Описание: How companies are using lean development to revolutionize their product and service offerings--vital lessons any business leader can use as an engine of innovation
How did Ford Motors use Lean Development to pull off one of the most impressive corporate turnarounds in history? Largely by avoiding the mistakes that so many companies make when in a death spiral. They looked beyond manufacturing efficiency to change the very fundamentals of how they developed vehicles.
In Designing the Future, Lean product development expert James Morgan and world-renowned Lean guru Jeffrey K. Liker reveal why so many companies have achieved only moderate success with Lean in operations, with a limited impact on their overall business. They take you through the process of bringing the best of Lean management to your enterprise--in order to link your business strategy to superior value designed for customers.
The authors provide an actionable approach to building a better future for your business fueled by an iterative, integrated process that relies on simultaneous engineering, linking strategy and vision.They illustrate how to empower skilled and talented people to make collaboration and innovation a habit--hour to hour and day to day. It's the secret of full implementation of Lean--and this groundbreaking guide takes you through every step of the process.
The best way to predict the future is to create it. With Designing the Future, you have everything you need to create a flexible, iterative business-transformation process that takes you from strategic vision to value stream creation for maximum customer value delivery.
Автор: Dilts Robert Название: Skills for the Future: Managing Creativity and Innovation ISBN: 1947629271 ISBN-13(EAN): 9781947629271 Издательство: Неизвестно Цена: 4131.00 р. Наличие на складе: Есть у поставщика Поставка под заказ.
Описание:
Skills for the Future are those skills which will allow us to effectively and ecologically define, move toward and manage the future amid the challenges of uncertainty and change. The two basic goals for developing skills for the future are to 1) improve performance and 2) manage change. Reaching these objectives involves competence in such areas as learning, leadership and, perhaps most importantly, creativity. The focus of this book is on how the cognitive and behavioral technologies of Neuro-Linguistic Programming may be used to develop and apply personal and organizational learning strategies together with communication and leadership skills to manage the processes of "creating the future."
Originally conceived and formulated by Robert Dilts and Gino Bonissone as part of an extensive project on leadership and creativity for the Fiat Group, the purpose of Skills for the Future is to provide models and tools for defining and managing the creative process on both a micro and macro level. The micro aspects of creativity relate to the inner thoughts and subjective experiences that are at the basis of an individual's own personal creative activities. The macro aspects of creativity deal with a) how to enhance the creative interaction between two people or a group of people, and b) the implications of the creative process in the context of an organization and organizational problem-solving.
The book is composed of three basic parts: 1) Personal Creativity, 2) Co-Creativity and 3) Group Creativity.
Part I focuses on the personal or individual aspects of creativity and innovation. Its purpose is to address questions such as, "What are some of your own personal creative strategies?" "How could you define and enhance some of your own creative abilities?" Part I shows how some basic NLP models and distinctions may be used to develop more mastery over your internal state and improve your own creative thinking strategies by coordinating your own inner dreamer, realist and critic.
Part II explores the processes relating to co-creativity. It addresses the questions, "How can we enhance creative interactions?" "In what ways might we be able to coach the process of creativity in others or stimulate others to be more creative?" Part II emphasizes skills related to helping others be more creative and tap into unconscious creative processes through mental mapping and lateral thinking strategies.
Part III explores how NLP principles and tools may be used to stimulate and manage creativity in groups of people in organizations, in particular in terms of interfunctional interactions. It addresses questions such as, "How can the creative processes of different people be coordinated?" "In what ways can we define and integrate the different kinds of creative processes necessary to promote a successful team or organization?" Part III focuses on skills related to the identification and direction of different thinking styles and the development of effective communication strategies and creative leadership abilities.
Conquer the most essential adaptation to the knowledge economy
Psychological Safety at Work: How to Ensure Learning and Innovation in the Knowledge Economy offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing.
This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation.
Explore the link between psychological safety and high performance
Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes
Nurture the level of engagement and candor required in today's knowledge economy
Follow a step-by-step framework for establishing psychological safety in your team or organization
Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. Psychological Safety at Work: How to Ensure Learning and Innovation in the Knowledge Economy helps you bring about this most critical transformation.
Название: HRD in a Complex World ISBN: 0415859980 ISBN-13(EAN): 9780415859981 Издательство: Taylor&Francis Рейтинг: Цена: 7961.00 р. Наличие на складе: Есть у поставщика Поставка под заказ.
