Noah Thorp, Co-founder of Citizen Code shares his thoughts on organizing companies and teams using a constitution. He shares insights on the origins and use of the open source Self-Organization Constitution.
Change: Proving the Mettle of LeadershipAlyssa Fox
Most people are naturally resistant to change, especially when they can’t see how the change positively impacts them. This presentation describes how you can lead change in your organization by showing others the benefits of change and successfully implementing change in a forward-thinking and powerful way.
This document discusses the shifting nature of knowledge work and how to design systems to support non-routine knowledge work.
It notes that knowledge work has become more virtual, distributed, and interdependent across multiple organizations due to technology and globalization. Effective design principles focus on shared purpose, autonomy, learning, and flexibility through minimum specifications that allow for ongoing adaptation.
Contexts for design include vertically integrated organizations, decentralized networks, and issue-based ecosystems. Key elements are coordinating systems to facilitate deliberations among participants from varied perspectives and build shared knowledge. Design approaches differ based on the type of knowledge work from breakthrough innovations to optimization, with varying levels of uncertainty and coordination complexity.
The document discusses multi-stakeholder partnerships and outlines some key considerations. It notes that a multi-stakeholder approach engages diverse perspectives to drive innovation, tackle complex challenges, enable systemic change, and have lasting impact. However, it also outlines challenges like lack of clarity on common goals, not addressing power dynamics, and ensuring buy-in across organizational levels. A multi-stakeholder approach may not be suitable if the problem can be solved by a single group or if key inputs like time and resources are missing.
The document provides an assessment report for Bryan Reedy to help him better understand his DiSC management style and how to connect with colleagues of different styles. It describes the DiSC model and the cornerstone principles. It then analyzes Bryan's results, detailing his "iD" style and how he tends to prioritize taking action, generating enthusiasm, getting results, and valuing collaboration. It also outlines what typically motivates and stresses him. Finally, it provides an overview of the other DiSC styles and how Bryan may interact with each.
This document contains a resume for Ahmed Sherif Saad Barakat, a mechanical engineer from Egypt seeking a position in a multinational organization. He has over 5 years of experience as a Service Engineer at Al Mansour Automotive Egypt, the sole distributor of GM vehicles in Egypt. His responsibilities included warranty administration, root cause analysis, and providing guidance to cross-functional teams. Ahmed earned a BSc in Production and Design Engineering from Ain Shams University and has participated in numerous automotive and customer service training courses. He is proficient in various computer programs and speaks English fluently.
John David Ward is a senior at Quitman High School with extensive leadership experience and community involvement. He currently serves as Senior Class President and has held leadership roles in numerous school organizations such as FBLA Vice President, FCCLA Secretary, Student Council Representative, and FCA Leader. Outside of school, Ward volunteers regularly at his church and has participated in mission trips and community service activities. He has received several awards for his academic and leadership accomplishments.
Change: Proving the Mettle of LeadershipAlyssa Fox
Most people are naturally resistant to change, especially when they can’t see how the change positively impacts them. This presentation describes how you can lead change in your organization by showing others the benefits of change and successfully implementing change in a forward-thinking and powerful way.
This document discusses the shifting nature of knowledge work and how to design systems to support non-routine knowledge work.
It notes that knowledge work has become more virtual, distributed, and interdependent across multiple organizations due to technology and globalization. Effective design principles focus on shared purpose, autonomy, learning, and flexibility through minimum specifications that allow for ongoing adaptation.
Contexts for design include vertically integrated organizations, decentralized networks, and issue-based ecosystems. Key elements are coordinating systems to facilitate deliberations among participants from varied perspectives and build shared knowledge. Design approaches differ based on the type of knowledge work from breakthrough innovations to optimization, with varying levels of uncertainty and coordination complexity.
The document discusses multi-stakeholder partnerships and outlines some key considerations. It notes that a multi-stakeholder approach engages diverse perspectives to drive innovation, tackle complex challenges, enable systemic change, and have lasting impact. However, it also outlines challenges like lack of clarity on common goals, not addressing power dynamics, and ensuring buy-in across organizational levels. A multi-stakeholder approach may not be suitable if the problem can be solved by a single group or if key inputs like time and resources are missing.
The document provides an assessment report for Bryan Reedy to help him better understand his DiSC management style and how to connect with colleagues of different styles. It describes the DiSC model and the cornerstone principles. It then analyzes Bryan's results, detailing his "iD" style and how he tends to prioritize taking action, generating enthusiasm, getting results, and valuing collaboration. It also outlines what typically motivates and stresses him. Finally, it provides an overview of the other DiSC styles and how Bryan may interact with each.
