The traditional model of agile transformation has significant flaws and is very expensive. The Agile Formation process is designed to be a new model for bribing agility to an organization. A more organic approach that is designed to create a long term self-sustaining agile organization that is not dependent upon high paid consultants.

Nowadays many large Projects have their Team spread in several locations. The possibilities for physical meeting or face-to-face conversation in such Virtual Project teams are strongly limited. Often when a Projects team is dispersed they suffer delays and sometimes complete failure. Peter Ivanov is an international Manager and Virtual Teams Expert. His method “Virtual Power Teams” is proven in practice and has won multiple corporate awards among which are the "Best of the Best" in 2007 and the Global "IT Connect Award" in 2012. Using Peter’s techniques, you can deliver Projects quicker, reduce your cost significantly and develop your Organization for the Future!

Już w czasach starożytnych można znaleźć przykłady niezwykle sprawnej budowy obozów warownych przez legiony rzymskie, gdzie grupa wojskowych fachowców wykorzystując doświadczenia pokoleń i zorientowana na perfekcyjne wykonanie swojego zakresu prac doprowadzała do b. sprawnej i szybkiej realizacji zadań. Dwa główne podejścia do projektów kaskadowe i zwinne sugerują dwie drogi organizacji zespołów. Tworzenie formalnych zasad i samoorganizację. W eksperymencie trwającym od 2012 roku na 700 uczestnikach zmierzono wpływ obu tych podejść na efektywność zespołów. W trakcie wykłady zostaną przybliżone wnioski płynące z tego eksperymentu. W drugiej części wystąpienia przeprowadzony zostanie prosty eksperyment na publiczności ilustrujący nieformalny proces uczenia się zespołów poprzez komunikację i pozytywne przenikanie się wiedzy i doświadczeń, co finalnie prowadzi do wzrostu kompetencji i szybkości działania zespołów.

Lot Avianca 52 na 45min przed lądowaniem w JFK ma zapas paliwa na 2,5h dalszego lotu. Jednak spada 10min od pasa z pustymi zbiornikami zabijając 73 osoby. W 2012r, w jednym dniu, trzy samoloty RyanAir zgłosiły Mayday i lądowały awaryjnie w Walencji. Jakie były organizacyjne przyczyny tych zdarzeń i jakie branża lotnicza wyciągnęła z nich wnioski? Jako Kierownicy Projektów, lecąc do pracy czy na wakacje spokojnie powierzamy swoje życie w ręce inżynierów, pilotów i obsługi naziemnej, oczekując pełnego powodzenia podejmowanych przez nich zadań. Ufamy, że stosowane przez nich procedury i praktyki dowiozą nas bezpiecznie do celu, w terminie i w budżecie. Warto zaczerpnąć z tak bogatego źródła wiedzy i przeszczepić do swojego zespołu wybrane elementy, zaczynając od podejścia do planowania, przez standardy komunikacji, po kulturę badania incydentów i gromadzenia wiedzy.

When NASA was working on sending a man to the moon they created an “Office of Impossible Projects” to handle challenges that no one knew how to overcome. One by one “impossible” became merely difficult. Unfortunately most workplaces don’t encourage this kind of bold approach! And almost no teams think to celebrate mistakes or embrace failure as a path to new possibilities. And yet many organizations claim they want their people to be creative and innovative. Really?!! Why didn’t record companies invent iTunes? Why didn’t telephone companies invent the smart phones? Nokia, the innovative company that emerged from nowhere to beat Motorola in the digital cell phone market, saw their 60% market share fall to zero within 6 years! In face, many companies that were wildly successful no longer exist, including Kodak, Compaq, Pan Am, Enron, Radio Shack, Blockbuster and Sun Microsystems. Trapped by their own success, market leaders become complacent – even arrogant, learn to reduce risk and avoid mistakes and failures. As a consequence they squelch or kill innovation and creativity, and ignore disruptions in their industry that should cause them great concern. This makes them vulnerable to global competition from new or more aggressive companies with less to lose as well as disruptive innovation that they could not imagine. This presentation will explore the biggest barriers to breakthroughs in ourselves, our teams, and our organizations, and practical ways to promote risk-taking, thinking differently, and sparking innovative thinking in our organizations. Highlights • Research on the Real-world Barriers to Creativity and Innovation • Relationship of Creativity to Innovation • Examples of Successful and Failed Companies as well as Accidental Innovation • Practical ways to Increase innovation, including: • Stop Killing It! • Generous Listening & Possibility Speaking • Celebrate Risk-taking & Learn from Mistake-making • Re-interpret Failure – Fail Forward • Re-invent Yourself Starting with Your Socks!

