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Выбор редакции
30 апреля, 11:30

Ona Gritz: 'I had spent more than enough time hiding and pretending'

For years, the poet and author tried to keep her cerebral palsy secret, until motherhood and a new love taught her to make peace with her body and share her experienceThere are ways to cover for the fact that you can’t run like the other kids, or skate, or climb fences, or ride your flowered banana seat bike without training wheels. My own strategy was to suggest alternatives, offering to bring out a board game, colouring books and crayons, or my brand new, unopened jigsaw puzzle with the picture of a farm scene on its box. If my friends countered by asking to play hopscotch, a game that would require each of us to stand first on one foot, which I could do fine, then on the other, which I couldn’t do at all, I’d act like the idea was too dull to consider. If they suggested we play cards, I’d say yes, but reluctantly, willing someone else to insist on shuffling since it takes two good hands to bend and riffle each half of the deck. More often I told them, truthfully, that I’d rather grab our dolls and play house or store or any other game of pretend. Pretending, after all, was the thing I was best at. It was the magic that allowed me to inhabit any capable, agile, graceful body I chose. Continue reading...

Выбор редакции
28 апреля, 19:37

Маркетинг и коммуникации Сбербанка возглавила экс-советник Шойгу Татьяна Завьялова

Директором департамента маркетинга и коммуникаций Сбербанка в должности старшего вице-президента назначена экс-советник министра обороны Сергея Шойгу Татьяна Завьялова. Об этом говорится в сообщении кредитной организации.«Переход на управление по принципу agile (методология управления, где каждый участник может внести изменения...

28 апреля, 19:26

Бывший советник Шойгу занял пост старшего вице-президента Сбербанка

Бывший советник министра обороны РФ Татьяна Завьялова назначена директором департамента маркетинга и коммуникаций Сбербанка в должности старшего вице-президента. Об этом сообщает пресс-служба кредитной организации.

28 апреля, 18:20

Департамент маркетинга и коммуникаций Сбербанка возглавила Татьяна Завьялова

Директором департамента маркетинга и коммуникаций Сбербанка в должности старшего вице-президента назначена Татьяна Завьялова. Как уже сообщал портал Банкир.Ру, утверждение кандидатуры Завьяловой планировалось до конца апреля. До того как принять предложение о работе в Сбербанке, Татьяна Завьялова занимала должность советника министра обороны РФ и руководящие посты в ряде крупных медиахолдингов , - говорится в сообщении кредитной организации. Как пояснил президент, председатель правления Сбербанка Герман Греф, переход на управление по принципу agile требует максимально креативной работы в маркетинге. Он выразил надежду, что Завьялова поможет вывести коммуникации Сбербанка на новый уровень . Ранее предложение от Сбербанка получала Марианна Максимовская. Действительно, получала предложение от президента Сбербанка, однако моя работа меня не отпустила , - подтверждала она.

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28 апреля, 15:42

Обзор таск-менеджеров для Agile-компании

Технический директор компании Phobos Константин Даруткин о плюсах и минусах инструментов MeisterTask, TaskWorld, Trello и других.

27 апреля, 18:05

Fiserv (FISV) Q1 Earnings and Revenues Surpass Estimates

Fiserv Inc.'s (FISV) first-quarter 2017 adjusted earnings from continuing operations of $1.25 per share beat the Zacks Consensus Estimate of $1.18 and improved 17.9% from the year-ago quarter.

