際際滷shows by User: Declanka / http://www.slideshare.net/images/logo.gif 際際滷shows by User: Declanka / Tue, 17 Sep 2024 10:56:02 GMT 際際滷Share feed for 際際滷shows by User: Declanka Why Capability Building is Important and an approach /slideshow/why-capability-building-is-important-and-an-approach/271848629 image4quadspositioningelab170924anirec-240917105602-9edca173
To build the right Capabilities you must know which are relevant to aims? what are the gaps and shortfalls? to to this you need to assess against a reference model with a normative measurement scale. Reference Models include Organization, Team, Digital & Collaboration. Complete bodies of knowledge for each reference model and online self assessment at Model, Dynamic and Construct Capability levels.]]>
To build the right Capabilities you must know which are relevant to aims? what are the gaps and shortfalls? to to this you need to assess against a reference model with a normative measurement scale. Reference Models include Organization, Team, Digital & Collaboration. Complete bodies of knowledge for each reference model and online self assessment at Model, Dynamic and Construct Capability levels.]]> Tue, 17 Sep 2024 10:56:02 GMT /slideshow/why-capability-building-is-important-and-an-approach/271848629 Declanka@slideshare.net(Declanka) Why Capability Building is Important and an approach Declanka To build the right Capabilities you must know which are relevant to aims? what are the gaps and shortfalls? to to this you need to assess against a reference model with a normative measurement scale. Reference Models include Organization, Team, Digital & Collaboration. Complete bodies of knowledge for each reference model and online self assessment at Model, Dynamic and Construct Capability levels. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/image4quadspositioningelab170924anirec-240917105602-9edca173-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> To build the right Capabilities you must know which are relevant to aims? what are the gaps and shortfalls? to to this you need to assess against a reference model with a normative measurement scale. Reference Models include Organization, Team, Digital &amp; Collaboration. Complete bodies of knowledge for each reference model and online self assessment at Model, Dynamic and Construct Capability levels.
Why Capability Building is Important and an approach from Strategic Business & IT Services
]]> 5 0 https://cdn.slidesharecdn.com/ss_thumbnails/image4quadspositioningelab170924anirec-240917105602-9edca173-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Organization, Team, Digital & Collaboration Assessment User Guide v2-0.pdf /slideshow/organization-team-digital-collaboration-assessment-user-guide-v2-0-pdf/271670621 orgcmfassessmentuserguide060924v2-0-240909102442-a591bad4
A guide to Maturity Assessment Design, Configuration & Management of Organizations or Teams. based on Unitary Developmental Theory. Leveraging a simple and easy to use on-line Assessment & Reporting Digital Platform and one of four published Reference Models 1) Organization Maturity Index 2)Team Maturity Index 3)Digital Maturity Index 4)Collaboration Maturity Index and using a Normative Scientific Maturity Scale.]]>
A guide to Maturity Assessment Design, Configuration & Management of Organizations or Teams. based on Unitary Developmental Theory. Leveraging a simple and easy to use on-line Assessment & Reporting Digital Platform and one of four published Reference Models 1) Organization Maturity Index 2)Team Maturity Index 3)Digital Maturity Index 4)Collaboration Maturity Index and using a Normative Scientific Maturity Scale.]]> Mon, 09 Sep 2024 10:24:42 GMT /slideshow/organization-team-digital-collaboration-assessment-user-guide-v2-0-pdf/271670621 Declanka@slideshare.net(Declanka) Organization, Team, Digital & Collaboration Assessment User Guide v2-0.pdf Declanka A guide to Maturity Assessment Design, Configuration & Management of Organizations or Teams. based on Unitary Developmental Theory. Leveraging a simple and easy to use on-line Assessment & Reporting Digital Platform and one of four published Reference Models 1) Organization Maturity Index 2)Team Maturity Index 3)Digital Maturity Index 4)Collaboration Maturity Index and using a Normative Scientific Maturity Scale. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/orgcmfassessmentuserguide060924v2-0-240909102442-a591bad4-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A guide to Maturity Assessment Design, Configuration &amp; Management of Organizations or Teams. based on Unitary Developmental Theory. Leveraging a simple and easy to use on-line Assessment &amp; Reporting Digital Platform and one of four published Reference Models 1) Organization Maturity Index 2)Team Maturity Index 3)Digital Maturity Index 4)Collaboration Maturity Index and using a Normative Scientific Maturity Scale.