This document contains a resume for Ahmed Sherif Saad Barakat, a mechanical engineer from Egypt seeking a position in a multinational organization. He has over 5 years of experience as a Service Engineer at Al Mansour Automotive Egypt, the sole distributor of GM vehicles in Egypt. His responsibilities included warranty administration, root cause analysis, and providing guidance to cross-functional teams. Ahmed earned a BSc in Production and Design Engineering from Ain Shams University and has participated in numerous automotive and customer service training courses. He is proficient in various computer programs and speaks English fluently.
John David Ward is a senior at Quitman High School with extensive leadership experience and community involvement. He currently serves as Senior Class President and has held leadership roles in numerous school organizations such as FBLA Vice President, FCCLA Secretary, Student Council Representative, and FCA Leader. Outside of school, Ward volunteers regularly at his church and has participated in mission trips and community service activities. He has received several awards for his academic and leadership accomplishments.
Max Weber developed the bureaucratic theory of organizational design, which proposes that bureaucracy is the most efficient form of organization. Key principles of bureaucratic theory include job specialization, a formal authority hierarchy, formal rules and regulations, impersonality, and career orientation. Bureaucratic organizations typically have a clear division of labor, standardized processes, and decisions made based on technical competence rather than personal relationships. However, bureaucracies are also criticized for being rigid and inflexible with an overemphasis on rules. Modern organizational designs have evolved to incorporate principles like project-based, matrix, and horizontal structures to balance efficiency with flexibility, collaboration, and innovation.
Client-consultant relationship is a fundamental piece in the puzzle of successful consultation. Soft systems thinking provides a powerful framework to conceptualize and make sense of such relationships, clarifying mutual commitment and demonstrates collaborative values.
This document discusses power and decision making in public organizations. It covers several key points:
1) Power comes from various sources like control over resources or expertise, and influences decision outcomes and organizational effectiveness. Understanding power dynamics is important.
2) Decision making is complex due to unclear goals, constraints, and political factors. Models include fully rational approaches, incrementalism, and garbage can theory where problems and solutions are loosely connected.
3) Strategic management tools like environmental scans, SWOT analyses, and Miles and Snow typologies can help organizations develop strategies to achieve goals given their context. However, applying theories faces challenges due to variations in public sector settings.
power. politics, networking and negotiationFaixa Majid
This document provides an overview of Chapter 4 from a course on influencing: power, politics, networking, and negotiation. The chapter covers the differences between position power and personal power, the various bases of social power, how power and politics are related, the steps in the networking and negotiation processes, and key terms. It also includes case studies on organizational politics and power in decision making, the importance of networking for career success, and how poor execution can undermine an otherwise good negotiation strategy.
Stakeholder engagement involves identifying those who may be affected by or can influence project decisions, and actively involving them through a two-way process of providing information and seeking input. It is important for effective decision making, building trust, and reducing potential conflicts or issues. Key tools for stakeholder engagement include identifying stakeholders and assessing their interests and power over the project, creating matrices to define roles and responsibilities, and visualizing dependencies to help manage relationships between teams. Regularly reviewing engagement tools helps ensure all important stakeholders are involved and potential blockers are addressed.
The 10th CSR Summit focused on selecting stakeholders and stakeholder engagement. Key points included identifying an organization's stakeholders, mapping and grouping stakeholders, and determining appropriate participation methods. It is important to engage with stakeholders through respectful dialogue and follow-through on commitments. DUBAL's stakeholders include employees, customers, government bodies, business associates/suppliers, and the community.
The document discusses four quality tools that can help project managers determine appropriate actions: force field analysis, brainstorming, affinity diagrams, and nominal group technique. It provides detailed descriptions of each tool, including steps for how to implement them and advantages/disadvantages. Force field analysis involves identifying forces for and against change, developing action plans to alter those forces, and changing the balance. Brainstorming aims to generate ideas freely without criticism. Affinity diagrams organize unstructured ideas into groups. Nominal group technique develops consensus on priority rankings without bias.
Brian Warner covers all of the details you need to know about how to effectively work with an open source foundation so you can maximize the value your company gains.