27 апреля, 12:05

How to Act Quickly Without Sacrificing Critical Thinking

An unbridled urgency can be counterproductive and costly. If you’re too quick to react, you can end up with short-sighted decisions or superficial solutions, neglecting underlying causes and create collateral damage in the process. But if you’re too deliberative and slow to respond, you can get caught flat-footed, potentially missing an opportunity or allowing an emergent challenge to consume you. To balance these two extremes, you need reflective urgency — the ability to bring conscious, rapid reflection to the priorities of the moment — to align your best thinking with the swiftest course of action. In my work, coaching leaders at every level through a variety of management dilemmas, I’ve developed three strategies to practice reflective urgency: Diagnose your urgency trap. To get started, you need to identify what’s limiting your quality thinking time — the habitual, unconscious, and often counterproductive ways that you push harder to get ahead when you feel the pressure of too many demands. Common urgency traps include: ending one meeting prematurely, only to rush to the next one with more unfinished business; multitasking during work that requires your complete presence and full attention, which only diminishes the quality and accuracy of your output; saying yes to projects that dilute your contribution and burn your energy, when selectively saying no is the wiser choice. Traps like these keep you stuck in triage mode. In this mindset, taking time out to reflect on your intentions and actions feels like a luxury you can’t afford. Related Video Identify Your Thinking Style It depends on two factors. Save Share See More Videos > See More Videos > But if you’re able to spot your trap, then you can stop the self-defeating habits that keep you in a constant state of elevated urgency. For example, Jenna was a new manager struggling to adjust to the dueling pressures of delivering her own work, while keeping the team accountable for theirs. Trying to get it all done without any drop in performance, her urgency trap was an involuntary shift to extreme command-and-control. In her words, “Everything felt like an urgent crisis, so I acted like it was.” This mindset triggered knee-jerk reactions to overinvolve herself in delegated work and to communicate harshly by bottom-lining every email, one-on-one conversation, and team discussion. The result was that her team felt increasingly micromanaged and less engaged in their contributions. And because Jenna’s conversations were all rushed and impersonal, she failed to deepen relationships and establish trust within the team. To stop leading with such an acute sense of urgency, Jenna made two changes. First, she got better at learning from her own experience. When demand spiked and she felt the instinct to control things as a means of staying ahead of the curve, she got out of her own way and followed through on previous delegation. Before sending an email to demand a progress update, she paused to review the timeline and task completion agreement already in place. This helped her avoid micromanaging the team, and it freed up time for her to focus on the big picture. Second, Jenna implemented a new communication habit to shift her leadership presence from cold and excessively direct to engaging and supportive. Before each conversation or meeting, she quietly considered two questions: What impact do I want to have on my team right now? When I walk out of the room, what words do I want them to use to describe my influence? For Jenna, these two questions were straightforward enough to start applying immediately. The reflective act of pausing, to review delegation agreements and to consider her communication impact, was enough to jolt her out of the autopilot mode fueled by her urgency trap. Once you diagnose your own urgency trap, you can bring the same thoughtful reflection to your critical moments to disrupt the pattern. If you’re unaware of what your trap is, answer the following prompt to explore it: “When the demands I face increase and my capacity is stretched thin, a counterproductive habit I have is….” Once you pinpoint the initial behavior, the unproductive thinking that holds it in place will be evident. Bring focus to the right priorities. Another problem is the unconscious tendency to focus on less important work, because we enjoy it or we’re good at it, at the expense of our highest priorities. Chris Argyris, the influential MIT professor and organizational thinker, showed how routine behaviors like this can become accepted norms when we fail to recognize and challenge ourselves to address them. This was true for Marcus, a senior leader who developed a habit of obsessing over administrative tasks. The busier he got, the more he slipped into tactical mode, in order to get things checked off his to-do list as quickly as possible. It helped him feel productive, but failing to delegate these tasks meant he never had time to focus on longer-term, strategic issues. To shift this pattern, Marcus applied a quick reality test during pivotal moments of transition throughout his day. The task was to fill in the blanks to complete this sentence: “I’m tempted to work on…, but I know I should focus on…” On the surface, this question seems obvious. But for Marcus, it was precisely the simplicity and ease of application that helped him combine reflection with quick action. The thoughtfulness embedded in the statement triggered a deliberative choice, one dictated not by the urgencies of the moment or easy tasks that felt gratifying to accomplish, but by his honest assessment of his highest priorities. Avoid extreme tilts. In a perfect world, you would fluidly pivot from reflection to action, but that’s not the world you inhabit. You cannot reduce the demands you face, nor can you afford to attack them with the reckless abandon of unchecked urgency. But you can recognize that not every issue requires the same approach. Depending on the situation, you can consciously, and subtly, turn down or dial up the required elements of reflection and urgency. Haruto was the VP of sales for a technology company. In the midst of a major new product launch, he knew that he had to think very carefully about his team’s strategy, but the pressure of impossible deadlines was constant. As a result, Haruto vacillated between the extremes of thoughtful reflection and urgent action. On some issues he flexed toward too much deliberation, got lost in the details, and became bogged down with analysis paralysis. As a result, he appeared aloof and indifferent to others, and his response to emerging issues was slow and ineffective. But with other issues, he swung toward urgency. With a mindset of “react first, think later,” Haruto spent more time cleaning up his hasty decisions than he did making them. Haruto recognized that he needed to stop the pendulum swing and focus more on the subtle tilts toward greater urgency in some cases and a reflective stance in others. To do this, he used a 60/40 breakdown as a logic model to increase his situational agility. For each initiative, he assessed whether success relied more on urgent action or thoughtful reflection. If he determined that a 60% focus on action was required (e.g., for tactical, routine work), Haruto would shrink the time and attention devoted to the work in order to favor efficiency. But if deliberation mattered more and action was only valued at 40% (e.g., for relationship-defining moments, innovation-specific work, etc.), he expanded the time and deepened his focus to allow for dynamic thinking. In some cases this was as simple as adding 20 minutes to an agenda to avoid the temptation to rush and leave half-considered issues on the table. In other instances it was a matter of scheduling shorter meetings, or setting self-imposed timelines to not get lost in the weeds. As you evaluate your daily responsibilities, avoid the temptation to treat every initiative the same. Knowing that you need the best of both — and that a perfect 50/50 split is unrealistic — make the subtle tilts toward reflection and action as needed to get the balance right. Like Jenna, Marcus, and Haruto, you can take these steps, at any time and in any sequence, to increase your capacity for reflective urgency. When you combine these microreflections with a heightened sense of urgency, your decisiveness and speed to impact will not be at the mercy of the counterproductive habits and unconscious oversights that occur when you act without your best thinking.

