The document discusses insights into virtual team collaboration and challenges with technology:
- 79% of employees work on virtual teams but 38% feel disengaged in virtual meetings and 72% prefer in-person collaboration
- Workers experience technology overload and 43% are frustrated by disconnected communication tools, with the average work week spending 28% of time on email
- Millennials now represent 36% of the workforce and will be the majority by 2015, with 87% becoming managers
On November 24, 2015, Tom Haak of the HR Trend Institute, conducted a workshop at Oracle Cloud Day South Africa. Karel Stanz (University of Pretoria) and Ronnie Toerien and Vance Kearny (both Oracle) were also part of the workshop. These are the pictures Tom Haak used in his introduction.
The document discusses the challenges of implementing social media and enterprise 2.0 tools in organizations. It notes that while social media is widely used personally, integrating it into companies is difficult as no one is sure how to properly implement it. Some common reasons for enterprise 2.0 failures include focusing on the technology before objectives, lack of executive support, and not involving all stakeholders early on. The document provides a checklist for organizations to reference when considering social media initiatives.
Hayley's Hand - Learning to build your own 3D printer in a day.Kristopher Kleva
油
3D printing can be used to prototype, create replacement parts, and is even versatile enough to print prostheses and medical implants.
It will have a growing impact on our world, as more and more people gain access to these amazing machines.
In this Lunch and Learn, I will give an introduction to the basic concepts and technologies used to build a 3D printer in a single day.
Well talk about why you might pursue this, how you can build your own printer, what materials can be used to print, online services and communities that offer 3D models or 3D printing services, and an intro to designing and printing your first model.
The story "Hayley's Hand" is based on the article 'Handy work: The making of Hayley Fraser's new hand' by Steven McKenzie BBC Scotland Highlands and Islands reporter - http://bit.ly/handywork
Making Technology Work at Work - #1 in the Employment in the Digital Age Seriesinaroundos
油
Part one of three digital learning resources for tech-savvy young adults in the workplace. Initiated and funded by Adult Learning Centres Grey-Bruce-Georgian, Adult Learning Programs of Perth and Employment Ontario.
The average workday has become disjointed. While workers enjoy the freedom that comes from being able to do their jobs without being chained to their desks, it is not without its obstacles. There is certainly no shortage of mobile apps for employees, yet each app only does one thing well, and it is becoming clear that work information is spread out between too many apps. As employees rely more on mobile access, the elusive single-screen, unified mobile experience could be the answer to enterprise information discovery woes. The presentation discusses ways to overcome the information overload challenge using contextual capabilities now provided by mobile devices, a consolidated user experience, and activity streams.
The Death of Dolly, Dilbert, Distance & Dr No: The Future of Work.Nicola Millard
油
The document discusses the future of work and the death of traditional concepts like working from the office or a single location. It notes that according to a 2012 study, the percentage of time people spend working from home or third spaces is increasing, while time spent working from an assigned office desk is decreasing. The document also discusses how work is becoming more virtualized and activity-based through technologies like cloud computing and BYOD (bring your own device) policies, and how this affects work patterns and productivity. It concludes by mentioning how work may soon also involve wearable devices or "wear your own device (WYOD)".
The document discusses 4 trends shaping the future of work: Distance, Diversity, Dilbert, and Droids. It notes that by 2020 there will be 5 generations in the workforce with different communication preferences. New styles of working like telecommuting and activity-based working are also discussed. The rise of artificial intelligence through technologies like IBM's Watson is presented as automating some human tasks, changing the nature of certain jobs.
Isabel De Clercq - Social Technologies - Catalyst for Organisational ChangePatrick Van Renterghem
油
Isabel De Clercq (Trend Catcher, Fire Starter and Sparkle Architect at Wolters Kluwer) presented this at "The Future of IT" on the 20th of September 2017 @itworks. It is based on Isabel's book "Social Technolgies in Business" (Die Keure, June 2017).
This document summarizes 9 key workplace trends: 1) Shifting from hierarchies to networks and closed to open organizations, 2) The increasing presence of smart technologies like big data, AI, and the Internet of Things, 3) The blending of globalization and localization as the world becomes more connected yet consumers want local options, 4) Having multiple generations in the workforce with different needs and expectations, 5) Integrating fun and playfulness into work, 6) Prioritizing purpose and social responsibility over profits alone, 7) Increasing speed of change and new business models, 8) Moving from big change programs to small, agile experiments, and 9) Transitioning from intuitive to evidence-based HR using people analytics and data.
