Agile example, Scrum design, Toby Elwin, Lord Business

An Agile example of Scrum by design

Toby Elwin Blog, Organization Behavior, Portfolio Planning 0 Comments

From startups to corporate leviathans the business directive is be more Agile. The most often employed project method is a Scrum design, an Agile framework for projects. Without Agile management adoption the executive call to “be more Agile” really means: Get faster results, in less time, with less resources. Forbes touts Agile, The World’s Most Popular Innovation Engine, Agile expectation does not align to Agile implementation and adoption. In practice Agile is more a fragile mismanagement mindset of misplaced expectation that others do Agile while management retains control. Scrum is the most popular Agile adoption of a lean mind. Scrum, itself, unfortunately, becomes a confusion multiplier for organizations looking to adopt an Agile organization or team design, without shared understanding of Agile. Agile Example for Some What, however, is Agile? Agile works as a: Project management framework, Business management tool, Manufacturing discipline, and Cost control Yes. Agile is about lower cost and faster response. Agile gets talked about, planned, trained, and expected. Teams …

Top blog post 2012, Toby Elwin,

Top 10 blog posts for 2012, 5 to 1

Toby Elwin Blog 0 Comments

Top blog posts from 2012, from number 5 to number 1, a follow-up from Top 10 blog posts for 2012, 10 to 6 5. Scope or: how to manage projects for organization success; stakeholder analysis template — If I was to chart the blog like a top 40 countdown I would say, “moving up one spot from last year: stakeholder analysis … “. This is 1 of 3 blogs on Scope that lands in the 10 most read of the 2012. This post is 1 of 5 posts in the Scope or: how to manage projects for organization success. I have built SharePoint portals to manage change and project work. I have turned my three Excel templates for impact, stakeholder, and communication planning into SharePoint lists and forms. These same templates in SharePoint are easier to work with and allow more …

design, tools, persona, Toby Elwin, blog

4 design tools to meet persona context

Toby Elwin Blog, Community Persona, Marketing, Organization Behavior 2 Comments

In business we constantly design. By design I include that we design meetings, we design strategy, we design communication, we design training, and we design projects and programs.

Some design efforts, such as strategy, business process re-engineering, or talent engagement initiatives, may result in new processes, new standards, or new tasks, but the design goal remains: adoption and utility.

change management, pain, Toby Elwin, blog

Buyer persona for organization strategy and development

Toby Elwin Blog, Community Persona, Marketing, Organization Behavior 3 Comments

The technical skills, frameworks, and tools that HR and organization development rely on to understand, communicate, and motivate interventions for people and organizations needs a reboot. A relaunch. A restart. This starts with a peek outside their profession: enter marketing, with a social media twist.

The persona effort, based on the usability and goal-oriented design, is a superior framework to plan, launch, guide, monitor, and manage organization interventions and change management initiatives than many organization development frameworks.

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

Toby Elwin Blog, Marketing, Social Project Management, Talent Management 4 Comments

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.

Organization Development, St. Louis Organization Development Network agenda, Toby Elwin, Social Media Fight Flight or Friend

Shifting Role of Organization Development in Business – St. Louis bound

Toby Elwin Blog, Odds & Sods 6 Comments

Next week I will speak at the 2012, STL-ODN Conference.  The day’s theme:  The Shifting Role of Organization Development in Business.  The entire day’s agenda for St. Louis Organization Development Network [for those not familiar with the ODN acronym] is a topic near dear to my heart. So, OD [either organization development or organizational development, choose your poison] and its role in business is the event.  Highly relevant, as we do live in times where if a professional can not directly affect business results there is little opportunity at the business table. The day’s events include impressive thinkers and topics: Dr. Ann Beatty, Donna Martin, and Seth Leadbeater offer perspective on Challenges Businesses are Facing in Today’s Climate Dr. Gary Mangiofico presents views on The Shifting Role of Organization Development in Business Rob Kaiser and Susan Duff incite a riot with 2 different …

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Appreciative Leadership by the book

Toby Elwin Blog, Book, Organization Behavior 0 Comments

Appreciative Inquiry is on a short-list of prime influences for my management, relationship, facilitation, change management, and organization behavior work. I have written blogs on Appreciative Inquiry a lot, but I find the constant default to deficit-based diagnostics and problem-solving relationships leaves me in need to recharge. The preference to look where things are correct, magnify people modeling what works, and shine a light where interactions model possibility is where I prefer the focus and this book lends the model to appreciative leadership. I’ve read Diana Whitney repeatedly and this book was a logical addition. Business assets appreciate when leaders appreciate.  This is a route to sustainable results.  Leadership is not a title given, leadership is a competency observed by others.  Leadership comes from all levels. Read More Books See a more current set of books on my reading list heavy rotation page.