26 апреля, 19:06

OracleVoice: Beware The Top 3 Obstacles To Modernizing Finance Departments

Most CFOs who responded to a recent survey say their finance organizations do not provide the support their businesses need to operate with agility.

25 апреля, 21:45

Playing The Game To Win - "I Made My Money By Selling Too Soon"

Authored by Michael Lebowitz via 720Global.com, What Rick Barry and the Atlanta Falcons can teach us about risk management “Something about the crowd transforms the way you think” – Malcolm Gladwell - Revisionist History With 4:45 remaining in Super Bowl LI, Matt Ryan, the Atlanta Falcons quarterback, threw a pass to Julio Jones who made an amazing catch. The play did not stand out because of the way the ball was thrown or the  agility that  Jones employed to make the catch, but due to the fact that the catch easily put the Falcons in field goal range very late in the game. That reception should have been the play of the game, but it was not. Instead, Tom Brady walked off the field with the MVP trophy and the Patriots celebrated yet another Super Bowl victory. NBA basketball hall of famer Rick Barry shot close to 90% from the free throw line. What made him memorable was not just his free throw percentage or his hard fought play, but the way he shot the ball underhanded, “granny-style”, when taking free throws. Every basketball player, coach and fan clearly understands that the goal of a basketball game is to score the most points and win. Rick Barry, however, was one of the very few that understood it does not matter how you win but most importantly if you win. The Atlanta Falcons crucial mistake and Rick Barry’s “granny” shooting style offer stark illustrations about how human beings guard their egos and at times do imprudent things in order to be viewed favorably by their peers and the public. It is this protective behavioral trait, rooted in the fear of being different, that frequently weighs on our ability to make decisions that are in our best interests. As equity markets climb to levels that have previously been associated with historic financial bubbles, and portend massive drawdowns, this article is another way of reminding investors that the ability to suppress the ego is needed if one is to mitigate the potential consequences of the current market bubble. As previously discussed in Limiting Losses, controlling drawdowns is paramount to compounding and long-term wealth accumulation. Dan Quinn The story of Super Bowl LI will go down as a miraculous comeback and one of the greatest games ever. It could have easily been a relatively boring blow-out, with the commercials and halftime attraction garnering the fans memories. When Julio Jones completed his astounding catch to give the Falcons a first down on the Patriots 23 yard line, Falcons coach Dan Quinn had a decision to make. It was not really a football decision but a basic judgement of risk and reward. He could conform to the conventional path and keep the drive alive in an effort to score a touchdown or he could have had quarterback Matt Ryan take a knee for three straight plays, force the Patriots to use their timeouts, and kick a field goal. With either decision, a score would have, in all likelihood, sealed a victory. Quinn elected to go for the touchdown. Unfortunately, a quarterback sack and a holding penalty in the series pushed the Falcons backwards to midfield and turned an easy field goal attempt into a punt. The Patriots got the ball back and proceeded to tie the game, sending it to overtime where they ultimately stunned the Falcons. Rick Barry Malcolm Gladwell, in his podcast series Revisionist History – The Big Man Can’t Shoot, highlights how ego, pride and the opinion of the masses can prevent us from doing the right thing. The focal point of the narrative is NBA Hall of Famer Rick Barry who had a storied professional basketball career that included being named rookie of the year, 12 all-star game appearances, and an NBA championship. In 1980, at the time of his retirement, his 90% career free throw percentage was the highest in NBA history. Despite all of his accomplishments, Barry is best known by most people as the guy who shot free throws underhanded. In 1962, Wilt Chamberlin scored 100 points in a single game, which to this day stands as a record. Less well known is that, in that same game, he made 28 free throws which is also a single game record. Chamberlin, a career 51% free thrower shooter, shot 88% from the free throw line on that record-breaking night. It was not a fluke. That was the only game of his career that he shot free throws underhanded. Despite his historic achievement that night, he never shot underhanded again. In his words “I felt silly, like a sissy shooting underhanded. I know I was wrong. I know some of the best foul shooters in history shot that way. Even now the best one in the NBA, Rick Barry, shoots underhanded, I just couldn’t do it.”    