Organization, Team, Digital & Collaboration Assessment User Guide v2-0.pdf from Strategic Business & IT Services
]]> 35 0 https://cdn.slidesharecdn.com/ss_thumbnails/orgcmfassessmentuserguide060924v2-0-240909102442-a591bad4-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Why build Collaboration and a Collaborative Culture? /slideshow/why-build-collaboration-and-a-collaborative-culture/271007594 landingsummarycollaborationcmi24140824-240814091515-b7a3e242
A summary of the business and operational benefits of achieving high levels of collaboration within and across organizations. An overview of the main Capabilities required to achieve effective collaboration and a collaborative culture]]>
A summary of the business and operational benefits of achieving high levels of collaboration within and across organizations. An overview of the main Capabilities required to achieve effective collaboration and a collaborative culture]]> Wed, 14 Aug 2024 09:15:15 GMT /slideshow/why-build-collaboration-and-a-collaborative-culture/271007594 Declanka@slideshare.net(Declanka) Why build Collaboration and a Collaborative Culture? Declanka A summary of the business and operational benefits of achieving high levels of collaboration within and across organizations. An overview of the main Capabilities required to achieve effective collaboration and a collaborative culture <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/landingsummarycollaborationcmi24140824-240814091515-b7a3e242-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A summary of the business and operational benefits of achieving high levels of collaboration within and across organizations. An overview of the main Capabilities required to achieve effective collaboration and a collaborative culture
Why build Collaboration and a Collaborative Culture? from Strategic Business & IT Services
]]> 6 0 https://cdn.slidesharecdn.com/ss_thumbnails/landingsummarycollaborationcmi24140824-240814091515-b7a3e242-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Overview of the Collaboration Maturity Index CMI24 /slideshow/overview-of-the-collaboration-maturity-index-cmi24/270976719 overviewofthecollaborationmaturityindexcmi24v1-0120824-240813100326-990375d4
This reference model specifically addresses guiding an organisation in achieving high performing collaborative practices, and adoption of collaborative technologies to facilitate attaining Leadership Levels across multiple domains, within and across organizations.]]>
This reference model specifically addresses guiding an organisation in achieving high performing collaborative practices, and adoption of collaborative technologies to facilitate attaining Leadership Levels across multiple domains, within and across organizations.]]> Tue, 13 Aug 2024 10:03:26 GMT /slideshow/overview-of-the-collaboration-maturity-index-cmi24/270976719 Declanka@slideshare.net(Declanka) Overview of the Collaboration Maturity Index CMI24 Declanka This reference model specifically addresses guiding an organisation in achieving high performing collaborative practices, and adoption of collaborative technologies to facilitate attaining Leadership Levels across multiple domains, within and across organizations. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/overviewofthecollaborationmaturityindexcmi24v1-0120824-240813100326-990375d4-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This reference model specifically addresses guiding an organisation in achieving high performing collaborative practices, and adoption of collaborative technologies to facilitate attaining Leadership Levels across multiple domains, within and across organizations.
Overview of the Collaboration Maturity Index CMI24 from Strategic Business & IT Services
]]> 8 0 https://cdn.slidesharecdn.com/ss_thumbnails/overviewofthecollaborationmaturityindexcmi24v1-0120824-240813100326-990375d4-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Unitary Developmental Theory Elaborated for all human systems /slideshow/unitary-developmental-theory-elaborated-for-all-human-systems/266499489 edtelaboratedoverviewedition1-240226140140-2d57f5d0
Explaining how human systems such as organizations, teams, regions etc function, learn and develop. Why change fails, remediation etc. Primary work and publication by Dr. Myles Sweeney UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development. Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-economic systems or more specifically, human systems functioning through socio-economic capabilities. From the humble beginnings of devising a model to distinguish organizations that could take on change from those which could not, the assumption arose from the authors experience across each field including e.g., rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a failed Change initiative that validity for one domain had to mean validity for all, and so it proved. The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all activities and capabilities across the developmental paradigm, so that practitioners from different schools within each of the 3 domains can draw on it to complete and strengthen their models, processes, and practices. Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging to people to thwart that process, and that all Change or Developmental interventions should adhere to this pattern. It makes this assertion because of the correspondence between its Phases and those of other models of development, change, and degradation, so that it can be said that all pioneers were seeing the same process, but incompletely. Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows correspondence to most other models across each domain, but typically, adds significant value through completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- / data-based developmental intervention, and should improve outcomes across the board. Key Concepts Psychological Development & Recovery Organization Development & Recovery Macro-Socio-Economic Development & Recovery Societal Systems and their Development & Recovery Socio-Economic System Maturity Developmental Learning Habituation Inversion Conversion Hysteresis Regenerative Leadership and Linear, Lateral & Integrative Mindset Con]]>
Explaining how human systems such as organizations, teams, regions etc function, learn and develop. Why change fails, remediation etc. Primary work and publication by Dr. Myles Sweeney UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development. Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-economic systems or more specifically, human systems functioning through socio-economic capabilities. From the humble beginnings of devising a model to distinguish organizations that could take on change from those which could not, the assumption arose from the authors experience across each field including e.g., rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a failed Change initiative that validity for one domain had to mean validity for all, and so it proved. The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all activities and capabilities across the developmental paradigm, so that practitioners from different schools within each of the 3 domains can draw on it to complete and strengthen their models, processes, and practices. Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging to people to thwart that process, and that all Change or Developmental interventions should adhere to this pattern. It makes this assertion because of the correspondence between its Phases and those of other models of development, change, and degradation, so that it can be said that all pioneers were seeing the same process, but incompletely. Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows correspondence to most other models across each domain, but typically, adds significant value through completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- / data-based developmental intervention, and should improve outcomes across the board. Key Concepts Psychological Development & Recovery Organization Development & Recovery Macro-Socio-Economic Development & Recovery Societal Systems and their Development & Recovery Socio-Economic System Maturity Developmental Learning Habituation Inversion Conversion Hysteresis Regenerative Leadership and Linear, Lateral & Integrative Mindset Con]]> Mon, 26 Feb 2024 14:01:40 GMT /slideshow/unitary-developmental-theory-elaborated-for-all-human-systems/266499489 Declanka@slideshare.net(Declanka) Unitary Developmental Theory Elaborated for all human systems Declanka Explaining how human systems such as organizations, teams, regions etc function, learn and develop. Why change fails, remediation etc. Primary work and publication by Dr. Myles Sweeney UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development. Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-economic systems or more specifically, human systems functioning through socio-economic capabilities. From the humble beginnings of devising a model to distinguish organizations that could take on change from those which could not, the assumption arose from the authors experience across each field including e.g., rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a failed Change initiative that validity for one domain had to mean validity for all, and so it proved. The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all activities and capabilities across the developmental paradigm, so that practitioners from different schools within each of the 3 domains can draw on it to complete and strengthen their models, processes, and practices. Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging to people to thwart that process, and that all Change or Developmental interventions should adhere to this pattern. It makes this assertion because of the correspondence between its Phases and those of other models of development, change, and degradation, so that it can be said that all pioneers were seeing the same process, but incompletely. Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows correspondence to most other models across each domain, but typically, adds significant value through completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- / data-based developmental intervention, and should improve outcomes across the board. Key Concepts Psychological Development & Recovery Organization Development & Recovery Macro-Socio-Economic Development & Recovery Societal Systems and their Development & Recovery Socio-Economic System Maturity Developmental Learning Habituation Inversion Conversion Hysteresis Regenerative Leadership and Linear, Lateral & Integrative Mindset Con <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/edtelaboratedoverviewedition1-240226140140-2d57f5d0-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Explaining how human systems such as organizations, teams, regions etc function, learn and develop. Why change fails, remediation etc. Primary work and publication by Dr. Myles Sweeney UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development. Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-economic systems or more specifically, human systems functioning through socio-economic capabilities. From the humble beginnings of devising a model to distinguish organizations that could take on change from those which could not, the assumption arose from the authors experience across each field including e.g., rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a failed Change initiative that validity for one domain had to mean validity for all, and so it proved. The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all activities and capabilities across the developmental paradigm, so that practitioners from different schools within each of the 3 domains can draw on it to complete and strengthen their models, processes, and practices. Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging to people to thwart that process, and that all Change or Developmental interventions should adhere to this pattern. It makes this assertion because of the correspondence between its Phases and those of other models of development, change, and degradation, so that it can be said that all pioneers were seeing the same process, but incompletely. Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows correspondence to most other models across each domain, but typically, adds significant value through completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- / data-based developmental intervention, and should improve outcomes across the board. Key Concepts Psychological Development &amp; Recovery Organization Development &amp; Recovery Macro-Socio-Economic Development &amp; Recovery Societal Systems and their Development &amp; Recovery Socio-Economic System Maturity Developmental Learning Habituation Inversion Conversion Hysteresis Regenerative Leadership and Linear, Lateral &amp; Integrative Mindset Con
Unitary Developmental Theory Elaborated for all human systems from Strategic Business & IT Services
]]> 25 0 https://cdn.slidesharecdn.com/ss_thumbnails/edtelaboratedoverviewedition1-240226140140-2d57f5d0-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Digital Transformation & Improvement Pocketbook /slideshow/digital-transformation-improvement-pocketbook/266460314 dmidxpocketbook-edition2-240223153650-274095c7
Digital Transformation, Change & Improvements are business driven changes, which are enabled by existing & emerging technologies. Success or Failure in achieving the Organisations Goals for Digital Business Changes are usually determined by having in place the right Capabilities, at a right Level of Maturity at the right Time. The Pocketbook introduces all 42 Digital Business Capabilities and their Developmental Roadmaps and a means to assess, prioritize and action the relevant Digital Capability Building for your organization or Team]]>