Описание: A strong challenge to traditional Human Resource Development. Internationally renowned authors address HRD presenting multifaceted alternative perspectives to the current practice and theory of HRD.
Описание: This book, Human Resource Management in Small and Medium Enterprises, is a comprehensive textbook specially designed to meet the needs of management students and authors. Adopting an application-orientation approach to the subject, it explains the various concepts by using illustrations, figures, and tables. The book provides in-depth coverage of topics such as research for HRD practices in small- and medium-size firms, labor force in SAARC Region, export performance in South Asia vs. the rest of the world, economic growth in India, modern competition models, and stages in the evolution and development of HRM. Salient features of the book include a simple and easy-to-understand framework, focus on clarity of concepts and applications, and interesting and meaningful contents. The book aims to provide a step-by-step approach to each topic, particularly those requiring human resource strategies and management treatment. To compete and emerge successful in global competitive environments demands an effective and efficient management system. Many organizations are, in fact, increasing their IT concepts, strategies, and issues involved in developing and managing information regarding management aspects.
Описание: First, it offers a deeper understanding of the evolution of research on BMI through an ontological map that identifies the key thematic areas in the literature. Third, the authors identify clear and specific directions for further research and offer suggestions on research design, creating an informative road map for the future.
Описание: This book aims to identify promising future developmental opportunities and applications for Tech Mining. Specifically, the enclosed contributions will pursue three converging themes:The increasing availability of electronic text data resources relating to Science, Technology and Innovation (ST&I).The multiple methods that are able to treat this data effectively and incorporate means to tap into human expertise and interests.Translating those analyses to provide useful intelligence on likely future developments of particular emerging S&T targets. Tech Mining can be defined as text analyses of ST&I information resources to generate Competitive Technical Intelligence (CTI). It combines bibliometrics and advanced text analytic, drawing on specialized knowledge pertaining to ST&I. Tech Mining may also be viewed as a special form of “Big Data” analytics because it searches on a target emerging technology (or key organization) of interest in global databases. One then downloads, typically, thousands of field-structured text records (usually abstracts), and analyses those for useful CTI. Forecasting Innovation Pathways (FIP) is a methodology drawing on Tech Mining plus additional steps to elicit stakeholder and expert knowledge to link recent ST&I activity to likely future development. A decade ago, we demeaned Management of Technology (MOT) as somewhat self-satisfied and ignorant. Most technology managers relied overwhelmingly on casual human judgment, largely oblivious of the potential of empirical analyses to inform R&D management and science policy. CTI, Tech Mining, and FIP are changing that. The accumulation of Tech Mining research over the past decade offers a rich resource of means to get at emerging technology developments and organizational networks to date. Efforts to bridge from those recent histories of development to project likely FIP, however, prove considerably harder. One focus of this volume is to extend the repertoire of information resources; that will enrich FIP.Featuring cases of novel approaches and applications of Tech Mining and FIP, this volume will present frontier advances in ST&I text analytics that will be of interest to students, researchers, practitioners, scholars and policy makers in the fields of R&D planning, technology management, science policy and innovation strategy.
Автор: Dirk Meissner; Leonid Gokhberg; Alexander Sokolov Название: Science, Technology and Innovation Policy for the Future ISBN: 364244041X ISBN-13(EAN): 9783642440410 Издательство: Springer Рейтинг: Цена: 15372.00 р. Наличие на складе: Есть у поставщика Поставка под заказ.
Описание: This book offers advice for policy makers, analysts and researchers on using Foresight studies in devising future-oriented strategy, outlining approaches for their integration in the making and implementing of policy in science, technology and innovation.
Автор: Loon Mark, Stewart Jim, Nachmias Stefanos Название: The Future of HRD, Volume II: Change, Disruption and Action ISBN: 3030524612 ISBN-13(EAN): 9783030524616 Издательство: Springer Рейтинг: Цена: 20962.00 р. Наличие на складе: Есть у поставщика Поставка под заказ.
Описание:
Chapter 1: Foresight from Insight
Setting, motivation, scope and objectives of the book. Discussion and debate of the role of HRD in a world characterized by volatile, uncertain, complex and ambiguity. Summary of each chapter and its role contribution to the book's objectives.