Like Wilt, NBA legend Shaquille O’Neal (“Shaq”) was a terrible free throw shooter. Shaq shot free throws at a paltry 52% while the remainder of league averaged approximately 75% from the “charity stripe”. His shooting percentage was such a liability that, in close games, opposing teams adopted a strategy called “Hack-a-Shaq.” This strategy forced Shaq to the free throw line allowing the opposing team to take advantage of his pathetic free throw shooting. One would think that, given this glaring fault, he would welcome tips for improvement. Rick Barry once approached Shaq about trying his underhand style. Shaq’s reply was “I’d rather shoot zero.” In Gladwell’s podcast, Barry explains why shooting underhanded is not only more natural but produces a softer shot which increases the probability of it going through the hoop. Despite the rewarding mechanics behind the shot and the proven success of Rick Barry as well as others before him, Shaq, Wilt and virtually every other professional and collegiate basketball player refuse to shoot underhanded. Gladwell gives his two cents about refusing to shoot underhanded by stating: “This is doing something dumb even though you’re aware you are doing something dumb.” Those prescient words are worth contemplating. Connecting Field Goals and Free Throws to Investing There are times in life when human beings are so enamored with appearances, driven by our egos and not wanting to appear different, that we do not properly consider the consequences of our actions. Some might consider “settling” for a field goal to be cowardly.  Yet, had the Atlanta Falcons coaches been able to suppress their “fears”, it is very likely they would be Super Bowl LI champions.  Taking the risk of playing for the extra four points, offered by a touchdown, cost them dearly.  Had Wilt Chamberlain been less sensitive to what other people thought and been willing to shoot under handed, he would have raised his per game scoring average by three points and would have the highest career scoring average in the NBA (assuming shooting underhanded allowed him to raise his career free throw percentage from 51% to the league average 75%).  As it stands, he is number two behind Michael Jordan by 0.05 points per game. Similarly, had Shaquille O’Neal been able to put winning above his ego, he certainly would have lead his teams to more victories and possibly additional championships.  Assuming Shaq shot underhanded and made 75% of his free throws instead of 52%, he would have raised his career scoring average by two points per game which would have vaulted him from #21 on the all-time scoring list into the top 10! Let us consider how Quinn, Barry, Chamberlain and O’Neal reflect the consensus investment perspective. The equity market stands at valuations rarely seen before and ones that have historically been accompanied by tremendous drawdowns. Investors, failing to consider the risks, appear eager to run up the score even further. While “greed is good” as Gordon Gekko said, reaching for nickels in front of a steam roller can be hazardous to your health (and wealth). If investors are staying fully invested because they believe that valuations can stay elevated and Trump’s pro-growth policies can overcome enormous economic and political headwinds that is a highly speculative and very risky posture. However, there are likely a majority who do not understand the magnitude of risk in the markets and instead are following the herd. If equity market valuations were to normalize, there is compelling precedence for a decline of 50% or more. One could waste precious years riding the market lower and then waiting even longer for the market to recover. One could also take some chips off the table and have those funds available in the future when the market presents a more equitable risk-return tradeoff. Investing is a long-term proposition.  Wealth is most effectively compounded when one limits their losses even at the expense of foregoing some gains. The graph below shows that as percentage losses grow, the percentage gain required to compensate for the respective loss is increasingly larger than the loss. For example, an investor facing a 50% loss, would need to have a 100% gain to break even. Importantly, the graph does not account for the time and opportunity cost that such a process entails to say nothing of the anxiety. Summary “I made my money by selling too soon” – Bernard Baruch There is no doubt that the market can grind higher to more dizzying valuations. However, there is also strong historical evidence that this market will normalize to average valuations. In the wisdom of Bernard Baruch, there are times when you “make your money” by not losing it. Perhaps more importantly, you preserve the ability to buy when better opportunities present themselves. Investors can kick the field goal, shoot underhanded, decrease their exposure to stocks and sit on unrewarding cash balances. Conversely, they can hope that the market continues to do as it has over the past eight years. Given the lesson of the last Super Bowl, is the opportunity cost of forgoing the additional gains worth the price of losing potentially much more? The media, your broker and maybe your friends will tell you to let it ride. Like Shaq, you may decide it is not worth the ridicule to be prudent. Or, like Rick Barry, you may elect to ignore popular opinion knowing excellence and results are what matter most.  Our recommendation is to weigh the benefits and consequences, do your best to ignore peer pressure and play the game to win.