The traditional model of agile transformation has significant flaws and is very expensive. The Agile Formation process is designed to be a new model for bribing agility to an organization. A more organic approach that is designed to create a long term self-sustaining agile organization that is not dependent upon high paid consultants.

Od lat biznes boryka się z wyegzekwowaniem strategii biznesowej.  Temat jest nadal aktualny pomimo usilnych starań i ciągłych zmian zarówno organizacyjnych jak i otoczenia biznesowego. Bazując na przykładach przedyskutujemy jakie warunki stworzyć aby przekuć strategię biznesową w sukces biznesowy

In the last years, project management shifted from being a differentiator to a minimum requirement in project driven companies or departments. However, lack of individual solid view from a project is still providing headaches to the upper management who is more often seeking for a holistic and unified view. Having a portfolio perspective in place is not as simple as it sounds while including different corners stones into the already complex equation: global projects developed and implemented with multicultural blended teams split all around the world. In this direction, this presentation aims to differentiate best practices from challenges faced while designing and rolling out a global portfolio strategy in 5 continents and share the framework which is currently being implemented that covers the “complete chain”: from idea generation to benefit measurement.

Na skraju technologicznej osobliwości. Dokąd prowadzi cyfrowa transformacja biznesu? Ekonomiczne i społeczne skutki techno-ewolucji. Modele ekonomiczne cyfrowego biznesu - gospodarka wrażeń, zaufania i zaangażowania, Hollywood Economics. Główne opcje strategiczne w transformacji cyfrowej. Znaczenie i konsekwencje przewagi informacyjnej. Model referencyjny OODA, jego przydatność dla doskonalenia przewagi informacyjnej. Autonomiczna firma - utopia czy nieuchronność. Przykłady autonomicznych firm i ich komponentów architektonicznych. Rola ludzi w autonomicznej organizacji. Jak jest przyszłość zarządzania?

Podbój kosmosu przyniósł ze sobą mnóstwo innowacji i pokazał, że stawianie sobie ambitnych celów potrafi dać świetne rezultaty. Przemysł kosmiczny jest wyjątkowy i "standardowy" biznes może się z niego dużo nauczyć. W tym przemówieniu Leszek pokaże najważniejsze lekcje.

When NASA was working on sending a man to the moon they created an “Office of Impossible Projects” to handle challenges that no one knew how to overcome. One by one “impossible” became merely difficult. Unfortunately most workplaces don’t encourage this kind of bold approach! And almost no teams think to celebrate mistakes or embrace failure as a path to new possibilities. And yet many organizations claim they want their people to be creative and innovative. Really?!! Why didn’t record companies invent iTunes? Why didn’t telephone companies invent the smart phones? Nokia, the innovative company that emerged from nowhere to beat Motorola in the digital cell phone market, saw their 60% market share fall to zero within 6 years! In face, many companies that were wildly successful no longer exist, including Kodak, Compaq, Pan Am, Enron, Radio Shack, Blockbuster and Sun Microsystems. Trapped by their own success, market leaders become complacent – even arrogant, learn to reduce risk and avoid mistakes and failures. As a consequence they squelch or kill innovation and creativity, and ignore disruptions in their industry that should cause them great concern. This makes them vulnerable to global competition from new or more aggressive companies with less to lose as well as disruptive innovation that they could not imagine. This presentation will explore the biggest barriers to breakthroughs in ourselves, our teams, and our organizations, and practical ways to promote risk-taking, thinking differently, and sparking innovative thinking in our organizations. Highlights • Research on the Real-world Barriers to Creativity and Innovation • Relationship of Creativity to Innovation • Examples of Successful and Failed Companies as well as Accidental Innovation • Practical ways to Increase innovation, including: • Stop Killing It! • Generous Listening & Possibility Speaking • Celebrate Risk-taking & Learn from Mistake-making • Re-interpret Failure – Fail Forward • Re-invent Yourself Starting with Your Socks!