Bi ipresentationon organisationalstructure18thaugust2011Brian Andrews
The document discusses organizational design approaches and loose versus strong organizational structures. It presents the six facets of Org2 design - purpose, principles, practices, participants, processes, and pieces. Examples are given for how a loose and strong structure could work in practice for an innovation organization. Strengths, weaknesses, opportunities, and threats are listed for each structure type. The document aims to analyze different organizational design models and considerations for structure.
The document discusses organizational design approaches and loose versus strong organizational structures. It presents the six facets of Org2 design - purpose, principles, practices, participants, processes, and pieces. Examples are given for how a loose and strong structure could work in practice for an innovation organization. Strengths, weaknesses, opportunities, and threats are listed for each structure type. The document aims to analyze different organizational design models and considerations for structure.
Managing stakeholders from the disengaged to the difficultMahmoud Ghoz
In this presentation, I will show you how to manage stakeholder engagement is the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
In this presentation, you can find
1. What do we mean by stakeholders?
2. Who are the stakeholders in any project?
3. Methods to identify the Stakeholder
4. Are the stakeholders equally important?
5. Why do you need to classify them?
6. The Salience Model
7. Power-Interest Matrix
8. Influence and Interest stakeholder matrix
9. Power-Interest-attitude Matrix
10. Stakeholder attitude and knowledge map
11. Stakeholder Power-Interest-attitude and knowledge
12. How to deal with different stakeholder
You will find also Bonus Slides about National Culture and management
Composition and initiation of agricultural innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
This document discusses novel organizational models and adapting to change and novelty. It covers:
1) Two sources of entropy that organizations face: external factors like customers/society and internal factors like employees/innovation.
2) Ways that organizations can create novelty including self-organization, pattern emergence, diversity, and power relations between members.
3) The dichotomy between organizational adaptation and selection when facing change, and that the constraints are time internally and uncertainty externally.
4) Developing ambidexterity through absorptive capacity, a culture of debate and decision making, and using lean startup methodology with minimum viable products and pivoting.
5) Emergent organizational models like agile
الخطوة الأخيرة عند تحضير عرض جماعي
كتابة محضر الاجتماع مع نقاط العمل.
تحديد الموعد النهائي لإنجاز المهمات.
تقسيم المسئولية بالتساوي.
توزيع محضر الاجتماع على الأفراد.
Thinking entrepreneurially both internally and externally (dhcd, 12 6-17)Marty Kaszubowski
1. Innovation and entrepreneurship can happen anywhere and by anyone, but thriving requires an active community outside of where the work is done.
2. Culture is more important than strategy, as a collaborative, non-zero-sum culture that values learning from mistakes will better support innovation.
3. While funding is important, building and maintaining a community is key, as communities provide access to talent, advice, capital and networks that entrepreneurs need to succeed. Thriving communities also facilitate "managed serendipity".
Matrixed structure is characterized by employees having a dual reporting relationships. Bhaskar Thyagarajan explores ways to improve team efficiency and collaboration in complex matrixed organizations.
A Complexity-based approach to Enterprise ArchitectureMikkel Brahm
History is just one damn thing after another (Churchil). We are a technology developing species, but struggle with understanding the differences between human and mechanical behaviour. We idealize stability and predictability, which are traits of mechanisms. Could that play a role in the popularity of Systems Theory as an explanation model also for how humans organize what they do together? I believe we are stuck in a particular way of thinking which leads us astray when trying to understand organizational changes, communication, and political games. So how do we become better at playing games including political games in general? Particularly, how should we approach innovation that encompass changes for both mechanisms and humans?
Strategic planning should be an opportunity for the whole organization to learn from itself (and others) about its choices, to develop a stronger consensus, and to cultivate increased engagement among its various stakeholders. However, it is often left in the hands of a small group of senior managers. How can you involve more of the organization, effectively and efficiently, in creating or revising your plans?
The starting point for engagement is a carefully designed strategic planning retreat. There are various choices you can make in preparing for an effective retreat. These choices can be implemented using various structural tools so that the meeting is productive and contributes to a strategic planning process that yields plans that all understand and are aligned to implement. Rick and Sam will share examples and tools for working on strategic planning with groups from 12 to 200 in size.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Max Weber developed the bureaucratic theory of organizational design, which proposes that bureaucracy is the most efficient form of organization. Key principles of bureaucratic theory include job specialization, a formal authority hierarchy, formal rules and regulations, impersonality, and career orientation. Bureaucratic organizations typically have a clear division of labor, standardized processes, and decisions made based on technical competence rather than personal relationships. However, bureaucracies are also criticized for being rigid and inflexible with an overemphasis on rules. Modern organizational designs have evolved to incorporate principles like project-based, matrix, and horizontal structures to balance efficiency with flexibility, collaboration, and innovation.