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25 апреля, 20:05

Сбербанк планирует полностью перейти на гибкую методику управления проектами до конца 2017 г.

Сбербанк планирует к концу 2017 г. завершить внедрение гибких методик в систему управления банком, сообщается в годовом отчете кредитной организации.«Сбербанк продолжит переход в agile-организацию (методология управления, где каждый участник может внести изменения в проект - прим. ред.) и до конца 2017 г. планирует перевести в...

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25 апреля, 17:18

ABBVoice: Should We Ignore The Robotics Revolution?

An increasing number of manufacturers are turning to more agile, digitally connected robot-based systems to answer the question ‘how do we continue to grow?’

25 апреля, 12:05

We Need to Ask How We Can Make Economic Growth More Inclusive

Some questions have what I like to call a catalytic quality. That is, they do for creative problem-solving what catalysts do in chemical processes: they dissolve barriers and accelerate progress down more productive pathways. Take the question that has lately been put on the political table because of the prosperity bind facing so many mature economies. Innovation abounds (especially in technology) and new value is being created hand over fist — yet the resulting wealth gains go to the few, while the many wind up financially worse off. Case in point, even if everyone benefits from the freer flow of information allowed by the internet, information alone can’t pay your heating bill or buy a new transmission for your car. As the costs of things like phone calls and televisions have dropped, the cost for basic necessities like food and housing has soared. This vexing global challenge causes me to wonder, “What if the world’s innovators turned their sights on solving this problem? Could we make growth more inclusive?” That’s a huge question, and I hope it’s a catalytic one. Drucker Forum 2017: Growth and Inclusive Prosperity This article is one in a series related to the 9th Global Peter Drucker Forum, taking place in November 2017 in Vienna, Austria. Many people are already trying to answer it. There’s Zeynep Ton’s path-breaking work on “why ‘good jobs’ are good for business.” There are people in the business community launching initiatives like I4J, a group that challenges the Silicon Valley tech community to “innovate for jobs.” Scholarly publications like the Journal of Management Studies put out calls for new research that could inspire enterprise-level change. Perhaps my favorite example is the MIT Inclusive Innovation Challenge. Now in its second year, it distributes cash prizes to inspiring organizations who “are using technology to reinvent work and create economic opportunity for people below the top rung of the economic ladder.” A top prizewinner for 2016 was a company not too far from MIT geographically — but in an industry that seems 100 years distant. It’s an apparel manufacturer called 99Degrees Custom. In a wonderful bit of symbolism, it is located in the historic Everett Mill in Lawrence, Mass., which the company does not exaggerate in calling “the birthplace of the U.S. Industrial Revolution.” In the midst of a new, twenty-first-century technological revolution, no workers are being made redundant by machines. Instead, by using robotics, lean processes, and agile systems, 99Degrees Custom is allowing new jobs to be created using “sew free and wearable technologies, on-demand manufacturing, and fastest-turn development and production cycles.” Company founder Brenna Schneider told The Boston Globe: “You hear a lot of fear about machines replacing our jobs and excitement about robots… But I see there is an incredible sweet spot between the machine and human side.” I’ve always been a believer in the principle of celebrating what you want to see more of. This prize competition does that. But there is something more that a well-constructed “challenge” gets right. Whether it’s Open IDEO’s ongoing challenges, or Elon Musk’s Hyperloop Challenge, or any of Peter Diamandis’s amazing, annual XPRIZE competitions (to name just a few), their power lies in posing a provocative question, and then flinging the doors wide to whoever can respond to it. The creative energy unleashed not only produces one winner — it engages a whole spectrum of people in a quest, and galvanizes the collective conviction that a solution must be found. Peter Drucker, long before me, championed the power of questions as the critical fuel behind high-impact challenges. “The most serious mistakes are not being made as a result of wrong answers,” he once observed. “The true dangerous thing is asking the wrong question.” (And since the lion’s share of my work is with corporate clients, this one also resonates: “My greatest strength as a consultant is to be ignorant and ask a few questions.”) I think that if Drucker were alive today, he would see this question—how can we ensure that we not only have growth, but that growth is inclusive?—as the right one for our times. It’s the kind of question that anyone can engage with, and one that may well require everyone’s engagement to solve and at the core, inquisitive leadership is ultimately inclusive leadership. Wouldn’t it be fitting, if our society’s biggest question about inclusion could only be answered through inclusion? This post is one in a series leading up to the 2017 Global Drucker Forum in Vienna, Austria — the theme of which is Growth and Inclusive Prosperity.

24 апреля, 22:32

Is Fiserv (FISV) Set to Surpass Estimates in Q1 Earnings?

Fiserv, Inc. (FISV) is set to report first-quarter 2017 results on Apr 26, after the closing bell.

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24 апреля, 19:08

OracleVoice: How ConnectOne Bank Got Agile And Co-Opted Fintechs

Oracle Cloud helps ConnectOne Bank save money and speed up external audits by automating data consolidation, financial analysis, and month-end close.

24 апреля, 16:18

Can Amphenol (APH) Continue its Earnings Momentum in Q1?

Amphenol Corporation (APH) is scheduled to report first-quarter 2017 results before the opening bell on Apr 26.

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23 апреля, 08:00

Cannondale Moterra LT 1: bike review | Martin Love

With a small but powerful Bosch engine, this electric bike is as agile and thrilling as a big catBosch makes kitchen and home appliances, gardening equipment, DIY tools... and it’s also the world leader when it comes to putting small, silent and very powerful engines into electric bicycles. This all-new mountain bike from Cannondale purrs uphill and roars downhill thanks to its Bosch Performance CX motor. The 500Wh battery pack is neatly concealed in the downtube. This does give the frame a slightly weird look, especially when you notice how the rear Fox shox has had to be accommodated. But don’t let that put you off. The low weight and advanced damping of the pro-grade suspension, combined with its full-throttle pedal assist, makes this bike as agile, balanced and thrilling as a big cat. And there is even room for a bottle cage… To find your nearest Cannondale dealer, visit dealerlocator.cannondale.com. Bosch provides the engine and battery for a wide range of e-bikes. To find your local Bosch dealer, go to bosch-ebike.com Continue reading...