Digital Transformation, Change & Improvements are business driven changes, which are enabled by existing & emerging technologies. Success or Failure in achieving the Organisations Goals for Digital Business Changes are usually determined by having in place the right Capabilities, at a right Level of Maturity at the right Time. The Pocketbook introduces all 42 Digital Business Capabilities and their Developmental Roadmaps and a means to assess, prioritize and action the relevant Digital Capability Building for your organization or Team]]> Fri, 23 Feb 2024 15:36:50 GMT /slideshow/digital-transformation-improvement-pocketbook/266460314 Declanka@slideshare.net(Declanka) Digital Transformation & Improvement Pocketbook Declanka Digital Transformation, Change & Improvements are business driven changes, which are enabled by existing & emerging technologies. Success or Failure in achieving the Organisations Goals for Digital Business Changes are usually determined by having in place the right Capabilities, at a right Level of Maturity at the right Time. The Pocketbook introduces all 42 Digital Business Capabilities and their Developmental Roadmaps and a means to assess, prioritize and action the relevant Digital Capability Building for your organization or Team <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/dmidxpocketbook-edition2-240223153650-274095c7-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Digital Transformation, Change &amp; Improvements are business driven changes, which are enabled by existing &amp; emerging technologies. Success or Failure in achieving the Organisations Goals for Digital Business Changes are usually determined by having in place the right Capabilities, at a right Level of Maturity at the right Time. The Pocketbook introduces all 42 Digital Business Capabilities and their Developmental Roadmaps and a means to assess, prioritize and action the relevant Digital Capability Building for your organization or Team
Digital Transformation & Improvement Pocketbook from Strategic Business & IT Services
]]> 61 0 https://cdn.slidesharecdn.com/ss_thumbnails/dmidxpocketbook-edition2-240223153650-274095c7-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Introduction to Unitary Developmental Theory & Application /slideshow/introduction-to-unitary-developmental-theory-application/266338662 introductiontoudtanditsapplication061222-240216121700-8d7d4816
UDT is a breakthrough theory which offers a single 7-Level operationalizable model of Development, Habituation, Degradation and Recovery for People, Organizations and Economies as micro-, meso- and macro-socio-economic systems. Peer-reviewed and published in a series of Volumes from November 2022 through the leading humanities publisher Routledge, it addresses the root causes for the average 70% failure rates for interventions across each of these 3 domains, and corrects related paradigmatic deficit by e.g., graphically revealing the relative shortcomings of existing models and concepts due to their particular paradigmatic biases. With diagnostic and developmental applications, it arguably leads the way in Developmentalism insofar as it offers completion to existing models across each domain; models maturity in terms of levels of functionality; operationalizes otherwise nebulous concepts such as Self-Actualization and Culture, both Organizational and National; gives structure, completion and theoretical depth to recent emergent Dialogue approaches in Mental-Health Recovery and OD; models maturity in systems where immaturity fractures society and the world at large; and offers an improved working model of human nature to disciplines such as Economics.]]>
UDT is a breakthrough theory which offers a single 7-Level operationalizable model of Development, Habituation, Degradation and Recovery for People, Organizations and Economies as micro-, meso- and macro-socio-economic systems. Peer-reviewed and published in a series of Volumes from November 2022 through the leading humanities publisher Routledge, it addresses the root causes for the average 70% failure rates for interventions across each of these 3 domains, and corrects related paradigmatic deficit by e.g., graphically revealing the relative shortcomings of existing models and concepts due to their particular paradigmatic biases. With diagnostic and developmental applications, it arguably leads the way in Developmentalism insofar as it offers completion to existing models across each domain; models maturity in terms of levels of functionality; operationalizes otherwise nebulous concepts such as Self-Actualization and Culture, both Organizational and National; gives structure, completion and theoretical depth to recent emergent Dialogue approaches in Mental-Health Recovery and OD; models maturity in systems where immaturity fractures society and the world at large; and offers an improved working model of human nature to disciplines such as Economics.]]> Fri, 16 Feb 2024 12:17:00 GMT /slideshow/introduction-to-unitary-developmental-theory-application/266338662 Declanka@slideshare.net(Declanka) Introduction to Unitary Developmental Theory & Application Declanka UDT is a breakthrough theory which offers a single 7-Level operationalizable model of Development, Habituation, Degradation and Recovery for People, Organizations and Economies as micro-, meso- and macro-socio-economic systems. Peer-reviewed and published in a series of Volumes from November 2022 through the leading humanities publisher Routledge, it addresses the root causes for the average 70% failure rates for interventions across each of these 3 domains, and corrects related paradigmatic deficit by e.g., graphically revealing the relative shortcomings of existing models and concepts due to their particular paradigmatic biases. With diagnostic and developmental applications, it arguably leads the way in Developmentalism insofar as it offers completion to existing models across each domain; models maturity in terms of levels of functionality; operationalizes otherwise nebulous concepts such as Self-Actualization and Culture, both Organizational and National; gives structure, completion and theoretical depth to recent emergent Dialogue approaches in Mental-Health Recovery and OD; models maturity in systems where immaturity fractures society and the world at large; and offers an improved working model of human nature to disciplines such as Economics. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/introductiontoudtanditsapplication061222-240216121700-8d7d4816-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> UDT is a breakthrough theory which offers a single 7-Level operationalizable model of Development, Habituation, Degradation and Recovery for People, Organizations and Economies as micro-, meso- and macro-socio-economic systems. Peer-reviewed and published in a series of Volumes from November 2022 through the leading humanities publisher Routledge, it addresses the root causes for the average 70% failure rates for interventions across each of these 3 domains, and corrects related paradigmatic deficit by e.g., graphically revealing the relative shortcomings of existing models and concepts due to their particular paradigmatic biases. With diagnostic and developmental applications, it arguably leads the way in Developmentalism insofar as it offers completion to existing models across each domain; models maturity in terms of levels of functionality; operationalizes otherwise nebulous concepts such as Self-Actualization and Culture, both Organizational and National; gives structure, completion and theoretical depth to recent emergent Dialogue approaches in Mental-Health Recovery and OD; models maturity in systems where immaturity fractures society and the world at large; and offers an improved working model of human nature to disciplines such as Economics.
Introduction to Unitary Developmental Theory & Application from Strategic Business & IT Services
]]> 6 0 https://cdn.slidesharecdn.com/ss_thumbnails/introductiontoudtanditsapplication061222-240216121700-8d7d4816-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Overview of The Organization Maturity Index /slideshow/overview-of-the-organization-maturity-index/266338598 overviewofomipdf150224-240216121212-e0aa9009
