As companies make the transition from small to mid-size it represents a unique requirement and opportunity to mature, evolve and standardize their systems and processes. Over the years, with experience in different parts of the business including IT, I've learned to appreciate how ERP projects can be the catalyst that helps transform organizations and take them to the next level. As you know, the change associated with an ERP project can be significant. Yet, if managed well, can also be the turning point that companies need at this point in their evolution and maturity.
I was excited for the opportunity to be involved in leading our client’s Infrastructure team in their agile effort, which is what led me to the CST class. The manager had heard stories of the gains in productivity from teams on the Application Development side of their business' Technology Services, and wanted the same for his team. Both of us had a foundational understanding of Agile, but we would be the first team on the Infrastructure division side of the house to implement some form of Agile, so while we had plenty of experience to reflect upon from the AppDev side of the business, it quickly became obvious we weren’t really tapped into the cultural change that appears to be happening across the fence.
As part of our preparation I attended the Scrum Alliance Certified Master Training (CST), and having exposure to the agile happening around me, I can say that understanding Scrum is fairly straightforward. A Scrum Team consists of a Scrum Master, Product Owner, and the Development Team. The Product Owner uses a Backlog to collect, prioritize, and manage the team work. A Sprint is the duration of time, usually 2-4 weeks in length, where the Development Team devotes it’s time to accomplishing the work the team pulls from the Backlog.
The workforce is changing, deeply and at a fast pace.
When you are in recruiting, you see trends. Traditionalists are old school, Baby Boomers are getting close to retirement, Generation Xers are out to prove themselves by getting a Master degree and maybe even a PhD, Millennials are changing existent paradigms and iGeners are slowly coming in with resistance and hesitation.
Companies are being faced with an unprecedented challenge: having up to 5 generations working side by side in their workforce. Each generation brings different values, opinions, priorities and work styles to the table. The fact that Traditionalists and Baby Boomers are living longer, that some of them are not able to retire, and/or that many of them want to keep working, leads to more generations in a single work space.
This, of course, comes back onto organizational leaders. They need to be able to communicate, understand, motivate, lead, guide, train and retain four or five generations at the same time. Many organizational leaders may not have this skillset naturally, but luckily it is a skillset they can develop through learning and a lot of practice.
What’s on your bucket list? Mine includes too many physical activities to list here. But when it comes to my career, the list is much smaller. On November 8th, I was honored to co-host the webinar, Embracing Transformation: Catalyzing Change in a Transformative World. My co-host was Tim Creasey, Chief Innovation Officer at Prosci and co-author of Change Management, the People Side of Change and a thought leader in the discipline of change management. Sharing webinar time with Tim was a great experience.
The webinar covered four main topics: The People Side of Change, Research and Trends, The Right Finish Line, and 4 Change Catalyzing Questions.