Client-consultant relationship is a fundamental piece in the puzzle of successful consultation. Soft systems thinking provides a powerful framework to conceptualize and make sense of such relationships, clarifying mutual commitment and demonstrates collaborative values.
This document discusses power and decision making in public organizations. It covers several key points:
1) Power comes from various sources like control over resources or expertise, and influences decision outcomes and organizational effectiveness. Understanding power dynamics is important.
2) Decision making is complex due to unclear goals, constraints, and political factors. Models include fully rational approaches, incrementalism, and garbage can theory where problems and solutions are loosely connected.
3) Strategic management tools like environmental scans, SWOT analyses, and Miles and Snow typologies can help organizations develop strategies to achieve goals given their context. However, applying theories faces challenges due to variations in public sector settings.
power. politics, networking and negotiationFaixa Majid
This document provides an overview of Chapter 4 from a course on influencing: power, politics, networking, and negotiation. The chapter covers the differences between position power and personal power, the various bases of social power, how power and politics are related, the steps in the networking and negotiation processes, and key terms. It also includes case studies on organizational politics and power in decision making, the importance of networking for career success, and how poor execution can undermine an otherwise good negotiation strategy.
Stakeholder engagement involves identifying those who may be affected by or can influence project decisions, and actively involving them through a two-way process of providing information and seeking input. It is important for effective decision making, building trust, and reducing potential conflicts or issues. Key tools for stakeholder engagement include identifying stakeholders and assessing their interests and power over the project, creating matrices to define roles and responsibilities, and visualizing dependencies to help manage relationships between teams. Regularly reviewing engagement tools helps ensure all important stakeholders are involved and potential blockers are addressed.
The 10th CSR Summit focused on selecting stakeholders and stakeholder engagement. Key points included identifying an organization's stakeholders, mapping and grouping stakeholders, and determining appropriate participation methods. It is important to engage with stakeholders through respectful dialogue and follow-through on commitments. DUBAL's stakeholders include employees, customers, government bodies, business associates/suppliers, and the community.
The document discusses four quality tools that can help project managers determine appropriate actions: force field analysis, brainstorming, affinity diagrams, and nominal group technique. It provides detailed descriptions of each tool, including steps for how to implement them and advantages/disadvantages. Force field analysis involves identifying forces for and against change, developing action plans to alter those forces, and changing the balance. Brainstorming aims to generate ideas freely without criticism. Affinity diagrams organize unstructured ideas into groups. Nominal group technique develops consensus on priority rankings without bias.
Brian Warner covers all of the details you need to know about how to effectively work with an open source foundation so you can maximize the value your company gains.
Bi ipresentationon organisationalstructure18thaugust2011Brian Andrews
The document discusses organizational design approaches and loose versus strong organizational structures. It presents the six facets of Org2 design - purpose, principles, practices, participants, processes, and pieces. Examples are given for how a loose and strong structure could work in practice for an innovation organization. Strengths, weaknesses, opportunities, and threats are listed for each structure type. The document aims to analyze different organizational design models and considerations for structure.
The document discusses organizational design approaches and loose versus strong organizational structures. It presents the six facets of Org2 design - purpose, principles, practices, participants, processes, and pieces. Examples are given for how a loose and strong structure could work in practice for an innovation organization. Strengths, weaknesses, opportunities, and threats are listed for each structure type. The document aims to analyze different organizational design models and considerations for structure.
Managing stakeholders from the disengaged to the difficultMahmoud Ghoz
In this presentation, I will show you how to manage stakeholder engagement is the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
In this presentation, you can find
1. What do we mean by stakeholders?
2. Who are the stakeholders in any project?
3. Methods to identify the Stakeholder
4. Are the stakeholders equally important?
5. Why do you need to classify them?
6. The Salience Model
7. Power-Interest Matrix
8. Influence and Interest stakeholder matrix
9. Power-Interest-attitude Matrix
10. Stakeholder attitude and knowledge map
11. Stakeholder Power-Interest-attitude and knowledge
12. How to deal with different stakeholder
You will find also Bonus Slides about National Culture and management
Composition and initiation of agricultural innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
This document discusses novel organizational models and adapting to change and novelty. It covers:
1) Two sources of entropy that organizations face: external factors like customers/society and internal factors like employees/innovation.