The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure.]]>
The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure.]]> Fri, 16 Feb 2024 12:12:12 GMT /slideshow/overview-of-the-organization-maturity-index/266338598 Declanka@slideshare.net(Declanka) Overview of The Organization Maturity Index Declanka The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/overviewofomipdf150224-240216121212-e0aa9009-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure.
Overview of The Organization Maturity Index from Strategic Business & IT Services
]]> 43 0 https://cdn.slidesharecdn.com/ss_thumbnails/overviewofomipdf150224-240216121212-e0aa9009-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Introduction to UDT and its application 061222.pdf /Declanka/introduction-to-udt-and-its-application-061222pdf introductiontoudtanditsapplication061222-221206113444-093094e6
Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Development and Behaviour. Based on over 15 years academic and operational research it enhances our understanding of how human systems function, learn and develop. The UDT Theory & Model is equally applicable to three main domains below and related research has been published by Routledge 2022. UDT was preceded by Dynamic Systems Maturity Theory (DSMT) & Models which still hold valid and reflects retitling of DSMT The Person as a Human System is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery. The Organization as a Human System is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development. Societies as a Human Systems include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies. The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital) ]]>
Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Development and Behaviour. Based on over 15 years academic and operational research it enhances our understanding of how human systems function, learn and develop. The UDT Theory & Model is equally applicable to three main domains below and related research has been published by Routledge 2022. UDT was preceded by Dynamic Systems Maturity Theory (DSMT) & Models which still hold valid and reflects retitling of DSMT The Person as a Human System is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery. The Organization as a Human System is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development. Societies as a Human Systems include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies. The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital) ]]> Tue, 06 Dec 2022 11:34:44 GMT /Declanka/introduction-to-udt-and-its-application-061222pdf Declanka@slideshare.net(Declanka) Introduction to UDT and its application 061222.pdf Declanka Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Development and Behaviour. Based on over 15 years academic and operational research it enhances our understanding of how human systems function, learn and develop. The UDT Theory & Model is equally applicable to three main domains below and related research has been published by Routledge 2022. UDT was preceded by Dynamic Systems Maturity Theory (DSMT) & Models which still hold valid and reflects retitling of DSMT The Person as a Human System is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery. The Organization as a Human System is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development. Societies as a Human Systems include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies. The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital) <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/introductiontoudtanditsapplication061222-221206113444-093094e6-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Development and Behaviour. Based on over 15 years academic and operational research it enhances our understanding of how human systems function, learn and develop. The UDT Theory &amp; Model is equally applicable to three main domains below and related research has been published by Routledge 2022. UDT was preceded by Dynamic Systems Maturity Theory (DSMT) &amp; Models which still hold valid and reflects retitling of DSMT The Person as a Human System is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery. The Organization as a Human System is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development. Societies as a Human Systems include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies. The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team &amp; Digital)
Introduction to UDT and its application 061222.pdf from Strategic Business & IT Services
]]> 20 0 https://cdn.slidesharecdn.com/ss_thumbnails/introductiontoudtanditsapplication061222-221206113444-093094e6-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Transformation, Chanhe and Improvement Newsletter July 2021 /slideshow/transformation-chanhe-and-improvement-newsletter-july-2021/249860220 odtinewsletterq2-2021released-210726095245
ｍ雅錐轄狩錐鷺詩壱 ы錐詩轄狩錐鷺躯狩 詩 鷺渚錐狩雅鷺雅詩 Newsletter July 2021, Topics Covered. ″雅. 錐危詩躯躯狩 ロ雅躯麹躯雅詩壱 躯 躯鷺雅 狩 躯錐渚躯狩 燕. Study Background & Demographics. Key study Findings. Research by Burnes, Hamel, Mc Kinsey & correlated Sweeney ″雅 狩狩. Digital Transformation & Improvement Pocketbook. ″雅 牛狩錐 ｍ渚雅錐. Building Intrinsic Organisation Resilience Profiling tools for People & Organisations ″雅 牛狩錐 躯燕雅狩 (less than 90 seconds) The relationship between Capability Maturity & Performance Improvement Capability Maturity Building for Transformation Success & Performance Improvement. KPI & Metrics Modelling. Next Generation Digital Business Transformation. How Organisations Learn, Change & Improve 2021 Research Insights. ｍ錐詩雅 ｍ錐狩危錐 Partner Benefits. 麹狩狩 轄狩 錐危詩躯躯狩詩, ы雅鷺 & 躯詩雅. How do you know your level of Resilience, Agility or Innovation? https://bit.ly/tcinewsletter2021 #transformationalchange #performanceimprovement #changemanagement #newsletter #maturitymodel ]]>
ｍ雅錐轄狩錐鷺詩壱 ы錐詩轄狩錐鷺躯狩 詩 鷺渚錐狩雅鷺雅詩 Newsletter July 2021, Topics Covered. ″雅. 錐危詩躯躯狩 ロ雅躯麹躯雅詩壱 躯 躯鷺雅 狩 躯錐渚躯狩 燕. Study Background & Demographics. Key study Findings. Research by Burnes, Hamel, Mc Kinsey & correlated Sweeney ″雅 狩狩. Digital Transformation & Improvement Pocketbook. ″雅 牛狩錐 ｍ渚雅錐. Building Intrinsic Organisation Resilience Profiling tools for People & Organisations ″雅 牛狩錐 躯燕雅狩 (less than 90 seconds) The relationship between Capability Maturity & Performance Improvement Capability Maturity Building for Transformation Success & Performance Improvement. KPI & Metrics Modelling. Next Generation Digital Business Transformation. How Organisations Learn, Change & Improve 2021 Research Insights. ｍ錐詩雅 ｍ錐狩危錐 Partner Benefits. 麹狩狩 轄狩 錐危詩躯躯狩詩, ы雅鷺 & 躯詩雅. How do you know your level of Resilience, Agility or Innovation? https://bit.ly/tcinewsletter2021 #transformationalchange #performanceimprovement #changemanagement #newsletter #maturitymodel ]]> Mon, 26 Jul 2021 09:52:45 GMT /slideshow/transformation-chanhe-and-improvement-newsletter-july-2021/249860220 Declanka@slideshare.net(Declanka) Transformation, Chanhe and Improvement Newsletter July 2021 Declanka ｍ雅錐轄狩錐鷺詩壱 ы錐詩轄狩錐鷺躯狩 詩 鷺渚錐狩雅鷺雅詩 Newsletter July 2021, Topics Covered. ″雅. 錐危詩躯躯狩 ロ雅躯麹躯雅詩壱 躯 躯鷺雅 狩 躯錐渚躯狩 燕. Study Background & Demographics. Key study Findings. Research by Burnes, Hamel, Mc Kinsey & correlated Sweeney ″雅 狩狩. Digital Transformation & Improvement Pocketbook. ″雅 牛狩錐 ｍ渚雅錐. Building Intrinsic Organisation Resilience Profiling tools for People & Organisations ″雅 牛狩錐 躯燕雅狩 (less than 90 seconds) The relationship between Capability Maturity & Performance Improvement Capability Maturity Building for Transformation Success & Performance Improvement. KPI & Metrics Modelling. Next Generation Digital Business Transformation. How Organisations Learn, Change & Improve 2021 Research Insights. ｍ錐詩雅 ｍ錐狩危錐 Partner Benefits. 