Evelina Djadcenko’s Post

Creating alignment between business and IT goes beyond education; it's a cultural challenge that involves the entire organisation. Every area that uses #technology has a stake in seeing more effective adoption of modern, agile solutions to everyday problems. This is a topic that has come up repeatedly at meetings of the Technology and Innovation Forum, along with the importance of education. Simon Harris talks more about this in our recent article: https://lnkd.in/egE4MpAS

✨ 𝗦𝗮𝗻𝘁𝗮 𝗖𝗹𝗮𝘂𝘀𝗲 𝗼𝗿 𝘁𝗵𝗲 𝗨𝗹𝘁𝗶𝗺𝗮𝘁𝗶𝘃𝗲 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗼𝗿✨ Innovation and Santa Claus 🧑🎄 with his hardworking elves at the North Pole – it may sound like a fairy tale, but on closer inspection, it becomes clear that Santa is a true master of innovation: 🎁 1. Supply Chain Innovation: Delivering Gifts for Billions in One Night Santa is the undisputed logistics pro. Delivering billions of gifts on time for Christmas requires an almost flawless supply chain. The elves at the North Pole can be seen as the ultimative Fulfillment Center in magical form. 🧑🎄2. Agile Project Management in the Elf Team The elves are the epitome of an agile team. They work in small, specialized groups and possibly use Scrum or Kanban methods to ensure all gifts are ready on time. Flexibility is key: if a child suddenly changes their wish, the team can immediately react. 🎄3. Sustainability Santa Claus and his elves could be role models for sustainable innovation. The North Pole likely runs on green energy—wind, solar, and perhaps even magical polar lights power the workshop. The reindeer sleigh, an emission-free transportation solution, is another example of sustainable mobility. Rudolph and his friends could even be considered the predecessors of modern e-mobility—but without the battery issues! 🎀 4. Personalization Through Data Analysis Santa knows exactly who has been naughty or nice—a clear indication that he has access to a massive database. With advanced data analysis, he not only understands children’s wishes but can also predict them. Santa is a pioneer of personalized gifting, as every package is tailored to the recipient’s preferences. 🎇 5. Innovation Culture at the North Pole The elves not only work hard but also seem to foster a culture of continuous improvement. Every year, new trends and technologies flow into the production of gifts. Creativity and a willingness to experiment are top priorities for the elves. 🚀 6. Co-Creation with the Community Santa actively involves children in the innovation process: through letters and wish lists that allow kids to send their wishes directly to the North Pole headquarters. This dialogue between Santa and children is a prime example of co-creation and customer-centric work. 🌌 7. Inspiration and Vision For centuries, Santa Clause has inspired generations of children and adults with his message of joy, generosity, and hope. His ability to combine magic with efficiency demonstrates that innovation is not just about technology but also about the ability to inspire and connect people. Perhaps Santa Claus is the ultimate innovator, reminding us that, with the right team, progress and joy can go hand in hand. 🎄✨ Uwe Kirschner Luisa Wagner Levent Hikmet Sürer Sara Carvalho Manuel Krauß Martin Hoffmann Lukas Julius Elena Zehnder Stefan Jungmayr Dr. Andrea Bräuning Scarlett Hickey Jennifer Orani Frederic Redmann Lara Wildermuth

Here's my March blog about how I've enjoyed learning about #servicedesign and it's relationship to other improvement methodologies #lean #agile #continuousimprovement https://lnkd.in/ecauuC63

How can companies keep up with changing technology in the IT services industry?  To keep pace with the ever-evolving technology landscape in the IT services industry, companies can employ the following strategies: 1. **Continuous Learning and Professional Development:** Encourage employees to engage in ongoing training, certifications, and workshops to enhance their skills and stay updated on the latest technologies. 2. **Monitor Industry Trends:** Stay informed about emerging technologies, innovations, and industry best practices by attending tech conferences, webinars, and networking events. 3. **Build Strategic Partnerships:** Collaborate with technology vendors, startups, and industry experts to gain insights into new technologies and potential partnerships that can drive innovation. 4. **Adopt Agile Methodologies:** Implement agile practices to enable quick adaptation to technological changes, fostering flexibility and responsiveness within the organization. 5. **Encourage a Culture of Innovation:** Create a work environment that values and fosters creativity, experimentation, and the exploration of new technologies to drive innovation within the company. 6. **Establish Technology Committees:** Form internal committees or task forces dedicated to evaluating and implementing new technologies, ensuring alignment with the company's strategic goals. 7. **Invest in Research and Development:** Allocate resources to research and development initiatives aimed at exploring and testing new technologies that can enhance the company's IT services offerings. By incorporating these strategies into their operations, companies can effectively navigate the dynamic landscape of changing technology in the IT services industry and position themselves for sustained growth and success.  