22 апреля, 20:14

[Из песочницы] 7 препятствий для внедрения гибких методологий в больших организациях

Я работаю с большими компаниями, которые пытаются применить Agile, начиная со Scrum. Хотя каждая организация находится в своем секторе, использует разные технологии и имеет свою культуру управления, у всех была одна общая болезнь — своего рода «гигантизм». В этой статье содержится список общих проблем гибкости в больших организациях и исследуется возможность избежать симптома «гигантизма». На первый взгляд проблемы организации будут выглядеть как «слишком много задач» или «не достаточно ресурсов», или «нестабильная ситуация на рынке». При ближайшем рассмотрении, ключевые причины окажутся дурными привычками, сформировавшимися «рефлексами» и заблуждениями. Одна из очень известных компаний, которая была примером успешного применения Scrum в 1997 году, обратилась за помощью в Danube Technologies, Inc. в 2009 году, потому что «рынок» показал, что они оказались менее гибкими, чем конкуренты. Начинания по внедрению Scrum, которые начались 1997 году, по-видимому, не могли выдержать десятилетие сосуществования с проблемами, присущими крупным предприятиям. К сожалению, большинство попыток внедрить Scrum в крупных организациях не приводит к долговременным преобразованиям. Препятствия для внедрения Scrum обычно также мешают достижению успеха в бизнесе в целом, а устоявшиеся организации обычно неохотно избавляются от них. Препятствие #1: Наивный менеджмент ресурсов В Руководстве PMBOK написано: «зачастую возникает необходимость увеличения бюджета, чтобы добавить дополнительные ресурсы для выполнения того же объема работ в более сжатые сроки» В отношении программного обеспечения, Фред Брукс (в книге «Мифический человеко-месяц») дает утверждение, которое противоречит предыдущему: «Если проект не укладывается в сроки, то добавление рабочей силы задержит его еще больше» Чтобы разрешить этот парадокс, давайте рассмотрим определение «ресурса». Читать дальше →