麹狩狩 轄狩 錐危詩躯躯狩詩, ы雅鷺 & 躯詩雅. How do you know your level of Resilience, Agility or Innovation? https://bit.ly/tcinewsletter2021 #transformationalchange #performanceimprovement #changemanagement #newsletter #maturitymodel <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/odtinewsletterq2-2021released-210726095245-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> ｍ雅錐轄狩錐鷺詩壱 ы錐詩轄狩錐鷺躯狩 詩 鷺渚錐狩雅鷺雅詩 Newsletter July 2021, Topics Covered. ″雅. 錐危詩躯躯狩 ロ雅躯麹躯雅詩壱 躯 躯鷺雅 狩 躯錐渚躯狩 燕. Study Background &amp; Demographics. Key study Findings. Research by Burnes, Hamel, Mc Kinsey &amp; correlated Sweeney ″雅 狩狩. Digital Transformation &amp; Improvement Pocketbook. ″雅 牛狩錐 ｍ渚雅錐. Building Intrinsic Organisation Resilience Profiling tools for People &amp; Organisations ″雅 牛狩錐 躯燕雅狩 (less than 90 seconds) The relationship between Capability Maturity &amp; Performance Improvement Capability Maturity Building for Transformation Success &amp; Performance Improvement. KPI &amp; Metrics Modelling. Next Generation Digital Business Transformation. How Organisations Learn, Change &amp; Improve 2021 Research Insights. ｍ錐詩雅 ｍ錐狩危錐 Partner Benefits. 麹狩狩 轄狩 錐危詩躯躯狩詩, ы雅鷺 &amp; 躯詩雅. How do you know your level of Resilience, Agility or Innovation? https://bit.ly/tcinewsletter2021 #transformationalchange #performanceimprovement #changemanagement #newsletter #maturitymodel
Transformation, Chanhe and Improvement Newsletter July 2021 from Strategic Business & IT Services
]]> 110 0 https://cdn.slidesharecdn.com/ss_thumbnails/odtinewsletterq2-2021released-210726095245-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Building intrinsic organisation resilience 2021 /slideshow/building-intrinsic-organisation-resilience-2021/249802607 buildingintrinsicorganisationresiliencepaper150721-210719093535
Based on Research and a Global Study over the period Jan 2020 to June 2021 we looked at both the theory and real-world of Organisation Resilience to VUCA & Disruption covering the Covid0-19 period]]>
Based on Research and a Global Study over the period Jan 2020 to June 2021 we looked at both the theory and real-world of Organisation Resilience to VUCA & Disruption covering the Covid0-19 period]]> Mon, 19 Jul 2021 09:35:34 GMT /slideshow/building-intrinsic-organisation-resilience-2021/249802607 Declanka@slideshare.net(Declanka) Building intrinsic organisation resilience 2021 Declanka Based on Research and a Global Study over the period Jan 2020 to June 2021 we looked at both the theory and real-world of Organisation Resilience to VUCA & Disruption covering the Covid0-19 period <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/buildingintrinsicorganisationresiliencepaper150721-210719093535-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Based on Research and a Global Study over the period Jan 2020 to June 2021 we looked at both the theory and real-world of Organisation Resilience to VUCA &amp; Disruption covering the Covid0-19 period
Building intrinsic organisation resilience 2021 from Strategic Business & IT Services
]]> 82 0 https://cdn.slidesharecdn.com/ss_thumbnails/buildingintrinsicorganisationresiliencepaper150721-210719093535-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Organisation Resilience in times of disruption study 2021 /slideshow/organisation-resilience-in-times-of-disruption-study-2021/249753728 resilienceintimesofdisruptionstudy2021-210715095720
2021 Global Study of Organisation Resilience in times of disruption, by ODTI & University of Groningen Masters Program finds that Resilience in times of Disruption is both Predictable & Actionable. The study covered the period of January 2020 to June 2021 a critical Global Disruption caused by the Covid-19 Pandemic. The study participants came from many Industries, Geographies and Size of Organisation and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. https://bit.ly/orgresilience2021 ]]>
2021 Global Study of Organisation Resilience in times of disruption, by ODTI & University of Groningen Masters Program finds that Resilience in times of Disruption is both Predictable & Actionable. The study covered the period of January 2020 to June 2021 a critical Global Disruption caused by the Covid-19 Pandemic. The study participants came from many Industries, Geographies and Size of Organisation and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. https://bit.ly/orgresilience2021 ]]> Thu, 15 Jul 2021 09:57:20 GMT /slideshow/organisation-resilience-in-times-of-disruption-study-2021/249753728 Declanka@slideshare.net(Declanka) Organisation Resilience in times of disruption study 2021 Declanka 2021 Global Study of Organisation Resilience in times of disruption, by ODTI & University of Groningen Masters Program finds that Resilience in times of Disruption is both Predictable & Actionable. The study covered the period of January 2020 to June 2021 a critical Global Disruption caused by the Covid-19 Pandemic. The study participants came from many Industries, Geographies and Size of Organisation and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. https://bit.ly/orgresilience2021 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/resilienceintimesofdisruptionstudy2021-210715095720-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 2021 Global Study of Organisation Resilience in times of disruption, by ODTI &amp; University of Groningen Masters Program finds that Resilience in times of Disruption is both Predictable &amp; Actionable. The study covered the period of January 2020 to June 2021 a critical Global Disruption caused by the Covid-19 Pandemic. The study participants came from many Industries, Geographies and Size of Organisation and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. https://bit.ly/orgresilience2021
Organisation Resilience in times of disruption study 2021 from Strategic Business & IT Services
]]> 91 0 https://cdn.slidesharecdn.com/ss_thumbnails/resilienceintimesofdisruptionstudy2021-210715095720-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Transformation, Change & Improvement Newsletter Q1-2021 /slideshow/transformation-change-improvement-newsletter-q12021/245539207 odtinewsletterq1-2021released-210402122645
Latest news and developments relating to Business, Organisation, Team & Digital Transformation & Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing.]]>
Latest news and developments relating to Business, Organisation, Team & Digital Transformation & Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing.]]> Fri, 02 Apr 2021 12:26:44 GMT /slideshow/transformation-change-improvement-newsletter-q12021/245539207 Declanka@slideshare.net(Declanka) Transformation, Change & Improvement Newsletter Q1-2021 Declanka Latest news and developments relating to Business, Organisation, Team & Digital Transformation & Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/odtinewsletterq1-2021released-210402122645-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Latest news and developments relating to Business, Organisation, Team &amp; Digital Transformation &amp; Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing.