✨ Zettelkasten Evolution - A Maturity Model ✨ A maturity model [1] can be viewed as a set of structured levels that describe how well the behaviors, practices, and processes of an organizational system can reliably and sustainably deliver the required results. While originally designed for software development, its structured approach to improvement can inspire creativity when applied to other areas of life. Imagine training for a marathon. At first, you might struggle to run even a single mile (Level 0: Incomplete). But as you keep practicing, you manage short, inconsistent runs (Level 1: Initial). With time and effort, you create a basic training plan, running regularly each week (Level 2: Managed). Over time, you refine your routine, tailoring your runs to build speed and endurance (Level 3: Defined). Eventually, you monitor your progress with stats and tweak your plan for specific goals like improving pace (Level 4: Qualitatively Managed). Finally, running becomes second nature, and you experiment with new techniques to keep improving (Level 5: Optimizing). This same concept of structured growth is the foundation of maturity models. But what happens when we apply it to personal knowledge systems like the Zettelkasten [2]? Drawing on Csikszentmihalyi’s insights into creativity [3], this playful application can reveal new ways to think about the evolution of our own note-taking systems. The enclosed concept map explores six levels of Zettelkasten maturity: Level 0: Incomplete Level 1: Initial Level 2: Managed Level 3: Defined Level 4: Qualitatively Managed Level 5: Optimizing My questions: Where is my Zettelkasten on this map? Will this framework inspire fresh insights into my system? And how can it guide the evolutionary development of my knowledge organization? **References**   [1] Paulk, Mark C., ed. The Capability Maturity Model: Guidelines for Improving the Software Process. The SEI Series in Software Engineering. Reading, Mass: Addison-Wesley Pub. Co, 1995.   [2] Ahrens, Sönke. How to Take Smart Notes: One Simple Technique to Boost Writing, Learning and Thinking, 2022.   [3] Csikszentmihalyi, Mihaly. Creativity: Flow and the Psychology of Discovery and Invention. HarperCollinsPublishers, 1996. #edmund2024 #agile #agilität #agilemindset #learning #lernos #lernossketchnoting #newwork #wol #workingoutloud #digitalsketchnotes #doodle #doodles #doodleart #drawing #facilitation #handwriting #lettering #sketchnote #sketchnotes #sketchnoting #storytelling #visualization #visualnotes #visualstorytelling #visualthinking #conceptsapp #powerbi #procreate #knowledgemanagement #obsidian #obsidianmd #pkm #secondbrain #smartsketchnotes #writing #zettelkasten

Agile methods have served software engineering well for over two decades, improving responsiveness to change, empowering teams, and facilitating better communication among various project stakeholders. Is it enough to lead us through the next era where balancing business value with human values has become more relevant than ever, especially in an increasingly artificial intelligence (AI)-assisted, hybrid world? We do not think so, and, in this article, we present our vision of “augmented agile” where agile practices are augmented with new capabilities made possible by AI while incorporating human-centered values. https://lnkd.in/gnEb-23U Published in: IEEE Software ( Volume: 40, Issue: 4, July-Aug. 2023) Monash Information Technology, Rashina Hoda, Hoa Khanh Dam, Kla Tantithamthavorn, Patanamon Thongtanunam, Margaret-Anne Storey

