Kingpin, Agile, Lean, blog

Scrum without Lean is an HR #fail

Executives expect Agile results, but too few executives and managers realize the organization change necessary to support Agile results. Agile without Lean is an executive landmine and Scrum without Agile requires human resource partners. Where Lean involves the whole system focus on customer value, Agile further extends Lean DNA for results and this requires that human resources (HR) gain a Lean understanding as well as understand Agile methods. Many organizations who attempt Agile expect Agile results: fast design, zero defect, customer delight, motivated employees, all of that. The Agile framework of choice is Scrum: By early 2009, more organizations were using Agile processes than waterfall processes, and of those employing Agile 84%, were using Scrum. The heart of Scrum must include collaboration, motivation, and people development. Scrum and HR have to work together. Scrum has close alignment to human resource …

merger, acquisition, synergy, time's up, blog, Toby Elwin

Time’s up for merger and acquisition synergy

The mergers and acquisitions world sprinkles potential deals with a bit of pixie dust called synergy. Synergy is neither rational, functional, nor logical.

If HR used the word synergy in an accounting meeting? Laughed out of the room. If HR or human capital used the word synergy in a corporate finance discussion? The time value of money, that is rational. What will it cost? What return will it realize? When will it realize that return? All rational.

Synergy? Synergy is more a pagan fairy than rational way to make a deal.

human resources, information technology, Toby Elwin, blog

Fast Start — Is HR the New IT?

Fast Start conversation:  Policies, procedures, forms, transactions, compliance and administrative oversight.  Sound like your human resources (HR) department? Many of those items may never go away, but tech-savvy HR departments can provide new capability to the way services offered, delivered, filled, managed, and referenced.  Information technology (IT) can reengineer the ability to do more, better. Today, any consideration that you are an HR professional demands a level of technology consideration and comfort in analytically-driven skills, to such an extent that Talent Management magazine’s Ladan Nikravan wonders Is HR the New IT? From recruiting through managing engagement, mobile applications and online forms offer access and management beyond site-localized paper and pen. How tech-savvy is your human resources department? How tech-savvy is your human resources strategy? How tech-savvy is your human resources leadership? How tech-savvy is your human resources team? What potential recruits are you missing? …

Social Media: Fight Flight or Friend, Shifting Role of Social Media in Business, toby elwin, st louis, organization development, Shifting Role, organization development, Business, adobe

Social Media: Fight, Flight, or Friend — organization development presentation

Below, my slides from today’s Shifting Role of Organization Development in Business Conference in St. Louis. To view presentation within this site, scroll below the 2 slides.  You can download Adobe Acrobat or PowerPoint version just below. Many thanks, once again, for the St. Louis Organization Development Network invitation and their efforts bringing the community together. Download my PowerPoint version to review my page notes for more detailed notes and sources. View on SlideShare and more to come from day’s fantastic conversations.

human resources, pillage, Toby Elwin, blog

Fast Start — Why We Hate HR

Fast Start Conversation:  Human Resources has a bad rap. Strategic business partners? Seat at the table? HR people, in most instances, are neither strategic nor leaders. Seems a common lament, so highlights the Fast Company article Why We Hate HR. What has changed since this article was written — in 2005? Does HR have a bad rap or a deserved wrap? Do we? After all, talent management and human capital is a business imperative, not a process or policy managed from, or by, HR. Right?

genius, Steve Jobs, Toby Elwin, blog

What Steve Jobs reminds those in technology

Steve Jobs retired last week.  Steve Jobs had incredible impact as Apple CEO as well as a cultural icon whose products re-shaped and re-defined our relationship with technology.  Steve Jobs’ retirement reminds those in technology that a liberal arts view to their work could serve them better. It might be a stretch to say Apple is everything Microsoft isn’t.  Well, the two companies have had a distinctly different approach to their products and different strategic paths through their existence.  Technology and people.  People and technology. Since last week’s announcement, of all the articles I read on Jobs, I was most taken by The Genius of Jobs, Marrying Tech and Art from The Wall Street Journal’s, get this, Life & Culture section. Striking a very sober chord in today’s technology first, reality be damned world, in a 2010 speech, Jobs, suggested Apple’s success …

Fistful of beans 08/24/2011

3 of things I’ve seen, read, or thought might seed results: 1.   Bored People Quit — Rands in Response blog People who quit say:  “I don’t believe in this company.”  Bored people quit. The author of this post is neither an HR professional nor an organization development/behavior professional, this author simply manages people.  I say simply because a people manager’s primary job is people.  Managers manage people like it their job, not their nuisance.  This rather raw article is written by a manager who realizes bored people are the manager’s fault; his fault. I think of boredom as a clock. Every second that someone on my team is bored, a second passes on this clock. After some aggregated amount of seconds that varies for every person, they look at the time, throw up their arms, and quit. Take a read …