Transformation, Change & Improvement Newsletter Q1-2021 from Strategic Business & IT Services
]]> 47 0 https://cdn.slidesharecdn.com/ss_thumbnails/odtinewsletterq1-2021released-210402122645-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Situational Leadership, Organisation Maturity & Culture /slideshow/situational-leadership-organisation-maturity-culture/243888526 situationalleadership-org-210305100421
Situational Leadership is a critical technique for any Leader while Scientific Organisation Capability Maturity Level indicates the habituated Culture and Leadership style and practice. Successful Organisation Change and Development requires calibrated actions to assure sustainable traction and the adoption of a situational leadership style appropriate to moving the organistion up a Maturity Level (Skipping levels leads to failure). The paper looks at how to combine Situational Leadership with Dynamic Systems Maturity Theory for better Transformation, Change & Improvement Outcomes in Organisations.]]>
Situational Leadership is a critical technique for any Leader while Scientific Organisation Capability Maturity Level indicates the habituated Culture and Leadership style and practice. Successful Organisation Change and Development requires calibrated actions to assure sustainable traction and the adoption of a situational leadership style appropriate to moving the organistion up a Maturity Level (Skipping levels leads to failure). The paper looks at how to combine Situational Leadership with Dynamic Systems Maturity Theory for better Transformation, Change & Improvement Outcomes in Organisations.]]> Fri, 05 Mar 2021 10:04:20 GMT /slideshow/situational-leadership-organisation-maturity-culture/243888526 Declanka@slideshare.net(Declanka) Situational Leadership, Organisation Maturity & Culture Declanka Situational Leadership is a critical technique for any Leader while Scientific Organisation Capability Maturity Level indicates the habituated Culture and Leadership style and practice. Successful Organisation Change and Development requires calibrated actions to assure sustainable traction and the adoption of a situational leadership style appropriate to moving the organistion up a Maturity Level (Skipping levels leads to failure). The paper looks at how to combine Situational Leadership with Dynamic Systems Maturity Theory for better Transformation, Change & Improvement Outcomes in Organisations. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/situationalleadership-org-210305100421-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Situational Leadership is a critical technique for any Leader while Scientific Organisation Capability Maturity Level indicates the habituated Culture and Leadership style and practice. Successful Organisation Change and Development requires calibrated actions to assure sustainable traction and the adoption of a situational leadership style appropriate to moving the organistion up a Maturity Level (Skipping levels leads to failure). The paper looks at how to combine Situational Leadership with Dynamic Systems Maturity Theory for better Transformation, Change &amp; Improvement Outcomes in Organisations.
Situational Leadership, Organisation Maturity & Culture from Strategic Business & IT Services
]]> 220 0 https://cdn.slidesharecdn.com/ss_thumbnails/situationalleadership-org-210305100421-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 What are capability maturity models & why are they Important? /slideshow/what-are-capability-maturity-models-why-are-they-important/242009865 whatarecapabilitymaturitymodels290121-210129144532
Introduction to Capability Maturity Models and How they can be used to support Transformation, Change & Improvement in today's VUCA world. Models can be used to Assess existing Organisation, Team and Digital Capability Maturity which explains the current Performance and Rate of Change. The Reports and Roadmaps can guide in selecting new and future capabilities and building Maturities required to achieve the aims and ambitions while building Agility, Innovation, Collaboration, Performance & Digital Effectiveness.]]>
Introduction to Capability Maturity Models and How they can be used to support Transformation, Change & Improvement in today's VUCA world. Models can be used to Assess existing Organisation, Team and Digital Capability Maturity which explains the current Performance and Rate of Change. The Reports and Roadmaps can guide in selecting new and future capabilities and building Maturities required to achieve the aims and ambitions while building Agility, Innovation, Collaboration, Performance & Digital Effectiveness.]]> Fri, 29 Jan 2021 14:45:32 GMT /slideshow/what-are-capability-maturity-models-why-are-they-important/242009865 Declanka@slideshare.net(Declanka) What are capability maturity models & why are they Important? Declanka Introduction to Capability Maturity Models and How they can be used to support Transformation, Change & Improvement in today's VUCA world. Models can be used to Assess existing Organisation, Team and Digital Capability Maturity which explains the current Performance and Rate of Change. The Reports and Roadmaps can guide in selecting new and future capabilities and building Maturities required to achieve the aims and ambitions while building Agility, Innovation, Collaboration, Performance & Digital Effectiveness. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/whatarecapabilitymaturitymodels290121-210129144532-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Introduction to Capability Maturity Models and How they can be used to support Transformation, Change &amp; Improvement in today&#39;s VUCA world. Models can be used to Assess existing Organisation, Team and Digital Capability Maturity which explains the current Performance and Rate of Change. The Reports and Roadmaps can guide in selecting new and future capabilities and building Maturities required to achieve the aims and ambitions while building Agility, Innovation, Collaboration, Performance &amp; Digital Effectiveness.