Design thinking provides a powerful toolbox for delivering a digital workplace that is frictionless and productive for the whole workforce. (Presentation by James Robertson at Congres Intranet 2016, in Utrecht, the Netherlands)
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
In this presentation - from Nordic Intranet Summit, November 2014 - I have looked at some common themes that I see across both the Nordic region and in the Intranet/Digital Workplace community as a whole.
Will there be Hoverboards? Not very likely... While innovations like these are exciting and fun, the real trends are what we see when we look at innovative solutions and innovative vendors.
The question is: Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
This document summarizes findings from a global survey of 314 organizations on their digital workplace maturity. It finds that early adopters view increasing organizational intelligence as the top strategic driver, while the majority view gaining efficiency and cost savings as most important. Early adopters have higher levels of maturity across capabilities, enablers, and mindset. The document outlines recommendations for organizations to focus on empowering employees and enabling new ways of working through a digital workplace.
Digital Workplace Trends and TransformationJane McConnell
油
(D.C. version) Get in touch if you'd like a download link. These are first results from the 2014 Digital Workplace survey. It is an enhanced presentation from the one delivered early November 2013 in Washington DC at KMWorld.
From Intranets to the Digital Workplace - how far have we really come so far?Stephan Schillerwein
油
Short presentation at the Worldwide Intranet Challenge Event in Zurich (30.09.2013) talking about some of the reasons why the progress in regard to the Digital Workplace is still very small in most organisation
Put employee experience at the heart of the digital workplaceJames Robertson
油
The document discusses putting employee experience at the heart of the digital workplace. It notes that while organizations are undergoing digital transformations and able to provide functionality, employees remain unhappy. The answer is to focus on improving the employee experience. The employee experience is the sum of interactions between an employee and their organization. The document provides practical approaches for understanding workforce needs, having a clear digital workplace strategy, considering pre-built intranet solutions, taking ownership of the employee experience, and establishing governance to improve the digital workplace.
Strata 2012: Humans, Machines, and the Dimensions of MicroworkDaniel Tunkelang
油
This document discusses dimensions of microwork and how microworkers can help data scientists. It notes that microworkers can assist with data collection, providing human judgments as training data, and evaluating data. However, while independent judgments may increase accuracy, it also prevents collaboration between workers. The document recommends keeping microwork tasks simple by providing clear instructions, being transparent about goals, and managing tradeoffs between task difficulty and value. It also advises watching out for potential systematic biases.
Knowledge work is broken - can social fix it?Oscar Berg
油
This document discusses how management can improve knowledge work productivity in the 21st century. It argues that existing systems are incompatible with today's business environment and knowledge work. To unlock productivity, organizations need to redesign digital work environments based on social principles like openness, transparency, participation and dialog to improve awareness and collaboration. Applying social mechanisms can change how work is done by making work more visible and connecting people.
From intranets to digital employee experience (March 2019)James Robertson
油
Modern intranets still play an important role in organisations, but they now sit within the broader digital workplace. Leading firms are now focusing on digital employee experience (DEX), as the next step in their journey. (Keynote presentation by James Robertson at the Entopic Intranet & Digital Workplace Congres in Utrecht, March 2019)
Setting the scene for the Enterprise Digital Workplace Summit, 6 June 2018, at the British Academy. We live in a time of exponential change and disruption. What we call the Digital Enterprise Wave may become a Tsunami adding Artificial intelligence and blockchain to the other emerging technologies. A management shift, but change is happening across the workplace with the "gig mindset". What is a digital workplace anyway? Finally a reminder of the 8 Strategic Building Blocks for digital transformation, a plea to focus less on technology and more on people, and 2 key recommendations.
This document discusses the exponential growth of technologies and their potential impacts. It makes three key points:
1. Many technologies are developing exponentially, with costs dropping sharply as capabilities increase. This will massively disrupt existing industries and business models.
2. The convergence of technologies like AI, robotics, biotech and others could lead to unprecedented changes in products, services and society. It may transform the very nature of work and businesses.
3. Countries and organizations need to prepare for this disruption by becoming more innovative, collaborative and by developing an "exponential mindset" to harness new opportunities and tackle large problems through breakthrough technologies.