Chapter 2: Evaluation of HRD practices from 1999 to 2019: What next?
The aim of this paper is to analyze the evolution of theory and practices on the evaluation of HRD since the UFHRD Conferences began to exist. The study is, we believe, of interest because evaluation has been a stream and topic on UFHRD as evaluation is fundamental for HRD. The research questions are
- How is evaluation of HRD done and more specifically:
- What are the underlying theories?
- What are the methods used ? Who does it? With what purposes? With what results? Has evaluation changed since 1999?
There are many approaches possible to HRD, and the outcome variables depend on the researcher. In general, the evaluation applies to an operation and it is possible to define immediate or long run outcomes. The most celebrated model to analyze the topic is Kirkpatrick's, but there are much more. Evaluation may seek results (participants or funds involved) or influence (difference in outcome variables before after or within-without). The level of qualitative or quantitative data involved in the operations of evaluation may differ considerably.
We will do a literature review on the research questions using large databases like EBSCO, Publons and SCOPUS. We will also use data published in books by renowned sources on the topic and available online. We hope to find trends and benchmarks on the several research questions. We also will discuss if HRD scholars and in particular if the UFHRD community had any impact on the results. This chapter has the limitations of dimension associated with it. However, regardless of this aspect we hope to get a comprehensive idea on the topic addressed. For researchers, the chapter offers an informative and open to speculation argument - what should we do in the next 20 years that we did not do in the last 20? For policy makers and managers, it should be challenging - what new policies and operations should design and implement on evaluating to fill the gap exist in practice. For the evaluators, it should be of interest because if good give a precise idea of the close past, present and distant future of the field they are evolving. Even if evaluation is a much-debated topic assessments like the one we suggest are not so common and the fact that will be focused on the last 20 years might be of interest for the book. In addition, we believe that more and more countries and organizations are evaluating HRD and also that resources had never felt as so scarce, and policies as so important - therefore the assessment is important and the inclusion in the book is important.
Chapter 3: OCD and HRD: Evidence-Based Learning
Contemporary literature suggests that 70% or more of rightsizing, mergers, acquisitions and other organizational change programme either fail or are just partially successful, and that the workplace challenges posed by organizational change and development (OCD) initiatives typically have a negative impact on employees (Shook & Roth, 2011; ten Have et al., 2017; Hamlin et al., 2019). Consequently, various scholars have suggested that organizational leaders, managers, and HRD professional practitioners should strive to become more critically reflective and truly evidence-based in their OCD-related
Автор: Loon Mark, Stewart Jim, Nachmias Stefanos Название: The Future of Hrd, Volume I: Innovation and Technology ISBN: 3030524094 ISBN-13(EAN): 9783030524098 Издательство: Springer Цена: 18167.00 р. Наличие на складе: Есть у поставщика Поставка под заказ.
Описание:
Chapter 1: Future of HRD: Disruption through Digitalization
Setting, motivation, scope and objectives of the book. Discussion and debate of the role of HRD in a world characterized by volatile, uncertain, complex and ambiguity. Summary of each chapter and its role contribution to the book's objectives.
Chapter 2: Role of HRD in developing capabilities for creativity & innovation at work
Human Resource Development (HRD) plays a significant role in the development of individual, team and organizational capabilities for creativity and innovation at work. This chapter positions creativity and innovation as multilevel phenomena, and discusses how organizations can develop these capabilities through recruitment, training, and reward. We argue that by focusing on these areas, organizations will also foster a culture of innovation. Furthermore, this chapter positions creativity as an essential part of a multi-stage innovation process, and therefore when this chapter refers to innovation it is inclusive of creativity.
A multilevel focus - early innovation research focused at the individual level, turning later to the team and organizational levels. Advances in statistical analysis allow innovation to be modelled simultaneously at the individual, team and organizational levels (Walker & Batey, 2014), which gives a more holistic understanding of complex organizational phenomena that cannot be achieved through single level research (Nielsen, 2010). Innovation is often overlooked during recruitment. When innovation is considered, it is usually assessed at interview and usually only in candidates for senior roles (Searle & Ball, 2003). However, innovation can be an integral part of the recruitment process at both the individual and team levels.