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Change agents are your organization’s real leaders

Toby Elwin Blog, Organization Behavior 5 Comments

Market change, economy change, technology change, workforce change, communication change, today change riddles stress cracks in organization foundations. Whether 80-year-old companies, Fortune 500 stalwarts, or new-technology dynamos, change is as much an on-going assault on organizations as rust is an ongoing assault on metal. Change agents are your organization’s saviors. Tomorrow’s relevance is seen through your change agent’s lead. What is your organization’s relationship with change agents? How you and your organization treat change agents reveals as much about a dedication to relevance as it does about your organization’s relationship to market reality. Change agents seed organization with the thought-leadership and options for tomorrow’s relevance.  At even greater impact change agents tend, weed, fertilize, and till the soil that produces market fruits. Change agents, unfortunately, are also the ones with the figurative bulls-eye on their back. It’s not the strongest species that …

New cliches for organization development, Toby Elwin, blog

New clichés for organization development

Toby Elwin Blog, Organization Behavior 2 Comments

Companies develop their own language or accepted terms.  Professions develop their own lingo. Organization development clichés are just as tired as all other jargon. People use stock phrases or go-to frameworks. Clichés are an attempt to communicate, to create a common understanding, to fit in, to prove what you know, and to make sense of the situation. Jargon, clichés, rhetoric  – talking while saying nothing. The problem arises when clichés obscure meaning and just fill dead space.  This leaves people frustrated by lack of progress, lack of clarity, and a host of assumptions, never resolved. Business jargon has led some to play a game known as bullshit bingo: Before a meeting or seminar write out top clichés within your company, team, or profession, as people speak, check off each phrase from your list; keep yourself amused; Add to the fun:  before a meeting …

ted williams, carl yazstremski, learning, metrics, development, Toby Elwin, blog

Why 70% is a key metric for learning and development

Toby Elwin Blog, Talent Management 0 Comments

  The 70-20-10 rule represents, by percentage, how people really learning and development really happen: 70% from job experiences, 20% from feedback and collaboration, and only 10% from formal training courses and reading. The lowest return on training investment is the 10% learning from the course itself and represents actual diminished return on application. If 20% of learning happens through interaction and feedback then a healthy work environment need to practice as well as formal and informal feedback.  The space for people to practice within their work demand is critical. You only know what you know when you socialize what you think you know, so an employee will find this out only through feedback. If 70% of learning happens on-the-job, what the employee can take back to use after actual learning remains the most critical reinforcing loop for employee and organization benefit. …

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Root cause and critical path, that’s organization development

Toby Elwin Blog, Organization Behavior 2 Comments

What is organization development? Yes organization development: Training and Leadership development and Coaching and Performance management and Change management and Communications and Organization design and Competency models and Strategic planning and really so much more It is almost more confusing than helpful to really say what organization development is. This challenge spills over when I am to bring organization development with me to look at a performance management plan, but told not to touch incentives, coaching, or talent development. Or asked to provide change management, but not allowed to meet with the top of the house to identify communication points or told not to touch skills-gap analysis, training, or performance management. When I look at an organization, a department, a team, or an individual, I see each in a frame of the system they work within.  The general characteristics of a …

gandalf, social media, organization, strategy, marketing, Toby Elwin, blog

Company social media strategy reflects organization culture — marketing

Toby Elwin Blog, Marketing, Organization Behavior 2 Comments

Insight into corporate, social media strategy lends insight into governance. Insight into social media management lends insight into employee management.

A company marketing strategy and the people who lead, develop, and execute that marketing strategy, are a proxy for organization culture.

If web 1.0 brought about the concept content is king, the maturity to a web 2.0 and social media environment are achieved through the concept community is king. You can you develop a community unless you are a transparent part of a community.

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The final frontier of competitive advantage

Toby Elwin Blog, Organization Behavior 6 Comments

If your company and my company recruit the same person and your company can not motivate that person, but my company can keep that person motivated: I win.

I’ll take an employee with half the technical skills who is motivated, over an employee with more technical skills who is unmotivated. We maximize resources to survive and motivation management is resources management.

If your company and my company need a series of projects to roll out a new strategic plan and your company can not deliver on those projects, but my company can: I win.

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An organization intervention is not an organization inquisition

Toby Elwin Appreciative Inquiry, Blog, Portfolio Planning 0 Comments

An organization’s present is built upon their collected history. This history is an essential core of their organization’s being. The past set the present capabilities. Rattling an organization’s history is rattling the foundation stones of an organization’s culture.

A highlight into what people do wrong attracts attention to … what people do wrong. No one likes association to something broken. No one likes it pointed out they work within, are part of, or manage broken processes.

An intervention should not open an inquisition for blame and shame, but an inquiry into the possibility of what can be.