21 апреля, 16:00

How to Work with Someone Who Isn’t a Team Player

Do you work with someone who isn’t a team player? Maybe they’re overly focused on completing and promoting their own work. Or they don’t chip in when everyone else is scrambling to meet a deadline or pulling a presentation together. This isn’t simply frustrating; it can affect your entire group’s performance. How do you work with this person in a way that doesn’t make you resentful? And how can you encourage them to think more about the team? What the Experts Say When a team member procrastinates or displays a bad attitude, there’s a real risk of social contagion that drags down the morale and productivity of those around them. “We all pick up on subtle cues from other people, and that affects our behaviors and actions,” says Susan David, founder of the Harvard/McLean Institute of Coaching and author of Emotional Agility. “That leads to poor team efficiency, lower levels of commitment, and less focus on the shared goal.” Ignoring the issue often ends up only making it more acute. “There are a lot of negative consequences to somebody not carrying his or her load on a team,” says Allan Sloan, a professor of management at Babson College and author of Influence Without Authority. “The longer it goes on, the worse it gets in terms of how frustrated other members of the group will become.” Here’s how to work with a coworker who isn’t a team player. Don’t jump to conclusions It’s human nature to make assumptions about the reasons behind someone else’s behavior, even when we lack real evidence, says Sloan. “That’s how our brains work,” he explains. But this shortcut doesn’t always lead us to the right conclusions. Instead of assuming that someone is just a slacker or lacks commitment, “do a little exploration first,” he says. The roots of the person’s behavior may surprise you. It could be that they are dealing with a stressful situation at home that is leading to distraction at the office. Or they may be feeling work pressures that you are unaware of. Or they’re not sure how to best contribute. You want to avoid writing the person off or “concocting an explanation for their behavior, especially if it involves attributing bad motives to them,” Sloan says. Start a dialogue Approach your colleague with friendly questions, rather than accusations. Even if you aren’t in a leadership position on the team, “consider this a good opportunity to practice your leadership skills,” says David. You might ask: “What else is going on for you right now?” or “What’s motivating you?” This should give you enough insight to see the experience from their perspective. Invite them in More serious problems arise on a team when members shun someone who isn’t carrying their weight. So take the lead and make sure you’re not ostracizing the person. Consider taking your colleague out to coffee or lunch just to get to know them better, and bring along a couple of colleagues to promote cohesion. More interactions will promote friendlier group relations. “It’s really hard to resent somebody you understand better,” says Sloan. Revisit the team’s mission Sometimes a team member who is being uncooperative may actually help identify underlying issues by serving as a kind of ‘canary in the coal mine’ indicating that something is off with the group. It may be that your team’s approach isn’t working, says Sloan, or that your mission isn’t clear enough. Use this opportunity to have a conversation with the entire team about what the group’s shared vision should be and the best methods for getting there. That clarity should help boost everyone’s sense of purpose and productivity. “A lot of people go into team meetings focused only on what’s been done and what hasn’t been done,” says David. “Teams who bypassed the earlier questions about mission often tend to get into the weeds of, ‘She didn’t do this,’ and, ‘He didn’t do that,’ which leads to frustration and resentment.” Clarify team members’ roles Once you’ve had the bigger picture conversation about mission, it’s a good time to clarify roles. “Don’t assume everybody knows exactly what their contribution is supposed to be,” says Sloan. It could be that the non-team player has little or no understanding of what they’re meant to do. Without putting your colleague on the spot, you can suss out whether there is any ambiguity or confusion, and then help clarify duties and deadlines so that they have a better understanding of what’s expected of them. Identify new opportunities