The role of recruitment in building innovation capabilities
At the individual level, recruitment should integrate reliable and valid forms of assessment such as psychometrics. Specifically, assessing the traits and preferences known to correlate with innovation, such as the personality trait Openness to Experience (Hammond, Neff, Farr, Schwall & Zhao, 2011). At the team level, there is a valuable but under-utilized opportunity during recruitment to assess team fit in relation to innovation. Not assessing this could result in a homogenous - and therefore less innovative - team in which a new team member is a poor fit.
Ongoing training and development of innovation capabilities can occur at both the individual and team levels. At the individual level, training is important to build confidence and provide a consistent understanding of innovation (debunking the many myths about innovation), and communicate the organization's expectations around innovation. Subsequent coaching continues to build confidence, given that confidence is one of the strongest predictors of creative performance (Luthans, Youssef & Avolio, 2007). Given that innovation is a team activity, we argue that team coaching is then required to translate the individual learning into team learning. Team coaching has been found to correlate positively with innovation: Rousseau, Aube and Tremblay (2013) analyzed teams in a public safety organization and found a positive relationship between team coaching and innovation, for example.
Reward - giving something to recognize effort and achievement (Armstrong, 2006) - can be used to encourage and reinforce innovative behaviours within individuals and teams. When developing a reward strategy for innovation, there are four main considerations: (1) reward timing, (2) reward type, (3) which behaviours to reward, and (4) whether the reward is at the individual or team level.
Автор: Loon Mark, Stewart Jim, Nachmias Stefanos Название: The Future of Hrd, Volume II: Change, Disruption and Action ISBN: 3030524582 ISBN-13(EAN): 9783030524586 Издательство: Springer Цена: 18167.00 р. Наличие на складе: Есть у поставщика Поставка под заказ.
Описание:
Chapter 1: Foresight from Insight
Setting, motivation, scope and objectives of the book. Discussion and debate of the role of HRD in a world characterized by volatile, uncertain, complex and ambiguity. Summary of each chapter and its role contribution to the book's objectives.
Chapter 2: Evaluation of HRD practices from 1999 to 2019: What next?
The aim of this paper is to analyze the evolution of theory and practices on the evaluation of HRD since the UFHRD Conferences began to exist. The study is, we believe, of interest because evaluation has been a stream and topic on UFHRD as evaluation is fundamental for HRD. The research questions are
- How is evaluation of HRD done and more specifically:
- What are the underlying theories?
- What are the methods used ? Who does it? With what purposes? With what results? Has evaluation changed since 1999?
There are many approaches possible to HRD, and the outcome variables depend on the researcher. In general, the evaluation applies to an operation and it is possible to define immediate or long run outcomes. The most celebrated model to analyze the topic is Kirkpatrick's, but there are much more. Evaluation may seek results (participants or funds involved) or influence (difference in outcome variables before after or within-without). The level of qualitative or quantitative data involved in the operations of evaluation may differ considerably.
We will do a literature review on the research questions using large databases like EBSCO, Publons and SCOPUS. We will also use data published in books by renowned sources on the topic and available online. We hope to find trends and benchmarks on the several research questions. We also will discuss if HRD scholars and in particular if the UFHRD community had any impact on the results. This chapter has the limitations of dimension associated with it. However, regardless of this aspect we hope to get a comprehensive idea on the topic addressed. For researchers, the chapter offers an informative and open to speculation argument - what should we do in the next 20 years that we did not do in the last 20? For policy makers and managers, it should be challenging - what new policies and operations should design and implement on evaluating to fill the gap exist in practice. For the evaluators, it should be of interest because if good give a precise idea of the close past, present and distant future of the field they are evolving. Even if evaluation is a much-debated topic assessments like the one we suggest are not so common and the fact that will be focused on the last 20 years might be of interest for the book. In addition, we believe that more and more countries and organizations are evaluating HRD and also that resources had never felt as so scarce, and policies as so important - therefore the assessment is important and the inclusion in the book is important.
Chapter 3: OCD and HRD: Evidence-Based Learning
Contemporary literature suggests that 70% or more of rightsizing, mergers, acquisitions and other organizational change programme either fail or are just partially successful, and that the workplace challenges posed by organizational change and development (OCD) initiatives typically have a negative impact on employees (Shook & Roth, 2011; ten Have et al., 2017; Hamlin et al., 2019). Consequently, various scholars have suggested that organizational leaders, managers, and HRD professional practitioners should strive to become more critically reflective and truly evidence-based in their OCD-related
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