What are capability maturity models & why are they Important? from Strategic Business & IT Services
]]> 59 0 https://cdn.slidesharecdn.com/ss_thumbnails/whatarecapabilitymaturitymodels290121-210129144532-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Organisation, Team & Digital Assessment process /slideshow/organisation-team-digital-assessment-process/240439157 assessmentprocess2112201-0ani-201222122152
If you do not understand the Maturity Level of your existing Organisation, Team or Digital Capabilities, you may not be building the right Capabilities to the right Maturity Level for your Transformation or Strategic Goals to be successful. The OrgCMF Reference Models cover Organisation , Team & Digital]]>
If you do not understand the Maturity Level of your existing Organisation, Team or Digital Capabilities, you may not be building the right Capabilities to the right Maturity Level for your Transformation or Strategic Goals to be successful. The OrgCMF Reference Models cover Organisation , Team & Digital]]> Tue, 22 Dec 2020 12:21:52 GMT /slideshow/organisation-team-digital-assessment-process/240439157 Declanka@slideshare.net(Declanka) Organisation, Team & Digital Assessment process Declanka If you do not understand the Maturity Level of your existing Organisation, Team or Digital Capabilities, you may not be building the right Capabilities to the right Maturity Level for your Transformation or Strategic Goals to be successful. The OrgCMF Reference Models cover Organisation , Team & Digital <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/assessmentprocess2112201-0ani-201222122152-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> If you do not understand the Maturity Level of your existing Organisation, Team or Digital Capabilities, you may not be building the right Capabilities to the right Maturity Level for your Transformation or Strategic Goals to be successful. The OrgCMF Reference Models cover Organisation , Team &amp; Digital
Organisation, Team & Digital Assessment process from Strategic Business & IT Services
]]> 76 0 https://cdn.slidesharecdn.com/ss_thumbnails/assessmentprocess2112201-0ani-201222122152-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Odti newsletter dec 2020 release /slideshow/odti-newsletter-dec-2020-release/240135451 odtinewsletterdec2020release151220-201215120027
What Happened in Organisation Development & Change 2020? What to expect 2021? Capability Building becomes central, new reference models, new partners.]]>
What Happened in Organisation Development & Change 2020? What to expect 2021? Capability Building becomes central, new reference models, new partners.]]> Tue, 15 Dec 2020 12:00:27 GMT /slideshow/odti-newsletter-dec-2020-release/240135451 Declanka@slideshare.net(Declanka) Odti newsletter dec 2020 release Declanka What Happened in Organisation Development & Change 2020? What to expect 2021? Capability Building becomes central, new reference models, new partners. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/odtinewsletterdec2020release151220-201215120027-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> What Happened in Organisation Development &amp; Change 2020? What to expect 2021? Capability Building becomes central, new reference models, new partners.
Odti newsletter dec 2020 release from Strategic Business & IT Services
]]> 47 0 https://cdn.slidesharecdn.com/ss_thumbnails/odtinewsletterdec2020release151220-201215120027-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Organisation change readiness assessment paper /slideshow/organisation-change-readiness-assessment-paper/239650911 organisationchangereadinessassessmentpaper2611201-1-201201121007
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.]]>
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.]]> Tue, 01 Dec 2020 12:10:07 GMT /slideshow/organisation-change-readiness-assessment-paper/239650911 Declanka@slideshare.net(Declanka) Organisation change readiness assessment paper Declanka 'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/organisationchangereadinessassessmentpaper2611201-1-201201121007-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> &#39;Don&#39;t Assume! Measure!&#39; Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
Organisation change readiness assessment paper from Strategic Business & IT Services
]]> 68 0 https://cdn.slidesharecdn.com/ss_thumbnails/organisationchangereadinessassessmentpaper2611201-1-201201121007-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 ODTI newsletter oct 2020 /slideshow/odti-newsletter-oct-2020/238759531 odtinewsletteroct2020released-201006085114
Latest In Organisation, Team & Digital Transformation. Strategy, Tools, Dialog, Discussion .]]>
Latest In Organisation, Team & Digital Transformation. Strategy, Tools, Dialog, Discussion .]]> Tue, 06 Oct 2020 08:51:14 GMT /slideshow/odti-newsletter-oct-2020/238759531 Declanka@slideshare.net(Declanka) ODTI newsletter oct 2020 Declanka Latest In Organisation, Team & Digital Transformation. Strategy, Tools, Dialog, Discussion . <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/odtinewsletteroct2020released-201006085114-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Latest In Organisation, Team &amp; Digital Transformation. Strategy, Tools, Dialog, Discussion .
ODTI newsletter oct 2020 from Strategic Business & IT Services
]]> 47 0 https://cdn.slidesharecdn.com/ss_thumbnails/odtinewsletteroct2020released-201006085114-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 The new world of work securing the crisis gains & adapting /slideshow/the-new-world-of-work-securing-the-crisis-gains-adapting/237783034 thenewworldofworksecuringthegains1-0jun20-200812131307
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world]]>
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world]]> Wed, 12 Aug 2020 13:13:07 GMT /slideshow/the-new-world-of-work-securing-the-crisis-gains-adapting/237783034 Declanka@slideshare.net(Declanka) The new world of work securing the crisis gains & adapting Declanka ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thenewworldofworksecuringthegains1-0jun20-200812131307-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals &amp; Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
The new world of work securing the crisis gains & adapting from Strategic Business & IT Services
]]> 89 0 https://cdn.slidesharecdn.com/ss_thumbnails/thenewworldofworksecuringthegains1-0jun20-200812131307-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-Declanka-48x48.jpg?cb=1733494812 Declan is a very experienced leader in the technology sector, with over 30 years experience in multinational, SME sector, and successful entrepreneurial start up organisations. Declan has just completed the return to grow and restructuring of CapGeminis business in Ireland (Sogeti), following the acquisition and integration in 2008 of Insight Test Services which he co-founded in 2003 and built up as a market leader in software QA &amp; Testing here in Ireland and the UK. Previously Declan was CEO of Accuris and Telco Software Company. He spent 14 years in what is now Fujitsu services and was originally Amdahl in senior engineering, Quality, Operations and Practice management position www.sbit.yolasite.com https://cdn.slidesharecdn.com/ss_thumbnails/image4quadspositioningelab170924anirec-240917105602-9edca173-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/why-capability-building-is-important-and-an-approach/271848629 Why Capability Buildin... https://cdn.slidesharecdn.com/ss_thumbnails/orgcmfassessmentuserguide060924v2-0-240909102442-a591bad4-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/organization-team-digital-collaboration-assessment-user-guide-v2-0-pdf/271670621 Organization, Team, Di... https://cdn.slidesharecdn.com/ss_thumbnails/landingsummarycollaborationcmi24140824-240814091515-b7a3e242-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/why-build-collaboration-and-a-collaborative-culture/271007594 Why build Collaboratio...