to motivate A team member may not only distance themselves because they’re confused; they could find the work they’ve been assigned to be pointless and boring. They may want more responsibility or an opportunity to grow their skills. If that appears to be the case, “think about whether there is a more suitable role for this person on the team,” says David. Look for ways to reassign them, even informally, to better showcase their skill sets or offer them new ways to learn. “Everyone likes to develop and project a sense of competence, or of mastery,” says David. You’ll often find that commitment to the team grows as a person’s confidence in their role increases. “People are highly motivated by not wanting to let their teammates down,” says Sloan. “Get them into the game, and they’ll go to great lengths to perform better for the team.” Principles to Remember: Do: Inquire about your colleague’s interests, priorities, and motivations to get a better sense of their perspective and the causes of their behavior. Use this opportunity to revisit the team’s purpose and goals. Look for opportunities to better utilize the uncooperative team member’s specific skill set. Don’t: Develop an explanation for the colleague’s behavior without talking to them first. Ostracize the team member in question. Promote more interactions to create better group cohesion. Assume everyone knows what they’re supposed to be working on. Clarify team members’ roles so that people know what is expected of them. Case Study #1: Address the root of the problem From the outset, Wendy Patrick could see that her committee colleague wasn’t much of a team player. The two were members of a community outreach project for homeless and at-risk women, but this individual “showed up late, left early, and hardly interacted with the other team members,” Wendy says. His behavior was off-putting and bad for morale on what was essentially a volunteer project. Rather than write the person off as a bad egg, Wendy decided to investigate the roots of his bad attitude. “I started the conversation by thanking him for his participation, and asking how I and others might enhance his experience working with the committee,” she says. She discovered, to her surprise, that he had no idea what he was expected to be doing and, moreover, was afraid to ask. “He was in over his head,” she says, “and we mistook his ignorance for indifference.” Wendy walked him through the work of the group and how he might contribute, and he quickly identified a role that best suited his interests and experience. “Overnight, he became a happy, friendly team player,” she says. Case Study #2: Set new challenges When Dave Bloom was the managing editor of an ABC affiliate news program in West Palm Beach, he would gather all the members of the newsroom for a meeting to review that evening’s show. The floor manager, who handled technical specs for each broadcast, simply didn’t contribute at these daily recap sessions. “He just failed to offer any input” and could be standoff-ish with other colleagues, Dave says. Over time, his poor attitude and lack of effort “began to affect both the floor crew and the on-air talent.” So Dave decided to reverse roles to show his colleague the importance of contributing to the team effort. “Instead of leading the recap sessions myself, I placed him in charge of the meetings for one week,” he says. The idea was to show his colleague that the team only worked well if everyone was chipping in. As the session leader, the floor manager had to offer his thoughts on the broadcast, ask for input from others, and take on the responsibility of daily problem solving. The gambit worked. “He thrived with the added responsibility,” says Dave. Clearly, his colleague had needed a challenge to help motivate him and show him the importance of team work. “It was a dramatic change after that,” says Dave. The colleague began making excellent contributions, and was so effective that Dave “gave him the role of leading the meeting after the Saturday 11PM newscast every week from there on out.”

Выбор редакции
21 апреля, 16:00

Why Entrepreneurs Need An Agile Mindset

An agile mindset is crucial no matter what your role.

19 апреля, 19:01

SAIC-GM showcases best of green, smart technology that will power the future of cars

SAIC-GM is in full pelt for the Shanghai Auto Show 2017 that carries the theme, “strive for excellence and lead the future.” With up to 47 car models from Cadillac, Buick and Chevrolet, SAIC-GM is set