Corporate Revolutionary Library

Corporate Revolutionary Library

475 bookmarks
Newest
Ministererklæringen Digital North 2.0 | Nordisk Samarbejde
Ministererklæringen Digital North 2.0 | Nordisk Samarbejde
Denne erklæring, udarbejdet af det danske formandskab for Nordisk Ministerråd i 2020, er baseret på de nordisk-baltiske landes fælles prioriteringer og bygger på den tidligere ministererklæring, Digital North 2017-2020, de nordiske statsministres 5G-hensigtserklæring, den nordisk-baltiske AI-erklæring og visionen for Nordisk Ministerråd, vores Vision 2030.
·norden.org·
Ministererklæringen Digital North 2.0 | Nordisk Samarbejde
(1) Agile Development for Government Projects: Delivering Results on Time and Within Budget | LinkedIn
(1) Agile Development for Government Projects: Delivering Results on Time and Within Budget | LinkedIn
In the context of industry talks, software is the backbone of Agile Development for government Projects. It streamlines the processes, real-time collaboration, and data-driven decision-making.
·linkedin.com·
(1) Agile Development for Government Projects: Delivering Results on Time and Within Budget | LinkedIn
Government of Canada Digital Standards - Canada.ca
Government of Canada Digital Standards - Canada.ca
Our goal is to provide public services to Canadians which are simple to use and trustworthy. The Government of Canada’s Digital Standards form the foundation of the government’s shift to becoming more agile, open, and user-focused. They will guide teams in designing digital services in a way that best serves Canadians.
·canada.ca·
Government of Canada Digital Standards - Canada.ca
Business Marketing: Understand What Customers Value
Business Marketing: Understand What Customers Value
How do you define the value of your market offering? Can you measure it? Few suppliers in business markets are able to answer those questions, and yet the ability to pinpoint the value of a product or service for one’s customers has never been more important. By creating and using what the authors call customer value models, suppliers are able to figure out exactly what their offerings are worth to customers. Field value assessments—the most commonly used method for building customer value models—call for suppliers to gather data about their customers firsthand whenever possible. Through these assessments, a supplier can build a value model for an individual customer or for a market segment, drawing on data gathered from several customers in that segment. Suppliers can use customer value models to create competitive advantage in several ways. First, they can capitalize on the inevitable variation in customers’ requirements by providing flexible market offerings. Second, they can use value models to demonstrate how a new product or service they are offering will provide greater value. Third, they can use their knowledge of how their market offerings specifically deliver value to craft persuasive value propositions. And fourth, they can use value models to provide evidence to customers of their accomplishments. Doing business based on value delivered gives companies the means to get an equitable return for their efforts. Once suppliers truly understand value, they will be able to realize the benefits of measuring and monitoring it for their customers.
·raindrop.io·
Business Marketing: Understand What Customers Value
(2) Why is Culture More Than "Just the way we do things round here?" | LinkedIn
(2) Why is Culture More Than "Just the way we do things round here?" | LinkedIn
Michael was asked the other day to describe culture in a way that defined its purpose in terms that went beyond the usual cliché of “It's the way we do things around here”. The question put to Michael was "Can you tell me what's really going on with culture?" It's a great question, as what's really
·linkedin.com·
(2) Why is Culture More Than "Just the way we do things round here?" | LinkedIn
Creating a Team Working Agreement
Creating a Team Working Agreement
Why create a team working agreement? A team working agreement provides an agreed upon set of guidelines for a Scrum Team to follow, so everyone understands what is expected as they work together in pursuit of delivering value. A team can use a working agreement to help them work toward self-management.
·scrum.org·
Creating a Team Working Agreement
The essential guide to agile team working agreements
The essential guide to agile team working agreements
Learn everything you need to get started with working agreements: the what, the why, best practices, and example templates.
Ask for help when we need itBe transparent and honestActively give constructive feedbackJoin meetings on timeCommunicate our schedule and mark absences to the work calendarOnly work on a maximum of four stories at a time (WIP limit)Link all pull requests to Jira issues
·swarmia.com·
The essential guide to agile team working agreements
Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework
Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework
It appears that the performance of the task provides its own intrinsic reward…this drive…may be as basic as the others…. —Daniel Pink [1] Principle #8 – Unlock the Intrinsic Motivation of Knowledge Workers Details Lean-Agile leaders have acknowledged a game-changing truth: attempting to ‘manage’ knowledge workers with traditional task management is counterproductive. Management visionary Peter Drucker was one of the first to point this out: “That [knowledge workers] know more about their job than anybody else in the organization isRead more
·scaledagileframework.com·
Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework
Self-managing: Scrum’s most misunderstood phrase
Self-managing: Scrum’s most misunderstood phrase
According to the Scrum Guide, Scrum Teams are “self-managing, meaning they internally decide who does what, when, and how.”It seems straightforward. And yet, this simple phrase is one of the most commonly misunderstood in the Scrum Guide. Self-managing doesn’t mean that the Scrum Team — or the Scrum Master — is all-powerful. (Sorry, not sorry!) It means that the organization gives the Scrum Team the mandate to deliver value according to the product vision and goal within a set of guardrails.
Self-managing does not mean that Scrum Teams:Have no managers or leadersHave to perform their own HR functionsDon’t need to comply with standardsCan override the organizational Definition of DoneCan modify the Scrum framework itselfCan run with scissors in the officeAre free to do whatever they want
·rebelscrum.site·
Self-managing: Scrum’s most misunderstood phrase