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Lean Business Change – David Morris on Lean Leadership, Change, Governance, and Coaching

David Morris on Lean Leadership, Change, Governance, and Coaching

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Lean Business Change – David Morris on Lean Leadership, Change, Governance, and Coaching | davidjcmorris.com Reviews
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Lean Business Change – David Morris on Lean Leadership, Change, Governance, and Coaching | davidjcmorris.com Reviews

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David Morris on Lean Leadership, Change, Governance, and Coaching

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About | Lean Business Change

http://davidjcmorris.com/index.php/about

Mar 11th, 2010. Barriers to agile transformation. Agile Project Management in easy steps. Take two goals into a sprint? Creating a focus on improvement as well as delivery. Is the blog of David Morris,. MBA PSPO CSM CBAP. David Morris, Lean Change Agent, Coach and Author. As an experienced lean change agent, coach, and author; David helps organisations realise the benefits of. With over 30 years’ experience working in delivery, lead, coach, consultant, and instructor roles; he is passionate about. He has...

2

leadership patterns | Lean Business Change

http://davidjcmorris.com/index.php/category/leadership-patterns

Barriers to agile transformation. Agile Project Management in easy steps. Take two goals into a sprint? Creating a focus on improvement as well as delivery. It’s structure, not culture, that kills change. February 24, 2015. Are you attempting a large-scale transformation, taking your organisation on a journey to a leaner, fitter future so you can deliver delightful quality customer experiences responsively, seizing market opportunities or tackling problems even before they appear? October 9, 2014. Part o...

3

business analysis | Lean Business Change

http://davidjcmorris.com/index.php/category/business-analysis

Barriers to agile transformation. Agile Project Management in easy steps. Take two goals into a sprint? Creating a focus on improvement as well as delivery. Stop yanking my chain. Unpicking supply and value. February 8, 2015. They’re interchangeable right? What’s the difference and does it matter? Recently, someone told me they wanted to ‘identify where they sit in their value chain’. While this sounds reasonable, it really makes no sense at all. Dunedin for the IIBA NZ Roadshow 2013 Winter Tour.

4

new product development | Lean Business Change

http://davidjcmorris.com/index.php/category/new-product-development

Barriers to agile transformation. Agile Project Management in easy steps. Take two goals into a sprint? Creating a focus on improvement as well as delivery. The gamification of business. March 21, 2014. Ever wondered what gamification was all about and how it relates to the world outside playing actual games. In this blog, I explore what this means and how it applies to businesses today. Turn my world outside in customer experience design. November 14, 2012. July 10, 2012. March 15, 2010. The nine Ps of ...

5

Take two goals into a sprint? Creating a focus on improvement as well as delivery | Lean Business Change

http://davidjcmorris.com/index.php/2015/03/focus-on-improvement-as-well-as-delivery

Take two goals into a sprint? Creating a focus on improvement as well as delivery. Agile Project Management in easy steps. It’s structure, not culture, that kills change. Posted By David Morris. Mar 12th, 2015. Barriers to agile transformation. Agile Project Management in easy steps. Take two goals into a sprint? Creating a focus on improvement as well as delivery. Now I’m going to mess with that. I’m going to suggest that each and every sprint should have two goals. We know that, to be effective, agile ...

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How to Spy on Ryan (Moulton): Why big organizations don’t take risks proportionate to their size (a theoretical argument)

http://moultano.blogspot.com/2011/03/why-big-organizations-dont-take-risks.html

How to Spy on Ryan. Tuesday, March 08, 2011. Why big organizations don’t take risks proportionate to their size (a theoretical argument). TLDR version: People optimize E(Log(x) . Big organizations should optimize E(Log(Σ x) , but because they are composed of many people, they optimize ΣE(log(x) . To compare these two offers, before we take the expected value, we’ll take the log of the outcomes. 05 * 6 0.1 * 7, so we take the first offer as observed. How do they actually behave? The company will behave in...

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