Meetup HR Digital Leaders. Digital Company, Digital People.The Key Talent
油
Presentaci坦n de Vodafone con una visi坦n general del journey del talento dentro de su compa単鱈a. Realizada en el tercer MeetUp HR Digital Leaders, organizado por The Key Talent y Vodafone.
Digital employee experience (DEX) is a powerful concept that mirrors customer experience. Still new in the marketplace of ideas, it's already having an impact around the globe. Closing keynote at DEX 2019 (Sydney) by James Robertson, Founder, Step Two.
Presentation by Martha G Russell and David A. Evans, mediaX at Stanford University, for SESI, Santa Catarina, Brazil, to launch planning of SESI Innovation Research Center on Occupational Health and Safety for Brazilian workers and businesses, to support the Health Safety and Environment objectives of SESI, part of Brazil's CNI and its industry system.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Siuberto Socarr叩s will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
1) The document describes a positive vision of the future in 2025 where global cooperation has addressed many social and environmental issues through responsible economic policies and new technologies.
2) It credits the field of organization development for playing a key role in achieving this future by forming the World OD Alliance in 2007 and promoting the doctrine of "responsible progress".
3) The World OD Alliance helped rejuvenate OD by coordinating the field's efforts and focusing on "learning" as a cornerstone value, while the responsible progress doctrine encouraged balancing economic goals with environmental sustainability.
Global Trends in Organisational Learning & Developments 2014eUniversity
油
Global organizations are increasingly finding traditional learning departments to be inefficient and expensive, with only about one-third of training costs going towards actual learning. As a result, organizations have adopted eLearning and a more networked approach to learning and development that allows learners to learn at their own pace. Key trends include a focus on collaboration both within and between organizations, catering learning to different generations, developing local talent globally, emphasizing critical thinking over fast learning, building relationships over transactions, integrating diverse technologies, mentoring through interaction, tailoring learning to individuals, and making anything possible through learning anytime and anywhere.
Problems with Organizational Development Organizational Change and Developme...manumelwin
油
Few consultants are engaged in the system-wide efforts that are OD.
Most are using OD techniques in limited ways because of reductionist thinking legacy.
Future of Organizational Development - Organizational Change and Development...manumelwin
油
the following concerns remain constant for leaders and OD practitioners. How do we:
build a sustainable high-performance organization in which individual workers take an active part in achieving the required output?
Appropriately build engaged, proactive, empowered staff when there are limited reward levers organization can pull while needing to hold staff accountable?
Solve the problems of aligning and integrating diverse cultural elements?
Isabel De Clercq - Social Technologies - Catalyst for Organisational ChangePatrick Van Renterghem
油
Isabel De Clercq (Trend Catcher, Fire Starter and Sparkle Architect at Wolters Kluwer) presented this at "The Future of IT" on the 20th of September 2017 @itworks. It is based on Isabel's book "Social Technolgies in Business" (Die Keure, June 2017).
This document summarizes 9 key workplace trends: 1) Shifting from hierarchies to networks and closed to open organizations, 2) The increasing presence of smart technologies like big data, AI, and the Internet of Things, 3) The blending of globalization and localization as the world becomes more connected yet consumers want local options, 4) Having multiple generations in the workforce with different needs and expectations, 5) Integrating fun and playfulness into work, 6) Prioritizing purpose and social responsibility over profits alone, 7) Increasing speed of change and new business models, 8) Moving from big change programs to small, agile experiments, and 9) Transitioning from intuitive to evidence-based HR using people analytics and data.
Design thinking provides a powerful toolbox for delivering a digital workplace that is frictionless and productive for the whole workforce. (Presentation by James Robertson at Congres Intranet 2016, in Utrecht, the Netherlands)
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
In this presentation - from Nordic Intranet Summit, November 2014 - I have looked at some common themes that I see across both the Nordic region and in the Intranet/Digital Workplace community as a whole.
Will there be Hoverboards? Not very likely... While innovations like these are exciting and fun, the real trends are what we see when we look at innovative solutions and innovative vendors.
The question is: Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
This document summarizes findings from a global survey of 314 organizations on their digital workplace maturity. It finds that early adopters view increasing organizational intelligence as the top strategic driver, while the majority view gaining efficiency and cost savings as most important. Early adopters have higher levels of maturity across capabilities, enablers, and mindset. The document outlines recommendations for organizations to focus on empowering employees and enabling new ways of working through a digital workplace.