2) Ways that organizations can create novelty including self-organization, pattern emergence, diversity, and power relations between members.
3) The dichotomy between organizational adaptation and selection when facing change, and that the constraints are time internally and uncertainty externally.
4) Developing ambidexterity through absorptive capacity, a culture of debate and decision making, and using lean startup methodology with minimum viable products and pivoting.
5) Emergent organizational models like agile
الخطوة الأخيرة عند تحضير عرض جماعي
كتابة محضر الاجتماع مع نقاط العمل.
تحديد الموعد النهائي لإنجاز المهمات.
تقسيم المسئولية بالتساوي.
توزيع محضر الاجتماع على الأفراد.
Thinking entrepreneurially both internally and externally (dhcd, 12 6-17)Marty Kaszubowski
1. Innovation and entrepreneurship can happen anywhere and by anyone, but thriving requires an active community outside of where the work is done.
2. Culture is more important than strategy, as a collaborative, non-zero-sum culture that values learning from mistakes will better support innovation.
3. While funding is important, building and maintaining a community is key, as communities provide access to talent, advice, capital and networks that entrepreneurs need to succeed. Thriving communities also facilitate "managed serendipity".
Matrixed structure is characterized by employees having a dual reporting relationships. Bhaskar Thyagarajan explores ways to improve team efficiency and collaboration in complex matrixed organizations.
A Complexity-based approach to Enterprise ArchitectureMikkel Brahm
History is just one damn thing after another (Churchil). We are a technology developing species, but struggle with understanding the differences between human and mechanical behaviour. We idealize stability and predictability, which are traits of mechanisms. Could that play a role in the popularity of Systems Theory as an explanation model also for how humans organize what they do together? I believe we are stuck in a particular way of thinking which leads us astray when trying to understand organizational changes, communication, and political games. So how do we become better at playing games including political games in general? Particularly, how should we approach innovation that encompass changes for both mechanisms and humans?
Strategic planning should be an opportunity for the whole organization to learn from itself (and others) about its choices, to develop a stronger consensus, and to cultivate increased engagement among its various stakeholders. However, it is often left in the hands of a small group of senior managers. How can you involve more of the organization, effectively and efficiently, in creating or revising your plans?
The starting point for engagement is a carefully designed strategic planning retreat. There are various choices you can make in preparing for an effective retreat. These choices can be implemented using various structural tools so that the meeting is productive and contributes to a strategic planning process that yields plans that all understand and are aligned to implement. Rick and Sam will share examples and tools for working on strategic planning with groups from 12 to 200 in size.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
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Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
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With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
2. The Need
• Freelance work is expanding. 40-50% of US workforce
by 2020
• Hierarchies are optimized for predictability.
Freelancers are temporary teams assembled from a
network.
• Holacracy and sociocracy are heavy weight and slow
to scale. Hard to learn while starting a new venture.
• If only there were a lightweight open source solution.
3. Pioneers of Self-Org
• Cybernetics - Norbert Weiner
• Sociocracy - 60s and 70s governance by consent
• Visa - Chaordic Organization Principles
• Valve - the flat org that votes with its feet
• Morning Star - networks of CLOUs
• Github - asynchronous developer culture
• Enspiral - culturally driven self-management
• Holacracy - Zappos, Medium - formalized system of self-organization
4. Originating Thoughts
• “You need people who are adaptable because the thing that makes you the
best in the world in one generation of games is going to be totally useless in
the next. So specialization in gaming is sort of the enemy of the future. We
had to think about if we’re going to be in a business that’s changing that
quickly, how do we avoid institutionalizing one set of production methods in
such a way that we can’t adapt to what’s going to be coming next.” - Gabe
Newell, Valve Software
• “The business changes. The technology changes. The team changes. The
team members change. The problem isn't change, per se, because change
is going to happen; the problem, rather, is the inability to cope with change
when it comes.” - Kent Beck, Extreme Programming Explained
• “These people are leaving for home where they will manage their lives, why
not here at work?” - Chris Rufer, Founder & CEO of Morning Star
5. Ostrom’s Principles
• Clearly defined boundaries (effective exclusion of external un-entitled parties);
• Rules regarding the appropriation and provision of common resources that are
adapted to local conditions;
• Collective-choice arrangements that allow most resource appropriators to participate
in the decision-making process;
• Effective monitoring by monitors who are part of or accountable to the appropriators;
• A scale of graduated sanctions for resource appropriators who violate community
rules; Mechanisms of conflict resolution that are cheap and of easy access;
• Self-determination of the community recognized by higher-level authorities; and
• In the case of larger common-pool resources, organization in the form of multiple
layers of nested enterprises, with small local CPRs at the base level.