The traditional model of agile transformation has significant flaws and is very expensive. The Agile Formation process is designed to be a new model for bribing agility to an organization. A more organic approach that is designed to create a long term self-sustaining agile organization that is not dependent upon high paid consultants.

Transformacja cyfrowa jest na liście priorytetów niemal każdej organizacji. To szaleństwo trwa już nieprzerwanie od wielu lat. Czas na podsumowanie. Jakie są doświadczenia rynkowe i najlepsze praktyki? Co decyduje o sukcesie i jak sprawić, aby firma nie ugrzęzła w zmianie, która nie przynosi rezultatów? Jak zaprojektować, przeprowadzić i utrzymać wysokie tempo zmian w firmie i zapewnić jej sukces rynkowy. Transformacja cyfrowa to transformacja totalna – od pewnego momentu nic niż nie będzie takie, jak dawniej. Sprawdź w jakim zakresie Twoja organizacja jest na nią gotowa.

Na przykładzie przypadków wdrażania innowacji i transformacji cyfrowej pokażemy praktyczne wskazówki jak pozyskiwać wiedzę, jak pracować nad identyfikacją osób/ działów które najlepiej rozumieją zmianę lub mogą chciec ją wesprzeć, jak udrazaniać wspólpracę biznesu i IT, jak biznes może uczyć się od IT, jednocześnie pozwalając IT zrozumieć wyzwania przed jakimi stoi, jak radzić sobie z edukacją kadry i akceptacją nowych procesów i modeli współpracy. Przykłady będą omówione w ramach dialogu pomiędzy dwoma prelegentami, który pomoże atrakcyjnie pokazać róże role.

When we think of projects and programs of business transformations, what are they usually supposed to achieve? What are common constrains, what processes, sub-groups and groups are engineered? We will hear about the business processes, challenges for automation, as well as a view on technology trends and stages of business process automation with closer look at robotics process automation (RPA). Certainly the most important is the topic of benefits and pitfalls of robotics process automation - business view on yielding value from RPA projects. We will have a short snapshot of types of RPA projects, their challenges, further steps that need to be considered. Finally, focus will be put on shared service centres and how transformation and automation will impact their future.

CIONET is active in 18 countries and has over 6800 members. Within this community, we observe three distinctly different approaches to digital innovation: Buy: Start-ups and scale-ups are much better equipped to innovate. Let’s invest Make: With the talent and the culture that we have ourselves and within our partners, we can continuously re-invent ourselves ! Hybrid: Sometimes we invent, sometimes we buy   Each of these models has its own advantages and disadvantages, but they all require strong project management. However, the expectations from the project managers are very different in each model.

When NASA was working on sending a man to the moon they created an “Office of Impossible Projects” to handle challenges that no one knew how to overcome. One by one “impossible” became merely difficult. Unfortunately most workplaces don’t encourage this kind of bold approach! And almost no teams think to celebrate mistakes or embrace failure as a path to new possibilities. And yet many organizations claim they want their people to be creative and innovative. Really?!! Why didn’t record companies invent iTunes? Why didn’t telephone companies invent the smart phones? Nokia, the innovative company that emerged from nowhere to beat Motorola in the digital cell phone market, saw their 60% market share fall to zero within 6 years! In face, many companies that were wildly successful no longer exist, including Kodak, Compaq, Pan Am, Enron, Radio Shack, Blockbuster and Sun Microsystems. Trapped by their own success, market leaders become complacent – even arrogant, learn to reduce risk and avoid mistakes and failures. As a consequence they squelch or kill innovation and creativity, and ignore disruptions in their industry that should cause them great concern. This makes them vulnerable to global competition from new or more aggressive companies with less to lose as well as disruptive innovation that they could not imagine. This presentation will explore the biggest barriers to breakthroughs in ourselves, our teams, and our organizations, and practical ways to promote risk-taking, thinking differently, and sparking innovative thinking in our organizations. Highlights • Research on the Real-world Barriers to Creativity and Innovation • Relationship of Creativity to Innovation • Examples of Successful and Failed Companies as well as Accidental Innovation • Practical ways to Increase innovation, including: • Stop Killing It! • Generous Listening & Possibility Speaking • Celebrate Risk-taking & Learn from Mistake-making • Re-interpret Failure – Fail Forward • Re-invent Yourself Starting with Your Socks!