Kimberly Samuelson, Director of Government Marketing at Laserfiche provides insight from her presentation at IIMC 2012. She discusses the implementation of agile management strategies and technology to transform the way you work. For more insights, we invite you to visit www.laserfiche.com to see how Laserfiche can help transform the way you work.
2. Agenda
‣ New normal
‣ Happiness and flow
‣ Agility
‣ Agile leadership
‣ Agility and technology
3. The New Normal :Situation
‣ A world of demand verses squeeze
• Ask for budget increases in order to increase
services
• Cut services
4. The New Normal: Competition
‣ Competing projects
‣ Agencies competing for turf
‣ Competing for budget dollars
5. The New Normal: Old vs. New
‣ Stability and continuity are highly valued—
which means new and untried are risky
‣ It can be nearly impossible to replace
old—new ideas get added to the pot—
increasing clutter and competition
6. The New Normal :Need
‣ The need to create an organizational
anatomy capable of delivering outcomes
and generating distinct capabilities you
need AT peak cost efficiency
8. Did You Know That…?
‣ Humans cannot process more than 110
bits of information per-second
9. The New Normal = Stress
‣ Stress
• In an American Psychological Association poll in
September, 80 percent reported the economy’s
causing significant stress, up from 66 percent last
April
• Numbing out
• Thought processes narrow
• Unemotional, unimaginative
10. As leaders how do we help our
employees and departments be
successful?
11. Happiness + Work = ?
‣ Happiness and the workplace go together
like tomatoes and chocolate
‣ As leaders we are experience creators
12. Happiness
‣ Happiness at work= productivity
• Work better with others
• More creative
• Learn faster
• Make better decisions
14. Otherwise Known As….
‣ On the ball
‣ In the moment
‣ In the zone
‣ In tune
‣ On fire
‣ In the groove
15. Flow
It is what the sailor holding a tight course feels when the
wind whips through her hair. It is what a painter feels when
the colors on the canvas begin to set up a magnetic tension
with each other and a new thing, a living form takes shape
--Mihaly Csikszentmihalyi
17. How Do You Know—If You Are in Flow
‣ Challenge level and skill level are high
‣ Loss of feeling of self-consciousness
‣ Distorted sense of time
‣ Lack of awareness of bodily needs
‣ Action/ awareness merging
18. Reaching Flow
‣ Clear set of goals
‣ Balance between perceived challenges
and perceived skills
‣ Clear and immediate feedback
19.
20. Knowledge Workers are Creative
‣ Creativity comes out of flow
‣ Documents are their material
‣ Make document handling seamless for them
22. Agility
‣ a·gil·i·ty
‣ 1. the power of moving quickly and
easily; nimbleness: exercises demanding
agility
‣ 2. the ability to think and draw
conclusions quickly; intellectual acuity
23. Agility in Government
‣ Not just emergency response
‣ Complexity
‣ Pursue serial incompetence
24. What are some of the characteristics of
an agile leader?
32. Motherhood and Leadership Agility
‣ New challenges and ambiguity are the
norm
‣ Acutely aware of how others process and
respond to us
‣ This awareness helps us choose how to
relate, support and nurture
33. Motherhood and Leadership Agility
‣ ―The village‖
• Complementing gaps
• Creating networks
• Receive support
36. Benefits
‣ Provides a holistic view of the
organization’s needs
‣ Enhances predictability
‣ Fosters collaboration
‣ Feedback is baked-in
37. Building an Agile Framework
‣ Define
‣ Measure
‣ Analyze
‣ Improve
‣ Control
38. Where Are You?
‣ What gets measured—gets done
• Take the time
• Reflect and assess
39. Step 1: Define the Problem
‣ Business
• What is the problem we are trying to solve?
‣ Communications
• Establish stakeholder committee
40. Step 2: Measure the Current State
‣ Business
• Identify high-impact activities
• Where are the bottlenecks
‣ Communication
• Conduct a user survey
41. Step 3: Analyze Causes
‣ Business
• What IS causing the bottleneck?
‣ Communications
• Hold feedback meetings
42. Step 4: Improve and Optimize
‣ Business
• Minimize bottlenecks
• Standardize thoughtfully
‣ Communication
• Emphasize value over process improvements
43. Step 5: Control to Ensure Sustainability
‣ Business
• Consider automation
• Monitor ROI and other metrics for consistency
• Observe adoption and correct deviations
‣ Communication
• Governance
44. Agile Process: SCRUM
‣ Type of Agile PM methodology
‣ Resulted as a response to an age-old
problem
‣ User-centric
46. Technology and Agility
• Technology alone does NOT make you
agile
• ―A fool with a tool is still a fool‖
• Foster
• Adaptability
• Transparency
• Collaboration
47. Agility and ECM
‣ Definition
‣ DI + DM + CM + BPM + RM = ECM
‣ Philosophy and paradox
50. A Variety of Form Elements
‣ Single Line ‣ Number ‣ Page Rules
‣ Paragraph ‣ E-mail ‣ Lookup Rules
‣ Radio Button ‣ Date ‣ Scripting
‣ Checkbox ‣ Currency ‣ Styles
‣ Drop-down ‣ Custom Block ‣ Process Field
‣ File Upload ‣ Section ‣ Field Label
‣ Address ‣ Collection ‣ Required Field
59. Agility and Organizations
‣ Adapt or be left behind
‣ Work processes are being redesigned
‣ Reconfiguration of infrastructure =
something different?
‣ Agility as a response to complexity
60. Finally
‣ The most inspired work is created by…
• …by motivated individuals
• …through regular interaction among individuals
• …when individuals working together figure out
how to be more effective
• …where the environment has minimum
roadblocks and illogical restrictions
61. Selected Reading
‣ The Leadership Machine. Michael Lonbardo and Robert Eichinger
‣ Building High Performance Government Through Lean Six
Sigma: A Leader’s Guide to Creating Speed. Agility and
Efficiency. Mark Price and Walter Mores
‣ Leadership Agility: Five Levels of Mastery for Anticipating and
Initiating Change. William Joiner and Stephen Josephs