6. Exploring Adaptability
• What are the attributes of an organization that can
respond to internal and external change?
• What values would you want your adaptive
organization to reflect?
• How can an organization allow for spontaneous
leadership?
7. • Your group of 2-20 people needs a clear way to fulfill its
purpose, make decisions, get things done, and respond to
change.
To fit your values your constitution must be egalitarian.
In order to respond to change and adapt to your unique context
you must be able to evolve your constitution.
To learn from other groups you need to be able to share
innovations freely.
In order to build capacity rapidly with changing team members
your constitution must also be simple.
Why a Constitution?
8. Beta Constitution
• Egalitarian
• Respond to change with evolution
• Freely sharable to accelerate learning
(open source)
• Simple to allow capacity building
• Github workflow for devs
• In keeping with Ostrom’s principles
9. What goes into a successful
constitution?
• Agree on how the group will make decisions that apply to the whole group. This
essential agreement allows you to decide on the other agreements. It also
typically requires consensus for adoption.
• Agree on how people will enter into agreements with each other
• Agree on how a person is permitted to participate in group decision making
• Agree on how individuals are permitted to use common resources (e.g. money, a
car)
• Agree on how disputes between two people will be resolved
• Agree on how people prioritize what they spend their time on
• Agree on how sanctions are enforced for people who do not follow the
agreements
12. Freedom To Fulfill The
Purpose
• You are free to take any action that fulfills the
purpose of the organization and the roles that you
hold - as long as you do not break a Rule; and you
seek to uphold the values and principles of the
constitution.
13. In Person Proposals
• A Facilitator facilitates the process if it is an in person meeting. If no Facilitators are present, someone else can
step up to facilitate but that person should not merge pull requests at the end.
• For each un-merged proposal pull request, the facilitator takes these steps:
• The person experiencing the need for change (the author of the pull request) reads their proposal to the group
of affected people. They explain why the change is needed and what the proposal is, and why it is un-merged.
• The facilitator asks if anyone has clarifying questions and lets people ask their questions and get answers.
• The facilitator asks each group member for a reaction. A simple "no reaction" or a thumbs up is perfectly
acceptable and speeds the process up.
• The facilitator asks each group member whether they object or not. The group member responds with
“objection” or “no objection”. Only objections that are based on the belief that the proposal would cause
significant harm are valid. Valid objections are resolved between the proposer and the objector. The proposer
chooses how to amend their proposal based on suggestions. Modified proposals are then re-presented to the
group for objections.
• If there are no valid objections then the proposal is adopted.
• The Facilitator merges the pull request.
14. Github Proposals
• The proposer creates a new github pull request for the proposal.
• The tension that is to be addressed by the proposal is a) included in the commit message for Roles or
b) as part of the description of a Rule.
• The change is announced to all Members on the slack #governance channel.
• Members can respond with clarifications, reactions, and blocking objections. Any Member can abstain
from participating.
• Valid objections must include a reason that the proposal is believed to be harmful and not safe enough
to try; it must also include either 1) a thumbs down emoji 2) the words "objection" or 3) a "-1".
• Any facilitator can decree that the proposal is adopted if there is evidence that the final proposal has
been seen by those who are significantly affected and there are no valid objections to the final version
of the proposal for two days.
• Anyone can request that the pull request be discussed in-person in the next governance meeting.
• The proposer or facilitator can require that the pull request be discussed in-person in the next
governance meeting.
15. Weaknesses / Controversies
• Budgeting - who can spend budget? Fix: roles with budgets and ROI
expectations.
• Titles - people need career progression based on titles not roles. Fix:
just have a title that you use in the external world.
• Voting - voting can kill innovation. Favor distributing authority to
domain experts over flattening of opportunity through majority voting.
• Long governance meetings. Fix: use pull request or async tools.
Concerned people meet to resolve difficult proposals that they have a
stake in.
• Governance process is blockable - low risk in small groups, high risk in
DCOs.
16. Next
• Making proposals easy in slack
• Make all proposals decidable
• Integration with crypto equity, block chain voting,
and DCOs - see SwarmBot