Corporate Revolutionary Library

Collaborative leaders are organizationally focused facilitators rather than siloed directors. Learn about this leadership style and how to lead collaboratively.

Learn the best ways to boost team collaboration and understand which collaboration software tools fit your business needs.

Learn how collaborative leadership can break down silos in the workplace, boosting productivity and increasing team engagement.

Change is an inevitable part and truth of life, and there is no running away from it. If change is well planned and formulated, it can produce positive results but even in spite of planning, change is hard to incorporate, accept and appreciate. This article shall throw light on the Kubler-Ross Change Curve (or also Kubler-Ross Model) that is the most reliable tool to understand change and the stages associated with it. The Kubler-Ross Change Curve can be effectively used by business leaders across the world to help their workforce adapt to change and move towards success. In this article,

Discover the most in-demand skills, job titles, trends and more in the fourth annual 2022 Upskilling IT Report.

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How to help your organization evolve to DevOps

Last week I made a presentation on “Role of a manager as an innovation catalyst” to 50 odd managers at their company’s offsite. One manager ...

If you are a modern IT shop and not doing DevOps, there’s something wrong with you. Okay, that’s not fair: DevOps is not easy to adopt, much less succeed at in terms of transforming your organization into an agile, rapid, business-aligned machine. DevOps is not about having the best change management or IT automation toolset.…

Culture Code: Creating a Company You Love - Download as a PDF or view online for free

Technical debt is talked about quite a bit in terms of DevOps and continuous delivery, but Culture debt is something to be considered as well

Organizational Culture Transformation takes place when the organization starts the process to ailgn the culture to its mission, core values, and vision to obtain its strategic objectives. Come see how Gotham Culture can help.

Budgets touch ALL of IT. Yet, few people talk about transforming the budgeting process for DevOps. Enclosed are three options for you to consider.

(Let me be clear up front: this is a potentially controversial post. It proposes radical change in the way we do things. But I feel strongly about it, and I think this needs to be said.) Over the last few …

Reprint: R0803H An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and for identifying specific steps to help it learn better has remained elusive. A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization. The tool’s conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that reinforces learning. The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. You can make comparisons within and among your institution’s functional areas, between your organization and others, and against benchmarks that the authors have derived from their surveys of hundreds of executives in many industries. After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors’ goal—and the purpose of their tool—is to help you paint an honest picture of your firm’s learning culture and of the leaders who set its tone.

Continuous improvement programs are proliferating as corporations seek to better themselves and gain an edge. Unfortunately, however, failed programs far outnumber successes, and improvement rates remain low. That’s because most companies have failed to grasp a basic truth. Before people and companies can improve, they first must learn. And to do this, they need to look beyond rhetoric and high philosophy and focus on the fundamentals. Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin. First is the question of meaning: a well-grounded easy-to-apply definition of a learning organization. Second comes management: clearer operational guidelines for practice. Finally, better tools for measurement can assess an organization’s rate and level of learning. Using these “three M’s” as a framework, Garvin defines learning organizations as skilled at five main activities: systematic problem-solving, experimentation with new approaches, learning from past experiences, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization. And since you can’t manage something if you can’t measure it, a complete learning audit is a must. That includes measuring cognitive and behavioral changes as well as tangible improvements in results. No learning organization is built overnight. Success comes from carefully cultivated attitudes, commitments, and management processes that accrue slowly and steadily. The first step is to foster an environment conducive to learning. Analog Devices, Chaparral Steel, Xerox, GE, and other companies provide enlightened examples.

Implementing an Andon Cord in an organization takes a continuous improvement roadmap and behavior reinforcement built into the process.

A just culture is a culture of trust, learning and accountability. It is particularly important when an incident has occurred; when something has gone wrong.

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IT Revolution recently published an audiobook with nearly eight hours of conversation between Gene Kim and John Willis; Beyond the Phoenix Project – the Origins and Evolution of DevOps.

Featuring Sidney Dekker, Steven Spear, and Richard Cook.Convergence of Safety Culture and Lean: Lessons from the LeadersDOES17 San FranciscoDevOps Enterprise...

Toyota Kata: a structured & focused approach for continuous learning and improvement in Agile and Lean

http://GembaAcademy.com | In this video Ron Pereira explains what value stream mapping is all about and how it can be used to map any process - manufacturing...

Use it properly and completely and it will provide a direct path to process optimization and an operation that is assured long-term survival.

This article describes a simplified form of Value Stream Maps that makes it easy to visualize bottlenecks and inefficient processes in the software delivery lifecycle. It focuses on the two forms of Lean waste defined as Inventory and Waiting.

Need to improve production? Learn the 25 most important types of lean tools and techniques to start using today.