- Mar 2024
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Manage systems lifecycles to eliminate legacy technology: ‘Legacy’ systems are not justhard to maintain and secure, they are extremely hard to restore. Regular investment in thelifecycle of all critical systems – both infrastructure and applications – is essential toguarantee not just security but also organisational resilience
What is cutting edge today is legacy tomorrow
As our layers of technology get stacked higher, the bottom layers get squeezed and compressed to thin layers that we assume will always exist. We must maintain visibility in those layers and invest in their maintenance and robustness.
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The need to embed security more deeply than ever into everything we do will requireinvestment in culture change across different parts of the Library. There is a risk that thedesire to return to ‘business as usual’ as fast as possible will compromise the changes intechnology, policy, and culture that will be necessary to secure the Library for the future. Astrong change management component in the Rebuild & Renew Programme will beessential to mitigate this risk, as will firm and well considered leadership from seniormanagers
Actively avoiding a return to normal
This will be among the biggest challenges, right? The I-could-do this-before-why-can’t-I-do-it-now question. Somewhere I read that the definition of “personal character” is the ability to see an action through after the emotion of the commitment to the action has passed. The British Library was a successful institution and will and to return to that position of being seen as a successful instituting as quick as it possibly can.
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- Dec 2023
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evolllution.com evolllution.com
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It’s not available to everyone, but a senior leadership who is vocal about lifelong learning can give you greater access to open doors, and people will take it more seriously. Time is never wasted with senior leadership and demonstrating the long-term interest for the institution, communities and companies we serve.
Executive sponsorship is a $0, very valuable resource.
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- Mar 2023
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brill.com brill.com
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// - This article provides an intersectional study of: - climate change, - collective action research - terror management theory / mortality salience - it explains the beneficial impacts of non-rational relational ontology and recommends the use of ritual practices based on this as a way to promote pro-environmental behavior
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- Sep 2022
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www.mckinsey.com www.mckinsey.com
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Organizations don’t change—people do Many companies move quickly from setting their performance objectives to implementing a suite of change initiatives. Be it a new growth strategy or business-unit structure, the integration of a recent acquisition or the rollout of a new operational-improvement effort, such organizations focus on altering systems and structures and on creating new policies and processes. To achieve collective change over time, actions like these are necessary but seldom sufficient. A new strategy will fall short of its potential if it fails to address the underlying mind-sets and capabilities of the people who will execute it. McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo.2 2. For more on McKinsey’s organizational-health index and findings on organizational change, see Scott Keller and Colin Price, “Organizational health: The ultimate competitive advantage,” McKinsey Quarterly, June 2011. In other words, despite the stated change goals, people on the ground tend to behave as they did before. Equally, the same McKinsey research indicates that if companies can identify and address pervasive mind-sets at the outset, they are four times more likely to succeed in organizational-change efforts than are companies that overlook this stage.
Mindset drives Behavior, and Behavior drives Results.
We generally focus on behavior, not mindset. We want to get to results, and fast, so we focus on the changing the behaviors necessary to achieve our desired results. We don't see the need to change ourselves, nor do we want to.
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- Feb 2022
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www.workcred.org www.workcred.org
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To ensure an equitable and inclusive participation, Workcred invited executive directors and directors of certification that represented certification bodies based on selected criteria—whether their certification(s) could be aligned at the cognitive content level of a bachelor’s degree, whether the organization participates in Workcred’s Credentialing Body Advisory Council, and if they are accredited by a third-party.4 For purposes of this project, accreditation served as a proxy for the industry value of the certification. Select employers in industries related to the focus of a convening were also invited to participate.
Trust: in investigating how to embed credentials that will be trusted, leaders convened participants whose affiliations might add trust to the effort. Meta. Also, interesting detail in the Change Management approach.
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wblau.medium.com wblau.medium.com
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Blau, W. (2022, February 14). Climate Change: Journalism’s Greatest Challenge. Medium. https://wblau.medium.com/climate-change-journalisms-greatest-challenge-2bb59bfb38b8
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- Sep 2021
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finiteeyes.net finiteeyes.net
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Smart leaders will not focus so much on exhorting people not to be afraid of change and will instead work to do everything they can to increase a sense of stable, supportive community. Unfortunately, many leaders see stability, community, and a sense of belonging as enemies of innovation — when in reality they are the prerequisites.
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- Dec 2020
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"Organizational change management ensures that the new processes resulting from a project are actually adopted by the people who are affected.”
Definition of change management
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- Sep 2020
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psyarxiv.com psyarxiv.com
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Van Bavel, J. J., & Myer, A. (2020). National identity predicts public health support during a global pandemic [Preprint]. PsyArXiv. https://doi.org/10.31234/osf.io/ydt95
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- Aug 2020
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csbs.research.illinois.edu csbs.research.illinois.edu
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What We Know About College Students to Help Manage COVID-19 – Center for Social & Behavioral Science. (n.d.). Retrieved August 26, 2020, from https://csbs.research.illinois.edu/2020/08/16/what-we-know-about-college-students-to-help-manage-covid-19/
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covid-19.iza.org covid-19.iza.org
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Reacting Quickly and Protecting Jobs: The Short-Term Impacts of the COVID-19 Lockdown on the Greek Labor Market. COVID-19 and the Labor Market. (n.d.). IZA – Institute of Labor Economics. Retrieved July 27, 2020, from https://covid-19.iza.org/publications/dp13516/
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- Jun 2020
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royalsociety.org royalsociety.org
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DELVE group publishes evidence paper on the use of face masks in tackling Coronavirus (COVID-19) pandemic | Royal Society. (2020 May 04). https://royalsociety.org/news/2020/05/delve-group-publishes-evidence-paper-on-use-of-face-masks/
Tags
- publication
- physical distancing
- social distancing
- droplet
- COVID-19
- DELVE
- is:webpage
- behavioral change
- infection
- Data Evaluation and Learning for Viral Epidemics
- management
- Royal Society
- evidence
- learning
- asymptomatic
- policy
- lang:en
- SAGE
- face mask
- transmission reduction
- public health
Annotators
URL
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- Jan 2020
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www.adaptivecapacitylabs.com www.adaptivecapacitylabs.com
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How Complex Systems Fail
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gist.github.com gist.github.com
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Steve Yegge Rant
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- Apr 2019
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qualitysafety.bmj.com qualitysafety.bmj.com
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why 5 whys is broken
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- Feb 2018
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pmnerds.com pmnerds.com
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Center of Excellence
Join the Center of Excellence. It is designed to help you improve your practice of Integrated PM through:
- Collaboration
- Training
- Shared Assets
- Knowledge Management
- While helping you overcome change adoption hurdles
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- Nov 2017
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wrapping.marthaburtis.net wrapping.marthaburtis.net
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attaching our project’s goals to a defined institutional need allowed us to move forward
Key lesson, here.
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