The trend for 2025 should be CONTINUOUS RESEARCH, not continuous discovery. This has been a painful year in our industry. Certain fundamentals aren't being doing well and the effects are being felt, yet without understanding the cause This is what I've learned: it isn't about process and user centricity - it's about process _and_ user centricity! Let me explain this madness People don't want process. People don't want user centricity. It can't be about those things because there is just no appetite but the undeniable truth is that these are not two separate things This is my epiphany. Process and user centricity are just two sides of the same coin that fundamentally need continuous to work. Continuous is the fuel for the powerful engine. Continuous is the fundamental forward force of Agile. Continuous works But...continuous discovery is like driving with one style/way, all of the time, irrespective of the conditions. Continuous research is having two distinct research styles for two different perspectives. Continuous evaluative loses out to continuous discovery every time, just look around for evidence, it happens The way forward for 2025 for researchers is to demonstrate value to PMs by conducting evaluative to compliment the generative The way forward for 2025 for PMs is to consider optimising existing core functionality (aka golden journeys) as well as building new The spice I can't help but throw in is that a certain product author has good ideas but gets the application so wrong. It isn't about continuous discovery and it has been a terrible red herring for 2024 by many accounts. The dangers of relying on paid self reporting participants from large pools should be obvious but aren't. Great intentions, products and reputations are being damaged. Battles are being fought. Jobs are being lost. A lot of this can be attributed to building the wrong thing because you had the wrong insight Let 2025 be a year of practice harmony and working together, respecting each other's experience and working continuously to do both self reported and observational research...and remember: - what people say is not what they do (especially when paid) - what people do is not what they do (when observed or recorded) - the cognitive bias thing is real and affects every bit of research that we all do, professionals and amateurs alike (we're just better at managing it) Getting continuous clean insight is harder than ever. Better product and financial success relies on it, and teamwork is the way to achieve it. As I've said earlier this week, together we stand, divided we fall and that should be everyone's mantra for 2025 p.s. Researchers, do the evaluative thing anyway. Find a way. Ideally get buy-in from your PM but if not, do it anyway. It can get very spicy, only proceed if you aren't going to get fired. Do it alongside the disco work. Make the sessions short and snappy. Get the data, generate the insight. It's a risk worth taking if you are able to

An estimated 85% of organizations have either adopted or are planning to adopt a product-centric application delivery model. The reason product-centered design is fast becoming the new gold standard for product development is simple: It’s the most effective way to achieve product innovation. Read more - https://lnkd.in/gASNfMpP #softwaredevelopment #mobileappdevelopment #softwareproducts

I have taken a course in Innovation Practices and Techniques in the past 3 months and below journal from Harvard Business Review (2016) covered the agile methodology that I learnt: https://lnkd.in/g9aVvRQ8

📈 #processimprovement || #Flow! The best Route to Panta Rhei  (in your organization or company) There are many methods for process improvement, ranging from #Lean, #QuickResponseManufacturing to the #TheoryofConstraints, and from #SixSigma tot #SmartIndustry Over the past 25 years, I interviewed more than 400 companies. There are differences in their improvement approaches, but much more similarities. The most commonly shared characteristic is the realisation of #flow! Which improvement method increases throughput (flow) the best, depends on the specific situation, but also on the desired pace of improvement, the gear with which you wish to 'cycle uphill'. Every company or organisation wants three things, all of which have to do with flow: 1. Fluent innovation: creating NEW (product) value as quickly and effectively as possible. 2. Smooth production: effectively delivering EXISTING products and services to customers, like a flowing river 3. Inspired and engaged employees, who enjoy their work, and who work together well. Fluent innovation and production are both achieved by continuously repeating three steps: hypothesis formation, testing and learning. Using a sailboat-building metaphor, I will explain in this article how all improvement methods aim to increase flow. They also use the same 'scientific' approach, seeing everything as an experiment. Although there is a great variety of process improvement methods, from Lean to Agile, and from TPM to Six Sigma, there are much more similarities than differences between them. Regardless of the specific problem, process improvement always boils down to the same thing: continuously, step by step and while learning, strive for increasingly more flow! That said, the improvement methods do differ in focus: what is the most important aspect that limits the flow. There is also a difference in pace: do you apply a fast and short improvement cycle, or a slower and more in-depth one? Ergo: do you pedal with a small, or with a large gear towards a world-class organisation? Which approach did your company choose, and why? Let us know! 🌍 More articles process improvement? Help bring them to the attention! Notification articles? Follow me and click on bell, top right of my profile🌍 https://lnkd.in/ehEFdnCV