: A passionate commitment to the growth and success of our customers will make Bemis the clear choice for inspired packaging solutions BEMIS: INSPIRED
More informationSuccess and Failure in Implementing Strategic Plans
Success and Failure in Implementing Strategic Plans David Mitchell, Ph.D., University of Central Florida Scott Huizenga, City of Kansas City, Missouri Julia Novak, Novak Consulting Group Study Background
More informationIntroduction. Evidence from Three California Districts. Categorical System. LCFF System & Continuous Improvement. Education Resource Strategies (ERS)
PACE Continuous Improvement Brief 02-17 - October 2017 Promising Practices in School District Budgeting Under LCFF Mark Murphy Stanford University The implementation of the Local Control Funding Formula
More informationMULTI-ECHELON SUPPLY CHAIN VISIBILITY. CERTIFICATION OF PEOPLE AND MACHINES. SOFTWARE LIFECYCLE MANAGEMENT.
MULTI-ECHELON SUPPLY CHAIN VISIBILITY. CONFIGURATION MANAGEMENT. QUALITY. AUTHENTICATING SUPPLY. CERTIFICATION OF PEOPLE AND MACHINES. SOFTWARE LIFECYCLE MANAGEMENT. 2 BLOCKCHAIN IN AEROSPACE AND DEFENSE
More informationEARN 38 to 54%+ Returns Spending Under 30 Minutes a Day. Presented by: Todd Mitchell CEO & Founder Trading Concepts, Inc.
EARN 38 to 54%+ Returns Spending Under 30 Minutes a Day Presented by: Todd Mitchell CEO & Founder Trading Concepts, Inc. Who is Todd Mitchell? I have been involved with the markets and actively trading
More informationCOMPANY OVERVIEW. February 7, 2019
COMPANY OVERVIEW February 7, 2019 1 DISCLAIMERS This presentation contains forward-looking statements. All statements contained in this presentation other than statements of historical facts, including,
More informationTechnical Debt (TD) ( Technical Debt (TD) 1 / 23
Technical Debt (TD) https://softwarch.wordpress.com (https://softwarch.wordpress.com) Technical Debt (TD) 1 / 23 Introducing the metaphor Technical Debt The term technical debt was coined by Ward Cunningham.
More informationUnderstanding the customer s requirements for a software system. Requirements Analysis
Understanding the customer s requirements for a software system Requirements Analysis 1 Announcements Homework 1 Correction in Resume button functionality. Download updated Homework 1 handout from web
More information5 STEPS TO DESIGNING AND LAUNCHING A STUDENT LOAN REPAYMENT PROGRAM A PRACTICAL GUIDE
5 STEPS TO DESIGNING AND LAUNCHING A STUDENT LOAN REPAYMENT PROGRAM A PRACTICAL GUIDE Student loan debt is one of many employees most daunting financial burdens. It s increasingly fueling decisions about
More informationSTRATEGIC IT FINANCE. 6 best practices for. Executive summary. Empowering IT Finance to align spend with business priorities.
6 best practices for STRATEGIC IT FINANCE Empowering IT Finance to align spend with business priorities. Executive summary For many IT Finance teams, manual budget processes make it difficult to see where
More informationHow to Create Wealth December 15, 2014
How to Create Wealth December 15, 2014 Succession at RCS-Lecture #2 Marcel Arsenault, Founder RCS www.realcapitalsolutions.com Creating Wealth: What it Takes to Get There Issue Being Explored: (Assumptions
More informationCAMPUS CAREERS INVESTMENT GROUPS BUILD STRATEGIES
ABOUT BlackRock was founded 28 years ago by eight entrepreneurs who wanted to start a very different company. One that combined the best of a financial leader and a technology pioneer. And one that focused
More informationProactive Financial & Capital Planning Discussion April 27, 2016
Proactive Financial & Capital Planning Discussion April 27, 2016 PFM s Approach to Higher Education PFM Group Higher Education Services Strategic Planning: Forecasting Investments: Assets Investment Advisory
More informationYour Ultimate Guide to Small Business Financing
Your Ultimate Guide to Small Business Financing Section 1 Introduction 2 The Lending Landscape Finding capital to finance growth is one of the biggest challenges facing a small business owner today. Technology
More informationRobyn Bennett Vice President, Marketing Programs and Enablement IBM Global Technology Services IBM Corporation
Robyn Bennett Vice President, Marketing Programs and Enablement IBM Global Technology Services IBM C Suite Studies provide insight and context into the mindset of senior decision makers. Over 5,300 Face
More informationBudgeting for Outcomes (BFO) Missouri Municipal League September 15, 2014
Budgeting for Outcomes (BFO) Missouri Municipal League September 15, 2014 Agenda High level overview of budgeting for outcomes Case Studies: Olathe 130,000 Gardner 20,000 Definition: Redesign or wreck?
More informationWhat it Takes to Build a New Leasing Company Today
What it Takes to Build a New Leasing Company Today Presented by Laird M. Boulden President Lombard US Equipment Finance Corporation October 14, 2002 www.lombardusa.com A member of The Royal Bank of Scotland
More informationNIRVANA. WaveTrader 3 is Here! Breaking News: The Power of Fractals. New Mechanical Strategies are Yielding Stellar Results!