Digital Workplace Trends and TransformationJane McConnell
油
(D.C. version) Get in touch if you'd like a download link. These are first results from the 2014 Digital Workplace survey. It is an enhanced presentation from the one delivered early November 2013 in Washington DC at KMWorld.
From Intranets to the Digital Workplace - how far have we really come so far?Stephan Schillerwein
油
Short presentation at the Worldwide Intranet Challenge Event in Zurich (30.09.2013) talking about some of the reasons why the progress in regard to the Digital Workplace is still very small in most organisation
Put employee experience at the heart of the digital workplaceJames Robertson
油
The document discusses putting employee experience at the heart of the digital workplace. It notes that while organizations are undergoing digital transformations and able to provide functionality, employees remain unhappy. The answer is to focus on improving the employee experience. The employee experience is the sum of interactions between an employee and their organization. The document provides practical approaches for understanding workforce needs, having a clear digital workplace strategy, considering pre-built intranet solutions, taking ownership of the employee experience, and establishing governance to improve the digital workplace.
Strata 2012: Humans, Machines, and the Dimensions of MicroworkDaniel Tunkelang
油
This document discusses dimensions of microwork and how microworkers can help data scientists. It notes that microworkers can assist with data collection, providing human judgments as training data, and evaluating data. However, while independent judgments may increase accuracy, it also prevents collaboration between workers. The document recommends keeping microwork tasks simple by providing clear instructions, being transparent about goals, and managing tradeoffs between task difficulty and value. It also advises watching out for potential systematic biases.
Knowledge work is broken - can social fix it?Oscar Berg
油
This document discusses how management can improve knowledge work productivity in the 21st century. It argues that existing systems are incompatible with today's business environment and knowledge work. To unlock productivity, organizations need to redesign digital work environments based on social principles like openness, transparency, participation and dialog to improve awareness and collaboration. Applying social mechanisms can change how work is done by making work more visible and connecting people.
From intranets to digital employee experience (March 2019)James Robertson
油
Modern intranets still play an important role in organisations, but they now sit within the broader digital workplace. Leading firms are now focusing on digital employee experience (DEX), as the next step in their journey. (Keynote presentation by James Robertson at the Entopic Intranet & Digital Workplace Congres in Utrecht, March 2019)
Setting the scene for the Enterprise Digital Workplace Summit, 6 June 2018, at the British Academy. We live in a time of exponential change and disruption. What we call the Digital Enterprise Wave may become a Tsunami adding Artificial intelligence and blockchain to the other emerging technologies. A management shift, but change is happening across the workplace with the "gig mindset". What is a digital workplace anyway? Finally a reminder of the 8 Strategic Building Blocks for digital transformation, a plea to focus less on technology and more on people, and 2 key recommendations.
This document discusses the exponential growth of technologies and their potential impacts. It makes three key points:
1. Many technologies are developing exponentially, with costs dropping sharply as capabilities increase. This will massively disrupt existing industries and business models.
2. The convergence of technologies like AI, robotics, biotech and others could lead to unprecedented changes in products, services and society. It may transform the very nature of work and businesses.
3. Countries and organizations need to prepare for this disruption by becoming more innovative, collaborative and by developing an "exponential mindset" to harness new opportunities and tackle large problems through breakthrough technologies.
Meetup HR Digital Leaders. Digital Company, Digital People.The Key Talent
油
Presentaci坦n de Vodafone con una visi坦n general del journey del talento dentro de su compa単鱈a. Realizada en el tercer MeetUp HR Digital Leaders, organizado por The Key Talent y Vodafone.
Digital employee experience (DEX) is a powerful concept that mirrors customer experience. Still new in the marketplace of ideas, it's already having an impact around the globe. Closing keynote at DEX 2019 (Sydney) by James Robertson, Founder, Step Two.
Presentation by Martha G Russell and David A. Evans, mediaX at Stanford University, for SESI, Santa Catarina, Brazil, to launch planning of SESI Innovation Research Center on Occupational Health and Safety for Brazilian workers and businesses, to support the Health Safety and Environment objectives of SESI, part of Brazil's CNI and its industry system.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Siuberto Socarr叩s will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
1) The document describes a positive vision of the future in 2025 where global cooperation has addressed many social and environmental issues through responsible economic policies and new technologies.