Wile E Coyote, motivation, resource management, Toby Elwin, blog

Motivation management is resource management

In this age of cheaper-faster-better resource management is critical to organization survival.  The resource that poses the biggest organization management challenge, more than finance, more than time: motivation. Organization health is the alignment between internal, employee, motivation as well as external, customer, motivation. Each day when the closing bell chimes, whether that bell chimes in your head or on the production floor, the organization, management, and leaders need better awareness that the employee who left for home, often comes back tomorrow with a completely different mindset. People are not linear, but emotional. Organization risk is expecting an equally motivated employee to return the next morning. Leaders, managers, and coworkers are all under intense pressure to manage their motivation to show up at work and deliver within themselves, yes, and within their organization. An added complexity to motivate comes when juggling …

Fistful of beans 12/29/2010

5 things I’ve seen, read, or thought might seed results: 1. Speed to Market:  Increasing Knowledge Velocity — Chief Learning Officer Magazine The most pressing strategic learning need facing business today is managing knowledge needed by front-line performers.  There is a prevailing belief that management knows best and front-line employees just need to be told what to do and when to do it.  However, in most situations, front-line employees are in the best position to diagnose their own knowledge needs. Today, knowledge flow in business should emanate from 3 sources:  1) User-generated content (pull);  2) subject-matter expert (SME) content (push); and 3) collaboration among performers and process owners (collaboration). This article presents the business case that creating and maintaining knowledge velocity will distinguish Chief Learning Officers from their peers. 2. Strategic Inquisitions — Chief Financial Officer Magazine A strong CFO is a …

mergers and acquisitions systems thinking, Toby Elwin, blog

Mergers and acquisitions systems thinking strategies, part 3

Systems thinking strategies for mergers and acquisitions (M&A) provide better integration valuations and post-merger operations. With mergers and acquisitions systems thinking the organization’s view is made of several components that interact with each other while simultaneously act as part of a whole. Systems theory helps explain dynamic interrelationship of several parts, beyond information technology or back office functions. Mergers and Acquisitions Systems Thinking No matter the motive for M&A the real work comes with integration.  A systems view for organizations presents organizations as dynamic entities that continually interact with their environment.  Workforce efficiencies, scale efficiencies, combined technology, and market expansion commonly fall under the synergy tag. Synergy seems like a hollow word, but synergy attempts to describe cost efficiencies that occur when companies consolidate into 1 company through a merger or acquisition.  Post-merger integration is where the components disrupt or combine to create a new …

Monkees, star performer, Toby Elwin, blog

Your star performer creates employee resentment

At school, model students can shine above the rest.  Held as scholarly exemplars, with honor society and class rank to herald their deeds, these students are often ready to “help” their class, their school, and their community. At work, those that shine above others and appear ready and willing to lend a hand risk far more than a roll of their classmate’s eyes for being the teacher’s pet or the valedictorian. These star performers can create resentment in other employees. In organizations that model employee willing to help others risks outright employee resentment and may perpetuate a performance myth to the organization. How you identify and manage these star performers may impact more than just your work, but your efforts may impact team motivation and create resentment. I read about this with interesting in a Human Resource Executive Online article called The Selfless and the Despised: The Symptom: Those who willing …

united nations, intervention, organization, Toby Elwin, blog

The intervention as organizational rehab

Until I add knowledge, skills, and abilities as an important to individual and team success, to intervene seems less an option than a core competence.

We need to intervene before we lose even more of your organization’s ability and desire to achieve both individual, team, and organization goals.

We should revisit what has become the noise surrounding essential knowledge, ability, skills, and competencies organizations need from people ready to lead.

Business as a foreign language for HR professionals

Today in Human Resource Executive Online I eagerly read a post titled Is Business a Foreign Language for HR? Anyone who has seen or read my blogs knows, I’m pretty insistent that HR (organization development, organization behavior, training, diversity, compensation) does not deserve a place at the table until HR understands the essentials of business:  finance and sales. The article brought a deeper perspective: According to Dave Ulrich, “we have consistently found that knowing business is not as highly ranked as a predictor of HR effectiveness.” Much more important in determining an HR executive’s effectiveness is whether the individual is viewed as a “credible activist” — someone who offers a point of view, takes a position, and challenges assumptions. They practice HR with an attitude, and are able to influence others. The article brought to light something new that I appreciate: …knowing …