The State Of NIRVANA Breaking News: WaveTrader 3 is Here! The Power of Fractals New Mechanical Strategies are Yielding Stellar Results! See Page 6 INSIDE The Wave Trading Method Seminar PLUS Special Bonus
More informationWhat Came First... Fundamentals or the Technicals? By Jared Martinez
What Came First... Fundamentals or the Technicals? By Jared Martinez I am honored to share my thoughts on our methodologies, focusing on the current technical movements and conditions of the FOREX Markets,
More informationIntroduction. The Assessment consists of: A checklist of best, good and leading practices A rating system to rank your company s current practices.
ESG / CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com September 2017 Introduction This ESG / CSR / Sustainability Governance
More informationCultivate CONCEPT DOCUMENT TEAM MEMBERS
CONCEPT DOCUMENT Cultivate TEAM MEMBERS Ben Hering, Affinity Plus Federal Credit Union Tara McQuillen, Discovery Federal Credit Union Kelly Wagner-Grull, Credit Union of Colorado Blake Woods, Lake Trust
More informationPoint of View. The CIO Point of View ASIA PACIFIC. The New Agenda for Transformative Leadership: Reimagine Business for Machine Learning
The CIO Point of View ASIA PACIFIC The New Agenda for Transformative Leadership: Reimagine Business for Machine Learning Global Overview Machine learning has arrived in the enterprise, and companies are
More informationBy JW Warr
By JW Warr 1 WWW@AmericanNoteWarehouse.com JW@JWarr.com 512-308-3869 Have you ever found out something you already knew? For instance; what color is a YIELD sign? Most people will answer yellow. Well,
More informationSusan Schmidt Bies: Enterprise perspectives in financial institution supervision
Susan Schmidt Bies: Enterprise perspectives in financial institution supervision Remarks by Ms Susan Schmidt Bies, Member of the Board of Governors of the US Federal Reserve System, at the University of
More informationCCAC Comprehensive Planning, Budgeting & Assessment Process
CCAC Comprehensive Planning, Budgeting & Assessment Process Board of Trustees Meeting November 2004 Kevin G. Smay Executive Director of Strategic Planning Background Hiatus from comprehensive planning
More informationSession 09 Venture Finance and Teams Tom Byers
Session 09 Venture Finance and Teams Tom Byers Copyright 2006 by the Board of Trustees of the Leland Stanford Junior University and Stanford Technology Ventures Program (STVP). This document may be reproduced
More informationKelowna, British Columbia, Hones Its Financial Principles and Strategies
Kelowna, British Columbia, Hones Its Financial Principles and Strategies By Genelle Davidson Defining financial strength and stability enables a government to build its individual financial principles
More informationKey Themes. Organizational Dynamics and Effective Risk Management. Organizational Alignment. Risk Management Effectiveness
Key Themes Organizational Alignment Risk Management Effectiveness Organizational Dynamics and Effective Risk Management Data, Analytics, and Technology Building a Cyber Risk Framework 1 Organization: Where
More informationINSIGHTS REPORT VOLUME 08 WHAT S INSIDE. A variable swine market means there are key areas producers should focus on for shortand long-term planning.
INSIGHTS REPORT VOLUME 08 WHAT S INSIDE A variable swine market means there are key areas producers should focus on for shortand long-term planning. With the current state of the ag economy, it s more
More informationBuilding a culture of engagement Bryan Crowell AVP Continuous Improvement Intermountain Healthcare
Building a culture of engagement Bryan Crowell AVP Continuous Improvement Intermountain Healthcare I N T E R M O U N TA I N H E A LT H C A R E Hospitals Since 1975 22 hospitals 2,784 licensed beds $6.1
More informationWeber State University Information Technology Division. Policy Guide
Weber State University Information Technology Division Policy Guide Updated: April 25, 2012 Table of Contents Using This Guide... 4 What is Policy?... 4 Why is Policy Created?... 4 University Policy vs.
More informationThe Research on Financial Leasing and China s Small Micro Enterprises
International Business and Management Vol. 5, No. 1, 2012, pp. 33-37 DOI:10.3968/j.ibm.1923842820120501.Z0159 ISSN 1923-841X [Print] ISSN 1923-8428 [Online] www.cscanada.net www.cscanada.org The Research
More informationAlternative Investments Advisory Services. kpmg.com
Alternative Investments Advisory Services kpmg.com Alternative investment opportunities are in great demand as investors seek out consistent, riskadjusted returns. But great demand for your business often
More informationA New Federal Performance Framework
A New Federal Framework By John M. Kamensky Staff from the Office of Management and Budget (OMB) have been visiting agencies in recent weeks to explain a new performance framework they have developed for
More information2012 South-Western, Cengage Learning, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama
2012 South-Western, Cengage Learning, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama Learning Objectives After studying this chapter, you should be able
More informationConsulting Accountants, LLC
Give each participant a working knowledge of how to construct a forecast Simple Fast Accurate I. Why is forecasting important II. What information is needed III. Constructing the Forecast AIA s Architectural
More information