2) It credits the field of organization development for playing a key role in achieving this future by forming the World OD Alliance in 2007 and promoting the doctrine of "responsible progress".
3) The World OD Alliance helped rejuvenate OD by coordinating the field's efforts and focusing on "learning" as a cornerstone value, while the responsible progress doctrine encouraged balancing economic goals with environmental sustainability.
Global Trends in Organisational Learning & Developments 2014eUniversity
油
Global organizations are increasingly finding traditional learning departments to be inefficient and expensive, with only about one-third of training costs going towards actual learning. As a result, organizations have adopted eLearning and a more networked approach to learning and development that allows learners to learn at their own pace. Key trends include a focus on collaboration both within and between organizations, catering learning to different generations, developing local talent globally, emphasizing critical thinking over fast learning, building relationships over transactions, integrating diverse technologies, mentoring through interaction, tailoring learning to individuals, and making anything possible through learning anytime and anywhere.
Problems with Organizational Development Organizational Change and Developme...manumelwin
油
Few consultants are engaged in the system-wide efforts that are OD.
Most are using OD techniques in limited ways because of reductionist thinking legacy.
Future of Organizational Development - Organizational Change and Development...manumelwin
油
the following concerns remain constant for leaders and OD practitioners. How do we:
build a sustainable high-performance organization in which individual workers take an active part in achieving the required output?
Appropriately build engaged, proactive, empowered staff when there are limited reward levers organization can pull while needing to hold staff accountable?
Solve the problems of aligning and integrating diverse cultural elements?
Emerging trends in educational technologyLindsay Antwi
油
This document discusses emerging trends in educational technology, focusing on online learning. It defines online learning as delivering information through the internet rather than in a physical classroom. Some benefits of online learning mentioned include providing students with abundant information from a variety of formats that can be accessed anytime from anywhere. However, challenges include not all students having internet access, limited social interaction, and issues with cheating or ensuring reliable sources online.
The document discusses organisation development interventions at IBM, including a blended learning approach using web-based, interactive and collaborative tools as well as face-to-face training. Key principles ensure the effectiveness of organisational development, such as aligning with business needs, demonstrating measurable impact, and using best practices. Employee development focuses on both individual and corporate needs through customized programs, online portals, and dialogues to further fundamental competencies and goals. Major interventions include job redesign, flexible work schedules, process consultation, and mergers and acquisitions.
The document discusses the system theory, which views organizations as complex systems made up of interconnected subsystems. It defines key aspects of the system theory, including that organizations rely on synergy between subsystems like departments and employees. The premises of system theory are explained, noting organizations function like living organisms through interdependent subsystems working together. Characteristics of system theory focus on communication, boundaries, and organizations being goal-directed. Advantages include a broad theoretical view of organizations and dealing with complexity, while disadvantages are a lack of focus on specific tasks and interpersonal relationships. Modern organizations apply system theory to measure performance and interactions between individuals and departments.
This document provides an overview of cross-cultural management and culture. It discusses definitions of culture and introduces several cultural frameworks, including Hofstede's cultural dimensions model. Hofstede's model identifies and defines five dimensions of culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term vs short-term orientation. The document also summarizes Trompenaars' cultural dimensions model and describes additional research frameworks, including the GLOBE project cultural variables.
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
Organization development (OD) aims to improve how organizations function and increase effectiveness through planned interventions using behavioral science knowledge. OD focuses on diagnosing issues, planning and implementing changes, and evaluating results through an iterative process of action research. Some common OD interventions include team building, intergroup relations training, organizational restructuring, and culture change programs.
Organised Services Operating Model Overview - Services Week 2025Steve Purkis
油
First presented at Gov.UK's Services Week 2025.
Adopting a service-based operating model is hard! The Organised Services Operating Model is a creative commons template based on years of experience transforming organisations in the public sector. It grew out of the practical application of the UKs Service Standard, and has also been used in the private sector.
It uses a simple cell-based structure with central governance that puts users front and center. Its freely available under creative commons at https://osom.guide/ and can be introduced into organisations either wholesale, or in part.
It's helps you think through the changes you'll need to make to your organisation to enable long-lived cross-functional service teams to form, and get on with designing, building and delivering effectively.
My session for mid-career managers on the cusp of growing into first-time leadership roles. In this session, I addressed some core issues around what constitutes leadership. My going in position is that while title, role, position, etc. bring the extrinsic "power" to your ability to lead, what really matters is who you are without any of those trappings? To me, leadership is all about the ability to lead wherever you are.
JCI is a worldwide federation of young leaders and entrepreneurs with nearly five lakh active members and millions of alumni spread across more than 115 ...
Empowering young African leaders through community-led projects in under-reso...WAIHIGA K.MUTURI
油
CorpsAfrica/Kenya
CorpsAfrica is a non-profit organization that aims to assist young Africans by deploying them to rural, underdeveloped areas in their home countries. By utilizing a Human-Centered Design and Asset-Based Community Development approach, CorpsAfrica collaborates with local communities to identify ... see more.
A facilitation engagement for 2 sessions on Strategic Business Management and Practical Job Applications. These sessions will took 3 hours.
The participants of these sessions are former CorpsAfrica/Kenya volunteers who are between the ages of 25 and 35; some are in their early career stages; some are unemployed and actively seeking opportunities; some have started up businesses; and others are in the planning stage of starting a business.
Creator of Opportunities I Architect of Social Impact I Vendor of Attention
"Africa MUST change the way it tackles poverty!"
~ Waihiga K. Muturi, Rtn.
Waihiga K. Muturi is a distinguished Global Innovation Strategist, Communications expert and Social Impact Architect with over 15 years of experience driving transformative change across regions in Africa, MENA, and beyond. Renowned for his ability to craft compelling narratives that resonate with diverse audiences,
Waihiga leverages strategic communications, media, PR, advocacy, and stakeholder engagement to mobilise resources for underserved populations. He has successfully led multimillion-dollar programs, fostering partnerships across public, private, and non-profit sectors to address critical social issues.
With a proven track record in program development and management, Waihiga has enhanced organisational outreach and visibility for over 321 partners globally. He is adept at building cohesive teams and networks, driving collaboration that amplifies impact and promotes sustainable development. His holistic approach encompasses strategic planning, capacity building, and performance monitoring, ensuring that initiatives are scalable, inclusive, and sustainable.
Waihiga's commitment to social justice and impact is evident in his advocacy for community equity, grassroots participation, and human-centred solutions that empower marginalised and underserved communities. As also an accredited mediator and trainer, he champions the decolonisation of narratives surrounding African development while addressing pressing issues such as gender equality, climate change, philanthropy and grassroots policy advocacy. His work embodies a dedication to turning passionate ideas into actionable solutions that create lasting social impact.
Let's Create Africa:
* I'm happy to connect via https://www.linkedin.com/in/waihigakmuturi
* and/or slot an appointment via https://app.tap-tu.com/waihigakmuturi
Looking forward,油
Thank油You油
Subscribe Like Share & Comment
#WaihigaKMuturi #WaihigaIsImpact #CreatorOfOpportunities #SerialSocialEntrepreneur #DigitalStoryteller #SocialConnector #ProfessionalMediator #LetsCreateAfrica #JobsInAfrica
HISTORICAL DEVELOPMENT OF THE NATIONAL INSTITUTE.pptxTANKOAHMED
油
As history brings you together into the NIPSS System, you will also share in its challenges and opportunities.
You are the foundation for the SEC Participants coming after you, as those before you are the foundation of what you start today.
History has a way of transforming us into the agents of what it does to society, that is, Change over Time.
This is to say that you have assumed the role of Change Agents which is the general idea of being on the NIPSS SEC programme - You are also taken into the Nigerias Eagle System
The Compassionate Leader: Balancing Ethics and Responsibility in LeadershipAbishec shah
油
This case study explores the leadership dilemma faced by Tina, a student council president, when a key team member, Vikram, requests time off due to personal issues amid a critical event. The presentation delves into ethical leadership, decision-making, and team management, drawing insights from the Bhagavad Gita and the Ramayana. It provides actionable strategies for compassionate leadership while maintaining team efficiency.
Corporate governance in family businesses involves a structured approach to managing the business while balancing family interests and professional management practices. Unlike non-family firms, these businesses face unique challenges such as succession planning, conflicts of interest, and decision-making influenced by family dynamics
19. Implications for odpn
1. The CIO is coming.
2. Embed more technology into the profession
3. Blurring of business and social goals.
4. Innovate, innovate, innovate.
5. The organization studio